Business questionRead the pages and make a summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. Do not write item by item. Please I really need help receiven 1940 to neip the U.S.TOTAL QUALITY PIONEERSTotal quality is not just one individual concept. It is a numberof related concepts pulled together to create a comprehen-sive approach to doing business. Many people contributed inmeaningful ways to the development of the various conceptsthat are known collectively as total quality. The three majorcontributors are W. Edwards Deming, Joseph M. Juran, andPhilip B. Crosby. To these three, many would add ArmandV. Feigenbaum and a number of Japanese experts, such asShigeo Shingo.By the late 1940s, key industrial leaders in Japan hadfinally come to the realization that the key to competing inthe international marketplace is quality. At this time, ShigeitiMariguti of Tokyo University, Sizaturo Mishibori of Toshiba,and several other Japanese leaders invited Deming to visitcounter-Japanese industrialists acceptedDemings views, learned his techniques, and adopted his phi-losophy. So powerful was Deming's impact on industry inJapan that the most coveted award a company there can winis the Deming Prize. In fact, the standards that must be met toso difficult and so strenuously applied that it1. Lack of constancy of purpose to plan products and services that have a marketsufficient to keep the company in business and provide jobs.2. Emphasis on short-term profits; short-term thinking that is diven by a fear ofunfriendly takeover attempts and pressure from bankers and shareholders toproduce dividerds.3. Personal review systems for managers and management by objectives withoutproviding methods or resources to accomplish objectives. Performanceevaluations, merit ratings, and annual appraisals are all part of this disease.4. Job hopping by managers.5. Using only visibie data and information in decision making with little or noconsideration given to what is not know or cannot be known.6. Excessive medical costs.7. Excessive costs of liability driven up by lawyers who work on contingency fees.PlanJapan and share his views on quality. Unlikparts in the United States, theAnalyzeTheDemingCyclewin thiss prize areDeming's ContributionsOf the various quality pioneers in the United States, the bestknown is W. Edwards Deming. Deming's contribution washis ability to see the big picture, envision the impact of qual-ity on it, and meld different management philosophies intoa new, workable, unitary whole. More than any otherpioneer, Deming is responsible for the total quality approach.Deming came a long waynationally acclaimed qualityyears, Deming's family bounced from smalltown in lowa and Wyoming, trying in vain to rise out of pov-is now being questioned by some Japanese companies.FIGURE 1.5 Deming's Seven Deadly Diseases.By the 1980s,where their Japanese counterparts1940s. At last, Deming's services began to be requested in his4.Actown country. By this time, Deming was over 80 years old. Hehad not been received as openly and warmly in the UnitedStates as he was in Japan. Deming's attitude toward corporateDeming's Seven Deadly Diseases The Fourteen Pointssummarize Deming's views on what a company must do to ef-fect a positive transition from business as usual to world-cdassquality. The Seven Deadly Discases summarize the factors thathe believed can inhibit such a transformation (see Figure 1.5).The description of these factors rings particularly truewhen viewed fromCheck• Quality related research and development• Quality-related consulting• Quality-related education and training• Quality-related training support materialsqualityexecutives in the United States can be described as cantan-kerous at best,Deming's contributions to the quality movement wouldbe difficult to overstate. Many consider him the founderof the movement. The things for which he is most widelyknown are the Deming Cycle, his Fourteen Points, and hisSeven Deadly Diseases.FIGURE 1.3 The Deming Cycle.to achieve the status of inter-his formativeеxpert.3. Check the product to make sure it was produced in ac-cordance with the plan (check).Itownto smallrom the perspective of U.S. firms trying toFIGURE 1.6 Services Provided by the Juran Institute.erty. Thesepreciation for economy and thrift. In later years, even afterhe was generating a substantial income, Deming maintainedonly a simple office in the basement of his modest home outof which he conducted his international consulting business.Working as a janitor and at other odd jobs, Demingworked his way through the University of Wyoming, wherebe carned a bachelor's degree in engineering.re a master's degree in mathematics and physics from thecompete in the global marketplace. Some of these factorscan be eliminated by adoptingbut three cannot. This does not bode well for U.S. firmstrying to regain market share. Total quality can eliminate orreduce the impact of a lack of consistency, personal reviewsystems, job hopping, and using only visible data. However,total quality will not free corporate executives