mgt 449 quality management & productivity joseph lewis aguirre
TRANSCRIPT
MGT 449 Quality Management & Productivity
Joseph Lewis Aguirre
• Define total quality management (TQM).
• Compare and contrast traditional management styles with quality-focused management styles.
• Identify the impact of globalization on quality management.
WS1: Total Quality ManagementWS1: Total Quality Management
• W. Edwards Deming's Electronic Network • Joseph Juran • David P. Langford • Philip Crosby • Peter Senge • William Glasser Institute • Dr. Stephen R. Covey • Willard Daggett-- • Larry Lezotte
Quality LegendsQuality Legends
– Pioneers of TQ– Introduction to Continuous
Improvement– 1940: World War II Economic
Impact– 1950: US Has Zero Competition– 1960: Complacency
History of TQHistory of TQ
–1970: Paralysis–1980: Wake-Up–1990: Action and Successes–2000 and Beyond?
History of TQHistory of TQ
–Employee Empowerment–Data Measurement–Process Improvement–Quality Focus
Definition of TQDefinition of TQ
–Customer Focus–Level of Acceptable Quality–Six Sigma Concept
Definition of TQDefinition of TQ
–Fiscal Issues–Employee Issues–Customer Issues
Effects of Poor QualityEffects of Poor Quality
–Global sourcing–Supply chain issues–Selling in foreign countries
Globalization and QualityGlobalization and Quality
• Determine the relationship between an organization's process improvement plan and its strategic plan.
• Express the importance of leadership in relation to quality.
• Describe the strategic role of TQM in manufacturing, service, government, and non-profit organizations.
• Provide examples of techniques and tools to measure customer satisfaction.
WS2: STRATEGIC PLANNING AND CUSTOMER SATISFACTION
WS2: STRATEGIC PLANNING AND CUSTOMER SATISFACTION
• Identify various types of processes.
• Describe how process analysis can be useful in quality improvement.
• Utilize quality management tools to collect and present data.
• Recommend quality improvement strategies based upon data collected.
WS3: PROCESS ANALYSISWS3: PROCESS ANALYSIS
• Define variation.
• Explain the importance of variation in total quality management.
• Identify models and methodologies used for organizational process improvement.
WS4: PROCESS IMPROVEMENT MODELS & METHODS
WS4: PROCESS IMPROVEMENT MODELS & METHODS
• Summarize the requirements for implementing a quality process.
• Outline the steps necessary to adopt a quality management system in an organization.
WS5: TOTAL QUALITY IMPLEMENTATION
WS5: TOTAL QUALITY IMPLEMENTATION
TQM - According to DilbertTQM - According to Dilbert
Traditional approaches to improving performance focused on incremental improvement. Continuous improvement (CI) under TQM assumes that performance can be elevated on a constant basis.
Incremental VS Continuous Improvement
Incremental VS Continuous Improvement
Incremental VS Continuous Improvement
Incremental VS Continuous Improvement
Decision Making Framework Decision Making Framework
IMPLEMENTATION OPTIONS
EVALUATION
GOALS
RELATIVE TIME SPAN
OBJECTIVESPROBLEMSOPPORTUNITIES
Decision Making FrameworkDecision Making Framework
Strategic Management Executives, Directors
-Transformation
Tactical Management Business Unit Managers
-Effective, right thing
Operational Management
Efficient, do thing right
Decision Structure
Structured
Semi Structured
Un Structured
Information Characteristics
Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope
Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus
RELATIVE TIME SPAN
Business Professionals
Information Age ParadoxInformation Age Paradox
"Despite the existence of more and better information than ever before, time pressure prevents decision makers from gathering all that they need and from sharing it," -- Peter Tobia, author, "Decision Making in the
Digital Age: Challenges and Responses,"
ValuesValuesHonestyCustomersEmployeesSafetyCompetitorsRevenueProfitsAlliancesNew ProductsNew Markets
Ecology
Cutting Edge
Image
Fun
Growth
Family
Capital
Quality
Social Capital
Location
Hedonism
Risk
Collaboration
Centralization
Creativity
Other
ORGANIZATIONAL EFFECTIVENESSORGANIZATIONAL EFFECTIVENESS
Values
GOALS
STRUCTURE
CLIMATE
ENVIRONMENT
MarketplaceOther Teams
CultureCompetition
Pressures
Clarity Commitment
Reward System
Reporting Relationships
Feedback System
Behavior Norm
Decision Making
Competition
Enthusiasm
Stress
Trust
Involvement
Flexibility
Collaboration Mission Philosophy
Accountability
Generalized SystemGeneralized System
Processing
Control
OutputInput
Environment
System
Components, Relationships, Boundaries, Interfaces, Constraints
Modem Communications SystemModem Communications System
Control
ModemModem
Noise
Info Source
Destination
Message Message Received
