Raja Muhammad Zeeshan [IME-021] Semester-6

Total Quality Management
Assignment No. 1

National University of Sciences & Tech.

or the dimensions of pieces turned out by a lathe. and that for an organization to be managed effectively (as a system). indeed. we would be remiss if we didn’t focus on two of this century’s most notable and respected contributors: W. Edwards Deming and Joseph Juran. Different Paths: Deming provided a new and comprehensive theory for managing organizations and human enterprises. product development. Deming’s work tends to appeal to theoretical-minded individuals. Because of their different approaches. Deming believed that a system must have an aim. While Deming described a systematic view of the organization. production. and government. I would say it all had to do with reducing variation”. design (and redesign).1 Comparison and contrast between Deming’s and Joseph Juran’s Philosophy. Juran was a practitioner who desired to teach people better management practices. there is still much that we can learn from their work. Introduction: As we look back over the state of quality management and theory. This natural fluctuation is the result of the interplay of numerous small variables and is called random or chance variation . production. too.. This is a central piece of Deming’s thinking. quality control. Zeeshan [IME-021. PNEC . and quality improvement. whereas Juran’s tends to appeal to the practical-minded. Variation “If I had to reduce my message to management to just a few words. assembly. Comparing Deming and Juran Appreciation of a System This is possibly the issue where Deming and Juran are closest. credits Juran for early insights on how most opportunities for improvement lie in action on the system. whether monthly sales. Deming was a philosopher who desired to provide a new way to view the world. distribution. education. Juran prescribed how to manage quality functions (a collection of such activities as market research. inspection. and in manufacturing. and he advocated specific management practices to encourage and foster improvements in product and service. and consumers is an integral contribution. inspection. While Deming died in 1993 and Juran retired from teaching and lecturing in 1994. His description of production as a system of interrelationships between consumer research. the aim must be clear to everyone.i. Raja M. materials. Juran. Deming. Sem-6] NUST. Juran provided an analytical approach to managing for quality.e. and sales). suppliers. For over 50 years.. both helped to improve quality in public and private institutions. product design. He provided advice on quality planning. in the service and health-care industries. hourly production on the assembly line. not traceable to any specific cause. deals with variation: “It is well known that nothing repeats itself precisely.Total Quality Management Assignment No.

Juran goes on to describe the Shewhart Control Chart as a device to determine which points are likely to be the result of findable causes.Total Quality Management Assignment No. many successful improvement projects.“mobilizing the employee body. that people are born with”. which have the time and volume of ingenuity needed to deal with these individually”. has buried variation within chapters on Quality Control. Zeeshan [IME-021.How to organize – What to do”. “Remove barriers that rob people of pride of workmanship”. they resist being changed”. Juran. Theory of Knowledge The concept of PDSA is present in the Trilogy. Continuous Improvement There is often debate about differences between Continuous Improvement and Project-by-Project Improvement. though. and that management (and society generally) “must preserve the power of intrinsic motivation.1 One result of the random fluctuations is that it does not pay to investigate any small fluctuations. dignity. and has some stories similar to Deming’s about improvements brought about through better definition. PNEC . joy in learning. Juran’s detailed advice about organizing and guiding improvement projects are also extremely helpful in giving organizations the “wherewithal” to enter the macro-PDSA cycle in the first instance “How to start . but stop de-motivating them. what can appear “Continuous Improvement” is actually made up of many. Sem-6] NUST. (The Four Prongs of Quality) Work on the Vital Few projects for Breakthrough is more than likely lead to innovation in processes. Innovation and the Vital Few. Deming is saying that people are born with innate intrinsic motivation. The need to reduce variability. the Quality Planning phase covers actions which lead to innovation in products (and Juran gives examples). is not emphasized as a central theme for managers. and to avoid the “Two Mistakes”. To Juran. and has proven successful in a large number of organizations around the world. In addition. the cause is obscured by the random variables”. “Continual Improvement” of processes (and products?) will be the result of working on the useful many . but “the result will in time be greater Raja M. Thus the Deming perspective is that we should not try to motivate people. both at the “Macro level” where after achieving control at the new level organizations should seek to address the new (but lower) levels of chronic waste. Changes will undoubtedly result. Juran’s statement that “All improvement takes place Projectby-Project and in no other way” is not simply an assertion. and at the “micro” level within the diagnostic and remedial journeys Juran also covers operational definitions (under the term “Glossaries”). Peter Scholtes enlarged on this with “People don’t resist change. but is based on many years of observation in the field. Joy in work. In the area of psychology Deming and Juran’s thinking differs fundamentally. co-operation. In addition. Juran’s methodology for guiding and running an improvement project is detailed and comprehensive. He is saying that a company truly on the path to transformation will respect the intrinsic motivation of the individual. curiosity.

