Quality Management Approaches: Deming, Juran, & Crosby

Edward Deming Approach:

Dr Edward Deming denotes that Management’s aim should be to create a system in which every employee of all levels may take joy in their work. Deming believed in single sourcing of supplies. Moreover, he argued that the benefit of a strong co-operative relationships with suppliers more than outweighs the different kinds of short-term cost gains from competitive rendering. Furthermore, he advocated complete co-operation with suppliers, including the use of statistical process control (SPC) techniques.

DEMING’ S 14 POINTS FOR MANAGEMENT

1.    Constancy of purpose.

2.    A new philosophy.

3.    Cease dependence on inspection.

4.    End lowest tender contracts.

5.    Improve every process.

6.    Institute training on the job.

7.    Institute leadership.

8.    Drive out fear.

9.    Break down the barrier.

10. Eliminate exhortations.

11. Eliminates targets.

12. Permit pride of workermanship.

13. Encourage education.

14. Create top management structure.

According to Deming: Quality is defined as a predictable degree of uniformity and dependability at low cost. The senior management is also responsible for majority of the problems at work and a focus on an overall approach towards continuous improvement (which also means eliminating goals). Furthermore, performance standards can be measured using statistical process control, which should also be used in the purchasing process in an organization. He also says that there is no optimum cost of quality, and that employee participation in decisions is necessary.

Philip Crosby:

Crosby suggested four “absolutes of quality”:

1.    Definition : conformance to requirements

2.    System : prevention

3.    Performance standard : Zero defects

4.    Measurement : the price of non-conformance.

As for quality improvement, Crosby had 14 steps:

Step 1: Management Commitment

Step 2: Quality Improvement Team

Step 3: Quality Measurement

Step 4: Cost of Quality Evaluation

Step 5: Quality Awareness

Step 6: Corrective Action

Step 7: Establish an Ad Hoc Committee for the Zero Defects Program

Step 8: Supervisor Training

Step 9: Zero Defects Day

Step 10: Goal Setting

Step 11: Error Cause Removal

Step 12: Recognition

Step 13: Quality Councils

Step 14: Do It Over Again

According to Crosby: Quality is defined as conformance to requirement. The senior management is responsible for quality, and that standards for performance should be based on zero defects. Furthermore, he rejects the use of statistical process control and believes that the basis for improvement is a “process not a programme”. He also favors the prevention approach when it comes to implementing quality. Additionally, Crosby claims that deployment of quality improvement teams is essential for teamwork and that quality is “free”. Moreover, suppliers are seen as extensions of the business.

Joseph Moses Juran

J.M.Juran coined the phrase “fitness for purpose”. He also rejected the Crosby’s approach (‘zero defects’, ‘Conformance to specification’), and argued the law of diminishing returns applies to quality control and that ‘ Quality is NOT free’ . Juran’ s approaches placed a strong emphasis upon teamwork and is a very people-oriented approach. It also summarized as ‘prevention’, rather than the traditional inspection and testing procedures.

JURAN’ S 10 P0INTS FOR QM

1.  Built Awareness of need &opportunity for improvement.

2.  Set goals for improvement.

3.  Organize to reach the goals.

4.  Provide training.

5.  Carry out projects to solve problems.

6.  Report progress.

7.  Give recognitions.

8.  Communicate results.

9.  Keep score.

10. Maintain momentum by making annual improvement part of the regular process of the company.

Juran has a discomfort with the ideas of Crosby because Crosby believed the approach is “process” and not “people-oriented”. Crosby also emphasized conformance to specification. Juran ascertains it is difficult to accept that there are absolutes in quality. Quality is defined as “fitness for purpose”. Like Deming, he believes that management is responsible for majority of the problems in the organization. He has a very people-oriented approach and so he emphasizes on the management of humans in the business. He believes the way to measure performance is by setting goals and seeing how people perform to it. Furthermore, he recommends the use of statistical process tools and team work must have a quality circle approach.

Bibliography

Winston Bruce, “Total Quality Management: A heartfelt approach to doing things right” Regent University: School of Business, 1997

Juran Joseph, “Juran’s Quality Handbook” 5th edition, 1998

Oakland J, “Total Quality Management” Springer Publishers, 1989

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