from pres-sure to produce short-term profits, excessive medical costs,carlycircumstances gave Deming a lifelong ap-4. Market the product (act).5. Analyze how the product is received in the marketplacein terms of quality, cost, and other criteria (analyze).total quality approach,the United States. Juran is best known for the following con-tributions to the quality philosophy:The Deming Cycle Summarized in Figure 1.3, the DemingCycle was developed to link the production of a product withconsumer needs and focus the resources of all departments (re-inereDeming's Fourteen Points Deming's philosophy is bothsummarized and operationalized by his Fourteen Points,which are contained in Figure 1.4. Deming modified thespecific wording of various points over the years, which ac-counts for the minor differences among the Fourteen Pointsas described in various publications. Deming stated repeat-edly in his later years that if he had it all to do over again, hewould leave off the numbers.- Juran's Three Basic Steps to Progress1 Juran's Ten Steps to Quality Improvement- The Pareto Principle- Tlhe Juran Tiilogysearch, design, production, marketing) in a cooperative effort tomeet those needs. The Deming Cycle proceeds as follows:Hewent on toor cxccssive liabilitycosts. Thesc are discascs of the nation'sfinancial, health care, and legal systems, respectively.By finding ways for business and government to cooper-ate appropriately without collaborating inappropriately,industrialized countries have been able to focus their indus-try on long-term rather than short-term profits, hold downhealth care costs, and prevent the proliferation of costly litiga-tion that has occurred in the United States. Excessive healthcare and legal costs represent non-value-added costs thatmust be added to the cost of products produced and servicesdeltvered in the United States.of Colorado and a doctorate in physics from Yale.l-time employment for1. Conduct consumer research and use it in planning theproduct (plan).2. Produce the product (do).Juran's Three Basic Steps to Progress Juran's ThreeBasic Steps to Progress (listed in Figure 1.7) are broad stepsthat, in Juran's opinion, companies must take if they are toachieve world-class quality. He also believes there is a point ofdiminishing return that applies to quality and competitivenessHis onlywith Western Electric. Many feel that what heing his employment there had a major impact on the directionthe rest of his life would take. Deming was disturbed by theamount of waste he saw at Western Electric's Hawthorne plant.It was there that he pioneered the use of statistics in quality.AlthoughBureau of the Census adopthis reception in the United States during these early yearswas not positive. With little real competition in the interna-tional marketplace, major U.S. corporations felt little needfofull-a corporation waswitnessedI dur-otherasked in 1940 tostatistical sampling1. Create constancy of purpose toward the improvement of products and servicesin order to become competitive, stay in business, and provide jobs2. Adopt the new philosophy. Managernent must learn that it is a new economicage and awaken to the challenge, learn their responsibiities, and take onleadership for change.3. Stop depending on inspection to achieve quality. Build in quality trom the start.4. Stop awarding contracts on the basis of low bids.5. Improve continuously and forever the system of production and service, toimprove quality and productivity, and thus constantly reduce costs.6. Institute training on the job.7. Institute leadership. The purpose of leadership should be to help people andtechnology work better.8. Drive out fear so that everyone may work effectively.9. Break down bamers between departments so that people can work as a team.10. Eliminate slogans, exhortations, and targets for the workforce. They createadversarial relationships.11. Eliminate quotas and management by objectives. Substitute leadership.12. Remove bariers that rob employees of their pride of workmanship.13. Institute a vigorous program of education and self-improvement14. Make the transformation everyone's job and put everyone to work on it.Juran's Ten Steps to Quality Improvement ExaminingJuran's Ten Steps to Quality Improvement (in Figure 1.8), youwill see some overlap between them and Deming's FourteenPoints. They also mesh well with the philosophy of quality ex-perts whose contributions are explained later in this chapter.Deming wasthe US.techniques,Juran's Contributionshis help. Corporations from other countries were equallyuninterested. However, attitudes toward Deming's idea werechanged by World War II. The need to rebuild after the dev-astation of World War II, particularly in bombed-out Japan,brought Deming's ideas on quality to the forefront.During World War II, almost all of Japan's industrywent into the business of producing war materials. After thewar, those firms had to convert to the production of con-Joseph M. Juran ranks near Deming in the contributions hehas made to quality and the recognition he has received asa