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Deming, Juran, Crosby: Quality Comparison

The document compares the quality management approaches of William Deming, Joseph Juran, and Philip Crosby. While they shared similarities like emphasizing management commitment to quality and viewing quality as an ongoing process, they differed in key areas. Deming saw quality as addressing social and organizational issues, while Juran focused on specific parts of organizations and Crosby advocated organization-wide approaches. Their implementation processes and ability to handle resistance also varied, as did their initial acceptance by management and views of workers' roles in quality.

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Jykyll Paul
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14 views2 pages

Deming, Juran, Crosby: Quality Comparison

The document compares the quality management approaches of William Deming, Joseph Juran, and Philip Crosby. While they shared similarities like emphasizing management commitment to quality and viewing quality as an ongoing process, they differed in key areas. Deming saw quality as addressing social and organizational issues, while Juran focused on specific parts of organizations and Crosby advocated organization-wide approaches. Their implementation processes and ability to handle resistance also varied, as did their initial acceptance by management and views of workers' roles in quality.

Uploaded by

Jykyll Paul
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

By:

Paul Jykyll Rosete Bauzon

Similarities and different between William Edward Deming, Joseph M. Juran and Philips
[Link]

Similarities

 Quality requires a strong upper management commitment


 Quality saves money
 Responsibility is placed on managers, not workers
 Quality is a never-ending process
 Customer-orientation
 Requires a shift in culture
 Quality arises from reducing variance

Nature of Organizations

 Deming: Social Responsibility and moral conduct; the problems with industry are
problems with society
 Juran: Focused on parts of the organization, not whole
 Crosby: Organization-wide, team building approach

Implementation Processes

 Deming: no roadmap is available; nowhere to start; no steps


 Juran and Crosby: Very user friendly; prescriptive; obvious starting points

Ability to do piecemeal

 Crosby and Deming: approach is holistic. Deming requires a radical shift in values
 Juran: can be done piecemeal in isolated parts of the organization

Ability to handle resistance

 Deming: very dogmatic and uncompromising; depends on facts, however, not gospel
 Crosby and Juran: resistance is normal and need not be an obstacle. Depend on facts to
unseat criticism

Initial acceptance by management

 Deming: a threat to most managers. Requires an admission of incompetence.


 Juran: since focus is largely on shop floor with support, managers are very comfortable
 Crosby: requires very little shift in view of workers and managerial roles.

View of Workers

 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.
Comparing Deming, Juran, and Crosby

W. Deming J.M. Juran P. Crosby

Basic orientation Technical Process Motivational


toward quality

What is quality? Nonfaulty systems Fitness for use; Conformance to


freedom from trouble requirements

Who is responsible for Management Management Management


quality?

Importance of Very important Very important; Very important


customer customers at each step
requirements as of product life cycle
standard

Goal of quality Meet/exceed customer Please customer; Continuous


needs; continuous continuous improvement; zero
improvement improvement defects

Methods for achieving Statistical constancy Cost of quality; 14-point framework


quality of purpose; continual quality trilogy:
improvement; planning, control,
cooperation between improvement
functions

Chief elements of 14-point program Breakthrough 14-step program; cost


implementation projects; quality of quality; quality
council management
"maturity grid"

Role of training Very important for Very important for Very important for
managers and workers managers and managers and
employees employees

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