Three Quality Gurus: Philip Crosby, W. Edwards Deming And Joseph Juran

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Comparison of the three quality gurus: Philip Crosby, W. Edwards Deming and Joseph Juran

Deming believed that organisations could increase quality and reduce costs by having continuous process improvement and by viewing manufacturing as a system, not as bits and pieces. Juran applied the Pareto principle to quality issues (80% of the problems are caused by 20% of the causes) and also developed Juran’s Trilogy which includes: quality planning, quality control, and quality improvement. Crosby’s solution to tackle the quality crisis was the principle of Doing It Right the First Time. He applied four major principles which are
• The definition of quality is conformance to requirements
• The system of quality is prevention
• Zero defects is the
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Every quality approach is based on particular quality standards of the product or service. To reach and to meet the requirements of the standard level, organisations are evaluated by quality assurance and quality control. Quality is continuously changed in total quality management and quality control.

Deming, Juran and Crosby believe that quality requires a strong upper management commitment in order to save money. In an organisation they believe responsibility is placed on managers, not on workers. Quality is a never-ending process and it is customer orientated. It requires a shift in culture and quality arises from reducing variance.

Importance of customer requirements as standard
Mr. Crosby defined quality as conformity to certain specifications set forth by management and not some vague concept of ‘goodness’. These specifications are not arbitrary; they must be set according to customer needs and wants. 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. Like Deming, Juran also sees quality as a concept that can only be usefully defined by the consumer. Strictly put, Juran defines quality as ‘fitness for
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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 which tries to achieve zero defects, the system would not work. Quality is made in the boardroom. Dr. 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.’ The process of developing ideas was a gradual one for Dr. Juran. Top management involvement, the Pareto principle, requires the need for widespread training in quality, with a definition of quality as ‘fitness for use’. The majority of quality problems are the fault of poor management rather than poor

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