result. His Juran Institute Inc. in Wilton, Connecticut, isan international leader in conducting training, research, andconsulting activitics in the arca of quality management (sceFigure 1.6). Quality materials produced by Juran have beentranslated into 14 different languages.Juran holds degrees in both engineering and law. Theemperor of Japan awarded him the Order of the SacredTreasure medal, in recognition of his efforts to develop qual-ity in Japan and to promote friendship between Japan andThe Pareto Principle The Pareto Principle espousedby Juran shows up in the views of most quality experts, al-though it often goes by other names. According to thisprinciple, organizations should concentrate their energy on• Continual structured improvements• Extersive training• Higher management commitment and leadershipsumer goods, and the conversion was not very successful. Tohave a market tor their products, Japanese firma had to enterthe international marketplace. This move put them in directcompetition with companies from the other industrializedcountries of the world, and the Japanese firms did not fare well.FIGURE 1.7 Juran's Basic Recommendations for Progress.FIGURE 1.4 Deming's Fourteen Points. 1. Awareness2. Improvement goals3. Organization4. Training5. Problem solving projects6. Progress reports7. Recognition8. Communicating results9. Monitor (keep score)10. Build-in all improvementsFIGURE 1.8 Juran's Recommendations for QualityImprovement.FIGURE 1.9 Traditional Quality Control Is Part of Juran'scliminating the vital few sources that cause the majority ofproblems. Further, both Juran and Deming believe that sys-tems that are controlled by management are the systems inwhich the majority of problems occur.Approach.Quality Improvement The improvement of quality shouldbe ongoing and continual:The Juran Trilogy The Juran Trilogy summarizes thethree primary managerial functions. Juran's views on thesefunctions are explained in the following sections.1. Develop the infrastructure necessary to make annualquality improvenments.2. Identify specific areas in need of improvement, and im-plement improvement projects.Quality Planning Quality planning involves developing theproducts, systems, and processes needed to meet or exceedcustomer expectations. The following steps are required:3. Establish a project team with responsibility for complet-ing each improvement project.1. Determine who the customers are.4. Provide teams with what they need to be able to di-agnose problems to determine root causes, developsolutions, and establish controls that will maintain2. Identify customers' needs.3. Develop products with features that respond to cus-tomer needs.gains made.4. Develop systems and processes that allow the organiza-Liuu lo produce lhese lealures.5. Deploy the plans to operatlonal levels.Crosby's ContributionsPhilip B. Crosby started his career in quality later thanDeming and Juran. His corporate background includes 14years as director of quality at ITT Corporation (1965–1979).Ile left ITT in 1979 to form l'hilip Crosby Associatcs, an in-ternational consulting firm on quality improvement, whichhe ran until 1992, when he retired as CEO to devote his timeto lecturing on quality-related issues. More recently, Crosbyhad once again entered the business arena as a quality con-sultant until his death in 2001.Crosby, who defined quality simply as conformance, isbest known for his advocacy of zero-defects managementand prevention as opposed to statistically acceptable levelsof quality. He is also known for his Quality Vaccine andCrosby's Fourteen Steps to Quality Improvement.Crosby's Quality Vaccine consists of three ingredients:"1. Gain management commitment2. Form cross-functional quality teams3. Identify problems4. Assess the cost of quality5. Increase quality awarenes56. Correct problems immediately7. Implement a zero defects approach8. Train supervisors9. Hold a "Zero Defects Day"10. Establish improvement goals11. Identify obstacles to quality12. Recognize employees13. Establish quality councils14. Repeat all 13 steps continuallyQuality Control The control of quality involves the follow-ing processes (see Figure 1.9):1. Assess actual quality performance.2. Compare performance with goals.3. Act on differences between performance and goals.QUALITY TIPThe Pareto PrincipleThe Pareto Principle, named after economist Vilfredo Pareto, ismore commonly known in quality circles as the 80/20 rule. Thisrule is used variably to contend that 80% of the quality issuesin an organization are caused by 20% of the problems or that80% of the problems can be traced to a few critical sources (the20%). Joseph Juran is credited with applying what was originalyan economic principle to management and quality. He advisedorganizations to focus the bulk of their improvement efforts onidentifying and eliminating these few critical sources of problems.1. Determination2. EducationFIGURE 1.10 Summary of Crosby's Fourteen Steps forQuality Improvement.3. ImplementationHis Fourtcen Steps to Quality Improvement are listed inFigure 1.10.

