1. Quality Principles andQuality Principles and
PhilosophiesPhilosophies
Imran HussainImran Hussain

2. Dr. W. E. DemingDr. W. E. Deming

3. Deming’s BackgroundDeming’s Background
 Main architect for introducing Total Quality intoMain architect for introducing Total Quality into
JapanJapan
 Born 1900Born 1900
 Graduated in Electrical EngineeringGraduated in Electrical Engineering
 PhD in mathematical physicsPhD in mathematical physics
 Became statistician for US govt.Became statistician for US govt.
 Sent by US govt. to Japan after WWII to adviseSent by US govt. to Japan after WWII to advise
on Japanese census.on Japanese census.

4. Deming’s PhilosophyDeming’s Philosophy
 Quality is about people, not productsQuality is about people, not products
 Suggested quality concept for designing productSuggested quality concept for designing product
 Management need to understand nature ofManagement need to understand nature of
variation and how to interpret statistical datavariation and how to interpret statistical data
 Promoted importance of leadershipPromoted importance of leadership
 85% of production faults responsibility of85% of production faults responsibility of
management, not workersmanagement, not workers
 Enumerated a 14-point management philosophyEnumerated a 14-point management philosophy

5. Product Development CycleProduct Development Cycle
1.1. Design the product.Design the product.
2.2. Make it.Make it.
3.3. Try to sell it.Try to sell it.
4.4. Do consumer research and test the product’sDo consumer research and test the product’s
uses.uses.
5.5. Redesign – start the cycle all over again.Redesign – start the cycle all over again.

6. Achieving QualityAchieving Quality
 Companies should direct efforts towards:Companies should direct efforts towards:
 Innovation of productsInnovation of products
 Innovation of processesInnovation of processes
 Improvement of existing productsImprovement of existing products
 Improvement of existing processesImprovement of existing processes

7. Quality Approach in ContextQuality Approach in Context

8. Quality
Costs
Prices
Productivity
Market Share
Stay in business

9. Attributes of a LeaderAttributes of a Leader
 Coaches – not judgesCoaches – not judges
 Strives to understand variation and its causesStrives to understand variation and its causes
 Strives to remove obstacles within theStrives to remove obstacles within the
organizationorganization
 Responds to all customer forcesResponds to all customer forces
 Adopts consistency of purposeAdopts consistency of purpose
 Places and emphasis on improving processesPlaces and emphasis on improving processes

10. Attributes of a LeaderAttributes of a Leader
 Recognizes that people are not ‘assets’; they areRecognizes that people are not ‘assets’; they are
‘jewels’‘jewels’
 Strives to recognize those who need help andStrives to recognize those who need help and
the gives helpthe gives help
 Creates and atmosphere of trustCreates and atmosphere of trust
 Knows the work he supervisesKnows the work he supervises
 Does not place an over-reliance on figuresDoes not place an over-reliance on figures
 Encourages education and continuousEncourages education and continuous
improvement of each personimprovement of each person

11. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
1.1. Create constancy of purpose for continualCreate constancy of purpose for continual
improvement of productsimprovement of products
 Create constancy of purpose for improvement ofCreate constancy of purpose for improvement of
systems, products and services, with the aim tosystems, products and services, with the aim to
become excellent, satisfy customers, and providebecome excellent, satisfy customers, and provide
jobs. Reduced defects and cost of development.jobs. Reduced defects and cost of development.

12. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
2.2. Adopt a commitment to seek continualAdopt a commitment to seek continual
improvementsimprovements
 Constantly and forever improve the systemConstantly and forever improve the system
development processes, to improve quality anddevelopment processes, to improve quality and
productivity, and thus constantly decrease the time andproductivity, and thus constantly decrease the time and
cost of systems. Improving quality is not a one timecost of systems. Improving quality is not a one time
effort.effort.

13. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
3.3. Switch from defect detection to defectSwitch from defect detection to defect
preventionprevention
 Cease dependencies on mass inspection (especiallyCease dependencies on mass inspection (especially
testing) to achieve quality. Reduce the need fortesting) to achieve quality. Reduce the need for
inspection on a mass basis by building quality into theinspection on a mass basis by building quality into the
system in the first place. Inspection is not the answer. Itsystem in the first place. Inspection is not the answer. It
is too late and unreliable – it does not produce quality.is too late and unreliable – it does not produce quality.

14. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
4.4. In dealing with suppliers one should end theIn dealing with suppliers one should end the
practice of awarding business on price. Movepractice of awarding business on price. Move
towards quality of product, reliability oftowards quality of product, reliability of
delivery and willingness to cooperate anddelivery and willingness to cooperate and
improve. Build partnerships.improve. Build partnerships.
 Minimize total cost. Move towards a single supplier forMinimize total cost. Move towards a single supplier for
any one item or service, making them a partner in aany one item or service, making them a partner in a
long-term relationship of loyalty and trust.long-term relationship of loyalty and trust.

15. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
5.5. Improvement is not confined to products andImprovement is not confined to products and
their direct processes but to all supportingtheir direct processes but to all supporting
services and activitiesservices and activities
 All functions in an organization need to become qualityAll functions in an organization need to become quality
conscious to deliver a quality product.conscious to deliver a quality product.

16. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
6.6. Train a modern way.Train a modern way.
 Institute training on the job. Everyone must be trained,Institute training on the job. Everyone must be trained,
as knowledge is essential for improvement.as knowledge is essential for improvement.

17. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
7.7. Supervision must change from chasing, toSupervision must change from chasing, to
coaching and support.coaching and support.
 Institute leadership. It is a manger’s job to help theirInstitute leadership. It is a manger’s job to help their
people and their systems do a better job.people and their systems do a better job.

18. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
8.8. Drive out fear and encourage two-wayDrive out fear and encourage two-way
communication.communication.
 Drive out fear, so that everyone may work effectively.Drive out fear, so that everyone may work effectively.
Management should be held responsible for the faults ofManagement should be held responsible for the faults of
the organization and environment.the organization and environment.

19. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
9.9. Remove barriers between departmentsRemove barriers between departments
 Break down barriers between areas. People must workBreak down barriers between areas. People must work
as a team. They must foresee and prevent problemsas a team. They must foresee and prevent problems
during systems development and use.during systems development and use.

20. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
10.10. Do not have unrealistic targetsDo not have unrealistic targets
 Set realistic targets. Do not place people underSet realistic targets. Do not place people under
unnecessary pressure by asking them to do things whichunnecessary pressure by asking them to do things which
are not achievable. Eliminate slogans, exhortations, andare not achievable. Eliminate slogans, exhortations, and
targets that ask for zero defects, and new levels oftargets that ask for zero defects, and new levels of
productivity. Slogans do not build quality systems.productivity. Slogans do not build quality systems.

21. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
11.11. Eliminate quotas and numerical targetsEliminate quotas and numerical targets
 Eliminate numerical quotas and goals. Substitute it withEliminate numerical quotas and goals. Substitute it with
leadership. Quotas and goals (such as schedule) addressleadership. Quotas and goals (such as schedule) address
numbers - not quality and methods.numbers - not quality and methods.

22. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
12.12. Remove barriers that prevent employeesRemove barriers that prevent employees
having pride in the work that they performhaving pride in the work that they perform
 Remove barriers to pride of workmanship. TheRemove barriers to pride of workmanship. The
responsibility of project managers must change fromresponsibility of project managers must change from
schedules to quality.schedules to quality.

23. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
13.13. Encourage education and self-improvementEncourage education and self-improvement
for everyonefor everyone
 Institute and vigorous program of education and self-Institute and vigorous program of education and self-
improvement for everyone. There must be a continuingimprovement for everyone. There must be a continuing
commitment to training and educating softwarecommitment to training and educating software
managers and professional staff.managers and professional staff.

24. Deming’s 14-point ManagementDeming’s 14-point Management
PhilosophyPhilosophy
14.14. Publish top management’s permanentPublish top management’s permanent
commitment to continuous improvement ofcommitment to continuous improvement of
quality and productivityquality and productivity

25. JuranJuran

26. Juran’s 10-point ProgramJuran’s 10-point Program
1.1. Identify customersIdentify customers
2.2. Determine customer needsDetermine customer needs
3.3. TranslateTranslate
4.4. Establishment units of measurementEstablishment units of measurement
5.5. Establish measurementsEstablish measurements
6.6. Develop productDevelop product
7.7. Optimize product designOptimize product design
8.8. Develop processDevelop process
9.9. Optimize process capabilityOptimize process capability
10.10. TransferTransfer

27. CrosbyCrosby

28. Crosby’s 14-step programCrosby’s 14-step program
1.1. Management commitmentManagement commitment
2.2. Quality improvement teamQuality improvement team
3.3. Quality measurementQuality measurement
4.4. Cost of quality evaluationCost of quality evaluation
5.5. Quality awarenessQuality awareness
6.6. Corrective actionCorrective action
7.7. Zero defect programZero defect program
8.8. Supervisor trainingSupervisor training

29. Crosby’s 14-step programCrosby’s 14-step program
9.9. Zero defects dayZero defects day
10.10. Goal settingGoal setting
11.11. Error cause removalError cause removal
12.12. RecognitionRecognition
13.13. Quality councilsQuality councils
14.14. Do it over againDo it over again

30. Crosby’s Maturity GridCrosby’s Maturity Grid
 UncertaintyUncertainty (adhoc)(adhoc)
 AwakeningAwakening (recognition begins but management(recognition begins but management
unwilling to spend on quality)unwilling to spend on quality)
 EnlightenmentEnlightenment (management begins to support(management begins to support
quality improvement program, culture of openness)quality improvement program, culture of openness)
 WisdomWisdom (management fully participates, defect(management fully participates, defect
prevention is now part of the culture)prevention is now part of the culture)
 CertaintyCertainty (the whole organization is involved in(the whole organization is involved in
continuous improvement)continuous improvement)

