Deming's 14 Points On Quality Management

Improve the customer service and make sure the customers give no complaints and make sure they are satisfied with all the services provided by the company and keep close contact with the customers and be very friendly with them and keep them happy. Give the regular customers’ high discount and encourage them to come more often. This is our main goal for us to achieve because we want to make sure the customers are satisfied with our services.

Quality Management is viewed as a vital factor for the long-term achievement of an organization. Quality Management implementation has been an imperative viewpoint for enhancing organizational performance. The connections between quality management and execution have been explored by various researchers. While analyzing the relationship between quality management and execution, researchers have utilized distinctive execution sorts, for example, budgetary, creative, operational and quality execution. Research on quality administration has analyzed the connections between the Total quality administration and organization's performance. Quality management concentrates on continuous change of processes inside the organization to give excellent

Senior leadership must determine and direct the level of quality that is acceptable within the organization. Leadership should prioritize areas of quality and use data based on benchmarks from other facilities. (Dlugacz, 2006). In addition the author states there are some important areas that must be monitored for quality. Compliance must be followed by leaders and all

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

The next perspective we will discuss is internal process. This is like asking “What can we as a company change within ourselves to satisfy our customers?” Excelling within our four walls can help create a self-image that is note-worthy to prospective clients. The first objective we will look at is increasing the quality of employees. Employees need to be of high caliber, and/or with the earning to learn and grow. This is can be difficult to measure. However, if we gave bi-annual testing, we can seed through the employees, which have an

In order to change the quality of an organization, leaders must first identify the need for improvement by indications of poor performance. Juran’s trilogy includes three managerial processes that will help leader succeed in improving quality to include quality planning, quality control, and quality improvement. The best aspect of Juran’s trilogy is that it outlines everything that a leader should consider before, during, and after implementation of a quality improvement project. Another important factor in successfully improving quality is leader presence, governance, and oversight. Juran believed that leader involvement was paramount as it relates to quality improvement and total quality improvement begins at the top of the organization and trickles down (Saurez,

The article highlighted several areas on how quality management affects the performance of an organization. Studies done have come back with mixed results. Some studies have proven that implementing quality implementation can have many benefits to an organization. However some studies have shown that organizations that have implemented total quality managements do not necessarily outperform organizations that do not or have not implemented total quality management programs. Of the results that have been published for organizations that had issues with quality management implementation several

Quality of conformance includes technology, manpower and management while availability focuses on reliability, maintainability and logistics support. Juran emphasized that good service quality composed of promptness, competence and integrity. Like Deming, Juran advocated a never-ending spiral of activities that includes market research, product development, design, production process control and inspection and testing, followed by customer feedback. In his view, senior management may play an active and enthusiastic leadership role in the quality management process.

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

Increase market share by gaining and maintaining the good reputation in the market by 1% each year.

Deming Juran and Crosby considers measurement as very important to improve quality but they use it in different ways. For Juran and Crosby they view the cost of quality as a focus of measurement. Cost can measured in dollars and for both Crosby and Juran they consider that money is the language of management. Success of the efforts of the quality will be ultimately measured by meeting customer requirements. Juran normally considers the cost of all the poor quality as a important factor because it shows how much they are losing. He also knows they are other factors which are important to measure such as how the organization compares with the competition and how customers perceive

Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs.

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).

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

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).