## Tuesday, October 13, 2009

### Quality Guru Father of TQM - Dr. Armand Vallin Feigenbaum

Dear CQE Friends,

Below please find some related information to The Father of TQM - Dr. Armand Vallin Feigenbaum.

Armand Vallin Feigenbaum (born 1922) is an American quality control expert and businessman. He devised the concept of Total Quality Control, later known as Total Quality Management (TQM).
Feigenbaum received a bachelor's degree from Union College, and his master's degree and Ph.D. from MIT. He was Director of Manufacturing Operations at General Electric (1958-1968), and is now President and CEO of General Systems Company of Pittsfield, Massachusetts, an engineering firm that designs and installs operational systems. Feigenbaum wrote several books and served as President of the American Society for Quality (1961-1963).
His contributions to the quality body of knowledge include:
• "Total quality control is 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 economical levels which allow full customer satisfaction."
• The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory.
• Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management.
• The concept of quality costs

## Awards and honors

• First recipient of ASQ's Lancaster Award
• ASQ 1965 Edwards Medal in recognition of "his origination and implementation of basic foundations for modern quality control"
• National Security Industrial Association Award of Merit
• Member of the Advisory Group of the U.S. Army
• Chairman of a system-wide evaluation of quality assurance activities of the Army Materiel Command
• Consultant with the Industrial College of the Armed Forces
• Union College Founders Medal
• Fellow of the American Association for the Advancement of Science
• Life member of the Institute of Electrical and Electronics Engineers
• Life member of the American Society of Mechanical Engineers
• Life member of Plymouth Society of Marine Biology

Best regards,

Eddie Kuang

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

## Thursday, October 8, 2009

### Dr. Jospeh Moses Juran - Relevant Information

Dear CQE friends,

Below pls. find some infos related to one of the renowed and well known quality guru - Dr. Joseph Moses Juran.

Joseph Moses Juran () was a 20th century management consultant who is principally remembered as an evangelist for quality and quality management, writing several influential books on those subjects. He was the brother of Academy Award winner Nathan H. Juran.

## Dr. Joseph M. Juran Contributions

### Pareto principle

It was in 1941 that Juran discovered the work of Vilfredo Pareto. Juran expanded the Pareto principle applying it to quality issues (for example, 80% of a problem is caused by 20% of the causes). This is also known as "the vital few and the trivial many". In later years Juran has preferred "the vital few and the useful many" to signal that the remaining 80% of the causes should not be totally ignored.

Management Theory
When he began his career in the 1920s the principal focus in quality management was on the quality of the end, or finished, product. The tools used were from the Bell system of acceptance sampling, inspection plans, and control charts. The ideas of Frederick Winslow Taylor dominated.
Juran is widely credited for adding the human dimension to quality management. He pushed for the education and training of managers. For Juran, human relations problems were the ones to isolate. Resistance to change—or, in his terms, cultural resistance—was the root cause of quality issues. Juran credits Margaret Mead's book Cultural Patterns and Technical Change for illuminating the core problem in reforming business quality. He wrote Managerial Breakthrough, which was published in 1964, outlining the issue.
Juran's vision of quality management extended well outside the walls of the factory to encompass non-manufacturing processes, especially those that might be thought of as service related. For example, in an interview published in 1997 he observed:
The key issues facing managers in sales are no different than those faced by managers in other disciplines. Sales managers say they face problems such as "It takes us too long...we need to reduce the error rate." They want to know, "How do customers perceive us?" These issues are no different than those facing managers trying to improve in other fields. The systematic approaches to improvement are identical. ... There should be no reason our familiar principles of quality and process engineering would not work in the sales process.

### Juran's Trilogy

He also developed the "Juran's trilogy," an approach to cross-functional management that is composed of three managerial processes: quality planning, quality control and quality improvement.

### Transferring quality knowledge between East and West

During his 1966 visit to Japan, Juran learned about the Japanese concept of Quality Circles which he enthusiastically evangelized in the West.[10] Juran also acted as a matchmaker between U.S. and Japanese companies looking for introductions to each other.[11]

## Later life and death

Juran was active well into his 90s and only gave up international travel at age 86. His accomplishments during the second half of his life include:
In 2004, he became honorary doctor at Luleå University of Technology in Sweden.
Juran died of a stroke at age 103 in Rye, New York.

Will keep posting.

Eddie Kuang

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

## Wednesday, September 30, 2009

### Dr. Edward W. Deming Philosophy Synopsis & System of Profound Knowledge

Dear CQE friends,

Some information related to Dr. Deming.

