1. BS1036 Quality Management in the Public Sector
4: TQM Gurus [2]

2. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Joseph JURAN
Quality just not just happen but has to be planned
Trilogy of
Quality Planning
Quality Control
Quality Improvement

3. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Joseph JURAN
Quality PLANNING consists of:
Identifying customers and their needs
Establishing optimum quality goals
Creating measurements of quality
Plan to meet quality goals under operating conditions
Produce continuing results

4. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Joseph JURAN
Emphasises the importance of internal as well as external customers
Concept of ‘fitness for use’ to be applied to the interim product for all internal customers
Actions should consist of
90% substance,
10% exhortation
(not the reverse)

5. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Dr Kaoru Ishikawa is best known for:
Cause and effect (Fishbone) statistical techniques

6. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Dr Kaoru Ishikawa is best known for:
Cause and effect (Fishbone) statistical techniques
Company wide quality
Quality circles
- ishikawa

7. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Philip CROSBY
Quality is defined as conformance to requirements
Traditional quality control represent failure
Manufacturing companies spend 20% revenues doing things wrong so…
‘Do it Right First Time’
‘Zero Defects’

8. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Philip CROSBY
Without reservation senior management is entirely responsible for quality
Goal should be to give all staff training and tools of quality improvement to apply the concepts of Prevention management
Quality improvement has to be ongoing

9. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Philip CROSBY
Characteristics of continuing success…
People do things right first time
Change is anticipated and used to advantage
Growth is consistent and profitable
New products and services appear when needed
Everyone is happy to work there

10. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Philip CROSBY
Four absolutes of Quality Management
Quality is conformance to requirements
Create quality by prevention, not appraisal
Performance standard should be ‘Zero Defects’
Measurement of quality is the price of non-conformance
Hence ‘QUALITY IS FREE’

11. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Tom PETERS
MBWA (Management by Wandering About) in which
Listening (suggests caring)
Teaching (values must be transmitted when fact to face)
Facilitating (on the spot advice)
Leadership not Management

12. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Tom PETERS
More recently, five themes are…
Customers
Innovation
People
Leadership
Systems

13. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Tom PETERS
12 attributes of successful American companies..
Management obsession with quality
Passionate systems
Measurement of quality
Quality is rewarded
Everyone is trained for quality
6. Multi-function teams

14. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Tom PETERS
12 attributes of successful American companies..
Small is beautiful
Create endless ‘Hawthorne effects’
Parallel a route to management through quality
Everyone is involved
When quality goes up, costs go down
Quality improvement is a never-ending journey

15. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Evaluation…
The new messiahs preaching…
A plethora of initiatives
Ultimately exploitative
No easy nostrums for success as market conditions may vary
Latest brand of ‘snake oil’

16. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Criticisms …
TQM is a passing fad
Only 20% of Fortune 500 companies are satisfied with TQM initiatives
Malcom Baldridge Award never gained any prestige
73% of electronics companies have quality programs, but more than half show less than 10% improvement.

17. BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]
Evaluation of the Gurus…
What remains of enduring value ?
Are they culturally specific ?
Were their writings designed to meet particular problems in a historical time scale
How applicable are concepts to service industries such as education, health, social services ?
Who IS the customer ?