00100010101000110001111111000110001
Generalized Communications SystemGeneralized Communications System
Transmission Channel
Control
ReceiverTransmitter
Noise
Info Source
Destination
Message Message Received
00100010101000110001111111000110001
Modem Communications SystemModem Communications System
Control
ModemModem
Noise
Info Source
Destination
Message Message Received
00100010101000110001111111000110001
Decision Making FrameworkDecision Making Framework
Strategic Management Executives, Directors
-Transformation
Tactical Management Business Unit Managers
-Effective, right thing
Operational Management
Efficient, do thing right
Decision Structure
Structured
Semi Structured
Un Structured
Information Characteristics
Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope
Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus
RELATIVE TIME SPAN
Business Professionals
Joseph Lewis Aguirre
GlobalizationGlobalization GlobalizationGlobalization
Globalization of TechnologyGlobalization of Technology
"New information technologies are integrating the world in global networks of instrumentality. …
The first historical steps of informational societies seem to characterize them by the preeminence of identity as their organizing principle."
Manuel Castells, The Rise of the Network Society (The Information Age: Economy, Society and Culture, I) (Cambridge, MA; Oxford, UK: Blackwell, 1996)
Globalization of TechnologyGlobalization of Technology
•Global cities as points for flows of labor, capital, information, and technology. • •Aren't we talking about networks of cities when we talk about "globalization"? Where are non-urban regions without an infrastructure in the idea of the "global"?
Saskia Sassen, Globalization and its Discontents (New York: The New Press, 1998)
Globalization of TechnologyGlobalization of Technology
Parallel view with Wriston's Law: "capital goes where it's wanted and stays where it's well treated".
All types of capital follow this law: financial, intellectual, cultural.
Globalization is really the networked matrix of capital concentrations in cities.
Globalization of TechnologyGlobalization of Technology
• The new economy in the United States.• Use of the Internet in China.• The expanding markets in Latin America.• Internet-fostered rivalry between the United
States and Europe
Globalization of TechnologyGlobalization of Technology
•Globalization and positioning of arguments: -globalization discussed from what socially grounded perspective? - from where about whom?
•Example: Chinese model of education with direct parental involvement; students now left alone to use computers and the Internet without parental control.
- An effect of globalization?
Globalization of TechnologyGlobalization of Technology
•The use of the Net to communicate local, ethnic, religious, and national cultures to a worldwide and international audience: optimistic multiculturalism, where anyone with access can participate.
•The worldwide diffusion of dominant cultures through the global marketplace .. as another case of hegemony, cultural imperialism.
Globalization of Technology (cont)Globalization of Technology (cont)
•The goals of global access and ubiquity of the Net require dealing with two forces, one toward technology development and diffusion, the other toward governmental and institutional controls over international interconnectivity.
•International business and worldwide Internet ecommerce, promoted by transnational corporations, for access to friction-free worldwide markets.
Globalization of Technology (cont)Globalization of Technology (cont)
•The general homogenization or "internationalization" of culture, favoring Western developed nations and their languages and values.
•In the political economy of communications, the movement toward worldwide access to communications technology and connectivity across territorial boundaries.
Globalization of Technology ParadoxGlobalization of Technology Paradox
Paradox of global localization: making local identity politics a global issue through the Internet.
Local identity groups using the technologies of globalization to promote political interests.
For example, the Taliban in Afghanistan. (See www.taliban.com ) with a Netscape pop-up advertising window!).
Globalization of Technology ParadoxGlobalization of Technology Paradox
COLA WARS:
Global Resistance Coca-Cola
Employees 1 FT, 1PT 39,000
HQ Shared house in CA Atlanta
2004 Revenues $60,000 21.96 B
Countries of operation 2 >200
CEO Amit Srivastava Neville Isdell
CEO’s Compensation Own expenses $3.74 million
Source: WSJ 06-07-05
Knowledge ExplosionKnowledge Explosion
The need for intelligent information management is clear.
