Case Study Of The Crosbys Theory Of Quality

In any organisation I believe that quality is king over quantity this means that work is done to the correct standard that is expected and doesn’t have to be done more than once which is a huge bonus. The organisation I work for has extremely high standards which we work to and produce work

However, if the cost of “perfection” is so expensive that the company cannot be profitable, it is not realistic to spend too much on a zero defect mindset. Instead the company must first identify what an acceptable percentage of defects is and where the defect could have been prevented. Then the company can further quantify which cost of quality is presenting the greatest risk and put procedures and policies in place in an attempt to minimize defects. Since prevention costs many times are considered the least expensive and can have the biggest affect on non-conforming products most companies will focus its initial and largest efforts into prevention. The next initiative would be appraisal and last would be identifying

Juran 's perspective on quality was based on five general measures, the measures being the cost of poor quality, defects, product/process features, customer needs, and customer behavior. Deming 's measurements were based on the Kaizen approach, which involved the evaluation of each operation

In order to make sales and have a successful running company you need to know how to market your products and or ideas to the group of people for whom it is intended. The quality of your product must also be top tier because marketing is only half of the battle. Before hearing Tripp Transou talk I was unsure about how important the quality of the product was. I was under the impression that marketing was number one because that what got people to buy it. However, he allows me to realize that if you want consumers to buy your product more than just once then you must ensure that the quality and consistency of your product is perfect. There must also be attention to detail in every aspect of your company from making sure the facilities are kept clean to the product being properly manufactured, stored, shipped and tested. This attention to detail will translate into more sales and having a more successful and efficiently run company than those who do not seem to care for their consumers. Tripp’s talk allowed me to see how much goes into running a successful business whether it is big or small. His journey of how he came to be the successful businessman he is today inspired me to never always have an open mind and never turn

The evolution of quality management first evolved through the works of six philosophers; Shewhart (1924), Feigenbaum (1951), Crosby (1979), Ishikawa (1972), Deming (1982), and Juran (1986). Shewhart was most known for his invention the control chart. Feigenbaum is known for having introduced the concept of total quality control. Ishikawa best known for associating quality circles as a way to achieve continuous improvement and using cause and effect diagrams to solve problems. Crosby is known for defining the 14 steps for quality improvement and introducing the plan-do-check-action cycle. Juran is best known for identifying the three basic functions of the quality management process: quality planning, quality control, and quality improvement.

All the quality experts say that there are processes in which inspection will be needed. All the quality experts agree cost and competition does not compete with each other. Deming Juran and Crosby support the practice of involving the suppliers in the quality effort.

. Crosby emphasized that management must watch how the quality and tracking of quality is important by only tracking the non-conformance cost continuously. He signified that the major point is the requirement of conformance.

The Technique of quality control and management developed and evolved during the entire twentieth century. In early 1900s, Fredrick W. Taylor also known as the ‘father of scientific management ' presented the quality concepts. In 1913, JC Penney introduced the fundamentals of total quality management to the management side of business.

Quality is defined as conformance to the requirement, not goodness: The first absolute explains that management must strive to ensure that during the quality improvement process everyone is getting things done right the first time. Crosby stated that in other to do this management must state clearly what are the individual roles of the employee, management must also supply the employees with the resources needed to do their task and lastly management must give continuous support and encouragement to the employees during the improvement process. When quality is defined as conformance to requirement it helps to reduce hassle and improve quality at the same time. Crosby (1995).

In the 1980’s America’s quality revolution began and American businesses looked to Deming’s philosophy and approach to help transform their companies into efficient quality driven

Joseph Juran defines quality as “fitness to serve,” meaning freedom from deficiencies. Like Crosby, he defines the term “quality costs” as the costs of making, finding, repairing, or avoiding defects. The costs of making good products are not a part of quality costs; the term is associated solely with the defective product. Juran divides the cost of quality into four core categories: internal failure costs, external failure costs, appraisal costs, and prevention costs. Juran believes the cost of providing quality to be the total of two very different costs: (1) the cost of the process that produces the products: the inputs, the facilities, the human effort, and (2) the cost of poor quality, including “chronic waste and sporadic firefighting.”

W. Edwards Deming and Joseph Juran, at times are considered the Dream Team of quality management in the workplace. “Along with Edward Deming and Joseph Juran, Crosby forms the troika of management gurus who made quality the buzzword in corporate USA, Europe and Japan in the 1970s and 1980s.” MANAGEMENT: Beyond zero-defects. (1998) W. Edward Deming, Joseph Juran and Philip Crosby at one time or another have been described by the Japanese as being among their greatest teachers in the quality control movement. “As with any specialty, the TQM field is populated by hundreds of experts, self-proclaimed and otherwise, whose publicists refer to them as "internationally known consultants." For the bluffer 's purposes, however, there are only five names worth committing to memory: Deming, Juran, Feigenbaum, Philip B. Crosby and Kaoru Ishikawa.” Zemke, R. (1993)

Although the initial cost might seem expensive, the overall costs of ensuring delivery of quality products and services might prove to be less than expected. There are four ways in which quality assurance and control can affect a company, and they are: productivity, profitability, cost, and customer satisfaction. Poor quality costs organization money in terms of productivity problems. If an organization uses low-quality parts and materials, systems will break down, even if of any high quality parts or materials are also used. Low quality parts and materials can cause mechanical breakdowns and failure, as well as slowing down the flow of work or even bringing work to a halt. Improving productivity and quality in an organization usually results in increased customer and employee contentment. If an organization implements and uses the quality management system techniques such as cost-analysis, process mapping, and benchmarking, they can attain regular improvement in all work flow processes. Improved production will results in fewer deficiencies, fewer delays and reduced costs. With improved productivity within an organization it leads to increases profitability. When employees are engaged in a work environment in which teamwork is emphasized and where quality products are the goal, the work environment flows more smoothly than one in which quality is an afterthought. For example,

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

Quality is never an accident it is always the results of high intention, sincere efforts, intelligent directions and skillful execution, it represents the wise choice of many alternatives.