SIMILARITIES AND DIFFERENT BETWEEN WILLIAM EDWARD DEMING, JOSEPH M. JURAN AND PHILIPS P.CROSBY Similarities Wiliam Edward Deming Joseph M. Juran Philips P.Crosby
Importance of customer requirements as standard
In Deming's view: The consumer is by necessity the most important part of the production system:without a consumer,there is no reason to produce.
Juran"s view: He also sees quality as a concept which can only be usefully defined byt he consumer. Strictly put, Juran defines quality as "fitness for use."
Mr. Crosby's view: He defined quality as a conformity to certain specifications set forth by management and not some vague concept of "goodness." These specifications are not arbitrary either; they must be set according to customer needs and wants.
The Responsible for quality-management
Quality is made in the board room.
Dr. William Edward Deming's: ideas of hard work, sincerity,decency, and personal responsibility, forever changed the world of management. "It is not enough to just do your best or work hard. You must know what to work on."
Dr. Joseph M.Juran's:The process of developing ideas was a gradual one for Dr.Juran. Top management involvement, the Pareto principle, the need for widespread training in quality, the definition of quality as fitness for use. Majority of Quality problems are the fault of poor management rather than poor workmanship.
Phillips P. Crosby: Quality improvement starts from the top.To create a manufacturing process that has zero defects management must set the tone and atmosphere for employees to follow. If management does not create a system by which zero defects,not that's close enough.
Goal of quality
Dr. William Edward Deming: Meet/exceed customer needs, Continuous improvement. Dr. Joseph M.Juran: Continuous improvement.
Phillips P.Crosby: Continuous improvement by setting zero defects production.
Deming also developed his famous "14 points" to transform management practices. Those points are applied to EMS and summarized below.
1. Create constancy of purpose
An EMS organization's highest priority is to provide the best quality medical care and/or transportation services to its community at the lowest cost possible. An EMS organization is responsible to both its community and its own workforce to maintain a high level of excellence and value. An EMS organization must strive to maximize efficiency and effectiveness through constant improvement.
2. Adopt the new philosophy
Everyone working in EMS can find ways to promote quality and efficiency,to improve all aspects of the EMS system, and to promote excellence and personal accountability. Pride of workmanship must be emphasized from recruitment to retirement. By their behavior, leaders set the standard for all workers.
3. Cease dependence on inspection to achieve quality
Reliance on routine 100% inspection to improve quality (i.e., a search for errors,problems, or deficiencies) assumes that human performance error or machine failure is highly likely. Instead, there should be a continuous effort to minimize human error and machine failure. As Deming points out,"Inspection (as the sole means) to improve quality is too late!" Lasting quality comes not f rom inspection, but from improvements in the system. For example, documenting deficiencies in EMS record keeping does not, by itself, generate ideas that would make the task of record keeping less error-prone. A quality-driven approach might,instead, encourage development of clear and simple record-keeping forms that minimize or eliminate the likelihood of mistakes.
4. Do not purchase on the basis of price tag alone
Purchasers must account for the quality of the item being purchased, as well as the cost. High quality organizations tend to think of their suppliers as "partners" in their operation. Successful partnerships require clear and specific performance standards and feedback on whether those standards are being met. Supplier performance...
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