Question

Business questionRead the pages and make a summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. Do not write item by item. Please I really need help receiven 1940 to neip the U.S.TOTAL QUALITY PIONEERSTotal quality is not just one individual concept. It is a numberof related concepts pulled together to create a comprehen-sive approach to doing business. Many people contributed inmeaningful ways to the development of the various conceptsthat are known collectively as total quality. The three majorcontributors are W. Edwards Deming, Joseph M. Juran, andPhilip B. Crosby. To these three, many would add ArmandV. Feigenbaum and a number of Japanese experts, such asShigeo Shingo.By the late 1940s, key industrial leaders in Japan hadfinally come to the realization that the key to competing inthe international marketplace is quality. At this time, ShigeitiMariguti of Tokyo University, Sizaturo Mishibori of Toshiba,and several other Japanese leaders invited Deming to visitcounter-Japanese industrialists acceptedDemings views, learned his techniques, and adopted his phi-losophy. So powerful was Deming's impact on industry inJapan that the most coveted award a company there can winis the Deming Prize. In fact, the standards that must be met toso difficult and so strenuously applied that it1. Lack of constancy of purpose to plan products and services that have a marketsufficient to keep the company in business and provide jobs.2. Emphasis on short-term profits; short-term thinking that is diven by a fear ofunfriendly takeover attempts and pressure from bankers and shareholders toproduce dividerds.3. Personal review systems for managers and management by objectives withoutproviding methods or resources to accomplish objectives. Performanceevaluations, merit ratings, and annual appraisals are all part of this disease.4. Job hopping by managers.5. Using only visibie data and information in decision making with little or noconsideration given to what is not know or cannot be known.6. Excessive medical costs.7. Excessive costs of liability driven up by lawyers who work on contingency fees.PlanJapan and share his views on quality. Unlikparts in the United States, theAnalyzeTheDemingCyclewin thiss prize areDeming's ContributionsOf the various quality pioneers in the United States, the bestknown is W. Edwards Deming. Deming's contribution washis ability to see the big picture, envision the impact of qual-ity on it, and meld different management philosophies intoa new, workable, unitary whole. More than any otherpioneer, Deming is responsible for the total quality approach.Deming came a long waynationally acclaimed qualityyears, Deming's family bounced from smalltown in lowa and Wyoming, trying in vain to rise out of pov-is now being questioned by some Japanese companies.FIGURE 1.5 Deming's Seven Deadly Diseases.By the 1980s,where their Japanese counterparts1940s. At last, Deming's services began to be requested in his4.Actown country. By this time, Deming was over 80 years old. Hehad not been received as openly and warmly in the UnitedStates as he was in Japan. Deming's attitude toward corporateDeming's Seven Deadly Diseases The Fourteen Pointssummarize Deming's views on what a company must do to ef-fect a positive transition from business as usual to world-cdassquality. The Seven Deadly Discases summarize the factors thathe believed can inhibit such a transformation (see Figure 1.5).The description of these factors rings particularly truewhen viewed fromCheck• Quality related research and development• Quality-related consulting• Quality-related education and training• Quality-related training support materialsqualityexecutives in the United States can be described as cantan-kerous at best,Deming's contributions to the quality movement wouldbe difficult to overstate. Many consider him the founderof the movement. The things for which he is most widelyknown are the Deming Cycle, his Fourteen Points, and hisSeven Deadly Diseases.FIGURE 1.3 The Deming Cycle.to achieve the status of inter-his formativeеxpert.3. Check the product to make sure it was produced in ac-cordance with the plan (check).Itownto smallrom the perspective of U.S. firms trying toFIGURE 1.6 Services Provided by the Juran Institute.erty. Thesepreciation for economy and thrift. In later years, even afterhe was generating a substantial income, Deming maintainedonly a simple office in the basement of his modest home outof which he conducted his international consulting business.Working as a janitor and at other odd jobs, Demingworked his way through the University of Wyoming, wherebe carned a bachelor's degree in engineering.re a master's degree in mathematics and physics from thecompete in the global marketplace. Some of these factorscan be eliminated by adoptingbut three cannot. This does not bode well for U.S. firmstrying to regain market share. Total quality can eliminate orreduce the impact of a lack of consistency, personal reviewsystems, job hopping, and using only visible data. However,total quality will not free corporate executives from pres-sure to produce short-term