but without understanding how people behave differently when motivated extrinsically as against intrinsically. production. The System of Profound Knowledge represents transformation. and forever. Anyone who enjoys his work will be a pleasure to work with. people’s intrinsic motivation and joy in work is driving and causing change. and reflection. Management have employed people to diagnose the causes of quality problems. Zeeshan [IME-021. technology. Now what do we need to do to the workforce in order to get all this accepted? The advice he offers is well researched and tested by the “cultural anthropologists” as he calls them. linear and detailed. Juran’s work gives glimpses of a new paradigm.1 innovation. Deming’s views are describing a company in “Transformation”. For within “Transformation”. expansion of market. greater service. the Transformation the Deming is describing will not be achieved. every process for planning. PNEC . and what to do. It is paradoxically simple. Eliminating some of the “Willful Operator-Controllable Errors” will indeed demand changes in management policy. and service”. Everyone will win. applied science. no losers” Juran’s advice on psychology feels rather “paternal” and “benevolent”. System of Profound Knowledge Finally. on the other hand. It tells people how to start. Raja M.Total Quality Management Assignment No. I believe that Juran here is describing change which whilst representing improvement is not “Transformation”. It needs study. Deming has a delightfully elegant way of describing his thinking. Sem-6] NUST. in the System of Profound Knowledge.“Improvement within the existing paradigm”. and probably works well within the existing paradigm. “Improve constantly. joy in learning. There will be joy in work. thought. But therein lays the problem. Juran’s work is. how to organize. but it is quite possible to embark on the Trilogy without really addressing the transformation of management style . a new paradigm. and propose remedies. yet deeply difficult. greater material reward for everyone.

Special Cause References:  http://www. materials. inspection.Total Quality Management Assignment No. There Were Deming and Juran) Deming Bibliography: Out of the Crisis: MIT Center for Advanced Engineering Study: 1986 The New Economics: MIT Center for Advanced Engineering Study: 1994 Juran Bibliography: Juran on Quality Improvement. Maintainability & Logistical Support 4.qualitytimes. design.curiouscat.com/newton/98/djc.Video series and workbook: Juran Institute Inc: 1981 Managerial Breakthrough: McGraw Hill Inc: 1995  Juran on Planning for Quality: The Free Press (MacMillan): 1988 Raja M. Full Service: Promptness. and quality improvement.  Juran prescribed how to manage quality functions  Juran was a practitioner who desired to teach people better management practices  Juran’s tends to appeal to the practicalminded  Focused on product improvement and service conformance by reducing uncertainty and manufacturing processes (variation  Identified four “Fitness of Quality” 1. Sem-6] NUST. Availability: Reliability.htm  http://www.  Deming described a systematic view of the organization. Middle management speaks things and dollars.fortunecity. quality control.  Deming was a philosopher who desired to provide a new way to view the world  Deming’s work tends to appeal to theoretical-minded Individuals three different languages:  1. Product & Concept 2. Competence & Integrity      Advocated an extensive use of statistics & control charts Identified two sources of variation: 1. Quality of Conformance: Management.1 DEMING  Deming provided a new and comprehensive theory for managing organizations and human enterprises  He provided advice on quality planning. and  3. PNEC .com/2011/04/note-on-quality-views-of-deming-juran. Manpower & Technology 3. Quality of Design: Market Research. assembly.net/library/ (In the Beginning. production.html  http://campus. Common Cause 2.co. suppliers.htm  http://elnaufragodelared. Lower management (or workers) speaks things Focused on frequency controlling factor: ! Plan ! Do ! Study ! Act as a JURAN  Juran provided an analytical approach to managing for quality  production as a system of interrelationships between consumer research. Upper management speaks dollars.blogspot. Zeeshan [IME-021.  2.in/compare.

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