COMPARING THREE QUALITY MANAGEMENT GURUS
W. Edwards Deming
Joseph M. Juran
Philip B. Crosby
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Many organizations worldwide are focusing today on quality to restore their competitive edge. We know now that an emphasis on quality improves overall productivity and reduces costs.
Business people used to think just the opposite; that quality costs and that they have to create products of high quality. As a result organizations emphasized productivity at the expense of quality and began to lose many of customers as competition increased.
After World War II, many quality experts to slowly cause a “Paradigm Shift” to everybody in the global marketplace introduced some revolutionary ideas to the world. To name but few, W. Edwards Deming, Philip B. Crosby and Joseph M. Juran.
To cover the background and ideology of the 3 Quality Gurus (Deming, Juran & Crosby) who contributed to the Quality Science and undertakes some aspects of their methodologies in order to highlight the commonality and differences between the 3 approaches.
The reports will include the following:
1. Research Methodology
3. 3 Experts on Quality
4. Gurus define Quality
5. Gurus Basic Principle
6. The three approaches: Commonality & Differences
Due to the tremendous information regarding the three Quality Gurus in addition to the diversity of books that tackles the Gurus’ methodology and achievements, this report is based on an integrated approach in research. The utilised tools and techniques encompass qualitative and quantitative approaches.
Whoever starts a learning process about quality quickly becomes familiar with the names of the 3 Gurus: Philip B. Crosby, W. Edwards Deming, and Joseph M. Juran. Those recognized quality experts have been carrying forth the message of quality for more than three decades. Nevertheless, there is always a consistent demand for information about the unique approach of each of these experts. This essay concentrates on the approaches of Deming, Juran and Crosby as comprehensive management philosophies introducing ideas such as: improvements and customer satisfaction through leadership.
THREE EXPERTS ON QUALITY
W. Edwards Deming, Joseph M. Juran and Philip B. Crosby pursued their efforts and devoted their lives to helping organizations improve the quality of their products and services. Their impact is now worldwide and their accomplishments eminent.
DEMING, W. Edwards
W. Edwards Deming, senior of the three, at 91, he continues to teach and consult Deming holds a Ph.D. in physics, but is a statistician by experience. He is an best known for leading Japanese businesses on the course that has made them leaders in quality and productivity throughout the world. In recognition of Deming, the Japanese Union of Scientists and Engineers established the Deming Prize. U. S. recognition of Deming’s methods of quality improvement came late in 1980 He has been called The Father of the Third Wave of the Industrial Revolution Deming is author of many books, to name but few; Out of the Crisis (1986); Quality, Productivity, and Competitive Position (1982); as well as of numerous papers. Deming is the recipient of many awards, including the Order of the Sacred Treasure of Japan and the Shewhart Medal from the American Society of Quality Control.
JURAN, Joseph M.
Joseph Juran, 87, has worked devotedly to establish his own institute, which provides education, training, and consulting in how to manage for quality. Juran holds degrees in electrical engineering and law....
References: Definitions extracted from his writings (Lowe & Mazzeo, 1986, Out of the Crisis) reflect this emphasis on quantitative methods, the application of which results in products having:
The difficulty in defining quality is to translate future needs of the user into measurable characteristics, so that a product can be designed and turned out to give satisfaction at a price that the user will pay (Deming, 1986, p. 169).
To Crosby, quality means conformance to requirements (Crosby, 1979).
A. System of Profound Knowledge
Deming states: “Without profound knowledge, management action can cause ruination (Deming, 1989, revised 1991)
A system is a series of functions or activities within an organization that work together for the aim of the organization (Deming, 1989, revised 1991).
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