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  • Compare The Ideas of Deming and Juran

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    Dr. Joseph Juran and Dr. W. Edwards Deming were both early leaders in the field of quality management who made significant contributions. Juran developed the concept of the "quality trilogy" of quality planning, quality improvement, and quality control. He also established a 10-step process for quality improvement. Deming is known for his 14 Points for management, which focus on continual process improvement, cooperation between management and employees, and eliminating fear in the workplace. Both sought to establish a culture where quality was a priority and employees were empowered and invested in the organization's success.

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    Compare the ideas of Deming and Juran

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    Compare the Ideas of Deming and Juran

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    Dr. Joseph Juran and Dr. W. Edwards Deming were both early leaders in the field of quality management who made significant contributions. Juran developed the concept of the "quality trilogy" of quality planning, quality improvement, and quality control. He also established a 10-step process for quality improvement. Deming is known for his 14 Points for management, which focus on continual process improvement, cooperation between management and employees, and eliminating fear in the workplace. Both sought to establish a culture where quality was a priority and employees were empowered and invested in the organization's success.

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    94 views4 pages

    Compare The Ideas of Deming and Juran

    Uploaded by

    SjlmasiMohammed
    Dr. Joseph Juran and Dr. W. Edwards Deming were both early leaders in the field of quality management who made significant contributions. Juran developed the concept of the "quality trilogy" of quality planning, quality improvement, and quality control. He also established a 10-step process for quality improvement. Deming is known for his 14 Points for management, which focus on continual process improvement, cooperation between management and employees, and eliminating fear in the workplace. Both sought to establish a culture where quality was a priority and employees were empowered and invested in the organization's success.

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    Compare the ideas of Deming and Juran

    Quality Improvement: by Dr. Joseph M. Juran!


    Dr. Joseph M. Juran has also contributed a lot in the total quality movement. He is considered
    one of the early leaders in the field of quality management and has greatly helped in developing
    conceptual basis for quality management. He has pursued his career in the field of quality
    management.
    He acted as an engineer, industrial executive, government administrator and management
    consultant. He has contributed many books in the field of quality management viz., Quality
    Control Hand Book, Quality Planning and Analysis, Managerial Breakthrough, Juran on
    Quality Planning and Juran on Leadership for Quality, etc.
    He is the founder chairman of the Juran Institute. He has also contributed many research papers
    and articles relating to the subjects of quality. He has been awarded over thirty medals,
    fellowships, and honorary memberships in more than twelve countries.
    His services were greatly recognised and appreciated in Japan. He was conferred the second
    order of Sacred Treasure by the Emperor of Japan for helping the development of quality control
    in Japan. Juran is known for his development of the concepts of determining the avoidable and
    unavoidable costs of quality, companywide quality management and quality Triology. Juran
    highlighted managerial responsibility for quality and strongly stressed that quality was achieved
    through people rather than through techniques.
    Quality Triology:
    Juran development the idea of quality trilogy i.e., quality planning, quality improvement and
    quality control. Quality Planning comprises of identifying the customers, determining their needs
    and developing the product that can respond to those needs. Quality improvement aims at using
    structured annual improvement plans, systematic training programmes involving the whole
    organisation.
    Quality Control involves determining what to control, establishing units of measurement to
    evaluate data objectively, establishing standards of performance, measuring actual performance,
    interpreting the differences between actual performance and the standard and taking corrective
    action on the difference.
    Jurans 10 steps of Quality Improvement:
    1. Create awareness of the need and opportunity for improvement.
    2. Set goals for improvement.

    3. Organise to reach the goals.


    4. Provide training throughout the organisation.
    5. Carry out the projects to solve problems.
    6. Report progress.
    7. Give recognition.
    8. Communicate results.
    9. Keep score.
    10. Maintain momentum by making annual improvement part of the regular systems and
    processes of the company.

    Dr. W. Edwards Deming


    Dr. Deming's Ideas Dr. Deming's famous 14 Points, originally presented in Out of the Crisis,
    serve as management guidelines. The points cultivate a fertile soil in which a more efficient
    workplace, higher profits, and increased productivity may grow.

