Deming’s 14 Points are as follows:

1. Create constancy of purpose for improving products and services.

2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working
with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or
merit system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation
What Are the 14 Steps of Crosby?

The 14 Steps of Crosby – Philip Crosby, not Bing Crosby – formulate a program for Total Quality
Management efforts. Crosby’s fourteen steps rely on the foundational thought that any money
a company spends upon quality improvement is money that is well-spent. In Crosby’s theory,
he cites four absolutes of quality management:
1. A company ought to define quality not as something that is "good" or something that is
"exquisite" but instead as something that conforms to company, stakeholder, or end-
user requirements.
2. Quality starts with prevention – defects should be prevented rather than found after the
fact. By preventing defects and other obstacles to quality, companies save money.
3. The standard for performance for any company needs to be "zero defects." Otherwise,
it just doesn’t cut it.
4. In order to measure quality, rather than relying upon intricate indices, companies need
to focus on the Price of Nonconformance. The price of nonconformance, sometimes
called the cost of quality, is a measure of the costs associated with producing a product
or service of low quality.
The 14 Steps of Crosby are meant to keep your quality improvement project on track.

1. Commitment of Management

First and foremost, management must be committed to improving the quality in a company.
This commitment must also be transparent to all employees so that proper attitudes towards a
Zero Defect product or service line are modeled.

2. Formulate the Quality Improvement Team

Forming a quality improvement team is the second step to achieving total quality management.
Search for team members who will model quality improvement commitment, and who are not
already over-committed to other projects. The quality improvement team should be able to
effectively commit themselves to improvement of quality.

3. Measure for Quality in Current Practices

Before you can establish a plan for improving quality, you first have to know exactly where your
products and services lie when it comes to conforming to requirements. Thus, the third step on
Crosby’s list is to measure quality. Determine where there is room for improvement and where
potential for imrpovement exists.
4. What Will the Cost of Quality Be?
How much is your cost of nonconformance to standards? What is the cost for quality? By
answering these questions, you can demonstrate to all company employees that there is a need
for a quality improvement system. Explain how the cost of quality figures into the overall
company plan.

5. Quality Awareness is Central to Success

You will need to raise employee awareness to the importance of quality management. By doing
this, and making quality a central concern to employees, you will increase the likelihood that
your quality improvement efforts will be realized.

6. Remember the Quality Problems? Take Corrective Action

By now, you will have determined what your company’s quality problems are. It is now time to
take corrective action to eliminate the defects that have been identified. Be sure that you install
a system, using causal analysis techniques, to ensure that these problems don’t reoccur in the
future.
7. Plan for Zero Defects

You need to create a committee to ensure that there are zero defects in your products and
services. For Crosby, it’s not enough, remember to have "as few as possible" defects. Instead,
you really need to have this number at zero – establish a zero-defect tolerance in your
company.

8. Practice Effective Training for Supervisors

Ensure that your supervisors can carry out the tasks required of them for maintaining quality.
By practicing supervisor training, with quality in mind (and the four absolutes), then you will be
more likely to acheive zero-defect status.

9. Happy Zero Defects Day!

Hold a quality event, called a zero defects day, where all employees are made aware of the
change that has taken place. By holding a zero defects day in your company when
implementing a total quality management project, you can be sure that you are increasing
awareness for quality in your workplace.

10. Involve Everyone in Goal Setting

After implementing a change, you will need to ensure that you involve everyone – both
employees and supervisors – in the goal setting process. By bringing everyone in the company
in on setting goals for improvement, you can ensure greater commitment to achieving zero
defects.

11. Eliminate Causes of Errors

Error-cause removal is necessary for the successful implementation of any quality improvement
effort. Encourage your employees to come to management with any obstacles or issues that
arrise in attempting to meet improvement goals. By having employees communicate obstacles
before they become crises, you can avert many of the dampers for quality improvement efforts.

12. Implement Recognition for Participants

The twelfth step of Crosby’s 14 Steps is the implementation of employee recognition. By

regularly recognizing those who participate in quality improvement efforts, employees will be
much more likely to continue to participate.

13. Create Quality Councils

By bringing together specialists and employees, you can create a focused effort towards
creating lasting quality improvement implementations. Make sure your quality councils meet
on a regular basis.

14. Lather…Rinse…REPEAT!!!

Quality improvement doesn’t end because you have run out of the 14 Steps of Crosby! In order
to really make improvements in the quality of your products and services, you will need to do it
over again…and again…and again. Now go get started on your quality improvement projects!
Dr. Joseph Juran

Juran, like Deming, was invited to Japan in 1954 by the

Union of Japanese Scientists and Engineers (JUSE). His lectures
introduced the management dimensions of planning, organizing, and
controlling and focused on the responsibility of management to
achieve quality and the need for setting goals.