31. ShingoShingo

32. Shingo’s PhilosophyShingo’s Philosophy
 Poka Yoke (meaning mistake proofing)Poka Yoke (meaning mistake proofing)
 This involves identifying potential error sources inThis involves identifying potential error sources in
the process and monitoring these sources for errors.the process and monitoring these sources for errors.
 A variant to this approach is FMEAA variant to this approach is FMEA

33. IshikawaIshikawa

34. Ishikawa’s PhilosophyIshikawa’s Philosophy
 Quality Control Circles (QCC)Quality Control Circles (QCC)
 A quality control circle consists of a small group ofA quality control circle consists of a small group of
employees who do similar work and arrange to meetemployees who do similar work and arrange to meet
regularly to identify and analyze work-relatedregularly to identify and analyze work-related
problems, to brainstorm and to recommend andproblems, to brainstorm and to recommend and
implement solutions.implement solutions.

35. Quality Control CirclesQuality Control Circles
 Select problemSelect problem
 State and re-state problemsState and re-state problems
 Collect factsCollect facts
 BrainstormBrainstorm
 Build on each other ideasBuild on each other ideas
 Choose course of actionChoose course of action
 PresentationPresentation

36. Genichi TaguchiGenichi Taguchi

37. Taguchi’s PhilosophyTaguchi’s Philosophy
 Defines quality in terms of lossDefines quality in terms of loss
 ““the loss a product causes to society after beingthe loss a product causes to society after being
shipped, other than losses caused by its intrinsicshipped, other than losses caused by its intrinsic
function”function”
 He defines a loss function as a measure of the cost ofHe defines a loss function as a measure of the cost of
qualityquality
 He also developed a method for determining theHe also developed a method for determining the
optimum value of process variables which will minimizeoptimum value of process variables which will minimize
the variation in a process while keeping mean on targetthe variation in a process while keeping mean on target

38. Peter DruckerPeter Drucker

39. Drucker’s PhilosophyDrucker’s Philosophy
 Success is threefoldSuccess is threefold
 Know your businessKnow your business
 Know your competenciesKnow your competencies
 Knowing how to keep focused on goalsKnowing how to keep focused on goals
 Effective management and employeeEffective management and employee
participationparticipation
 Link between the bottom line and satisfying theLink between the bottom line and satisfying the
customercustomer

40. Drucker’s PhilosophyDrucker’s Philosophy
 ““Purpose of business lies outside itself – that isPurpose of business lies outside itself – that is
in creating and satisfying a customer. Thein creating and satisfying a customer. The
decision process is central, and structure has todecision process is central, and structure has to
follow strategy and management has to befollow strategy and management has to be
management by objectives and self-control.”management by objectives and self-control.”

41. Drucker’s 5 Principles ofDrucker’s 5 Principles of
ManagementManagement
1.1. Setting objectivesSetting objectives
2.2. OrganizingOrganizing
3.3. Motivating and communicatingMotivating and communicating
4.4. Establishing measures of performanceEstablishing measures of performance
5.5. Developing peopleDeveloping people

42. Tom PetersTom Peters

43. Peter’s PhilosophyPeter’s Philosophy
 Excellent firms believe in constant improvementExcellent firms believe in constant improvement
and constant changeand constant change
 Need to move from hierarchical management toNeed to move from hierarchical management to
horizontal, fast, cross-functional co-operativehorizontal, fast, cross-functional co-operative
organizationorganization

44. Peter’s Management GuidelinesPeter’s Management Guidelines
 Actively create a quality revolutionActively create a quality revolution
 Put the customer first in everything you doPut the customer first in everything you do
 Listen actively to all stakeholdersListen actively to all stakeholders
 Invest in people, training, education and recruitmentInvest in people, training, education and recruitment
 Openly reward, recognize and support productivityOpenly reward, recognize and support productivity
innovationinnovation
 Openly support failures where people have tried toOpenly support failures where people have tried to
improveimprove
 Involve everyone in everything at all timesInvolve everyone in everything at all times

45. Peter’s Management GuidelinesPeter’s Management Guidelines
 Setup simple and understandable measuresSetup simple and understandable measures
 Fight against bureaucracy and inflexibilityFight against bureaucracy and inflexibility
 Look through a different mirror: step outside theLook through a different mirror: step outside the
company and look at it from a different perspectivecompany and look at it from a different perspective
 Teamwork and trust: develop strong interpersonal andTeamwork and trust: develop strong interpersonal and
team skillsteam skills
 Work on attitudes and attention to detail: get thingsWork on attitudes and attention to detail: get things
donedone
 Be consistent and strive for improvements in all areasBe consistent and strive for improvements in all areas

46. ReferencesReferences
 A Practical Approach to Software Quality, Ch. 1A Practical Approach to Software Quality, Ch. 1
 Total Quality Management: A Total QualityTotal Quality Management: A Total Quality
Approach, Ch. 1Approach, Ch. 1