Quality Gurus
COMPARING THREE QUALITY MANAGEMENT GURUS
W. Edwards Deming
Joseph M. Juran
Philip B. Crosby
Prepared by: Abdelatif Hegazy Director Quality TECOM Investments
Tel: +971 4 3913239 Fax: +971 4 3918777 Mobile: +971 50 4670973
A member of DUBAI HOLDING www.dubaiholding.com
FOREWORD
Many organizations worldwide are focusing today on quality to restore their competitive edge. We know now that an emphasis on quality improves overall productivity and reduces costs.
Business people used to think just the opposite; that quality costs and that they have to create products of high quality. As a result organizations emphasized productivity at the expense of quality and began to lose many of customers as competition increased.
After World War II, many quality experts to slowly cause a “Paradigm Shift” to everybody in the global marketplace introduced some revolutionary ideas to the world. To name but few, W. Edwards Deming, Philip B. Crosby and Joseph M. Juran.
OBJECTIVE
To cover the background and ideology of the 3 Quality Gurus (Deming, Juran & Crosby) who contributed to the Quality Science and undertakes some aspects of their methodologies in order to highlight the commonality and differences between the 3 approaches.
SCOPE
The reports will include the following:
1. Research Methodology
2. Introduction
3. 3 Experts on Quality
4. Gurus define Quality
5. Gurus Basic Principle
6. The three approaches: Commonality & Differences
7. Summary
8. Conclusion
9. References
1. RESEARCH METHODOLOGY
Due to the tremendous information regarding the three Quality Gurus in addition to the diversity of books that tackles the Gurus’ methodology and achievements, this report is based on an integrated approach in research. The utilised tools and techniques encompass qualitative and quantitative approaches.
2. INTRODUCTION
W. Edwards Deming
Joseph M. Juran
Philip B. Crosby
Prepared by: Abdelatif Hegazy Director Quality TECOM Investments
Tel: +971 4 3913239 Fax: +971 4 3918777 Mobile: +971 50 4670973
A member of DUBAI HOLDING www.dubaiholding.com
FOREWORD
Many organizations worldwide are focusing today on quality to restore their competitive edge. We know now that an emphasis on quality improves overall productivity and reduces costs.
Business people used to think just the opposite; that quality costs and that they have to create products of high quality. As a result organizations emphasized productivity at the expense of quality and began to lose many of customers as competition increased.
After World War II, many quality experts to slowly cause a “Paradigm Shift” to everybody in the global marketplace introduced some revolutionary ideas to the world. To name but few, W. Edwards Deming, Philip B. Crosby and Joseph M. Juran.
OBJECTIVE
To cover the background and ideology of the 3 Quality Gurus (Deming, Juran & Crosby) who contributed to the Quality Science and undertakes some aspects of their methodologies in order to highlight the commonality and differences between the 3 approaches.
SCOPE
The reports will include the following:
1. Research Methodology
2. Introduction
3. 3 Experts on Quality
4. Gurus define Quality
5. Gurus Basic Principle
6. The three approaches: Commonality & Differences
7. Summary
8. Conclusion
9. References
1. RESEARCH METHODOLOGY
Due to the tremendous information regarding the three Quality Gurus in addition to the diversity of books that tackles the Gurus’ methodology and achievements, this report is based on an integrated approach in research. The utilised tools and techniques encompass qualitative and quantitative approaches.
2. INTRODUCTION
References: Definitions extracted from his writings (Lowe & Mazzeo, 1986, Out of the Crisis) reflect this emphasis on quantitative methods, the application of which results in products having: A The difficulty in defining quality is to translate future needs of the user into measurable characteristics, so that a product can be designed and turned out to give satisfaction at a price that the user will pay (Deming, 1986, p. 169). CROSBY To Crosby, quality means conformance to requirements (Crosby, 1979). A. System of Profound Knowledge Deming states: “Without profound knowledge, management action can cause ruination (Deming, 1989, revised 1991) A system is a series of functions or activities within an organization that work together for the aim of the organization (Deming, 1989, revised 1991).