Juran defines quality as fitness for use in terms of design, conformance, availability, safety, and field
use. Thus, his concept more closely incorporates the viewpoint of customer. He is prepared to
measure everything and relies on systems and problem-solving techniques. Unlike Deming, he
focuses on top-down management and technical methods rather than worker pride and satisfaction.

Juran’s 10 steps to quality improvement are:

1. Build awareness of opportunity to improve.

2. Set-goals for improvement.
3. Organize to reach goals.
4. Provide training
5. Carryout projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
 10. Maintain momentum by making annual improvement part of the regular systems and
processes of the company.

Juran is founder is the founder of Juran Institute in Wilton, Connecticut. He promoted a concept
known as Managing Business Process Quality, which is a technique for executive cross-functional
quality improvement. Juran contribution may, over the longer term, may be greater than Deming’s
because Juran has broader concept, while Deming’s focus on statistical process control is more
technical oriented.
 FISHBONE (ISHIKAWA)
DIAGRAM
Also Called: Cause–and–Effect Diagram, Ishikawa Diagram

Variations: cause enumeration diagram, process fishbone, time–delay fishbone, CEDAC (cause–
and–effect diagram with the addition of cards), desired–result fishbone, reverse fishbone diagram

The fishbone diagram identifies many possible causes for an effect or problem. It can be used to
structure a brainstorming session. It immediately sorts ideas into useful categories.

When to Use a Fishbone Diagram

 When identifying possible causes for a problem.
 Especially when a team’s thinking tends to fall into ruts.

Fishbone Diagram Procedure

Materials needed: flipchart or whiteboard, marking pens.

1. Agree on a problem statement (effect). Write it at the center right of the flipchart or
whiteboard. Draw a box around it and draw a horizontal arrow running to it.
2. Brainstorm the major categories of causes of the problem. If this is difficult use generic
headings:
o Methods
o Machines (equipment)
o People (manpower)
o Materials
o Measurement
o Environment
3. Write the categories of causes as branches from the main arrow.
4. Brainstorm all the possible causes of the problem. Ask: “Why does this happen?” As each
idea is given, the facilitator writes it as a branch from the appropriate category. Causes can be
written in several places if they relate to several categories.
5. Again ask “why does this happen?” about each cause. Write sub–causes branching off the
causes. Continue to ask “Why?” and generate deeper levels of causes. Layers of branches
indicate causal relationships.
6. When the group runs out of ideas, focus attention to places on the chart where ideas are
few.

Fishbone Diagram Example

This fishbone diagram was drawn by a manufacturing team to try to understand the source of
periodic iron contamination. The team used the six generic headings to prompt ideas. Layers of
branches show thorough thinking about the causes of the problem.

Fishbone Diagram Example

For example, under the heading “Machines,” the idea “materials of construction” shows four kinds of
equipment and then several specific machine numbers.
Note that some ideas appear in two different places. “Calibration” shows up under “Methods” as a
factor in the analytical procedure, and also under “Measurement” as a cause of lab error. “Iron tools”
can be considered a “Methods” problem when taking samples or a “Manpower” problem with
maintenance personnel.

Six sigma

https://youtu.be/WvPJTdd-AqM (you tube video to watch)

Six Sigma Model (DMAIC Model) for process quality

improvement:
Six Sigma follows the DMAIC model for quality improvement and problem reduction (For
existing processes). This well-defined process approach consists of five phases in order:

Image Source: http://businesscherub.com/lean-6-sigma/
Figure 1: Understanding DMAIC

 Define

 Measure
  Analyze

 Improve

 Control

Describing DMAIC - each phase one by one:

Image Source: http://www.free-management-ebooks.com/news/six-sigma-
dmaic/
DMAIC as a continuous improvement cycle

The process and tools associated with each phase are explained in following sections -

Define
The main objective of this phase is to summarize the project plan. This phase focuses on clearly
specifying the problems; the goals of the process improvement project what is the scope of the
project and identifying the customers (internal and external) along with their requirements. An
input to this phase comes from the voice of customer (VOC), the voice of business (VOB) and/
or the voice of process (VOP). In addition, sometimes the voice of employees (VOE) is also
effective to lead some six sigma improvement projects. With the help of these inputs, six sigma
projects are identified. In this phase, we identify opportunity for six sigma projects. We develop
a project plan and high-level process map. The main component of this phase is preparing
Project Charter. Charter is a document, which is an initial blueprint for any six sigma project. It
outlines following essential elements:

 Business Case: It helps to understand how the project is linked to the overall business
objectives.

 Problem Statement: describes the problem or issue, this project is intended for.

 Goal Statement: defines the project goal by considering all elements of SMART. The
acronym stands for Specific, Measurable, Attainable, Relevant & Time-bound.

 Project Scope: This considers in and out for this project. It defines the project boundary.

 Team & their broad responsibilities: Project team description along with their
responsibilities and roles during the project.

