Quality Guru Philosophies Comparison December 10, 2018 – Posted in: Buy Essay Cheap Online

Quality Guru Philosophies Comparison

Over the past decades, different philosophers have developed a myriad of propositions within the field of quality management (Aole & Gorantiwar, 2013). Their contributions have been significant in improving the efficiency and productivity of various production processes as well as the quality of goods and services. Moreover, the philosophers’ insights into quality management offer a good understanding of the principles of quality management (Aole & Gorantiwar, 2013). For instance, the proposition that quality is a responsibility of the entire company instead of the quality department is a quality management principle applied in today’s organizations. Deming, Juran, Crosby, and Ishikawa are considered the pioneers of project quality management. These philosophies are available to all managers to striving to assess the quality and appropriateness of systems within a company. This paper compares and contrasts the theories by Deming and Crosby, their contributions in quality management practice, how the preferred philosophy has influenced my personal life, as well as a recommendation to organizations.

Similarities and Differences

Similarities

Both Deming’s and Crosby’s philosophies of quality management have a myriad of similarities. Both the theories determine the quality an organization needs to achieve in regards to different quality aspects. For example, Deming provides a 14 point program for assessing and implementing quality while Crosby recommends emphasizing on behavioral quality aspects on management processes to change the culture as well as attitudes within the organization rather than depending on statistical methods. Thus, both the philosophies are based on the premise of quality improvement within an organization.

Both the philosophers emphasize commitment to quality as a primary management principle of organizations and continued involvement of the top management of an organization. Deming opined that commitment to quality must emerge from both the senior management as well as the employees. The philosopher suggested that commitment to excellence coupled with effective management were critical to combating the seven deadly diseases of management. Therefore, he emphasized the significance of communicating quality messages to all employees as well as cultivating a culture of total quality management. Similarly, Crosby argued that commitment must be from the top management and communicate their understandings downstream to the employees through written policies.

Both Deming and Crosby consider quality improvement as a continuous process. Deming’s approach emphasizes the continuing and never-ending nature of the process of improvement. For instance, the never-ending improvement process in manufacturing requires work to be executed continuously with the suppliers to improve the processes. The Deming cycle illustrates the continuity of the quality management process. Crosby developed the fourteen steps to quality improvement. The fourteenth step involves repeating all the other thirteen steps to demonstrate that quality improvement is a continuous process.

Differences

Although Deming and Crosby’s philosophies are similar in many ways, they differ significantly regarding different aspects. From a recognition and awards perspective, Deming opined that organizations must eliminate the impediments to the pride of artistry by allowing all the employees of the organization to take pride of their jobs without a rating or comparing them. Based on this view, employee performance appraisal is considered a major bottleneck of success. Therefore, the management should design ways of motivating their workforce by building trust and effective leadership instead of slogans. On the contrary, Crosby argues that organizations must develop award programs to acknowledge best performing employees. According to the philosopher, people appreciate the recognition of performance, hence will always continue to support the programs even if they do not participate.

The philosopher also disagrees regarding goal setting within organizations. Deming Crosby argued that employees always want goals that they would like to achieve. Hence, goal setting is an essential phase of quality management as it would help staff to learn to think about meeting specific goals and accomplishing their work. Contrarily, Deming argued that setting goals encouraged production output and low quality. Thus, one of his principles was to eliminate numerical targets and look at how the processes are conducted.

Based on the similarities and differences analysis, it is evident that although Deming and Crosby agree on some quality management principles, they disagree on some aspects.

Contributions in Practice

Total quality management gurus have made significant contributions in practice. According to Neyestani (2017), these quality experts had substantial roles in expanding and transforming the concept of quality in production. Deming is considered one of the prominent gurus in the U.S. and Japan and is best known for “Deming Cycle”, his “Fourteen Points”, and “the Seven Deadly Diseases” (Neyestani, 2017, p.3). Deming believed that his fourteen principles of quality management provide an excellent direction for organizations to enhance quality and minimize costs since low-quality results in rework, defective products, as well as compromises the company’s capacity for effective competition within the industry. He put more emphasis on the importance of reinforcement of the top management and the employees in combating the seven deadly diseases of management. He noted that the diseases cause adverse problems and challenges to an organization and that each disease was an impediment to implementing his strategy.

