The 3 Quality Guru's Deming, Juran, Crosby

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TABLE OF CONTENTS

IntroductionPage 3

DemingPage 3

Deming’s 14 points for Quality ManagementPage 4

DuranPage 5

CrosbyPage 6-7

Common PointsPage 7

DifferencesPage 8-9

A comparison of Deming, Juran, and CrosbyPage 10

Nestle and QualityPage 11-12

ConclusionPage 13

INTRODUCTION

Many organizations worldwide are focusing today on quality to restore their competitive edge. They know now that an emphasis on quality improves overall productivity and reduces costs. This was not always the case, business people used to think just the opposite; that quality costs. As a result organizations emphasized productivity at the expense of quality and began to lose many of customers as competition increased.

Enter the quality gurus who slowly created a “Paradigm Shift” to everybody in the global marketplace. I will be discussing three of these “guru’s”, W. Edwards Deming, Philip B. Crosby and Joseph M. Juran, and comparing their strategies for quality management. These recognized quality experts have been carrying forth the message of quality for more than three decades.

DEMING

The fundamental point in Deming’s theory is basically “The Customer is King” and is the most important part of the production system. Without a consumer, there is no reason to produce. Therefore the question that the organization must ask itself is ‘what does the customer want or what does the customer thinks he needs or wants?’ To Deming, the only meaningful definition of quality is that which the consumer specifies. A product can be technically sound and cheap but if it is the wrong product, then it is worthless to the consumer. It is important to anticipate the consumer’s future needs as well as those of the present in order to continue to meet the consumer’s definition of quality and sustain a competitive advantage.

Deming looks at quality from a systems and leadership perspective. He has developed many concepts associated with this approach, namely:-

A. The 14 Points
B. The System of Profound Knowledge
C. The Plan–Do–Check–Act Cycle
D. “Prevention by Process Improvement”
E. The Chain Reaction for Quality Improvement
F. Common Cause and Special Cause Variation
G. The Deadly and Dreadful Diseases.

The most famous of these are his 14 Point

DEMING'S 14 POINTS FOR QUALITY MANAGEMENT

A plan was developed by Deming which is called Deming's 14 points in order to help the management to achieve required improvements in both quality and productivity. They are given below

1.Create consistency of purpose for the improvement of product or service

2. Adopt the new philosophy

3. Cease dependence on mass inspection for quality control building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag

5. Improve constantly and forever the system of production and service to improve quality and productivity, and thus constantly decrease the cost

6. Institute more through better job-oriented training

7. Teach and Institute leadership

8. Drive out fear, so that everyone may work effectively for the company

9. Break down barriers between departs

10. Eliminate slogans, exhortations, and targets for the work force that ask for zero defects and new levels of productivity

11. Eliminate work standards on the factory floor

12. Remove the barriers that rob employees at all levels in the company of their right to pride of workmanship

13. Institute a vigorous program of education and self-improvement

14. Put everybody to work to accomplish the transformation

If these steps are implemented within an organization then there will be an increase in quality while being cost effective. Thus, the...
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