5. Similarities N Different Deming Juran N Crosby 31433y

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.

Like Deming, Juran also sees quality as a concept which can only be usefully defined by the consumer. Strictly put, Juran defines quality as "fitness for use."

Mr. Crosby 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.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, 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.

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

Meet/exceed customer needs; continuous improvement.

continuous improvement.

Continuous improvement by setting zero defects production.

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Different

Wiliam Edward Deming

Joseph M. Juran

Philips P.Crosby

Basic orientation toward quality

Technical-To Deming, the only meaningful definition of quality is that which the consumer specifies. A product could meet every possible technical specification and be offered at an appropriate price, but if it is the wrong product, it is worthless to the consumer.

Process-Juran's work focuses on the idea of process that organizational quality problems are largely the result of insufficient and ineffective planning for quality. In addition, Juran fleshed out many of the implementation issues involved with quality through his trilogy.

Motivational-Crosby made two key points in his arguments about the responsibility of the quality department.First, he argued that quality, as a managed process, could be a source of profit for an organization. Second, Crosby adopted a "zero defects" approach to quality management, and emphasized the behavioral and motivational aspects of quality improvement rather than statistical approaches.

What is quality?

Nonfaulty systems

Fitness for use. freedom from trouble

Conformance to requirements

Juran defines quality as "fitness for use”, the

Mr. Crosby 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.

Deming addressed the entire process and focused primarily the assertion that poor quality is not the fault of the worker, but is the fault of the system. Deming also strongly opposed the creation of quality inspection departments.

Chief elements of implementation

quality as a concept which can only be usefully defined by the consumer. Juran's work focuses on the idea that organizational quality freedom from trouble to achive result of sufficient and effective planning for setting the goal of quality.

14-point program Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as

Breakthrough projects; quality council; quality teams.

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14-step program; cost of quality; quality management "maturity grid".

management guidelines. The points cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow.

Inspection / defect control

Cease dependence on inspection to achieve quality. Eliminate the need for mass inspection by building quality into the product in the first place.

Improvement basis

Repeated use of PDSA cycle. Put everyone in the company to work to accomplish the transformation. The transformation is every body's job.

Cost of quality

Operator errors can be reduced by : foolproofing , keeping people attentive,training , changing technology , improving communication , establishing abilty , removing the errorprone person and motivation.

Quality improvement raises quality performance to imprecedented or break through levels.

- Companies should look at the total cost of product or service provided by others , and not just the purchase price. Accepting the lowest bid does not guarantee the lowest total cost.

- Cost Of Poor Quality (COPQ) is the sum of all costs that would disappear if there were no quality problems. - Quality improvement does not come free.

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Two factors cause defects or mistakes : Lack of knowledge and lack of attention.

Quality improvement is built on getting everyone to do it right the first time (DIRFT). Quality improvement is a process ,not a program , and it takes a long time for it to become a normal part of the scene. - Measurement of quality is the price of non conformance , not indexes. - Price of non conformance is by counting every thing that is spent if every thing was not done right the first time.