profits, excessive medical costs,carlycircumstances gave Deming a lifelong ap-4. Market the product (act).5. Analyze how the product is received in the marketplacein terms of quality, cost, and other criteria (analyze).total quality approach,the United States. Juran is best known for the following con-tributions to the quality philosophy:The Deming Cycle Summarized in Figure 1.3, the DemingCycle was developed to link the production of a product withconsumer needs and focus the resources of all departments (re-inereDeming's Fourteen Points Deming's philosophy is bothsummarized and operationalized by his Fourteen Points,which are contained in Figure 1.4. Deming modified thespecific wording of various points over the years, which ac-counts for the minor differences among the Fourteen Pointsas described in various publications. Deming stated repeat-edly in his later years that if he had it all to do over again, hewould leave off the numbers.- Juran's Three Basic Steps to Progress1 Juran's Ten Steps to Quality Improvement- The Pareto Principle- Tlhe Juran Tiilogysearch, design, production, marketing) in a cooperative effort tomeet those needs. The Deming Cycle proceeds as follows:Hewent on toor cxccssive liabilitycosts. Thesc are discascs of the nation'sfinancial, health care, and legal systems, respectively.By finding ways for business and government to cooper-ate appropriately without collaborating inappropriately,industrialized countries have been able to focus their indus-try on long-term rather than short-term profits, hold downhealth care costs, and prevent the proliferation of costly litiga-tion that has occurred in the United States. Excessive healthcare and legal costs represent non-value-added costs thatmust be added to the cost of products produced and servicesdeltvered in the United States.of Colorado and a doctorate in physics from Yale.l-time employment for1. Conduct consumer research and use it in planning theproduct (plan).2. Produce the product (do).Juran's Three Basic Steps to Progress Juran's ThreeBasic Steps to Progress (listed in Figure 1.7) are broad stepsthat, in Juran's opinion, companies must take if they are toachieve world-class quality. He also believes there is a point ofdiminishing return that applies to quality and competitivenessHis onlywith Western Electric. Many feel that what heing his employment there had a major impact on the directionthe rest of his life would take. Deming was disturbed by theamount of waste he saw at Western Electric's Hawthorne plant.It was there that he pioneered the use of statistics in quality.AlthoughBureau of the Census adopthis reception in the United States during these early yearswas not positive. With little real competition in the interna-tional marketplace, major U.S. corporations felt little needfofull-a corporation waswitnessedI dur-otherasked in 1940 tostatistical sampling1. Create constancy of purpose toward the improvement of products and servicesin order to become competitive, stay in business, and provide jobs2. Adopt the new philosophy. Managernent must learn that it is a new economicage and awaken to the challenge, learn their responsibiities, and take onleadership for change.3. Stop depending on inspection to achieve quality. Build in quality trom the start.4. Stop awarding contracts on the basis of low bids.5. Improve continuously and forever the system of production and service, toimprove quality and productivity, and thus constantly reduce costs.6. Institute training on the job.7. Institute leadership. The purpose of leadership should be to help people andtechnology work better.8. Drive out fear so that everyone may work effectively.9. Break down bamers between departments so that people can work as a team.10. Eliminate slogans, exhortations, and targets for the workforce. They createadversarial relationships.11. Eliminate quotas and management by objectives. Substitute leadership.12. Remove bariers that rob employees of their pride of workmanship.13. Institute a vigorous program of education and self-improvement14. Make the transformation everyone's job and put everyone to work on it.Juran's Ten Steps to Quality Improvement ExaminingJuran's Ten Steps to Quality Improvement (in Figure 1.8), youwill see some overlap between them and Deming's FourteenPoints. They also mesh well with the philosophy of quality ex-perts whose contributions are explained later in this chapter.Deming wasthe US.techniques,Juran's Contributionshis help. Corporations from other countries were equallyuninterested. However, attitudes toward Deming's idea werechanged by World War II. The need to rebuild after the dev-astation of World War II, particularly in bombed-out Japan,brought Deming's ideas on quality to the forefront.During World War II, almost all of Japan's industrywent into the business of producing war materials. After thewar, those firms had to convert to the production of con-Joseph M. Juran ranks near Deming in the contributions hehas made to quality and the recognition he has received asa result. His Juran Institute Inc. in Wilton, Connecticut, isan international