Quality Concepts by

Dr. W. Edward Deming,Dr. J.M. Juran

and Philip Crosby.

Quality Concepts by

Dr. W. Edward Deming,Dr. J.M. Juran

and Philip Crosby.

WHAT IS QUALITY?

The degree of excellence of something as measured against

other similar things is called QUALITY.

The degree of excellence of something as measured against

other similar things is called QUALITY.

TOTAL QUALITY MANAGEMENT (TQM)

• Total quality management is the continuous process by which quality of products and services are improved.

• TQM involves every department and every employee in an organization for continuous quality improvement.

• Aspects of TQM are- a. continuous improvement b. Involvement of employee c. customer satisfaction

SIX SIGMA

• The Six Sigma management strategy originated in 1986 from Motorola’s drive towards reducing defects by minimizing variation in processes.

• The main difference between TQM and Six Sigma (a newer concept) is the approach

• Six sigma is a higher standard comparatively. In this standard of quality there will be 34ppm defect.

• This can be achieved with the aid of :a. design and engineering b. vendor development.c. employee training and involvement

THE LEADERS

Dr. W. Edwards Deming (1900-1993)

Dr. Joseph M. Juran (B.1904)

Philip Crosby (1926-2001)

DR. W. EDWARDS DEMING (1900–1993)

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.

With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs

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

DR. JOSEPH JURAN (B. 1904)

Juran's concepts can be used to establish a traditional quality system, as well as to support Strategic Quality Management. Among other things, Juran's philosophy includes the Quality Trilogy and the Quality Planning Roadmap.

JURAN'S QUALITY TRILOGY

The Quality Trilogy emphasizes the roles of quality planning, quality control, and quality improvement.

JURAN'S QUALITY PLANNING ROAD MAP.

Juran's Quality Planning Road Map can be used by individuals and teams throughout the world as a checklist for understanding customer requirements, establishing measurements based on customer needs, optimizing product design, and developing a process that is capable of meeting customer requirements

PHILIP CROSBY (1926–2001)

In his book Quality Is Free, Crosby makes the point that it costs money to achieve quality, but it costs more money when quality is not achieved.

CROSBY'S FOUR ABSOLUTES OF QUALITY.

Crosby espoused his basic theories about quality in four Absolutes of Quality Management as follows:

1. Quality means conformance to requirements, not goodness.

2. The system for causing quality is prevention, not appraisal.

3. The performance standard must be zero defects, not "that's close enough.“

4. The measurement of quality is the price of nonconformance, not indexes.

AGREEMENTS

• The customer is the final arbiter of what quality is or is not with respect to a particular product or service.

• There can be some tangible definition of quality, though with varying degrees of rigor.

• Feedback is important in any mechanism designed to measure and manage quality.

• Deming and Crosby both focus on prevention as a means to achieving quality.

DISAGREEMENTS

• Deming sees quality problems as a result of poor understanding of an existing system, whereas Juran is of the opinion that proper planning of a system in the beginning can help the producer avoid unnecessary rework and hidden quality costs.

• Unlike Deming, Crosby downplays the role of statistical analysis in favor of strategic planning.

• Deming’s perspective is customer-driven and relies heavily on market research to determine what the customer will define as a quality product or service. Juran’s, while not independent of the marketplace, is more engineering-driven, designed to translate the customer’s vision of quality into that which can be produced. Crosby’s perspective transcends both of these, taking the high-road view of management: how one achieves quality is less important at the upper management level than whether or not the goals of quality are being met, and at what cost.

DISAGREEMENTS

CONCLUSION

To conclude, while one might at first glance think that Deming, Juran, and Crosby have different approaches to the management of quality, in the final analysis all three insist on the same basic principles. As Crosby aptly pointed out, the main difference lies in the perspective one takes. While an inherently subjective term such as quality can easily take on a multitude of definitions, it is clear that these three leaders of the quality movement are pointing in the same direction

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