Taylor Horwood 1

Comparison of Quality Philosophies

IT301: Project Management I – Unit 5

Taylor Horwood

Quality Matrix

Quality management in is not formed from a single idea or person. It is a collection of ideas, and each grasp the underlying idea of productivity initiatives that increase profit by improving the product. In this paper, I will be comparing three of the leading thinkers behind today’s quality movements. These leading thinkers are W. Edwards Deming, Joseph Moses Juran, and Philip Bayard Crosby.

First, all of these philosophies have different definitions of what quality is. Deming states that the quality of any product or service can only be defined by the customer. This means that Deming defines quality in terms of current and future needs of the customer. Juran defines quality as “fitness for use.” This means that clients of a product should be able to rely on the product for whatever they originally needed it for. To Crosby, quality means “conformance to requirements”. This means that every product or service has a requirement, which is a description of what the customer needs, and these requirements must be detailed in clearly stated terms that describe what is exactly being asked for in the end product or service.

Second, all of these philosophies have different approaches used in order to achieve quality. Deming’s approach to quality management recommends continuous improvement of the production processes to achieve conformance to specifications and reduce variability. He identifies two sources of process improvement: eliminating common causes of quality problems, such as poor product design and insufficient employee training, and eliminating special causes, such as specific equipment or an operator. Deming’s overall philosophy for achieving improvement is outlined in his fourteen point plan. Deming’s fourteen points on project management can be defined as a core concept on implementing total quality management, is a set of management practices to help companies increase their quality and productivity. Juran’s approach to quality management includes more general project management techniques, and is focused on strategic quality planning. Juran’s popular philosophy is known as the Juran’s Trilogy. Juran’s Trilogy is an approach to cross-functional management, which is composed of three processes; Quality Planning, Quality Control, and Quality Improvement. Crosby’s approach to quality management is that quality is achieved by preventing defects rather than correcting them, and also conforming to customer requirements.

Third, all of these philosophies have different performance standards. Deming emphasizes the use of statistical quality control techniques to reduce variability in the production process. Deming uses Statistical Process Controlling (SPC) technique, which is a process that aims at achieving good quality during manufacture through prevention rather than detection. Juran emphasized planning, organizing and controlling. However he emphasized customer satisfaction more than Deming did and focused on management and technical methods rather than worker satisfaction. Crosby emphasized “zero defects”, which is a way of thinking and doing where defects are not acceptable, and that everyone should “do things right the first time”. The idea here is that with a philosophy of zero defects, you can increase profits both by eliminating the cost of failure and increasing revenues through increased customer satisfaction.

Fourth, all three of these philosophers recognize measurement as important to quality improvement efforts, but they approach it in different ways. To Deming measuring and meeting customer needs and expectations are the most important to implementing quality improvements. Deming uses statistical methods, in order to analyze and improve the production processes. To Juran and Crosby both view the cost of quality as the focus of measurement. Cost is measureable in terms of dollars, and for them, money is the language of management. Success of quality efforts is measured by meeting customer requirements, but both Juran and Crosby use the reduction of cost as an indicator of the effectiveness and efficiency of the process used to meet customer requirements. The only difference between Juran and Crosby is that Juran considers that the cost of poor quality is an important factor because it shows how much the company is losing and how much it is spending on correcting issues. And Crosby believes that companies should look at the total cost of a product or service provided by others, and not just the purchase price.

Finally, all philosophers agree that top management and workers have a huge impact on quality improvement, but to different degrees. Deming believes that the primary responsibility for quality improvement is employees and management, promotes extensive employee involvement in the quality improvement process and recommends the workers are trained in quality control techniques and methods. Juran believes that employees at different levels of an organization speak in different “languages.” Top management speaks in the language of dollars, workers speak in the language of things, and middle management must be able to speak both languages and translate between dollars and things. Thus, to get top management’s attention, quality issues must be cast in the language they understand, dollars. Crosby believes that management must remove barriers to quality and understand the issues and take full responsibility, in order to improve.

In conclusion managers involved in helping their companies improve quality are frequently puzzled over which approach to use. Some companies adopt their own approach using parts from the three philosophies and combining what they consider to be the best from the best.

Other companies select either the Crosby, Deming or Juran approach and remain loyal to it. There are some companies that switch in midstream (i.e. begin with Crosby, move to Juran, and end with Deming). Quality is not a quick fix to address management problems. It is not a program, but a transformation for the future.

Bibliography

Judith Nixon. Retrieved March 31,2014 from http://www.referenceforbusiness.com/management/Pr-Sa/Quality-and-Total-QualityManagement.html

Total Quality Management. Chapter 3, Head 2. Retrieved March 31, 2014, from http://www.prenhall.com/divisions/bp/app/russellcd/PROTECT/CHAPTERS/CHAP03/H EAD02.HTM

Suarez, J. G., & Crosby, P. B. (1992). Three experts on quality management: Philip B. Crosby, W. Edwards Deming, Joseph M. Juran. Arlington, VA: Dept. of the Navy TQL Office.