Addis Ababa University

Addis Ababa Institute of Technology

School of Mechanical and Industrial Engineering

QUALITY MANAGMENT

GROUP ASSIGNMENT 2

QUALITY GURUS

Submitted by:
1. Hailemariam Weldegebrel ID. NO: ATE/9170/09 Stream: design
2. Zelalem Mamo ID. NO: ATE/3673/09 Stream: motor
3. Samuel Ayalew ID. NO: ATE/5315/09 Stream: motor

Instructor : Abebe Shmels

April 2022
 CROSBY, 1979
Crosby defines quality as a means "conformance to requirements" (Crosby, 1979). Quality must
be defined in measurable and clearly stated terms to help the organization take action based on
achievable targets, rather than experience, or opinions. To Crosby, quality is either present or not
present There is no such thing as differing levels of quality (Donaldson ,2004); Management must
measure quality by continually tracking the cost of doing things wrong. Crosby refers to this as
the "price of nonconformance." To aid managers in tracking the cost of doing things wrong, he
developed the following formula. (Jeorge,1992)
Cost of Quality (COQ)- Price of conformance (POC) +Price of Nonconformance (PONC).
POC=The cost of getting things done right the first time. POC is important as such that it provides
management the information about the wasted cost.
The requirements of a product need to be defined and specified clearly so that they are properly
understood. His emphasized that higher quality reduces costs and raises profits. Quality is
measured by the quality cost. His categories of quality costs are similar to those of juran-
prevention, appraisal and failure. This requires an emphasis on prevention rather than after-the-
fact inspection.
Crosby also presents the quality management maturity grid which contains five stages which are:
uncertainty, awakening, enlightenment, wisdom, and certainty. These stages can be used to
assess progress in management understanding and attitude, the status of quality in the organization,
problem handling, cost of quality as a percentage of sales, quality improvement actions.
Crosby Provides 14 steps to quality improvement the 14 steps are listed below. (Jeorge,1992)
1. Management commitment - to make clear where management stands on quality;
2. Quality improvement team - to set up a high-level, cross-functional team to run the
quality improvement program;
3. Quality measurement - to provide a display/report of current and potential non-
conformance problems in an objective manner;
4. The cost of quality - to define the ingredients of the cost of quality and explain its use
as a management tool;
5. Quality awareness - to provide a method of raising the personal concern for quality
felt by all employees;
6. Corrective action - to provide a systematic method for resolving problems identified;
 7. Zero defects (zd) action - preparatory activities for zd program launching;
8. Employee education - define the type and extent of supervisor training;
9. Zd day - popularize zd philosophy and raise quality consciousness;
10. Goal setting - goals and commitments are set by employees for themselves and their
groups;
11. Error-cause removal - develop a method for employees to communicate with the
management regarding error-cause removal;
12. Recognition of good work in the quality process - to appreciate employees with
superior performance.
13. Quality councils - brings together the professional quality staff for a planned
communication on a regular basis;
14. Do it over again - emphasize that quality improvement never ends and is a constant
effort.
Crosby (1984) claims “mistakes are caused by two factors: lack of knowledge and lack of
attention”. Education and training can eliminate the first cause, and a Personal
commitment to excellence (zero defects) and attention to detail will cure the second.

DAVID A. GARVAIN
He is a specialist in the area of quality control, argues that quality can be used in a strategic way
to compete effectively and an appropriate quality strategy would take into Consideration various
important dimensions of quality. There are eight such dimensions of quality. These are:

1. Performance: It involves the various operating characteristics of the product. For a

television set, for example these characteristics will be the quality of the picture, sound
and longevity of the picture tube.
2. Features: These are characteristics that are supplemental to the basic operating
characteristics. In an automobile, for example, a stereo CD player would be an additional
feature.
3. Reliability: Reliability of a product is the degree of dependability and trustworthiness of
the benefit of the product for a long period of time. It addresses the probability that the
product will work without interruption or breaking down.
 4. Conformance: It is the degree to which the product conforms to pre- established
specifications. All quality products are expected to precisely meet the set standards.
5. Durability: It measures the length of time that a product performs before a replacement
becomes necessary. The durability of home appliances such as a washing machine can
range from 10 to 15 years.
6. Serviceability: Serviceability refers to the promptness, courtesy, proficiency and ease in
repair when the product breaks down and is sent for repairs.
7. Aesthetics: Aesthetic aspect of a product is comparatively subjective in nature and refers
to its impact on the human senses such as how it looks, feels, sounds, tastes and so on,
depending upon the type of product. Automobile companies make sure that in addition to
functional quality, the automobiles are also artistically attractive.
8. Perceived Quality: An equally important dimension of quality is the perception of the
quality of the product in the mind of the consumer. Honda cars, Sony Walkman and Rolex
watches are perceived to be high quality items by the consumers.

A.V. FEIGENBAUM (1922-2014)

His major contribution to the subject was the cost of quality. It was his recommendation (in
1956) that quality costs should be categorized and separately managed, as exemplified in his PAF
model.

He identified three major categories;

✓ Prevention costs
✓ Appraisal (Evaluation, assessment) costs, and
✓ Failure costs

The PAF model attempts to achieve an optimal level of quality by balancing the trade-offs
between prevention-appraisal (conformance) and failure (non-conformance) costs.
The main premises (principles) of the model include:
✓ Quality level is determined by conformance to specifications.
✓ As quality level increases, the failure cost decreases at a decreasing rate.
✓ As quality level increases, the prevention-appraisal cost increases at an increasing
rate.
✓ Total quality cost is the sum of prevention-appraisal and failure costs.
✓ The optimal quality level is determined by minimizing the firm’s total quality cost.

Feigenbaum was the originator of “total quality control”, often referred to as total quality.
Feigenbaum defined total quality control as:

“An effective system for integrating the quality development, quality maintenance and quality
improvement efforts of the various groups in an organization so as to enable production and
service at the most economic levels which allow customer satisfaction”

Feigenbaum originated the industrial cycle, (used for the development of product from concept
to market launch and beyond) The cycle includes marketing, design, production, installation
and service elements which are now considered essential elements in the management of quality
in an organization as well as in managing a quality management system such as ISO 9000.

Feigenbaum also introduced the concept of hidden plant from the point of view that waste lowered
the real potential capacity of a plant because of rework. The hidden plant is that part of the plant
which is not being utilized due to wastage. The hidden plant will be utilized when actually doing
things right first time.

He also proposed three steps to quality improvement effort:

➢ Quality leadership
➢ Modern quality technology
➢ Organizational commitment

GENICHI TAGUCHI
The basic elements of his ideas can be considered under four main headings:

1. Taguchi Loss Function

2. Robust Design of products, services and processes (Offline quality control)

3. Reduction in variation

4. Statistically planned experiments

Consequently, he developed the “loss function” given by the quadratic equation.

L = k (x − t )
2
Where: L = Loss in terms of
money
K = Cost coefficient
x = Measured Value (Value of quality characteristics
t = Target value
Taguchi favors a more proactive quality practice of quality assurance through effective design
and development. Taguchi suggests that the time and effort spent in designing and planning
will save much more effort, time and money later during on-line quality control.

“Taguchi methodology” is fundamentally a prototyping method that enables the designer to

identify the optimal settings to produce a robust product that can survive manufacturing time after
time, piece after piece, and provide what the customer wants.

Taguchi’s Robust Design

To achieve economical product quality design, Taguchi proposed three design phases:

➢ System design: design engineers use their practical experience, along with scientific and
engineering principles, to create a viably functional design.
➢ Parameter design: The parameter design phase determines the optimal settings for the
product or process parameters.
➢ Tolerance design: establish tolerances wide enough to reduce manufacturing costs, while
at the same time assuring that the product or process characteristics are within certain
bounds.

