People Whose Ideas Influence Organisational Work
Quality people
Joseph M. Juran
Philip B. Crosby
Tom Peters
W.Edwards Deming
Joseph M. Juran
Seen by many as the "father" of quality, a quality "guru" and the man
who"taught quality to the Japanese." Established a theory of quality
management, control and improvement cycles Went from Bell Systems in
1920's to New York University Department of Industrial Engineering.
1951 Quality Control Handbook. Developed "Managing for Quality" coourses
late 1940s - emphasized the role of management in quality.
Union of Japanese Scientists and Engineers invited him to Japan in 1954
where he ran seminars for top and middle-level managers, explaining
to them the roles they had to play in promoting quality. Quality control
was a management tool - total quality control. by the 1960s, Juran began
to report on the new ideas on quality coming out of Japan--e.g. quality
circles.
1970 -Quality Planning and Analysis, co-authored with Frank Gryna -
textbook on quality.
Juran developed the quality trilogy – quality planning,
quality control and quality
improvement
Key Contributions
Top management involvement
Pareto principle
Training in quality management
Definition of quality as fitness for use
Project-by-project approach
Standard reference the Quality Control Handbook
Influenced Japanese managers
Among the steps Juran advocated are:
Build awareness of the need and opportunity for improvement
Set goals for improvement and organize to reach them
Carry out projects to solve problems
Report progress
Provide training
Give recognition
Communicate results
Maintain momentum by making improvement part of the regular systems
and processes of the company
Philip M. Crosby
His statements now part and parcel of quality speak - "zero defects"
"do it right the first time"
He is quite people orientated and felt we should "assume that people
are vitally interested in the quality improvement process" and "assume
the best and that is usually what happens" which unfortunately is certainly
not always the case!
His four absolutes of quality:
• Quality is conformance to requirements
• The system of quality is prevention
• The performance standard is zero defect
• The measurement of quality is the price of non-conformance
Crosby's 14 Steps to Quality Improvement
* Make it clear that the management is committed to quality.
* Form quality improvement teams with representatives from all departments.
* Assess and evaluate the quality awareness/concern of employees
* Raise the quality awareness/concern of employees.
* Take actions to correct problems.
* Establish a committee for a zero defects program.
* Train supervisors.
* Hold a "zero defect day"
* Encourage people to establish improvement goals for themselves and their
teams
* Encourage employees to communicate to management the obstacles to attaining
improvement goals.
* Recognize those who participate.
* Establish Quality Councils.
* Do it all over again - the quality improvement program never ends
Tom Peters
Fortune calls Tom Peters the Ur-guru (guru of gurus) of management. The Economist tags him the Uber-guru, and his unconventional views led Business Week to describe Tom as "business' best friend and worst nightmare." Tom describes himself as a prince of disorder, champion of bold failures, maestro of zest, professional loudmouth (as a speaker he's "a spitter" ... according to Dilbert).........
With
Bob Waterman he co-authored In Search of Excellence in 1982;which
has been called one of the "Top Three Business Books of the Century,"
and ranked as the "greatest business book of all time" in a poll
by Britain's Bloomsbury Publishing (2002).
Other
bestsellers:
A Passion for Excellence (1985, with Nancy Austin
Thriving on Chaos (1987)
Liberation Management (1992: acclaimed as the "Management Book of the
Decade" for the '90s)
The Tom Peters Seminar (1993)
The Pursuit of WOW! (1994)
The Circle of Innovation (1997).
Tom
Peters - BBC broadcast and transcript
His most recent work can be found via his web site(see below)
Two Tom Peters biographies have recently been published:
Corporate Man to Corporate Skunk: The Tom Peters Phenomenon, by Stuart Crainer
Tom Peters: The Bestselling Prophet of the Management Revolution (part of
a four-book series of business biographies)
Tom Peters main site Everything from papers, presentations, tips, pdf's etc Big picture of cover of his new book, Re-Imagine Business Excellence in a Disruptive Age Download a free chapter from his book Re-Imagine Download
Guru
Peters still taking no prisoners
Rule
#3: Leadership Is Confusing As Hell Fast Company online magazine See also
Tom
Peters's True Confessions with some good comments though TP may not have
liked them all.
Still Angry After All These Years A
Business Odyssey With Tom Peters a day spent with TP...he is soo good
with words!
Master
of Re-InventionRecent newpaper article
The Peters
Principles Interview with TP
Tom Peters Sounds Off.Tom Peters interviewed on human resources management
The
Cool School of Tom Peters report on presentation
Re-Imagining
the Enterprise: The Tom Peters Interview mPulse interview (HP magazine)
Tom Peters Seminar
Book notes A
Tom Peters Wiki
@issue: The Journal of Business and Design Management Guru Tom
Peters on Design
W Edwards Deming
He placed great importance and responsibility on management, at both the
individual and company level, believing management to be responsible for 94%
of quality problems.
His fourteen point plan is a complete philosophy of management,
that can be applied to small or large organisations in the
public, private or service sectors:
• Create constancy of purpose towards improvement of product and service
• Adopt the new philosophy. We can no longer live with commonly accepted
levels of delay, mistakes
and defective workmanship
• Cease dependence on mass inspection. Instead, require statistical
evidence that quality is built in
• End the practice of awarding business on the basis of price
• Find problems. It is management’s job to work continually on
the system
• Institute modern methods of training on the job
• Institute modern methods of supervision of production workers, The
responsibility of foremen must
be changed from numbers to quality
• Drive out fear, so that everyone may work effectively for the company
• Break down barriers between departments
• Eliminate numerical goals, posters and slogans for the workforce asking
for new levels of
productivity without providing methods
• Eliminate work standards that prescribe numerical quotas
• Remove barriers that stand between the hourly worker and their right
to pride of workmanship
• Institute a vigorous programme of education and retraining
• Create a structure in top management that will push on the above points
every day
He believed that adoption of, and action on, the fourteen points was a signal that management intended to stay in business. Deming also encouraged a systematic approach to problem solving and promoted the widely known Plan, Do, Check, Act (PDCA) cycle. The PDCA cycle is also known as the Deming cycle
Kaoru Ishikawa
Most noteworthy contribution is his total quality viewpoint, company wide
quality control, his emphasis on the human side of quality, the Ishikawa diagram
and the assembly and use of the “seven basic tools of quality”:
• Pareto analysis which are the big problems?
• Cause and effect diagrams what causes the problems?
• Stratification how is the data made up?
• Check sheets how often it occurs or is done?
• Histograms what do overall variations look like?
• Scatter charts what are the relationships between factors?
• Process control charts which variations to control and how?
Genichi Taguchi
Believed it is preferable to design a product that is robust or insensitive
to variation in the manufacturing process, rather than attempt to control
all the many variations during actual manufacture.To put this idea into practice,
he took the already established knowledge on experimental design and made
it more usable and practical for quality professionals. His message was concerned
with the routine optimisation of product and process prior to manufacture
rather than quality through inspection. Quality and reliability are pushed
back to the design stage where they really belong, and he broke down off-line
quality into three stages:
• System design
• Parameter design
• Tolerance design
The
Quality Guru's What can they do for your company?
Links to a useful set of summaries of the key players
Tom
Peters
Philip
Crosby
W.
Edwards Deming
Joseph
M Juran
Kaoru
Ishikawa
Genichi
Taguchi
Page updated June 21, 2005