Similarities And Differences Between Deming Juran And Crosby

Today’s consumers are constantly trying to judge the quality of products. But what is quality? How and by whom is quality determined? Some would say the designer creates specifications, which in turn dictate the quality of a product. That quality is also based on the acceptable value of a part within a whole product.

Senior leadership must determine and direct the level of quality that is acceptable within the organization. Leadership should prioritize areas of quality and use data based on benchmarks from other facilities. (Dlugacz, 2006). In addition the author states there are some important areas that must be monitored for quality. Compliance must be followed by leaders and all

Juran 's perspective on quality was based on five general measures, the measures being the cost of poor quality, defects, product/process features, customer needs, and customer behavior. Deming 's measurements were based on the Kaizen approach, which involved the evaluation of each operation

In order to change the quality of an organization, leaders must first identify the need for improvement by indications of poor performance. Juran’s trilogy includes three managerial processes that will help leader succeed in improving quality to include quality planning, quality control, and quality improvement. The best aspect of Juran’s trilogy is that it outlines everything that a leader should consider before, during, and after implementation of a quality improvement project. Another important factor in successfully improving quality is leader presence, governance, and oversight. Juran believed that leader involvement was paramount as it relates to quality improvement and total quality improvement begins at the top of the organization and trickles down (Saurez,

Due to running our own manufacturing plant we are able to implement more strict quality standards. One of every ten products will be thoroughly inspected and one in every 1,000 will be real life tested to ensure that each batch comes out with equally great quality. Western Kicks upper management will also have annual meetings with suppliers to discuss quality expectations. Those meetings can happen more often if necessary and all supplies will be inspected before being used for a batch. If more than 1 in every 50 of an item have to be discarded or returned due to quality problems, a meeting must be held with the supplier as soon as business allows.

We respect our customers and hence we struggle to only offer quality products. All the products that we sell are going through a rigorous inspection that is conducted by our suppliers, prior to being introduced for sale on the market.

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

Quality of conformance includes technology, manpower and management while availability focuses on reliability, maintainability and logistics support. Juran emphasized that good service quality composed of promptness, competence and integrity. Like Deming, Juran advocated a never-ending spiral of activities that includes market research, product development, design, production process control and inspection and testing, followed by customer feedback. In his view, senior management may play an active and enthusiastic leadership role in the quality management process.

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs.

Dr. Robert W. Edwards Deming was a statistician that had a large impact on quality, as we know it today. Deming realized how management processes could be viewed in a statistical matter. Deming also realized that overall quality could be improved by strong relationships between management, customers and suppliers.

Joseph M. Juran lived a long life comprised of many accomplishments. Using his natural gifts of intelligence, Juran went from being a poor immigrant to being known for his quality control expertise. He has also been known as the “father” of quality, and even a quality guru. This paper gives insight into Jurans life and how he was able to work his way up to his many accomplishments.

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

Implementation of excellent quality comes with a cost. The company must decide if it is really worth compromising the quality for revenue. If the quality costs exceeds the expected revenue of the company then the company must abandon implementing quality control mechanism. If otherwise, the quality would contribute to the product value and hence the revenue.

Quality is never an accident it is always the results of high intention, sincere efforts, intelligent directions and skillful execution, it represents the wise choice of many alternatives.