Summarize the two quality systems and showing where they are similar and where they differ
A primary emphasis of Deming’s management method could be formulated, as there is a necessity for paying significant attention to the organizational change (“Giants of Quality” 247). It implies that to reach excellence in quality control a company should improve various aspects such as product design. Another essentiality is the quality dependence on managerial skills, and not on workers (“Giants of Quality” 247).
Quality is Free by Crosby is another theory related to the enhancement of the quality. The primary idea can be summarized as quality costs, but one pays more if the total quality is not achieved (Adams 18). Both of the theories contribute to quality enhancement. However, Deming’s approach suggests analyzing the processes. In turn, Crosby mentions that the defects should be prevented. Nonetheless, both of the theories imply that management has a particular contribution to a process.
Is there a “best” system for all organizations?
It seems that Crosby’s approach is more practical, as it focuses on more aspects such as management (Adams 18). Moreover, it provides a detailed plan, which a company should follow to achieve the results. This approach is universal and can be applied to any business.
Nonetheless, Deming’s management method can also be implemented by any company, as it pays high attention to the role of the management and analysis of the manufacturing (“Giants of Quality” 247). Total Quality Management also implies a high significance of the management (Chiarini 334). Consequently, it seems that the role of the management cannot be underestimated, as the outcomes of the productions directly depend on the actions of the management. Now, it is apparent that Deming’s managerial approach is the most efficient one for any company, as the core of any enterprise is the management team.
What types of organizational cultures would favor each of the two approaches?
There are four major types of cultures such as innovative, bureaucratic, market, and supportive organizational cultures (Ashkanasy, Wilderon, and Peterson 160). The innovative culture will seek quality and improvement with the help of Deming’s approach, as it encourages artisanship and continuous development. Nonetheless, it covers the same matters as the other approaches (Washbush 1029).
As for the bureaucratic culture, Deming’s model will be more useful, as it implies having a vehement hierarchy. In this case, all the activities will be done according to the formalities (Hellriegel and Slocum 490). For the market culture, the most effective method is Crosby’s theory, as it has a step-by-step tutorial to reach the top quality. Nonetheless, in this case, Deming’s theory can be applied, as it helps understand human nature and the quality of processes. For the supportive culture, none of these methods will be sufficient.
Works Cited
Adams, Joan. “Quality is Free.” Supply House Times 50.11 (2008): 18-19. Print.
Ashkanasy, Neal, Celeste Wilderon and Mark Peterson. The Hand Book of Organizational Culture and Climate, Thousand Oaks, SAGE Publications, Inc., 2011. Print.
Chiarini, Andrea. “Japanese total quality control, TQM, Deming’s system of profound knowledge, BPR, Lean and Six Sigma.” International Journal of Lean Six Sigma 2.4 (2011): 332-355. Print.
“Giants of Quality-W. Edwards Deming.” Quality & Reliability Engineering International, 28.3 (2012): 247-248. Print.
Hellriegel, Don, and John Slocum. Organizational Behavior, Mason, South-Western, Cengage Learning, 2010. Print.
Washbush, John. “Deming a New Philosophy or Another Voice?” Management Decision 40.10 (2002): 1029-1036. Print.