Views of the Quality Gurus
Comparing Philip Crosby, W. Edwards Deming and Joseph Juran
Deming believed that organisations could increase quality and reduce costs by practising continuous process improvement and by thinking of manufacturing as a system, not as bits and pieces. Juran applied the Pareto principle to quality issues (80% of the problems are caused by 20% of the causes) and also developed “Juran’s Trilogy”: quality planning, quality control, and quality improvement. Crosby’s response to the quality crisis was the principle of Doing It Right the First Time (DIRFT). He applied four major principles which are
• The definition of quality is conformance to requirements
• The system of quality is prevention
• The performance standard
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Juran believes that the quality is ‘fitness for use’ as known by customers and the mission of individual departments are to work according to specifications.
Degree of senior management involvement
Crosby believes quality improvement starts from the top. Senior management is responsible for all the problems with quality and their continuance.
Deming believes quality is decided in the board room.
Juran believes that majority of quality problems are due to poor management rather than poor workmanship.
Performance standard / Goal setting
Crosby believes that the performance standard must achieve zero defects. Groups should encourage individuals to establish improvement goals for themselves and their groups.
Deming eliminates management by numbers, numerical goals, as a substitute for leadership.
General approach
Crosby believes in prevention of poor quality and not appraisal.
Statistical process control / quality control
Juran believes that the concept of control is one of ‘holding the status quo’: keeping a planned process in its planned state so that it remains able to meet the operating
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Each department must see other department as an internal customer. When this is practiced the barriers begin to fall.
Single source of supply
Deming believes there should be a single supplier for any one item and it should be based on a long-term relationship of loyalty and trust.
Cost of quality
Crosby believes that the measurement of quality is the price of non-conformance and not indexes. The price of non-conformance is by counting everything that is spent if everything was not done correctly the first time.
Deming believes companies should look at the total cost of the product or service provided by others, and not just the purchase price. Accepting the lowest bid does not guarantee the lowest total cost.
Juran believes the cost of poor quality is the sum of all costs that would disappear if there were no quality problems. Quality improvement does no come free.
Quality awareness
Crosby believes in sharing with employees how much non-conformity costs the company. Deming accepts that quality awareness management must eliminate slogans, attempts to achieve zero defects yet set new levels of productivity for the work
For this assignment, I have decided to focus on what makes a good quality
TQM is a company’s complete “culture of quality” approach which focuses on long-term success. It strives for continuous improvement, in all aspects of an organization, as a process and not as a short-term goal. TQM’s involves everyone in the organization to transform the organization into a forward-thinking entity by influencing attitudes, practices, structures, and systems of the entire organization (Business Dictionary, 2014). TQM was crafted by William Edwards Deming, a statistician who specialized in statistical process control after World War II. Deming outlined 14 points of TQM where all people of an organization can constantly search for ways to improve the process, product, and service. Deming developed the
"Using Cost of Quality to Demonstrate the Economic Value of Improvement, Organizational Excellence and Quality." Quality Texas. N.p., n.d. Web. 12 May 2014.
They must provide a quality product. The Ben Pearce book reminds us that all employees must be dedicated to delivering a quality product.
The Goal is a book that has an immense support on improvement, which will undoubtedly encourage the Total Quality Management terminology when trying to built up and improve their productivity. However, the Theory of Constraints also plays a very important role in this book, because it guide us to not only focus on the improvements of the business as a whole, but also to focus intensively on the constrains, “ Herbies”, or bottlenecks.
quality we can predicate from it. The systems that fail are those who rely on
The Deming Application Prize, established in honor of Dr. W. Edward Deming, is awarded to companies that continually apply Company-Wide Quality Control and have achieved a certain quality standard (ibid.). The focus of this award is quality achievement of Deming's 14 points, which are verified through the use of statistical methods. The judging criteria consist of 10 major categories (ibid.): (1) policy and objectives, (2) organiza...
Achieving quality of conformance involved conform to specifications that involve providing customers with a quality product at the right price which accounts for the cost of materials. In order for a company to achieve and produce a successful product that customers want and need, it is vital that quality management and lean systems play front row. Quality management helps organizations to reduce waste and inventory. “Lean is about challenging the way things are done and opening our eyes to that waste and inefficiency” (Lean Benefits - Benefits of Lean, Why Lean is Important, 2015). Within each of these concepts are important tool and techniques that organizations can use to achieve a quality product. In this paper I will discuss “cost of quality” from the quality management side and “kaizen’s” from the lean system side, while discussing how each of these concepts are implemented into my own life or
In order to build a strong relationship between companies there must be a trust. So trust played a big role in this case. A good example in this case was that inland steel “concern that a single-sourcing policy might cause it to lose touch with the market”. On the other hand, whirlpool “concerned about the technological risks of relying on only one supplier”. However, building a trust relationship between them was the best solution by the belief that both companies will be a low-cost
The report highlight’s the essential aspects of the control process. In terms of concurrent feedback as well as feed forward, that companies can use to implement so that they can have better outcomes in terms of efficiency of the business. Consequently the report underlines as well as emphasizes of the many contributing factors of these controls. The authors have contrasting views on the control models of an organization, they believe that in order to create an effective control process, and organization first needs to determine its strategic plans for instance in terms of what it is and where is it going.
...ough quality or enough service, satisfaction will result. However, we have evidence to support that quality and service alone can not produce recurrent satisfaction. Satisfaction is a distinct and separate issue.
"An article by Beecroft (1999) entitled "The role of quality in strategic management" discusses the significance of quality considerations in the development of effective strategic plan. One primary concern the author saw was the relationship between quality, short and long-term objectives, and bottom line profits. According to the author, "Conformance to design and customer requirements translates to quality, therefore higher conformance is higher quality. Higher quality results in lower costs and increases competitiveness, leading to an increase in sales and market share, more jobs and improved profitability" (p.
This report examines the Control Process applied by different companies, they use the control process to make sure that, the whole departments are working as better they can, the control process improve better benefits to the company, work place, employees, customer and directors. The control process is to maximizing productivity and minimizing costs to achieve their goals. The finding in this report is based on books and Internet sources. This report recommends that, the control process is the process to achieve the goals and also to planning the future.
Wilkinson, A. and Willmott, H. (1994), Making Quality Critical: New Perspectives on Organisational Change, London: Routledge.