Case Study Of The Crosbys Theory Of Quality

However, if the cost of “perfection” is so expensive that the company cannot be profitable, it is not realistic to spend too much on a zero defect mindset. Instead the company must first identify what an acceptable percentage of defects is and where the defect could have been prevented. Then the company can further quantify which cost of quality is presenting the greatest risk and put procedures and policies in place in an attempt to minimize defects. Since prevention costs many times are considered the least expensive and can have the biggest affect on non-conforming products most companies will focus its initial and largest efforts into prevention. The next initiative would be appraisal and last would be identifying

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 make sales and have a successful running company you need to know how to market your products and or ideas to the group of people for whom it is intended. The quality of your product must also be top tier because marketing is only half of the battle. Before hearing Tripp Transou talk I was unsure about how important the quality of the product was. I was under the impression that marketing was number one because that what got people to buy it. However, he allows me to realize that if you want consumers to buy your product more than just once then you must ensure that the quality and consistency of your product is perfect. There must also be attention to detail in every aspect of your company from making sure the facilities are kept clean to the product being properly manufactured, stored, shipped and tested. This attention to detail will translate into more sales and having a more successful and efficiently run company than those who do not seem to care for their consumers. Tripp’s talk allowed me to see how much goes into running a successful business whether it is big or small. His journey of how he came to be the successful businessman he is today inspired me to never always have an open mind and never turn

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).

The evolution of quality management first evolved through the works of six philosophers; Shewhart (1924), Feigenbaum (1951), Crosby (1979), Ishikawa (1972), Deming (1982), and Juran (1986). Shewhart was most known for his invention the control chart. Feigenbaum is known for having introduced the concept of total quality control. Ishikawa best known for associating quality circles as a way to achieve continuous improvement and using cause and effect diagrams to solve problems. Crosby is known for defining the 14 steps for quality improvement and introducing the plan-do-check-action cycle. Juran is best known for identifying the three basic functions of the quality management process: quality planning, quality control, and quality improvement.

Within every company there is a customer, regardless of what your line of business is it is being done for the consumer albeit an external consumer or the internal consumer. The customer’s needs and expectations should be the driving force behind the decisions we make and the problems we solve…the customer, not our own personal or monetary gain. As quality improves we have to make sure that we are improving what matters to our customers not want we want to improve upon for own sake.

Quality is defined as conformance to the requirement, not goodness: The first absolute explains that management must strive to ensure that during the quality improvement process everyone is getting things done right the first time. Crosby stated that in other to do this management must state clearly what are the individual roles of the employee, management must also supply the employees with the resources needed to do their task and lastly management must give continuous support and encouragement to the employees during the improvement process. When quality is defined as conformance to requirement it helps to reduce hassle and improve quality at the same time. Crosby (1995).

The Technique of quality control and management developed and evolved during the entire twentieth century. In early 1900s, Fredrick W. Taylor also known as the ‘father of scientific management ' presented the quality concepts. In 1913, JC Penney introduced the fundamentals of total quality management to the management side of business.

In today’s environment the elements of quality are useful because they assist organizations with creating a new foundation and maintain a structure that

In any organisation I believe that quality is king over quantity this means that work is done to the correct standard that is expected and doesn’t have to be done more than once which is a huge bonus. The organisation I work for has extremely high standards which we work to and produce work

Joseph Juran defines quality as “fitness to serve,” meaning freedom from deficiencies. Like Crosby, he defines the term “quality costs” as the costs of making, finding, repairing, or avoiding defects. The costs of making good products are not a part of quality costs; the term is associated solely with the defective product. Juran divides the cost of quality into four core categories: internal failure costs, external failure costs, appraisal costs, and prevention costs. Juran believes the cost of providing quality to be the total of two very different costs: (1) the cost of the process that produces the products: the inputs, the facilities, the human effort, and (2) the cost of poor quality, including “chronic waste and sporadic firefighting.”

Deming Juran and Crosby considers measurement as very important to improve quality but they use it in different ways. For Juran and Crosby they view the cost of quality as a focus of measurement. Cost can measured in dollars and for both Crosby and Juran they consider that money is the language of management. Success of the efforts of the quality will be ultimately measured by meeting customer requirements. Juran normally considers the cost of all the poor quality as a important factor because it shows how much they are losing. He also knows they are other factors which are important to measure such as how the organization compares with the competition and how customers perceive

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.

Many worldwide organizations today are focusing on quality to gain a competitive edge for their businesses. We now understand that an emphasis on quality improves overall productivity and reduces costs. It was not that long ago that business people used to think just the opposite. Organizations put emphasis on productivity at the expense of quality and began to lose many of their customers as competition increased. As a result organizations began to examine the philosophies of two Quality Gurus by the names of Doctor Edward Deming and Joseph M. Juran.

Deming, Juran, and Crosby all define quality in different ways. Deming defines quality as a continuous improvement and the ultimate goal is zero defects; however, he realizes an error free product may not be economically feasible or practical (Kerzner, 2009, p. 880). Deming also states a product or service is defined by the customer and quality is a relative term and will change based on the customer’s needs (Suarez, 1992, p.3)