## Deming Philosophy Synopsis

The philosophy of W. Edwards Deming has been summarized as follows:
"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces."
In the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison:
(a) When people and organizations focus primarily on quality, defined by the following ratio,
$Quality\ = \frac{Results\ of\ work\ efforts}{Total\ costs}$
quality tends to increase and costs fall over time.
(b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

### The Deming System of Profound Knowledge

"The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
"The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.
"Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual, once transformed, will:
• Set an example;
• Be a good listener, but will not compromise;
• Continually teach other people; and
• Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past."
Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:
1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known;
4. Knowledge of psychology: concepts of human nature.
Deming explained, "One need not be eminent in any part nor in all four parts in order to understand it and to apply it. The 14 points for management in industry, education, and government follow naturally as application of this outside knowledge, for transformation from the present style of Western management to one of optimization."
"The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.
"A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. A psychologist that possesses even a crude understanding of variation as will be learned in the experiment with the Red Beads could no longer participate in refinement of a plan for ranking people."
The Appreciation of a system involves understanding how interactions (i.e. feedback) between the elements of a system can result in internal restrictions that force the system to behave as a single organism that automatically seeks a steady state. It is this steady state that determines the output of the system rather than the individual elements. Thus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.
The Knowledge of variation involves understanding that everything measured consists of both "normal" variation due to the flexibility of the system and of "special causes" that create defects. Quality involves recognizing the difference in order to eliminate "special causes" while controlling normal variation. Deming taught that making changes in response to "normal" variation would only make the system perform worse. Understanding variation includes the mathematical certainty that variation will normally occur within six standard deviations of the mean.
The System of Profound Knowledge is the basis for application of Deming's famous 14 Points for Management, posted in this blog much earlier.

I will keep on posting other Quality Gurus related information.
Best rgds,

Eddie Kuang

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

## Monday, September 28, 2009

### Dr. Edward W. Deming - 7 Deadly Diseases

Dear CQE friends,

1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual review of performance
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles" includes
1. Neglecting long-range planning
2. Relying on technology to solve problems
3. Seeking examples to follow rather than developing solutions
4. Excuses, such as "Our problems are different"
Deming's advocacy of the Plan-Do-Check-Act cycle, his 14 Points, and Seven Deadly Diseases have had tremendous influence outside of manufacturing and have been applied in other arenas, such as in the relatively new field of sales process engineering.
Hope you enjoy this.

Till then, I will continuously post relevant information related to ASQ CQE.

Best rgds,

Eddie Kuang

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

### Dr. Edward W. Deming - 14 Points of Management Concepts

Dear CQE friends,

Deming offered fourteen key principles for Management for transforming business effectiveness. The points were first presented in his book "Out of the Crisis".
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."

Best rgds,

Eddie Kuang

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

## Saturday, June 20, 2009

### ASQ Certification Benefits & ASQ CMQ / OE

Dear All,

Besides this, I also attached the ASQ CMQ / OE brochure for your reading pleasure.

Do contact me if you need any additional information.

Thanks & rgds,

a) CMQ / OE brochure
file:///C:/CQE/asq-cmqoe-brochure-2009.pdf

b) ASQ Certification Benefits
file:///C:/CQE/part-i-section-4-salary-by-asq-and-rabqsa-certification-regular-employees.pdf

p/s : Link to ASQ CMQ/OE website :

http://www.asq.org/certification/manager-of-quality/index.html

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

### ASQ CQE Examination on June 6, 2009 - Results

Hi CQE Guys and Girls,

CONGRATULATION !!!

Well-done and good job for those who have passed (100% passed this intake, hooray!!!). This is the outcome of hard work and commitment that you have put in since the beginning of CQE course.

On behalf of FMM Institute HQ KL, Ms. Sia CL, Ms. Hasnah, Ms. Anitha, rest of the trainers Mr. KM Then, Ms. Flora and myself; is being a pleasure to work and study together with all of you and I am sincerely hope all of you gained essential & imperative knowledge and skills from this CQE refresher course and able to apply what you learnt in your actual work place. Can add values to your organization and yourself.

For the time being, you my rest for a short while and then consider to register for FMM (ASQ) CMQ/OE class in future. Another milestone advancement in your Quality Professional career.

Keep in touch and hope to see you all again during the graduation ceremony and wishing all of you the best in your future undertaking. Also attached some photos taken during the examination.

Till then, take care.

Bye…

Today's Quote : Successful people also have Fear, they just don’t let it stopped them. Take actions Now!

Kuang Kok Hoo (Eddie)
M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

## Sunday, May 3, 2009

### ASQ CQE External Examination notification

Hello CQE participants,

For those that who registered for ASQ external examination, please make sure you monitor your notification from ASQ starting now until mid of May 2009. ASQ will officially notify you through email about your exam details. Normally 10~15 days before the actual exam.

If you do not receive any news from ASQ, pls. let me know immediately and I will help and follow-up for you.

Lastly, wish you a smooth sailing in your exam prepration.

Best rgds,

Eddie Kuang

M : +6012-505 2720
T : +605-805 2722
F : +605-805 2721

## Saturday, May 2, 2009

### Malaysia CQE Blog !

Hi friends,

Welcome to Malaysia CQE Blog!

The purpose of this blog is provide a platform to all previous and current CQE participants to share, post and update any information, news, articles, ezines and developments related to American Society for Quality (ASQ) Certified Quality Engineer (CQE).