MASAAKI IMAI

(Born 1930, in Tokyo) is a consultant in the field of quality management. Known as the “Lean
Guru” and the father of Continuous Improvement (CI) Masaaki Imai has been a pioneer and leader
in spreading the Kaizen philosophy all over the world.
Imai has brought together the management philosophies, theories and tools that have been popular
in Japan over the years as a single concept - kaizen.

Kaizen means continuous process improvement involving everybody, signifying the constant and
gradual improvement, no matter how small, which should be taking place all the time, in every
process.

Kaizen refers to “continuous or on- going improvement” in Japanese, is an inspirable aspect of

total quality management is required in all activity of the organization.

Kaizen has to basically do with small, step-by-step continues improvement, are more realizable,
predictable, controllable, and acceptable.

Just in time (JIT) approach and drive change down the hierarchy without yielding to resistance

The key ideas associated with JIT were developed at the Toyota motor company under the
leadership of founder EIJT TOYOTO whose father had founded the successful Toyota Spinning
and Weaving Company. JIT is the management philosophy that strives to the eliminate sources
of manufacturing waste producing the right part in the right place at the right time.

KAORU ISHIKAWA
He invented the Fishbone diagram (aka 4M/5M or cause and effect diagram) and CWQC –
Company Wide Quality Control.

He believed that company-wide quality control did not just mean the quality of the product being
sold. It also included the quality of the management, the company itself, after sales service to the
customer, and the human beings involved. He strongly believed that if all these things came
together the following would happen:

➢ Cost is reduced
➢ Wasteful rework is reduced
➢ Reliability of goods is improved
➢ Production is increased
➢ Sales market is increased
➢ False data and reports are decreased
 ➢ Product quality & defects are reduced
➢ Better relationships between departments
➢ Human relations are improved
➢ Meetings run more smoothly
➢ Techniques are established
➢ Testing and inspection costs drop
➢ Vendor and vendee contracts better
➢ More democratic discussions
➢ Fewer equipment repairs and installs done

He followed other quality control believers as well. As a matter of fact he expanded that into a 6
step plan from a 4:

➢ Determine goals and targets

➢ Determine methods of reaching those goals
➢ Engage in education and training
➢ Implement the work
➢ Chuck the effects of implementation
➢ Take appropriate action

He had a full life and he has helped many companies around the globe have a better work force
who can and do accomplish more than they ever thought possible.

JOSEPH JURAN
The Juran Trilogy, also called Quality Trilogy, was presented by Dr. Joseph M. Juran in 1986 as a
means to manage for quality. The traditional approach to quality at that time was based on quality
control, but today, the Trilogy has become the basis for most quality management best practices
around the world.

In essence, the Juran Trilogy is a universal way of thinking about quality—it fits all functions, all
levels, and all product and service lines. The underlying concept is that managing for quality
consists of three universal processes:
➢ Quality Planning (Quality by Design)
➢ Quality Control (Process Control & Regulatory)
➢ Quality Improvement (Lean Six Sigma)
Quality Planning (Quality by Design): The Juran Quality by Design model is a structured
method used to create innovative design features that respond to customers’ needs and the
process features to be used to make those new designs. Quality by Design refers to the product
or service development processes in organizations.

Quality Improvement (Lean Six Sigma): Improvement happens every day, in every
organization—even among the poor performers. That is how businesses survive—in the short
term. Improvement is an activity in which every organization carries out tasks to make
incremental improvements, day after day. Daily improvement is different from breakthrough
improvement. Breakthrough requires special methods and leadership support to attain
significant changes and results.

Quality Control (Process Control & Regulatory): The term “control of quality” emerged early
in the twentieth century. The concept was to broaden the approach to achieving quality, from the
then-prevailing after-the-fact inspection (detection control) to what we now call “prevention
(proactive control).” For a few decades, the word “control” had a broad meaning, which included
the concept of quality planning. Then came events that narrowed the meaning of “quality control.”
The “statistical quality control” movement gave the impression that quality control consisted of
using statistical methods. The “reliability” movement claimed that quality control applied only to
quality at the time of test but not during service life.