ࡱ> { 0bjbjzz 4^\\\\\pppp,piBpppppKKKAAAAAAA$DFB\KKB\\pp#B\p\pAAn?@p I!"@"A9B0iB@"UGUGD@@UG\APKhJ<9KKKBBpKKKiBUGKKKKKKKKK ": Similarities and different between William Edward Deming, Joseph M. Juran and Philips P.Crosby Similarities Quality requires a strong upper management commitment Quality saves money Responsibility is placed on managers, not workers Quality is a never-ending process Customer-orientation Requires a shift in culture Quality arises from reducing variance Nature of Organizations Deming: Social Responsibility and moral conduct; the problems with industry are problems with society Juran: Focused on parts of the organization, not whole Crosby: Organization-wide, team building approach Implementation Processes Deming: no roadmap is available; nowhere to start; no steps Juran and Crosby: Very user friendly; prescriptive; obvious starting points Ability to do piecemeal Crosby and Deming: approach is holistic. Deming requires a radical shift in values Juran: can be done piecemeal in isolated parts of the organization Ability to handle resistance Deming: very dogmatic and uncompromising; depends on facts, however, not gospel Crosby and Juran: resistance is normal and need not be an obstacle. Depend on facts to unseat criticism. Initial acceptance by management Deming: a threat to most managers. Requires an admission of incompetence. Juran: since focus is largely on shop floor with support, managers are very comfortable Crosby: requires very little shift in view of workers and managerial roles. View of Workers Deming: variance is largely unaffected by workers activities. Organization exists in large part to develop and provide for workers. Juran: workers are important because of being close to the activities impacting quality. Crosby: workers can be motivated to improve quality and not produce defects. Final Comments No one pathway is ideal for a company. Most companies create their own unique pathway Many companies evolve from Crosby to Juran to Deming The reason: Crosby is not definitive about improvement methods; Juran is not sufficiently comprehensive Each of the three hated each other. Deming and Juran would hardly speak to one another, probably because of egos and who got credit for saving Japan. Deming and Juran agreed that Crosby was a superficial charlatan; referred to his organization as The University of Hot Air Demings approach is very, very difficult for organizations to embrace; the changes required are immense. Demings approach is regarded as ideal by most quality experts, if ever instituted properly. No US company has yet to institute a Deming system completely. Table 1 - A comparison of Deming, Juran, and Crosby  HYPERLINK "http://www.amazon.com/exec/obidos/ASIN/0399550003/tantarassoftware" W. Deming HYPERLINK "http://www.amazon.com/exec/obidos/ASIN/007034003X/tantarassoftware" J.M. Juran HYPERLINK "http://www.amazon.com/exec/obidos/ASIN/0451625854/tantarassoftware" P. CrosbyBasic orientation toward qualityTechnicalProcessMotivationalWhat is quality?Nonfaulty systemsFitness for use; freedom from troubleConformance to requirementsWho is responsible for quality?ManagementManagementManagementImportance of customer requirements as standardVery importantVery important; customers at each step of product life cycleVery importantGoal of qualityMeet/exceed customer needs; continuous improvementPlease customer; continuous improvementContinuous improvement; zero defectsMethods for achieving qualityStatistical; constancy of purpose; continual improvement; cooperation between functionsCost of quality; quality trilogy: planning, control, improvement14-point framework;Chief elements of implementation HYPERLINK "http://www-caes.mit.edu/products/deming/14-points.html" 14-point programBreakthrough projects; quality council; quality teams HYPERLINK "http://dtiinfo1.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000114.html" 14-step program; cost of quality; quality management "maturity grid"Role of trainingVery important for managers and workersVery important for managers and employeesVery important for managers and employeesFor additional details, see web site: HYPERLINK "http://www.deming.org/" The W. Edwards Deming Institute HYPERLINK "http://www.juran.com/" Juran Institute HYPERLINK "http://www.philipcrosby.com/main.htm" Philip Crosby Associates II Table 2 - A comparison of Garvin, Felgenbaum, and Taguchi  HYPERLINK "http://www.amazon.com/exec/obidos/ASIN/0029113806/tantarassoftware" D. Garvin HYPERLINK "http://www.amazon.com/exec/obidos/ASIN/0070203547/tantarassoftware" A.V. Felgenbaum HYPERLINK "http://www.amazon.com/exec/obidos/ASIN/087263468X/tantarassoftware" G. TaguchiBasic orientation toward qualityStrategic, academicTotal, systemicTechnical, proactiveWhat is quality?Competitive opportunityWhat customer says it isCustomer's performance requirementsWho is responsible for quality?ManagementEveryoneEngineersImportance of customer requirements as standardVery importantVery importantVery importantGoal of qualityPleasing customers; continuous improvementMeet customer needs; continuous improvementMeet customer requirements; continuous improvementMethods for achieving qualityIdentifying quality niches HYPERLINK "http://mijuno.larc.nasa.gov/dfc/tqc.html" Total quality control (TQC); excellence-driven rather than defect-drivenStatistical methods such as Loss Function; eliminating variations of design characteristics and "noise" through robust design and processesChief elements of implementation HYPERLINK "http://web.usfca.edu/~villegas/classes/984-307/307ch03/sld003.htm" Eight dimensions of product quality: performance, features, reliability, conformance, durability, serviceability, aesthetics, perceived qualityStatistical and engineering methods across the company HYPERLINK "http://www.norwich.net/koterbad/Taguchi_Design_of_Experiments.htm" Statistical design of experiments; quality teamsRole of trainingImportant but not clearly definedVery important for managers and supervisorsImportant but not definedFor additional details, see web site:--------- ^_mh R l  ~ ǸǸǸvgX@/h]rh5B*CJ$KH$OJQJ\aJ$phh]rhB*OJQJphh]rhCJOJQJaJh]rhfz"B*OJQJph#h]rhfz"5B*OJQJ\ph#h]rhN5B*OJQJ\phh]rhNB*OJQJphh]rhcB*OJQJph#h]rhc5B*OJQJ\ph%h]rhc5>*CJOJQJ\aJ%h]rh]r5>*CJOJQJ\aJ_m % B h R l ~ & F h0dd@&[$\$`0gd & F h0dd[$\$`0gd & F h0dd@&[$\$`0gd & F h0dd[$\$`0gd & F h0dd@&[$\$`0gdgdl  b  ~ l & F h0dd@&[$\$`0gd & F h0dd[$\$`0gd & F h0dd@&[$\$`0gd & F h0dd[$\$`0gd & F h0dd@&[$\$`0gd & F h0dd[$\$`0gd D (6ln & F dd[$\$gd & F dd[$\$gd & F gd dd@&[$\$gd & F h0dd[$\$`0gd & F h0`0gd & F h0dd[$\$`0gdl-/0;<EFGHh01`MNkӘӘӘuuuuuuh]rhA$CJOJQJaJ&h]rhA$5>*B*OJQJ\ph,jh]rhA$5B*OJQJU\ph#h]rhA$5B*OJQJ\ph#h]rh5B*OJQJ\phh]rhA$B*OJQJphh]rhB*OJQJphh]rhCJOJQJaJ.Y./G $$Ifa$gdA$ $IfgdA$$a$gdA$ dd[$\$gd^gd & Fgd & F gd & F gd GHis{/&&& $IfgdA$kd$$IfT\! 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