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SIMILARITIES AND DIFFERENT BETWEEN WILLIAM EDWARD DEMING, JOSEPH M. JURAN AND PHILIPS P.
CROSBY




Similarities Wiliam Edward
Deming
Joseph M. Juran Philips P.Crosby

Importance of
customer
requirements as
standard

In Demings view, the
consumer is by
necessity the most
important part of the
production system:
without a consumer,
there is no reason to
produce.

Like Deming, Juran also
sees quality as a
concept which can only
be usefully defined by
the consumer. Strictly
put, Juran defines
quality as "fitness for
use."

Mr. Crosby defined
quality as a conformity
to certain specifications
set forth by
management and not
some vague concept of
"goodness." These
specifications are not
arbitrary either; they
must be set according
to customer needs and
wants.

The Responsible for
quality-management

Quality is made in the
board room.
Dr.Deming's ideas of
hard work, sincerity,
decency, and personal
responsibility, forever
changed the world of
management. "It is not
enough to just do your
best or work hard. You
must know what to
work on."

The process of
developing ideas was a
gradual one for Dr.
Juran. Top management
involvement, the Pareto
principle, the need for
widespread training in
quality, the definition of
quality as fitness for
use. Majority of Quality
problems are the fault
of poor management
rather than poor
workmanship.

Quality improvement
starts from the top.To
create a manufacturing
process that has zero
defects management
must set the tone and
atmosphere for
employees to follow. If
management does not
create a system by
which zero defects,not
thats close enough.

Goal of quality

Meet/exceed customer
needs; continuous
improvement.

continuous
improvement.

Continuous
improvement by setting
zero defects
production.


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Different Wiliam Edward
Deming
Joseph M. Juran Philips P.Crosby
Basic orientation
toward quality
Technical- To Deming,
the only meaningful
definition of quality is
that which the
consumer specifies. A
product could meet
every possible technical
specification and be
offered at an
appropriate price, but if
it is the wrong product,
it is worthless to the
consumer.

Process-Juran's work
focuses on the idea of
process that
organizational quality
problems are largely
the result of insufficient
and ineffective planning
for quality. In addition,
Juran fleshed out many
of the implementation
issues involved with
quality through his
trilogy.
Motivational- Crosby
made two key points in
his arguments about
the responsibility of the
quality
department.First, he
argued that quality, as a
managed process, could
be a source of profit for
an organization.
Second, Crosby adopted
a "zero defects"
approach to
quality management,
and emphasized the
behavioral and
motivational
aspects of quality
improvement rather
than statistical
approaches.

What is quality?

Nonfaulty systems

Deming addressed the
entire process and
focused primarily the
assertion
that poor quality is not
the fault of the worker,
but is the fault of the
system. Deming also
strongly opposed the
creation of quality
inspection
departments.

Fitness for use.
freedom from
trouble
Juran defines quality as
"fitness for use, the
quality as a concept
which can only be
usefully defined by
the consumer.
Juran's work focuses on
the idea that
organizational quality
freedom from trouble
to achive result of
sufficient and effective
planning for
setting the goal of
quality.

Conformance to
requirements

Mr. Crosby defined
quality as a conformity
to certain specifications
set forth by
management and not
some vague concept of
"goodness." These
specifications are not
arbitrary either; they
must be set according
to customer needs and
wants.











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Chief elements of
implementation
14-point program
Dr. Deming's famous 14
Points, originally
presented in Out of the
Crisis, serve as
management
guidelines. The points
cultivate a fertile soil in
which a more efficient
workplace, higher
profits, and increased
productivity may grow.

Breakthrough projects;
quality council; quality
teams.
14-step program; cost
of quality; quality
management "maturity
grid".

Inspection / defect
control

Cease dependence on
inspection to achieve
quality. Eliminate the
need for mass
inspection by building
quality into the product
in the first place.

Operator errors can be
reduced by :
foolproofing , keeping
people
attentive,training ,
changing technology ,
improving
communication ,
establishing
accountabilty ,
removing the error-
prone person and
motivation.

Two factors cause
defects or mistakes : -
Lack of knowledge and
lack of attention.

Improvement basis

Repeated use of PDSA
cycle.
Put everyone in the
company to work to
accomplish the
transformation. The
transformation is every
body's job.

Quality improvement
raises quality
performance to
imprecedented or break
through levels.

Quality improvement is
built on getting
everyone to do it right
the first time (DIRFT).
Quality improvement is
a process ,not a
program , and it takes a
long time for it to
become a normal part
of the scene.

Cost of quality

- Companies should
look at the total cost of
product or service
provided by others ,
and not just the
purchase price.
Accepting the lowest
bid does not guarantee
the lowest total cost.

- Cost Of Poor Quality
(COPQ) is the sum of all
costs that would
disappear if there were
no quality problems.

- Quality improvement
does not come free.


- Measurement of
quality is the price of
non conformance , not
indexes.
- Price of non
conformance is by
counting every thing
that is spent if every
thing was not done
right the first time.


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