Quality Guru Essay

The Quality Gurus: Views of Deming, Juran, and Crosby
While analyzing the “Note on Quality: The Views of Deming, Juran, and Crosby,” it was displayed that the three “quality gurus” had many aspects of their teaching which were similar when it came to their interest in quality. For example, all three believed that management played an important role on the type of quality which transferred to their clients. To be specific Deming believed that 85% of all quality problems were owned by management and had to take the lead in implementing systems to correct these problems (“A Note On,” 1990). Juran had his own program which involved top managements participation in the form of the “annual quality program,” which displayed “quality objectives,” and the creation of the habit of quality improvement among the whole organization (“A Note On,” 1990). While Crosby used top management to aid and spearhead the quality perceptions of the company; he believed that if he was to change management’s way of thinking in term of quality that it would transmit down to workers (“A Note On, 1990). Overall all three guru’s underlying message was management, had to have first change the culture and thinking of the company as a whole to point in the direction of quality improvement. The three gurus also all used tools to guide and improve quality among organizations, which created a new culture firm wide of quality improvement. Deming created “Deming’s 14 Points” which encumbered all steps which management should attain in order to improve quality among an organization (“A Note On,” 1990). These points which Deming created were meant to break down position barriers in a company and support the continuous growth in quality improvement. Juran also developed tools to aid management in the form of “Juran’s Categories of Quality Costs” which displayed the all the costs associated process when there is the presents of a lack of quality (“A Note On,” 1990). With this being said Juran also developed the tool of the “Breakthrough Sequence” which allowed management to overcome and minimize the cost displayed in the “Categories of Quality Cost” tool; the combine use of the two allowed an organization to minimize the costs associated with quality (“A Note On,” 1990). Now Crosby also develop two tools as well to aid management in determining the severity of the shortcomings in quality; these tools where called the “Cost of Quality Measures and The Management Maturity Grid” (“A Note On,” 1990). Among Deming, Juran, and Crosby, the development and uses of these tools allowed organization to view areas of concern in regards to quality and aided in the development of a quality improvement plans or projects. Now in terms of how Deming, Juran, and Crosby define quality may slightly be different, all have the goal of improving quality among firms. For example, Deming thoughts are that company’s must “orient themselves to continuous improvement of products and services to meet customers’ needs and stay ahead of the competition;” this implies that a quality improvement is not a project but a duty of an organization (“A Note On,” 1990). In Deming’s teaching a company should always strive for better quality and when that level has been reached; they should find other aspects of quality in which to improve products. While Juran teaches that a product should entail the quality as “fitness for use,” meaning that the quality of a screwdriver should be held at that standard that it is used for (“A Note On,” 1990). In other words there is no need to improve a screwdriver; due to the fact that the use of it will never change; so the quality should be held at the same level for optimal production and standards. While Crosby emphasis is conformance to the requirements of a product; this displays that every product created should be at the same optimal quality standards and zero defects are expected (“A Note On,” 1990). In conclusion Deming, Juran, and Crosby all

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