• Bits
• Boxes
• Bandwidth
Global Technological RevolutionGlobal Technological Revolution
• Major advances in “information and communications technologies” (“ICT”)
– Digital storage and processing of information (information)
– Satellite and optical fiber transmission of information (communications)
Global Technological Revolution - Origin
Global Technological Revolution - Origin
• Coupling to all information and information processors
• Pure bits e.g. printed matter • Bit tokens e.g. money• State: places, things, and people• State: physical networks
Cyberization: interface to all bits and process information
Cyberization: interface to all bits and process information
Library Volume Growth10X in 150 years
In 1999 in Costa Rica, Malaysia and Singapore, high-tech exports exceeded 40% of the total
Transformation of Business and Markets
Transformation of Business and Markets
Transformation of Business and Markets
Transformation of Business and Markets
From 1995–97:
Scientists in the United States co-authored articles with scientists from 173 other countries:
Scientists in Brazil with 114, in Kenya with 81, in Algeria 59.
Revolution in Learning and Knowledge Sharing
Revolution in Learning and Knowledge Sharing
The six largest internet-based distance-learning universities in the world are located in developing countries -- Turkey, Indonesia, China, India, Thailand and Korea
Revolution in Learning and Knowledge Sharing
Revolution in Learning and Knowledge Sharing
Global Information FlowGlobal Information Flow
Global Information FlowGlobal Information Flow
• Governance redefined• Globalization of civil society
– The Philippines: electronic advocacy network set up in response to impeachment trial
Communities Empowered in New Ways
Communities Empowered in New Ways
“E-commerce,” business conducted over the Internet, totaled $45 billion as recently as 1998 and an estimate in January 2000 projected it could explode to over $7 trillion as early as 2004.
Wealth and Economic Growth Creation
Wealth and Economic Growth Creation
Joseph Lewis Aguirre
Digital DivideDigital Divide Digital DivideDigital Divide
• Between countries – the global digital divide
• Between groups of people within countries - the domestic digital divide
Digital DivideDigital Divide
• 2 billion people lack access to reliable electricity
• As much as 80% of the world's population has never made a phone call
Phones and ElectricityPhones and Electricity
• More telephones in New York City than in all of rural Asia
• In the entire continent of Africa, there are a mere 14 million phone lines -- fewer than in either Manhattan or Tokyo.
Phones and ElectricityPhones and Electricity
• More Internet accounts in London than all of Africa
• One in two Americans is online, compared with only one in 250 Africans.
Internet Accounts and HostsInternet Accounts and Hosts
Internet Accounts and HostsInternet Accounts and Hosts
http://www.riverdeep.net/current/2002/01/011402t_divide.jhtml
,
• Of all the Internet users worldwide, 60 per cent reside in North America, where a mere five per cent of the world's population reside
• Wealthy nations comprise some 16 per cent of the world's population, but command 90 per cent of Internet host computers.
Internet Accounts and HostsInternet Accounts and Hosts
• Developed states: 311.2 per 1,000
• Globally: 70.6 PCs per 1,000
• South Asia: 2.9 per 1,000
• Sub-Saharan Africa: 0.75 per 1,000
Digital Divide: PCsDigital Divide: PCs
• The vast capacity of the Internet is distributed highly unevenly throughout the world.
• By late 2000 the bulk of Internet connectivity linked the US with Europe (56 Gbps) and, to a lesser extent, the US with the Asia-Pacific region (18 Gbps).
• Africa had extremely little bandwidth reaching Europe (0.2 Gbps) and the USA (0.5 Gbps)
Digital Divide: BW Digital Divide: BW
• Internet access costs (as a percentage of average monthly income)– US: 1 to 2 percent– Uganda: over 100 percent – Bangladesh: 191 percent
Digital Divide: Costs Digital Divide: Costs
• Access costs (ISP, and telephone call costs) are almost four times as expensive in the Czech Republic and Hungary as in the United States
• In Bangladesh a computer costs the equivalent of eight years average pay
Digital Divide: Costs Digital Divide: Costs
• McConnell International "E-Business report”– Europe (including Eastern Europe) and Latin
America rated well – Middle East and Africa needed to significantly
develop their human capital– Asia had a mixed scorecard
Digital Divide: Technical Training Digital Divide: Technical Training
• Global Perspective
• There are an estimated 429 million people online globally
• 429 million represents only 6% of the world’s entire population.
