Three Experts on Quality Management
The Three Approaches: Similarities
Crosby, Deming, and Juran agree that it is
management's responsibility to establish an organizational culture in which commitment to quality is the main
focus. The mission of the organization must be clear to
everyone, and every management action must lead to
fulfillment of that mission. This culture should be characterized by commitment from the top of the organization.
They agree that continuous education and training at all
levels is necessary to foster a common language of quality
and to develop employee skills and knowledge. Effective
communication, cooperation, and team weak throughout
the organization are essential.
These experts agree that more than 85 percent of all
problems associated with quality can be attributed to
management policy or action. This means that management action is required to achieve improvements.
They also agree that the pursuit of customer-focused
quality is a long-term process that will not produce results
overnight The improvements will be evident over time in
terms of reduced costs, but more importantly, organizations will eventually be able to anticipate and prevent
problems.
They do not view improvements in terms of final
products and agree that current inspection methods to
achieve quality are not effective in producing a quality
product at an affordable price. They say that there are
some processes where inspection will always be required
(e.g., for reasons of safety such as flying an airplane after
conducting an overhaul), but that it is important to eliminate inspection as a means to achieving quality. They
agree that cost and quality are not in competition with one
another.
The three experts distinguish clearly between internal and external customers, and all support the practice of involving the suppliers in the quality effort It is impossible to achieve quality when products or services provided by suppliers are inferior. These approaches also require the use of measurement and problem-solving techniques, but the emphasis on their use varies.
The approaches of Crosby, Deming, and Juran do not represent "programs" in the usual sense of the word; they do not have starting and ending dates. These are management philosophies aimed at long-term improvements through adoption of strategic planning for quality.
The approaches of Crosby, Deming, and
Juran do not represent "programs" in the
usual sense of the word; they do not have
starting and ending dates.
These three philosophies have been implemented
over the years in various organizations in different countries. As philosophies they go beyond the economic
concerns of an organization and address an organization's
employees as well. They give high priority to pride in
workmanship, education, and the work environment as
well as to team building, teamwork, cooperation, and
participation, all essential to cultural change. Figure 12
summarizes these similarities in list form.
Similarities
- Top management support and commitment are essential.
- Education and training must be continuous.
- Measurement is critical.
- Improvements are not viewed in terms of final products.
- Most problems associated with quality can be attributed to management
policy or action.
- Implementation is applicable to any organization.
- Post-production inspection needs to be minimized.
- Effective communication and teamwork at all levels are essential.
- Managers need to provide workers with the means to do a good job.
- There are no shortcuts to quality.
- Suppliers must be involved in the quality effort.
- The pursuit of quality must be a continuous effort.