Similarly, Crosby is well known for the concept of “Zero Defect”. The guru argued that efficiency in quality management relied on preventive systems as well as that mistakes occurring as a result of insufficient knowledge and employees’ sensitivity in the company (Neyestani, 2017). He proposed that prevention mechanisms such as enhancing attention and awareness of employees, costs reduction, and focus on controls instead of inspection strategies were fundamental for quality improvement. He also emphasized the role of management in quality improvement. Crosby’s five levels of quality management maturity can be used to evaluate progress in management understanding, attitudes, company status, and quality costs. The levels are uncertainty, awakening, enlightenment, wisdom, and certainty (Neyestani, 2017).

Preferred Quality Philosophy

Deming’s proposition is the preferred quality philosophy that I believe has significantly impacted today’s business environment. His quality management principles can be applied by the modern business to gain a competitive edge, increase the efficiency of their processes, as well as increase productivity. For instance, Deming believed that high quality costs less compared to the low quality. This is true since contemporary consumers are more informed and knowledgeable in making their purchase decisions. They seek high-quality products at affordable costs. It means that companies must develop means of improving the quality of its products that would appeal to their customers. To this end, Deming argues that quality must be built into the products at all phases of development and production vital to achieving excellence (Umble, 2000).

Deming’s philosophy regarding the needed managerial changes fundamental to achieving quality has transformed management practices within the manufacturing and service sectors globally. In particular, the 14 point philosophy has had far-reaching implication in the global business world. In its entirety, the 14 points guide management to the significance of building customer awareness, minimizing variation, and cultivating continuous change and quality improvement throughout the company. Besides, with the intensifying competition, dynamic consumer behaviors, and industry transformation, organizations can leverage the power of Deming’s quality management philosophies.

Influence on Personal Life

Quality management philosophies are critical to organizational success. However, these philosophies also shape and influence the personal lives of individuals besides benefiting organizations, particularly Deming’s philosophy. The philosophy has strengthened and shaped my philosophy of continuous improvement. Since Deming believed that quality improvement is a continuous process, I always strive to improve my performance in all aspects of my life including academics and the workplace. It has formed the premise of my philosophy for excellence.

Another aspect of Deming’s philosophy that has influenced my life regards transformation. According to Deming, by being open to change, a company positions itself to transformation. I believe that in today’s competitive and rapidly changing business and professional environments, flexibility and openness to change plays a vital role. The dynamic nature forces organizations to seek individuals with a mix of skills and expertise that can add value and improve quality within the organizations. Thus, I am always open to any paradigm shifts within the workplace and life to adopt promptly and appropriately.  

Recommendation

Although Deming does not provide details of how to effect a change within an organization, it provides an excellent framework and insight that companies can adapt to drive change and improve their processes. Thus, his propositions have a profound influence on the businesses worldwide. From a practical standpoint, implementing the 14 points can help an organization to affect quality improvement in business processes. It is imperative to note that these principles can apply to any organization regardless of their size or nature of business as well as any organizational processes or suppliers. Leadership, commitment, and improvement represent the key organizational aspects when trying to adopt Deming’s philosophy. These aspects are critical in today’s competitive business environment and industry transformations. Moreover, the viability of the long-term benefits of implementing this philosophy will rely on the time the management spends to ensure the workforce have the right resources to satisfy the customer demands.

Conclusion

Deming and Crosby developed some of the best quality management propositions that are applicable today. Although these quality experts differed in some aspects like goal-setting and rewarding, they agreed on some management principles like top management commitment, quality, and quality improvement as continuous and non-ending. They have contributed significantly to today’s business practice through their principles that business adopts for quality improvement. Moreover, Deming has shaped my philosophy, and I believe that change is an inevitable aspect of life that requires us to adjust accordingly. Today’s organizations can adopt Deming’s propositions such as the 14 points to improve the quality of their systems and processes.

Reference

Aole, R., &Gorantiwar, V. (2013). Quality Gurus: Philosophy and Teachings. International Journal of Research in Aeronautical and Mechanical Engineering, 1(8), 49.

Neyestani, B.(2017). Principles and Contributions of Total Quality Management (TQM) Gurus on Business Quality Improvement. Munich Personal RePEc Archive. Retrieved https://mpra.ub.uni-muenchen.de/77282/Umble, E. J. (2000).Quality: The Implications of Deming’s Approach. In Encyclopedia of Production and Manufacturing Management (pp. 621-627). Springer, Boston,

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