Quality principles of Deming, Juran and Crosby

By on June 16, 2012

Deming was an experienced statistician who says that management must concentrate on the setting following by improving the systems continuously in which the human resources worked. Deming insisted that when working with other employees the managers are important because a better feedback will be obtained from the employees who do the work correctly. Unlike the scientific management approach which involves the managers to set job methods and standards, Deming also insisted the need for training employees in the statistical process and work analysis methods. He believed that it gave the ability to the workforce to denote how and where there is a change in the needs (Edwards, 1982).

The quality principle by Joseph M Juran

Juran worked at the Hawthorne Electricity Plant in Chicago in the 1920s visiting Japan in the early 1850s and his teaching is based loosely on the Pareto principle. Juran suggested that typically 95% of the problems of quality at work are the result of a system where the employees work inside the environment. So there is a small way to resolve the results by asking to develop the motivation of an employee. His advice was for the managers to specify all major quality problems, highlighting the major problems and if it is worked out will give many advantages and starts the projects to deal with the employees. Juran believes that any person who is influenced by the product is specified as a customer by establishing the idea of external and internal customers (Joseph, 1988).

The quality principle by Philip P Crosby

Crosby an engineer is known for accessing the concept of Zero Defects which was produced at a company he once worked for. Eventually, Crosby became the Corporate Vice President of the ITT Corporation and the Director of Quality. Crosby’s mantra was ‘Quality is Free’. Further that it is not an issue of degree. He emphasizes that the management must note the quality by tracking the non-conformance cost and cost of wrong things continually. Crosby denoted that the major point is the requirement of conformance.

Crosby (1980) championed a quality improvement process based on the following four criteria:

  1. Quality can be referred to as conformance to specifications of the customer.
  2. A quality system should focus on prevention, not appraisal and detection.
  3. The standard of a quality should be set at zero defects which must be assumed as total quality.
  4. The quality measurement is the non-conformance cost that is the incurred cost which undertakes quality management measures.

This process must be used to ensure that the customers, internal staff and suppliers all must understand the process of quality.

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  • Deming W Edwards (1982), Out of crisis, Productivity Press, Washington.
  • Juran Joseph M (1988), Juran on planning for quality, Productivity Press, Cambridge