The article looks at the philosophies that were put forward by the quality management gurus. Apart from W. Edward Deming, there are other personalities who have contributed in the field of total quality management. They include: Joseph M. Juran, Gipsie Ranney, Genichi Taguchi, Philip B. Crosby, Kaoru Ishikawa, Myron Tribus, Armand V. Feigenbaum, Joyce Orsini, Peter Scholtes and Brian Joiner. Walter A. Shewhart is also among the list. He mentored Deming and again, he was responsible for several theoretical underpinnings of Deming. The article, however, only looked at the contributions that were made by Deming, Juran as well as Philip B. Crosby. The 14 principles/ philosophies that were invented by Deming are looked at in the article.
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Key Learning Points
A number of things can be learnt from this article. However, two major things that can be learnt from it are the various principles that are laid down by quality management gurus like Deming, Juran as well as Philip B. Crosby and also the benefits that are brought about by the implementation of the concepts. The major benefits that are brought by the principles are improved productivity, reduction in cycle time, increased capacity; lowered production costs; increased profits levels; customers will be happier; enlarged market as well as fewer complaints from the customers.
Juran’s approach to quality management
A number of Juran’s writing has laid much emphasis on the development, trends as well as the future directions of quality management. Some other notable contributions that have been made by Juran in the field of quality management are: the concept of tripal, the trilogy of Juran, as well as company-wide quality management. Juran explained quality planning; quality control as well as quality improvement. It should be noted that similar to Deming, Juran also made substantive contributions to total quality management. I strongly agree with his concept. Indeed for quality improvement, the concepts should be applied by organizations.
Philip B. Crosby’s approach to quality management
Crosby came up with four quality management absolutes. He defined quality as conforming to requirements. Secondly, he stated that quality’s system is prevention. Thirdly, he stated that the standard of performance is zero defects. He also stated that quality measurement is non-conformance’s price. Crosby’s absolutes became the four major concepts of the process of quality improvement (Crosby, 1984, p. 58).
Crosby also developed 14 steps that should be followed for quality improvement. These include formation of teams responsible for quality improvement, inventing ways of measuring quality, establishing quality costs, creating quality awareness, taking corrective actions, effective planning so as to eliminate defects, educating all employees, setting goals, eliminating the causes of errors, awarding quality work, and establishing quality councils (Crosby, 1984, p. 99). I am in support of Crosby’s concepts since they are of great significance to organizations. When implemented by organizational managers, the organizations may attain quality improvement.
Deming’s approach to quality management
He came up with these 14 principles which when followed by organizations, they can greatly improve on quality management.
Management should constantly improve services and products. Secondly, Deming advocates for the adoption of new philosophy. Inspection alone should not be seen as the only way of achieving and maintaining quality. Management should also abolish awarding business based on price alone. He encourages working with single suppliers. This is to enhance trust and loyalty.
Deming encourages continuous improvement of production systems as well as service provision. This will improve quality, productivity and minimize costs. Deming also states that training programs should be instituted. He further states that inspection should make both machines and workers to improve performance.
Deming also states that fear should be driven out by the management. This will make workers to effectively do their work. He also advocates for the removal of barriers between departments. Similarly, he emphasizes on teamwork and elimination of quotas.
He champions the elimination of Management by Objectives and barriers which may rob workers of workmanship. Besides, he advocates for the introduction of self-improvement and education programs. He concludes be saying that change should be embraced by all workers (Deming, 1986, pp. 23-24).
Indeed the concepts are very relevant to organizations and when implemented, they will be of great benefits to the respective organizations. I strongly support the Deming’s concepts.
The concepts which are provided by quality management gurus are of great benefits to organizations. Indeed the concepts, principles as well as the philosophies should be employed by the management of business organizations. When the above approaches and philosophies are followed to the latter, several organization ills can be solved. However, when it is applied superficially, the philosophies can fail to materialize. The approaches which are laid down by Deming can greatly improve the organization when implemented. This is because there will be improved productivity, reduction in cycle time, increased capacity; lowered costs of production; profits will increase; customers will be happier; market share will greatly increase; there will be more jobs and again, there will be fewer complaints from the customers.
From this paper, I have learnt a lot of things. I have learnt the concepts that were invented by quality management gurus. Besides, I have also learnt the benefits that are brought to organizations when the concepts invented by quality gurus are put into consideration. Indeed from this article, I have learnt that when the concepts are put into practice, the organizations will gain a lot. Some of the benefits include improved productivity, reduction in cycle time, increased capacity; lowered costs of production; profits will increase; customers will be happier; market share will greatly increase; there will be more jobs and again, there will be fewer complaints from the customers.
Crosby, P.B. (1984). Quality without Tears. McGraw-Hill, New York, NY. Web.
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Deming, W.E. (1986). Out of the Crisis. MIT Center for Advanced Engineering Study, Cambridge, MA. Web.