• 41% of the global online population is in the United States & Canada
• 27% of the online population lives in Europe, the Middle East and Africa(25% of European Homes are online)
• 20% of the online population logs on from Asia Pacific(33% of all Asian Homes are online)
• Only 4% of the world’s online population are in South America
• The United States has more computers than the rest of the world combined
(Source: First Quarter 2001 Global Internet Trends, Neilsen/Netratings)
Fact SheetFact Sheet
Among highly developed nations:• 61% of Internet connections are in Sweden • Spain trails the list with only 20% of its homes connected. • The Pew Internet and American Life Project published in Who’s Not Online that 57% of those
not online have no intention of going online. 33% of those people have chosen to not go online. Among the biggest reasons were lack of need (40%); no computer (33%); no interest (25%); lack of knowledge for use (25%); and general cost involved (16%).
• U.S. Perspective• In fall of 2000, the U.S. Department of Commerce found that • 51% of all U.S. homes had a computer; 41.5% of all U.S. homes had Internet access • White (46.1%) and Asian American & Pacific Islander (56.8%) households continued to have
Internet access at levels more than double those of Black (23.5%) and Hispanic (23.6%) households.
• 86.3% of households earning $75,000 and above per year had Internet access compared to 12.7% of households earning less than $15,000 per year.
• Nearly 65% of college graduates have home Internet access; only 11.7% of households headed by persons with less than a high school education have Internet access.
• Rural areas, though still lagging behind urban areas, had surpassed inner-cities in Internet availability and use:
Fact Sheet (Cont)Fact Sheet (Cont)
• infoDeV - Global program managed by the World Bank. Seeks to help developing economies fully benefit from modern information systems
• SDNP - assist developing countries in acquiring the capacity to access and to contribute to solutions for sustainable development via the medium of information and communication technologies
• DOI – Digital Opportunity Initiative, a public/private partnership of Accenture
• DOT Force - Digital Opportunity Task” Force
drafted at the G-8s’ Okinawa Summit. Published “Digital Opportunities for All” in May, 2001.
International Institutional ResponsesInternational Institutional Responses
Personal Challenges in Knowledge ManagementPersonal Challenges in Knowledge Management
Application of technology to business functions requires critical personal development and adaptation.
Key concepts in this process are as follows:
• Structure influences behavior.• Structure in human systems is subtle.• Leverage often comes from new ways of thinking.
• Between countries – the global digital divide
• Between groups of people within countries - the domestic digital divide
Digital DivideDigital Divide
• 2 billion people lack access to reliable electricity
• As much as 80% of the world's population has never made a phone call
Phones and ElectricityPhones and Electricity
• More telephones in New York City than in all of rural Asia
• In the entire continent of Africa, there are a mere 14 million phone lines -- fewer than in either Manhattan or Tokyo.
Phones and ElectricityPhones and Electricity
• More Internet accounts in London than all of Africa
• One in two Americans is online, compared with only one in 250 Africans.
Internet Accounts and HostsInternet Accounts and Hosts
• Of all the Internet users worldwide, 60 per cent reside in North America, where a mere five per cent of the world's population reside
• Wealthy nations comprise some 16 per cent of the world's population, but command 90 per cent of Internet host computers.
Internet Accounts and HostsInternet Accounts and Hosts
• Developed states: 311.2 per 1,000
• Globally: 70.6 PCs per 1,000
• South Asia: 2.9 per 1,000
• Sub-Saharan Africa: 0.75 per 1,000
Digital Divide: PCsDigital Divide: PCs
• The vast capacity of the Internet is distributed highly unevenly throughout the world.
• By late 2000 the bulk of Internet connectivity linked the US with Europe (56 Gbps) and, to a lesser extent, the US with the Asia-Pacific region (18 Gbps).
