Three Experts on Quality Management

The Three Approaches: Differences

There are a number of differences between the three approaches. Differences affecting use of measurement, goal setting, supplier relationships, and leadership activities are discussed here.

USE OF MEASUREMENT

Crosby, Deming, and Juran recognize measurement as important to quality improvement efforts, but they use it in different ways. Both Crosby and Juran view the cost of quality as the focus of measurement Cost is measurable in terms of dollars, and, for them, money is the language of management Success of quality efforts is ultimately measured by meeting customer requirements, but Crosby and Juran use the reduction in cost as an indicator of the effectiveness and efficiency of the process used to meet customer requirements. Juran considers that the cost of poor quality is a key factor because it represents how much the organization is losing and how much it is spending on scrap and rework. Nevertheless, he acknowledges the fact that there are other equally important factors to measure, such as how the organization compares with the competition and how customers perceive quality. Deming does not use the cost of quality as a focus of measurement. He considers that the "unknown" costs, such as the impact of the loss of a customer, are far more important than "visible" ones. To Deming, measuring and meeting customer needs and "expectations" about a product or service are paramount to implementing quality improvements.

Deming gives greater emphasis than do his counterparts to quantitative method! and statistical methods as a means of analyzing and improving the production process. He uses measurements of process variation to determine whether processes are stable and capable.

GOAL SETTING

To Crosby, the ultimate goal should be "defect-free" products and services, but he stresses that intermediate goals should be set as well to help organizations focus their efforts on becoming "defect-free". To him, a quality product or service results when the process has consistently produced something that falls within specification limits. Deming, on the other hand, considers that being within specifications is just the first step to continuous process improvement (Figure 13). He advocates reducing process variation on a continuing basis to improve quality. Conforming to specifications is not enough, he says; worse, yet, it ensures the status quo.

Figure 14 summarizes all of the important differences between the approaches of Crosby, Deming, and Juran.

Figure 13. Differences between the "defect-free" and continuous improvement approaches to quality.

Deming also opposes the use of numerical goals and quotas to manage work. He thinks that individual goals are necessary to help people in their personal and professional lives, but numerical goals imposed from top management can have negative effects on both quality of products and individual and team morale-a certainty if there is no plan to achieve the goals or tools by which to reach them.

Juran sees a need for written objectives for employees, with a plan for reaching them. He addresses quality-related goals and company-wide objectives, but more important to him is the deployment of goals throughout the organization. Strategic goals need to be deployed to all divisions and sections of the organization, and more specific goals need to be deployed to people so that they know what to do.

SUPPLIER RELATIONSHIPS

The three advocates view the role of suppliers differently. Deming favors the practice of working with a single supplier, where feasible, to reduce variability of incoming materials, and stales that this practice should be built on a long-term relationship of trust and understanding between supplier and purchaser. In this way, suppliers can produce materials that do a better job of fulfilling the needs of the organization. To maintain long-term contracts, suppliers will be more likely to improve their own processes to provide better products or services.

Crosby and Juran recognize some of the advantages of single suppliers, but they take amore conservative view and simply advocate reducing the number of suppliers. Crosby and Juran consider it important to have different suppliers for the same product when the product is a critical one. That way, the organization will not suffer because of strikes, accidents, or other problems beset by suppliers. Deming recognizes the possibilities of strikes, but admits that customers can receive products and services from alternative suppliers in such cases.

LEADERSHIP COMMITMENT

Although Crosby, Deming, and Juran acknowledge and agree that top management support, involvement, and commitment are essential for carrying out any quality- focused efforts, each emphasizes leader participation differently.

Crosby describes the "Zero Defects Day" as the time when management reaffirms its commitment to quality and communicates it to all employees. Similarly, Juran has a vehicle for involving top management Juran's annual quality program is used by managers to communicate to all employees management's commitment to quality improvement Managers' decisions and actions must be oriented to establishing a quality council, deploying goals, providing resources, and serving on quality councils and quality improvement teams.

Although Deming acknowledges that top management commitment is imperative, he does not describe a program for accomplishing it What works in one organization might not work in another. He affirms the need for management's commitment but it is the responsibility of top management to show its commitment through leadership. Deming is specific, however, about the leaders' roles and responsibilities. As described by Deming, the aim of leadership is not to point fingers at individuals or to keep records of failures. To him, the leader's new job is to remove barriers and create a culture that values helping others to do a better job and to feel pride in workmanship. Leaders must lead by example, not by cheerleading. They must be coaches who help to improve the system of which they and their employees are a part.