What Would Deming, Juran, Crosby, Shewhart, and Wheeler Think of the American Society for Quality (ASQ) Today?

Is it time to reclaim Lean back to its roots in the Toyota Production System (TPS)?

Introducing a new approach: Lean TPS.

Quality pioneers such as W. Edwards Deming (1972), Joseph Juran (1972), Philip Crosby (1982), and Walter A. Shewhart (ASQ's first honorary member) laid the foundation for modern quality management. Each played a pivotal role in shaping the principles that guide organizations today, from Deming's 14 Points to Shewhart's Control Charts, which form the bedrock of Statistical Process Control (SPC). However, reflecting on the current path of the American Society for Quality (ASQ), one wonders how these giants of quality would react to the organization's shift toward Six Sigma and Lean Six Sigma.

Dr. Donald Wheeler, a contemporary giant in the field, has expanded on Shewhart's work and frequently criticizes the ways in which Six Sigma has diverged from the core principles of statistical quality control. This article explores their legacies and how they would view the evolution of ASQ today.

My Journey with ASQ: From the Glory Days to a Crossroads

I have been an active ASQ member since 1996, starting with my certification as a Certified Quality Technician (CQT). Over the years, I earned further credentials, including ASQ-Certified Quality Engineer (ASQ-CQE) in 1999 and Certified Six Sigma Black Belt (CSSBB) in 2010. During this time, ASQ was the gold standard for quality professionals, and I was proud to be a part of its mission.

In the 1990s, ASQ was in its prime, with vibrant chapter meetings and growing membership. During this period, the Canadian Blood Services scandal unfolded, leading many managers to pursue Certified Manager of Quality/Organizational Excellence (CMQ/OE) certifications to restore public trust. The organization thrived, and certifications like these played a key role in ensuring the integrity of our work. However, as the years went on, ASQ began shifting its focus toward Six Sigma, and I started to feel the dilution of the society's original intent—an emphasis on true quality and continuous improvement.

?

The Legacy of the Gurus: From Quality to Lean TPS

W. Edwards Deming

Deming is best known for his work in post-World War II Japan, where his 14 Points for Management revolutionized quality thinking. His advocacy for systems thinking, continuous improvement, and the Plan-Do-Study-Act (PDSA) cycle became the backbone of the Toyota Production System (TPS). Deming's emphasis on "constancy of purpose" and leadership for quality laid the foundation for modern Lean principles.

Joseph Juran

Juran's legacy in quality management is marked by his focus on strategic planning, which he coined as the Juran Trilogy: Quality Planning, Quality Control, and Quality Improvement. Juran emphasized the human aspect of quality, calling for management's involvement in ensuring quality outcomes. His teachings on Breakthrough Thinking aligned with Kaizen, making him one of the most influential figures in Toyota's success.

Philip Crosby

Crosby, famous for his concept that "Quality is Free", championed the idea that preventing defects is more cost-effective than fixing them. His Zero Defects philosophy dovetails with Jidoka, a key pillar of TPS that focuses on preventing errors before they reach the customer.

Walter A. Shewhart

Dr. Shewhart is regarded as the father of Statistical Process Control (SPC), which uses data to control processes. His development of the Control Chart provided a scientific method for monitoring variability in processes. Shewhart's influence on Deming was profound, leading to the introduction of control charts as a core component of TPS. Shewhart's legacy is seen today in the data-driven practices central to Lean manufacturing.

Dr. Donald Wheeler

Wheeler has built on Shewhart’s legacy by expanding the use of Process Behavior Charts (an evolution of Shewhart's Control Charts) and debunking Six Sigma's reliance on perfect measurement systems. Wheeler has become a vocal critic of Six Sigma, labeling it a "scam" and arguing that its emphasis on statistical purity is unnecessary. He is an advocate for practical, real-world quality control, a philosophy much closer to Lean TPS than Six Sigma.

?

The Shift from Lean to Lean Six Sigma: A Lost Focus

The rise of Six Sigma in the late 1990s, promoted by companies like Motorola and General Electric (GE), began to overshadow TPS principles. Motorola, a key player in Six Sigma's development, boasted early successes but ultimately faced operational challenges. GE, after initial hype, also moved away from Six Sigma after its short-lived success. Around this time, consultants saw an opportunity to rebrand Six Sigma by attaching the label "Lean" to it. The result was Lean Six Sigma, a hybrid that many believe has muddied the waters between Lean and Six Sigma's statistical focus.

However, true Lean, as found in Toyota Production System (TPS), is not about belts or certifications. TPS focuses on creating flow, eliminating waste, and fostering a culture of continuous improvement. Concepts like Just-In-Time (JIT), Jidoka, and Heijunka are practical tools for managing production systems—tools that were never designed to be integrated with Six Sigma's focus on data and statistical variation.

?

Reclaiming Lean TPS and the Call for a New Certification

The heart of the Lean philosophy has always been embedded in TPS—a system grounded in Respect for People and Continuous Improvement. The time has come to reclaim Lean from the clutches of Six Sigma and restore its true meaning. ASQ should lead the way by introducing a Lean TPS Certification, separate from Six Sigma, which recognizes the expertise needed to implement TPS principles.

A Lean TPS Certification would validate the skills required to understand and apply TPS methods such as Kaizen, 5S, Jidoka, and Heijunka. It would provide a clear distinction between those who practice TPS in the spirit of the original Lean philosophy and those who have adopted a hybrid Lean Six Sigma approach. This certification would restore ASQ’s role as a leader in true quality management and honor the legacies of Deming, Juran, Shewhart, Crosby, and Wheeler.

?

Conclusion: Bringing ASQ Back to Its Roots

ASQ’s focus on Six Sigma and belt certifications has caused it to stray from its original mission. The true path forward lies in reclaiming Lean and promoting the timeless principles of Toyota's Production System. By introducing a Lean TPS Certification, ASQ can once again lead the charge in promoting quality as a profession grounded in practical, real-world methods—just as the great pioneers of quality intended.

To honor the legacies of these thought leaders, we must stop focusing on fads and bring Lean back to its roots.

Thank you for taking the time to read this important article. If you found value in this discussion about reclaiming Lean TPS (the true TPS) and shaping the future of quality management, I’d appreciate it if you could like, comment, and share this article with your network.

Let’s continue the conversation and bring Lean TPS back to its true roots, together.

Your engagement helps spread the message and encourage meaningful change in our industry!