Similarities and different between William Edward Deming, Joseph M. Juran and Philips P.

Crosby

Similarities o Quality requires a strong upper management commitment o Quality saves money o Responsibility is placed on managers, not workers o Quality is a never-ending process o Customer-orientation o Requires a shift in culture o Quality arises from reducing variance Nature of Organizations o Deming: Social Responsibility and moral conduct; the problems with industry are problems with society o Juran: Focused on parts of the organization, not whole o Crosby: Organization-wide, team building approach Implementation Processes o Deming: no roadmap is available; nowhere to start; no steps o Juran and Crosby: Very user friendly; prescriptive; obvious starting points Ability to do piecemeal o Crosby and Deming: approach is holistic. Deming requires a radical shift in values o Juran: can be done piecemeal in isolated parts of the organization Ability to handle resistance o Deming: very dogmatic and uncompromising; depends on facts, however, not gospel o Crosby and Juran: resistance is normal and need not be an obstacle. Depend on facts to unseat criticism. Initial acceptance by management o Deming: a threat to most managers. Requires an admission of incompetence. o Juran: since focus is largely on shop floor with support, managers are very comfortable o Crosby: requires very little shift in view of workers and managerial roles. View of Workers

o o

Deming: variance is largely unaffected by workers activities. Organization exists in large part to develop and provide for workers. Juran: workers are important because of being close to the activities impacting quality. Crosby: workers can be motivated to improve quality and not produce defects.

Final Comments

No one pathway is ideal for a company. Most companies create their own unique pathway Many companies evolve from Crosby to Juran to Deming
o

The reason: Crosby is not definitive about improvement methods; Juran is not sufficiently comprehensive

Each of the three hated each other.

o

Deming and Juran would hardly speak to one another, probably because of egos and who got credit for saving Japan. Deming and Juran agreed that Crosby was a superficial charlatan; referred to his organization as The University of Hot Air

Demings approach is very, very difficult for organizations to embrace; the changes required are immense. Demings approach is regarded as ideal by most quality experts, if ever instituted properly. No US company has yet to institute a Deming system completely.

Basic orientation toward quality What is quality? Nonfaulty systems Fitness for use; freedom from trouble Who is Management Management responsible for quality? Importance of Very important Very important; customer customers at requirements each step of as standard product life cycle Goal of quality Meet/exceed Please customer needs; customer; continuous continuous improvement improvement Methods for Statistical; Cost of quality; achieving constancy of quality trilogy: quality purpose; continual planning, improvement; control, cooperation improvement between functions Chief elements 14-point program Breakthrough of projects; quality implementation council; quality teams

Table 1 - A comparison of Deming, Juran, and Crosby W. Deming J.M. Juran P. Crosby Technical Process Motivational

Conformance to requirements Management

Very important

Continuous improvement; zero defects 14-point framework;

14-step program; cost of quality; quality management "maturity grid" Role of training Very important for Very important Very important managers and for managers for managers workers and employees and employees For additional The W. Edwards Juran Institute Philip Crosby details, see Deming Institute Associates II web site:

Table 2 - A comparison of Garvin, Felgenbaum, and Taguchi D. Garvin Basic orientation toward quality What is quality? Strategic, academic Competitive opportunity A.V. G. Taguchi Felgenbaum Total, systemic Technical, proactive

Who is Management responsible for quality? Importance of Very important customer requirements as standard Goal of quality Pleasing customers; continuous improvement Methods for Identifying achieving quality niches quality

What customer Customer's says it is performance requirements Everyone Engineers

Very important Very important

Meet customer requirements; continuous improvement Statistical methods such as Loss Function; eliminating variations of design characteristics and "noise" through robust design and processes Chief elements Eight Statistical and Statistical design of of dimensions of engineering experiments; quality implementatio product quality: methods across teams n performance, the company features, reliability, conformance, durability, serviceability, aesthetics, perceived quality Role of training Important but Very important Important but not not clearly for managers defined defined and

Meet customer needs; continuous improvement Total quality control (TQC); excellencedriven rather than defectdriven

For additional details, see web site:

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