TQM gurus contributions

Topics: W. Edwards Deming, Management, Control chart Pages: 9 (3783 words) Published: October 25, 2014

Quaid-e-Azam College of Commerce University of Peshawar
ASSIGNMENT: Total Quality Management
NAME: Ijaz Ahmad (02)
Program: Master in HRM
Semester: 4TH
Submitted to: Miss. Aqsa Saddiq
Date of submission: 11 September, 2014
Assignment topic: the contribution of management Gurus to . Total Quality Management The contributions of management gurus to total Quality management Table of contents

Walter A. Shewhart (1897-1967)
Dr. W.E Deming (1900-1993)
3. Joseph M Juran (1904-2008)
3. Philip Crosby (1926-2001)
Genichi Taguchi (1924-2012)
Kaoru Ishikawa (1915-1989)
. Dr. Armand V. Feigenbaum (1922)
“People forget how fast you did a job – but they remember how well you did it”   Howard Newton
“Total quality management is a journey, not a destination.” (Berry)

“No doubt, humans are always deficient” (Al-Quran)
“Actions are direct reflection of one’s intentions” (Al-Quran)

The contributions of management gurus to total quality management Introduction
To fully understand the TQM movement, we need to look at the philosophies of individuals who have shaped the evolution of TQM. Their philosophies and teachings have contributed to our knowledge and understanding of quality today. Their individual contributions are summarized in this research summary. Early 1950’s - Americans who took the messages of quality to Japan. Late 1950’s - Japanese who developed new concepts in response to the Americans. 1970’s-1980 - Western gurus who followed the Japanese industrial success Walter A. Shewhart (1897-1967)

American physicist, engineer and statistician,.
Known as the father of statistical quality control
Shewhart cycle (PDSA cycle).
Control charts

Shewhart studied randomness and recognized that variability existed in all manufacturing processes. He developed quality control charts that are used to identify whether the variability in the process is random or due to an as sign bale cause, such as poor workers or miss calibrated machinery. He stressed that eliminating variability improves quality. His work created the foundation for today’s statistical process control, and he is often referred to as the “grandfather of Quality control.” Control Charts

Every process varies. There is an inherent variation, but it varies between predictable limits. There is some special cause which is expensive. For many processes, it is important to notice special causes of variation as soon as they occur. There's also "common cause" variation. There will be some variation, but not too much. Likewise, in most processes, reducing common cause variation saves money. Happily, there are easy-to-use charts which make it easy see both special and common cause variation in a process. They are called control charts, or sometimes Shewhart charts, after their inventor, Walter Shewhart, of Bell Labs. There are many different subspecies of control charts which can be applied to the different types of process data which are typically available. He also developed the Shewhart Cycle Learning This cycle contains four continuous steps: Plan, Do, Study and Act. These steps (commonly referred to as the PDSA cycle), Shewhart believed; ultimately lead to total quality improvement. The cycle draws its structure from the notion that constant evaluations of management practices -- as well as the willingness of management to adopt and disregard unsupported ideas --are keys to the evolution of a successful enterprise. PDSA CYCLE

Walter Shewhart also created the Shewhart Cycle or PDSA (plan, do, study, and act) cycle, scientific method for learning through action as well as observation and Improvement cycle, combining both creative management thinking with statistical analysis.

If a company isn't experiencing the success it would...

References: Boisvert, L. (2004), ‘’Successful Relationship Diagrams’’, Quality Progress; Vol. 37 Issue 1, p104-104.
Akao, Y. and Mazur, G., (2003), “The leading edge in QFD: past, present and future”, International Journal of Quality & Reliability Management, Vol. 20 No 1, pp. 20-35.3.
Anjard, R.P., (1995), “Management and planning tools”, Training for Quality, Vol 3 Nο 2 · 1995,· pp. 34–37.4.
Armistead C., (1996), ‘’Principles of business process management’’, Managing Service Quality, Vol 6 Numb 6, pp. 48-52
Armistead C., (1999), Knowledge management and process performance, Journal-of-Knowledge-Management, v3n2: 143-154.
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