Views of the Quality Gurus

Comparing Philip Crosby, W. Edwards Deming and Joseph Juran

Reference: http://www.qualitytimes.co.in/compare.htm#top

CROSBY DEMING JURAN

 Quality mission of the

 It is conformance to company is “fitness for
requirements , not as use” as perceived by
Meeting and exceeding the
goodness customers.
Definition of customer’s need and
 It is management’s job to  The mission of individual
Quality expectations and then
set the requirements and departments are to work
continuing to improve.
communicate to according to
employees. specifications designed to
achieve fitness for use.

 Quality improvement
starts from the top.
Degree of Majority of Quality problems
 -Senior management is
Senior Quality is made in the board are the fault of poor
100 percent responsible
management room. management rather than
for the problems with
involvement poor workmanship.
Quality and their
continuance.

 Performance standard
must be zero defects, not
that’s close enough. Eliminate management by
Performance
 Encourage individuals to numbers , numerical goals.
standard / Goal
establish improvement Substitute leadership.
setting
goals for themselves and
their groups.

The system for causing

Quality is prevention , not
General appraisal. (The secret of
approach prevention is to look at the
process and identify
opportunities for error)

The concept of control is

Statistical one of “holding the status
process control quo” : keeping a planned
(SPC) / Quality process in its planned state
Control (QC) so that it remains able to
meet the operating goals.

 Quality improvement is
built on getting everyone
to do it right the first
time (DIRFT)
Improvement
 Quality improvement is a
basis
process, not a program,
and it takes a long time
for it to become a
normal part of the scene.
Team work
Single sourcing
of supply
 Measurement of quality
is the price of non-
conformance, not
indexes.
 Price of non-
Cost of quality
conformance is by
counting everything that
is spent if everything was
not done right the first
time.
Share with employees the
Quality measurement of what
awareness nonconformity is costing to
the company.
 Quality improvement is
not firefighting, or
 Put everyone in the removing a sporadic
company to work to spike. More than that
accomplish the quality improvement
transformation. The raises quality
transformation is every performance to
body’s job. unprecedented or break
 Repeated use of PDSA through levels.
cycle.  All quality improvement
takes place project by
project.
Management must break
down barriers between
departments. Each
department must see other
department as internal
customer, when this is
practiced the barriers begin
to fall.
There should be a single
supplier for any one item, on
a long term relationship of
loyalty and trust.
 Companies should look
at the total cost of  Cost of Poor Quality
product or service (COPQ) is the sum of all
provided by others, and costs that would
not just the purchase disappear if there were
price. no quality problems.
 Accepting the lowest bid  Quality improvement
does not guarantee the does not come free.
lowest total cost.
Management must eliminate
slogans, exhortations and
targets asking for zero
defects and new levels of
productivity from the work
force.

 Orientation to the
concepts and procedures
of quality
Training
 Direct skill improvement
 Continual quality data
communications.
The culture of the company
is going to change only when
all employees absorb the
Company common language of quality
culture and begin to understand
their individual roles in
making quality improvement
happen.
Two factors cause defects or
Inspection /
mistakes: Lack of knowledge
defect control
and lack of attention.
 Training should be given
on the job.
 Everyone should be
trained in basic statistical
methods.
 Training boosts morale
because it provides
workers with a greater
sense of security and
value and a lower stress
level.
Leadership must be
instituted. The aim of
leadership should be to help
people and machines do a
better job.
Drive out the fear so that
everyone may work
effectively for the company.
Operator errors can be
reduced by: fool proofing,
Cease dependence on
keeping people attentive,
inspection to achieve
training, changing
quality. Eliminate the need
technology, improving
for mass inspection by
communication, establishing
building quality into the
accountability, removing the
product in the first place.
error-prone person and
motivation.