• Africa had extremely little bandwidth reaching Europe (0.2 Gbps) and the USA (0.5 Gbps)
Digital Divide: BW Digital Divide: BW
• Internet access costs (as a percentage of average monthly income)– US: 1 to 2 percent– Uganda: over 100 percent – Bangladesh: 191 percent
Digital Divide: Costs Digital Divide: Costs
• Access costs (ISP, and telephone call costs) are almost four times as expensive in the Czech Republic and Hungary as in the United States
• In Bangladesh a computer costs the equivalent of eight years average pay
Digital Divide: Costs Digital Divide: Costs
• McConnell International "E-Business report”– Europe (including Eastern Europe) and Latin
America rated well – Middle East and Africa needed to significantly
develop their human capital– Asia had a mixed scorecard
Digital Divide: Technical Training Digital Divide: Technical Training
• Global Perspective
• There are an estimated 429 million people online globally
• 429 million represents only 6% of the world’s entire population.
• 41% of the global online population is in the United States & Canada
• 27% of the online population lives in Europe, the Middle East and Africa(25% of European Homes are online)
• 20% of the online population logs on from Asia Pacific(33% of all Asian Homes are online)
• Only 4% of the world’s online population are in South America
• The United States has more computers than the rest of the world combined
(Source: First Quarter 2001 Global Internet Trends, Neilsen/Netratings)
Fact SheetFact Sheet
Among highly developed nations:• 61% of Internet connections are in Sweden • Spain trails the list with only 20% of its homes connected. • The Pew Internet and American Life Project published in Who’s Not Online that 57% of those
not online have no intention of going online. 33% of those people have chosen to not go online. Among the biggest reasons were lack of need (40%); no computer (33%); no interest (25%); lack of knowledge for use (25%); and general cost involved (16%).
• U.S. Perspective• In fall of 2000, the U.S. Department of Commerce found that • 51% of all U.S. homes had a computer; 41.5% of all U.S. homes had Internet access • White (46.1%) and Asian American & Pacific Islander (56.8%) households continued to have
Internet access at levels more than double those of Black (23.5%) and Hispanic (23.6%) households.
• 86.3% of households earning $75,000 and above per year had Internet access compared to 12.7% of households earning less than $15,000 per year.
• Nearly 65% of college graduates have home Internet access; only 11.7% of households headed by persons with less than a high school education have Internet access.
• Rural areas, though still lagging behind urban areas, had surpassed inner-cities in Internet availability and use:
Fact Sheet (Cont)Fact Sheet (Cont)
Joseph Lewis Aguirre
Domestic and International ResponseDomestic and International Response Domestic and International ResponseDomestic and International Response
Avoiding weapons manufacturers, tobacco, alcohol, gabling.
• Women’s Equity Fund -Advance status of women in the workplace
• Timothy Plan - Avoids companies contrary to Judeo-Christian principles
• Amana Funds - investment per Islamic principles• MFS Union Standard - Pro labor issues.
Socially Responsible FundsSocially Responsible Funds
• Socially responsible funds perform no better than other funds.
• Socially responsible investors are not focused on short term performance.
Expenses MinimumNeuberger Soc. Responsible 1.06% $1,000New Covenant Bal. Income 1.13 500New Covenant Growth 1.13 500Parnassus Equity Income 0.99 2,000Pax World Balanced 0.95 250TIAA-CREF Social Choice 0.27 2,500Vanguard Calvert Index 0.25 3,000
Socially Responsible FundsSocially Responsible Funds
•Source: Morningstar Inc.
• infoDeV - Global program managed by the World Bank. Seeks to help developing economies fully benefit from modern information systems
• SDNP - assist developing countries in acquiring the capacity to access and to contribute to solutions for sustainable development via the medium of information and communication technologies
• DOI – Digital Opportunity Initiative, a public/private partnership of Accenture
• DOT Force - Digital Opportunity Task” Force
drafted at the G-8s’ Okinawa Summit. Published “Digital Opportunities for All” in May, 2001.
International Institutional ResponsesInternational Institutional Responses
Personal Challenges in Knowledge ManagementPersonal Challenges in Knowledge Management
Application of technology to business functions requires critical personal development and adaptation.
Key concepts in this process are as follows:
• Structure influences behavior.• Structure in human systems is subtle.• Leverage often comes from new ways of thinking.
Irvine, Matt, Global Cyberculture Reconsidered: Cyberspace, Identity, and the Global Informational City, 1999 retrieved June 23, 2005 from http://www.georgetown.edu/faculty/irvinem/articles/globalculture.html
Irvine, Matt, Georgetown University, 1999, Globalization and the Internetworked Worked World, retrieved June 23, 2005 from http://cct.georgetown.edu/curriculum/505-99/globalization.html.
