The best quality guru must provide principles and guidelines that ensure processes in the organization have continued improvement. Moreover, these principles and guidelines must be proactive and reactive in ensuring the continued improvement of the organization’s business. This seeks to improve service delivery to clients. For that matter, the most inspirational quality guru in my view is Joseph Juran. Juran is a quality guru who is considered the father of strategic quality planning (Donaldson, 2004).
Moreover, he considered the human element as one of the most critical factors in quality management. This was one of the most important breakthroughs that he made in this area since quality management cannot be complete without the human element.
This is so since quality management is intended to provide continuous improvement in business processes that are supposed to meet clients’ needs. Therefore, human element informs of human resource is concerned with the implementation of the quality management and to provide the same to human element who are clients on the other side.
Moreover, Juran as a quality guru also introduced a principle of 80 percent to 20 percent in which he believed that the huge pack of the problems which go up to 80 percent of quality problems usually originate from the minor percentage of 20 percent.
Therefore, he affirmed that it is relatively important to prioritize the minor pack of 20 percent which accounts for the successfulness of continued improvement. For that matter, Juran introduced this principle in quality management that is supposed to guide practitioners in this field. This helps to prioritize every small element in strategic management to guarantee continued improvement towards the desired direction (Kitazawa & Sarkis, 2000).
Nonetheless, Juran remains the best quality guru since he provides a defined roadmap in quality planning. In this roadmap, he prioritizes customers since it begins by identifying the target clients and their specific needs (Medori, & Steeple, 2000). The roadmap is deemed to be excellent since all efforts are put in place to address the already defined clients’ needs. Therefore, it can be believed that the strategic plans that are formulated using this roadmap will lead to the continued improvement of processes in the organization since the whole process is supposed to meet clients’ needs.
Nevertheless, Juran provides communication to be one of the key elements that must be used to ensure continued improvement in quality management. Juran postulated that it is comparatively important for all stakeholders to value communication in order to convert quality information into business finance and business.
Therefore, this is a critical part of the continued improvement of organizational businesses since it is intended to improve service delivery to clients. For that matter, Juran comes out as the best quality guru given that in any management, it is necessary to prioritize communication. In connection to this, one of the objectives of prioritizing communication in the organization is to facilitate a good working environment which is critical in achieving strategic plans.
On the other hand, Juran is also considered one of the best quality gurus because he is one of the first quality philosophers to criticize inadequacy of the six sigmas which he takes to have been overtaken by events (Juran, 2002).
In relation to this, Juran is the most refined guru in this field ever since as he viewed the sigma as a pure hype that has driven organizations into quality mismanagement. Therefore, he established himself as a quality philosopher who introduced new principles and guidelines in quality management for continuous improvement rather than upholding the old school philosophies.
References
Donaldson, D. (2004). 100 years of Juran. Quality Progress. Web.
Juran, M. (2002). Juran on Planning for Quality. New York: Free Press.
Kitazawa, S., & Sarkis, J. (2000). The Relationship Between ISO 14001and Continuous Source Reduction Programs. International Journal of Operations and Production Management, 20(2), 225–248.
Medori, D., & Steeple, D. (2000). A Framework for Auditing and Enhancing Performance Measurement Systems. International Journal of Operations and Production Management, 20(5), 520–533.