 Time plan: Also, known as milestones. It ensures to keep a track on project progress as

scheduled.

 Estimated project benefits: Project benefits need to be estimated as a deliverable. Cost-

benefit analysis is conducted & benefits, both tangible & intangible are speculated. This
gives a direction to top management, whether to approve the project.

Charter is duly signed & approved by top management. Thus, gives a signal to go ahead for
outlines project from Top executive. Tools in Define phase are required to measure CTQ (Critical
to Quality) characteristics. The Pareto Chart and SIPOC (Suppliers, Inputs, Process, Outputs,
Customers) are the valuable tools of this phase.

Measure
The main objective of this phase is to collect the data that is relevant to the scope of the
project. This phase focuses on identifying the parameters that need to be quantified, ways to
measure them, collect necessary data and carry out measurement by different techniques. 

The operational definition of metric is devised. It gives common language & understanding of
data being collected. Data Collection plan outlines what data to be collected? When to be
collected? Who will collect? Hence, sets overall direction for data collection. 

After data collection, data is analyzed to ascertain its nature through frequency distributions.
The histogram can be used to understand the distribution of data. Depending upon data nature
– Normal or Non – Normal, data - analysis tools are decided. Current Process capability is also
an important aspect to be understood in this phase.
In Measure phase, different tools can be used like Process flowcharts, Benchmarking, Run
charts, Gage R & R and Process capability.

Two commonly used measurement techniques are – Defects Per Million Opportunities (DPMO)
and Process Sigma.

Analyze
The main objective of this phase is to find the root cause of business inefficiency. It identifies
the gaps between actual and goal performance, determine its causes and opportunities for its
improvement.

 Analyze phase follows a drill down approach to reach exact root causes from various potential
causes identified initially.  

This phase starts with exploring all possible causes to the main problem. Then, these causes are
verified & validated though hypothesis & statistical tools. The outcome of this phase is verified
root causes – which need to be acted upon to improve the process. Analyze phase requires due
care to identify & verify root causes. Because the effectiveness of process improvement
through six sigma project lies on the correct identification of root causes.

Commonly used tools in Analyze phase are Fishbone Diagram, Brainstorming, Histogram, 5
Whys, Hypothesis testing, Time series plots and Scatterplot.

Improve
This phase improves the process by determining potential solutions, ways to implement them,
test and implement them for improvement. In this phase, process owners are consulted and
improvements are suggested. Action plan for the improvement is circulated to relevant
stakeholders. This action plan specifies – Action to be taken; By when By whom etc. The
improvement plan is designed to mitigate the risk and include customer feedback and
satisfaction. With the formation of improvement action plan, implementation phase starts
simultaneously. During implementation, actions are carried out, tested for effectiveness and
implemented finally.

Tools used to eliminate the defects are Brainstorming, Mistake-proofing (Poka Yoke),
Simulation software, Prototyping, Piloting and Pugh Matrix.

Control 
The main objective of this phase is to generate a detailed solution monitoring plan. This plan
ensures that the required performance is maintained. It defines and validates the monitoring
system, develops standards and procedures, verifies benefits and profit growths, and
communicates to business. Hence, the main purpose of Control phase is to ensure – Holding
the gains.
During this phase, post-implementation results are evaluated. Progress is ascertained. And
Changes are incorporated - if any, correction or modification is required. Control phase in most
of the cases is a transition phase. Transition happens from current practices & systems into new
practices. 

The most important part of this phase is to provide training on new changes to all relevant
stakeholders.

It is an integral part of Lean Six Sigma process, but can be implemented as a standalone quality
improvement process. Indeed, it is the most preferred tool that can help improving the
efficiency and the effectiveness of any organization. Within the DMAIC framework, Six Sigma
can utilize several quality management tools.

Quality management tools and methods

Within the individual phases of a DMAIC or DMADV project, Six Sigma utilizes many established
quality-management tools that are also used outside Six Sigma. The following table shows an
overview of the main methods used.

 5 Whys
 Statistical and fitting tools
 Analysis of variance
 General linear model
 ANOVA Gauge R&R
 Regression analysis
 Correlation
 Scatter diagram
 Chi-squared test
 Axiomatic design
 Business Process Mapping/Check sheet
 Cause & effects diagram (also known as fishbone or Ishikawa diagram)
 Control chart/Control plan (also known as a swim lane map)/Run charts
 Cost-benefit analysis
 CTQ tree
 Design of experiments/Stratification
 Histograms/Pareto analysis/Pareto chart
 Pick chart/Process capability/Rolled throughput yield
 Quality Function Deployment (QFD)
 Quantitative marketing research through use of Enterprise Feedback Management (EFM)
systems
 Root cause analysis
 SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
 COPIS analysis (Customer centric version/perspective of SIPOC)
 Taguchi methods/Taguchi Loss Function
 Value stream mapping