Irvine, Matt, 2004, Introduction to the Economics of Art and the Art Market retrieved June 23, 2005 from http://www.georgetown.edu/faculty/irvinem/visualarts/ArtMarket/ArtMarketEconomics.html.
ReferencesReferences
Joseph Lewis Aguirre
Multinational CustomerMultinational Customer Multinational CustomerMultinational Customer
Business Management for The Multinational Customer
Business Management for The Multinational Customer
Globalization of technology is bringing diverse cultures together into a common business value chain raising with consequent issues:
• The effects of cultural and language differences on consensus and collaboration.
• Standardization of business processes.• Real-time status for business transactions.• Maturity of the technological environment.
“Quality is conformance to requirements”
-- Philip Crosby, “Quality is Free” 1979
The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. --ASQC
Quality - DefinedQuality - Defined
• User-based: “In the eyes of the beholder”
• Manufacturing-based: “Right the first time”
• Product-based: Precise measurement
Quality - DefinedQuality - Defined
• “Conformance to valid customer requirements”
• Goalpost View: “Acceptable as long as it is within acceptable limits”
• “A predictable degree of uniformity and dependability, at low cost and suited to the market.”
Quality - DefinedQuality - Defined
LossFunction
Probabilityof size
Lose FunctionLose Function
An emphasis on Quality that encompasses the entire company
• Continuous Improvement
• Employee empowerment, quality circles
• Benchmarking - best at similar activities, even if in different industries
• Just In Time - requires quality of suppliers
• TQM Tools - allow you to measure progress
TQMTQM
• Quality of Design– Quality characteristics suited to needs and wants
of a market at a given cost– Continuous, never-ending improvement
• Quality of Conformance– Predictable degree of uniformity and
dependability
• Quality of Performance– How is product performing in the marketplace?
Quality DimensionQuality Dimension
• Performance• Aesthetics• Special features: convenience, high tech• Safety• Reliability• Durability• Perceived Quality• Service after sale
Quality DimensionQuality Dimension
• Internal failure costs – before delivered to customers
• External failure costs – after delivered
• Appraisal costs – assessing conformance to standards
• Prevention Costs – reducing potential for quality problems
Cost of QualityCost of Quality
• Lower costs (less labor, rework, scrap)
• Market Share
• Reputation
• Product liability
• International competitiveness
Importance of QualityImportance of Quality
1920’s Bell Labs:
• Acceptance Sampling
• Want to guarantee certain % defective,
• How many do we need to sample?
• Supposedly 2% defective, we test 40 and 2 are bad, are more than 2% bad?
Quality Through HistoryQuality Through History
• Does not add value• Inspectors distrusted by workers• Increase quality and reduce need for
inspectors• Poka-yoke - “mistake proof”• Have workers do own inspecting
– Before – are inputs good?– During – process happening properly?– After – conforms to standards?
Quality Through History- InspectQuality Through History- Inspect
• k1 = Cost of inspecting one item• k2 = Cost to dismantle, repair, reassemble and test
a good or service that fails because of a bad input• p = average fraction defective of incoming
materials• If k1/k2 > p inspect 0%• If k1/k2 < p inspect 100%• If k1/k2 = p either 0% or 100%. If p is based on
not a lot of data, use 100%
Quality Through History- InspectQuality Through History- Inspect
• Statistics professor, specializing in acceptance sampling
• Went to Japan after WW II• Helped Japanese focus on and
improve quality• System (not employees) is cause of
poor quality• Fourteen Points
W. Edwards DemingW. Edwards Deming
1. Intrinsic & extrinsic motivation
2. Management needs to improve and innovate processes to create results
3. Optimize the system toward its aim
4. Cooperation is better than competition
Deming’s ParadigmsDeming’s Paradigms
• Went to Japan in 1951
• Quality begins by knowing what customers want
• 80% of defects are controllable– Quality Planning– Quality control– Quality improvement
Joseph JuranJoseph Juran
• Martin Marietta, ITT, starting in 1960s
• “Quality is Free”
• Management must be firmly behind any quality plans
• Do it right the first time
Philip B. CosbyPhilip B. Cosby