Total Quality Management Guru's

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

Project Quality Management| -Cost Benefit Analysis -Cost of Quality -Control Charts -Benchmarking -Design of Experiments -Statistical Sampling -Flowcharting -Proprietary quality manage- ment methodologies -Additional quality planning tools (Brainstorming, Affinity Diagrams, Nominal Group Technique)| -Cost benefit: Looking at how much your quality activities will cost. -Benchmarking: means using the results of quality planning on other projects to set goals for your own. -Design of experiments: is the list of all the kinds of tests you are going to run on your product. -Total Quality Management (TQM): Everyone in the company is responsible for quality and is able to make a difference -Continuous Improvement (Kaizen): constant process improvement in the form of small changes -Just-In-Time(JIT) -ISO 9000: Companies document what they do and they do what they document

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.

Deming laid out a “quality improvement program” for companies such as Ford, GM, and Procter & Gamble, when invited to work with them to improve their quality.

For those reasons I consider necessary to apply Deming’s 14 points of management6: (1) Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business and to provide jobs. (2) Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. (3) Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. (4) End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a longterm relationship of loyalty and trust. (5) Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

After 20 years, health care leaders have borrowed a technique for manufacturing enterprises in Japan after World War II reconstruction work in Deming. Deming, Total Quality Management

The secrete to successful quality control was in the method of product management the Japanese were using. The Japanese organizations used an approach

Quality management is an integrative management philosophy aimed at the continuous improvement of performance of processes, products and services to achieve and exceed customer needs and expectations. It is a way of managing the whole business process to ensure complete customer satisfaction at every stage, internally and externally’. It transforms an organizational status to a world-class level and helps organizations achieve excellence. It has evolved as a management paradigm to improve organizational effectiveness competitiveness and

The secret to successful quality control was in the method of product management the Japanese were using. The Japanese organizations used an approach, which motivated all employees and organizational functions to provide a consistently high quality product. America took some time in

The father of Total Quality Management is W. Edwards Deming. The key elements of TQM are:

A Quality Procedure is a successful action plans that company follow while providing products or services providing to the customers. Quality Procedure above all involves establishing a new sprit that is share in everyone in the company.

In my Management for Quality class, we learned about three quality philosophers. Deming, Juran, and Crosby, each came up with their own principles on Quality. Here are the different philosopher’s principles and my own principle of Quality:

Ishikawa was constantly mindful of the significance of top administration help, the kind of help from the top management is a key component in Japan's all-enveloping quality technique that Dr. Ishikawa named, "broad quality control", Dr. Ishikawa has worked with all top management and the lower management and including the whole administration team to teach quality control to secure they were able to give the best customer service as possible to their customers, and in the late 50's and in the early 60's, he created quality control courses for executives and for top directors, he additionally helped launch the Annual Quality Control Conference for top administration in 1963. As a part of the panel for the Deming Prize, Dr. Ishikawa created the thorough review framework that figures out if organizations meet all requirements for the prize, that review requires the interest of the organization's top executives, as stated by Dr. Ishikawa, that animated obvious support as opposed to the praise that runs with the prize is the greatest profit a champ gets.

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.

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).