    Create and communicate to all employees a statement of the aims and purposes of the
    company.
    Adapt to the new philosophy of the day; industries and economics are always changing.
    Build quality into a product throughout production.
    End the practice of awarding business on the basis of price tag alone; instead, try a long-term
    relationship based on established loyalty and trust.
    Work to constantly improve quality and productivity.
    Institute on-the-job training.
    Teach and institute leadership to improve all job functions.
    Drive out fear; create trust.
    Strive to reduce intradepartmental conflicts.
    Eliminate exhortations for the work force; instead, focus on the system and morale.
    (a) Eliminate work standard quotas for production. Substitute leadership methods for
    improvement.
    (b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and
    how to improve them.
    Remove barriers that rob people of pride of workmanship
    Educate with self-improvement programs.
    Include everyone in the company to accomplish the transformation.

    Comments on some of Dr. Deming's points:


    The first of the 14 Points charges management with establishing continual improvement through the
    redefinition of the company's purposes. Quite simply, the company must survive, compete well, and
    constantly replenish its resources for growth and improvement through innovation and research.
    In the fifth point, Dr. Deming states that only a commitment to a process of continual improvement truly
    rewards. A company cannot expect to ignite and feed a quality revolution from which it will prosper for
    all time. Instead, it must adopt an evolutionary philosophy; such a philosophy prevents stagnation and
    arms the company for the uncertain future. Part of the evolutionary mentality is to abandon practices
    that, despite their obvious short term benefits, ultimately detract from the company's effectiveness.
    Point number four specifically warns against this scenario: the purchasing department of a company
    consistently patronizes those vendors who offer the lowest prices. As a result, the company often
    purchases low quality equipment. Dr. Deming urges companies to establish loyal ties with suppliers of
    quality equipment.
    Point five condemns mass inspection procedures as inefficient; a product should be monitored by the
    workers, throughout the assembly process, to meet a series of quality standards. In the long term, the
    use of better equipment and a more intense worker-oriented method of inspection will markedly
    improve productivity and lower costs. In order to accomplish these goals, a company must develop a
    consistent, active plan that involves its entire labor force in the drive toward total quality.
    Cooperation- Dr. Deming based his new business philosophy on an ideal of cooperation. In order to
    fulfill its own potential, a company must harness the power of every worker in its employment; for that
    reason, the third point bars shoddy workmanship, poor service, and negative attitudes from the
    company.
    Theory of Profound Knowledge -- In order to promote cooperation, Deming espouses his Theory of
    Profound Knowledge. Profound knowledge involves expanded views and an understanding of the
    seemingly individual yet truly interdependent elements that compose the larger system, the company.
    Deming believed that every worker has nearly unlimited potential if placed in an environment that
    adequately supports, educates, and nurtures senses of pride and responsibility; he stated that the
    majority--85 percent--of a worker's effectiveness is determined by his environment and only minimally
    by his own skill.
    A manager seeking to establish such an environment must:
    employ an understanding of psychology--of groups and individuals.
    eliminate tools such as production quotas and sloganeering which only alienate workers from their
    supervisors and breed divisive competition between the workers themselves.
    form the company into a large team divided into sub-teams all working on different aspects of the same
    goal; barriers between departments often give rise conflicting objectives and create unnecessary
    competition.
    spread profit to workers as teams, not individuals.

    eliminate fear, envy, anger, and revenge from the workplace.


    employ sensible methods such as rigorous on-the-job training programs.
    In the resulting company, workers better understand their jobs--the specific tasks and techniques as well
    as their higher value; thus stimulated and empowered, they perform better. The expense pays for itself.
    The ideas of W. Edwards Deming may seem common or obvious now; however, they've become
    embedded in our culture of work. Dr. Deming's ideas (and personal example) of hard work, sincerity,
    decency, and personal responsibility, forever changed the world of management. "It is not enough to
    just do your best or work hard. You must know what to work on."- W. Edwards Deming

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