leader in conducting training, research, andconsulting activitics in the arca of quality management (sceFigure 1.6). Quality materials produced by Juran have beentranslated into 14 different languages.Juran holds degrees in both engineering and law. Theemperor of Japan awarded him the Order of the SacredTreasure medal, in recognition of his efforts to develop qual-ity in Japan and to promote friendship between Japan andThe Pareto Principle The Pareto Principle espousedby Juran shows up in the views of most quality experts, al-though it often goes by other names. According to thisprinciple, organizations should concentrate their energy on• Continual structured improvements• Extersive training• Higher management commitment and leadershipsumer goods, and the conversion was not very successful. Tohave a market tor their products, Japanese firma had to enterthe international marketplace. This move put them in directcompetition with companies from the other industrializedcountries of the world, and the Japanese firms did not fare well.FIGURE 1.7 Juran's Basic Recommendations for Progress.FIGURE 1.4 Deming's Fourteen Points. 1. Awareness2. Improvement goals3. Organization4. Training5. Problem solving projects6. Progress reports7. Recognition8. Communicating results9. Monitor (keep score)10. Build-in all improvementsFIGURE 1.8 Juran's Recommendations for QualityImprovement.FIGURE 1.9 Traditional Quality Control Is Part of Juran'scliminating the vital few sources that cause the majority ofproblems. Further, both Juran and Deming believe that sys-tems that are controlled by management are the systems inwhich the majority of problems occur.Approach.Quality Improvement The improvement of quality shouldbe ongoing and continual:The Juran Trilogy The Juran Trilogy summarizes thethree primary managerial functions. Juran's views on thesefunctions are explained in the following sections.1. Develop the infrastructure necessary to make annualquality improvenments.2. Identify specific areas in need of improvement, and im-plement improvement projects.Quality Planning Quality planning involves developing theproducts, systems, and processes needed to meet or exceedcustomer expectations. The following steps are required:3. Establish a project team with responsibility for complet-ing each improvement project.1. Determine who the customers are.4. Provide teams with what they need to be able to di-agnose problems to determine root causes, developsolutions, and establish controls that will maintain2. Identify customers' needs.3. Develop products with features that respond to cus-tomer needs.gains made.4. Develop systems and processes that allow the organiza-Liuu lo produce lhese lealures.5. Deploy the plans to operatlonal levels.Crosby's ContributionsPhilip B. Crosby started his career in quality later thanDeming and Juran. His corporate background includes 14years as director of quality at ITT Corporation (1965–1979).Ile left ITT in 1979 to form l'hilip Crosby Associatcs, an in-ternational consulting firm on quality improvement, whichhe ran until 1992, when he retired as CEO to devote his timeto lecturing on quality-related issues. More recently, Crosbyhad once again entered the business arena as a quality con-sultant until his death in 2001.Crosby, who defined quality simply as conformance, isbest known for his advocacy of zero-defects managementand prevention as opposed to statistically acceptable levelsof quality. He is also known for his Quality Vaccine andCrosby's Fourteen Steps to Quality Improvement.Crosby's Quality Vaccine consists of three ingredients:&#34;1. Gain management commitment2. Form cross-functional quality teams3. Identify problems4. Assess the cost of quality5. Increase quality awarenes56. Correct problems immediately7. Implement a zero defects approach8. Train supervisors9. Hold a &#34;Zero Defects Day&#34;10. Establish improvement goals11. Identify obstacles to quality12. Recognize employees13. Establish quality councils14. Repeat all 13 steps continuallyQuality Control The control of quality involves the follow-ing processes (see Figure 1.9):1. Assess actual quality performance.2. Compare performance with goals.3. Act on differences between performance and goals.QUALITY TIPThe Pareto PrincipleThe Pareto Principle, named after economist Vilfredo Pareto, ismore commonly known in quality circles as the 80/20 rule. Thisrule is used variably to contend that 80% of the quality issuesin an organization are caused by 20% of the problems or that80% of the problems can be traced to a few critical sources (the20%). Joseph Juran is credited with applying what was originalyan economic principle to management and quality. He advisedorganizations to focus the bulk of their improvement efforts onidentifying and eliminating these few critical sources of problems.1. Determination2. EducationFIGURE 1.10 Summary of Crosby's Fourteen Steps forQuality Improvement.3. ImplementationHis Fourtcen Steps to Quality Improvement are listed inFigure 1.10.

Accepted Answer

Total quality pioneers:- Quality is not the individual concept. It is the collection of no. of…