The Philosophy Of Quality Management

The Philosophy Of Quality Management
1.0 Introduction
Quality management is defined as management activities and functions involved in determination of
quality policy and its implementation through means such as quality planning and quality assurance
(including quality control), which also called total quality management (TQM) (Business
Dictionary). Total Quality Management (TQM) is a comprehensive and structured approach to
organizational management that seeks to improve the quality of products and services through
ongoing refinements in response to continuous feedback. (Search CIO)
Philosophy of quality management
W Edwards Deming placed great importance and responsibility on management, at both the
individual and company level, believing management to be responsible for 94% of quality problems.
His fourteen–point plan is a complete philosophy of management, that can be applied to small or
large organizations in the public, private or service sectors. (Deming, 2000). Deming's wheel /
PDCA cycle is a problem solving tools adopted by firms engaged in continuous improvements.
(Gomes) (See more on appendix 1)
Dr. Joseph M Juran developed the quality trilogy – quality planning, quality ... Show more content
on Helpwriting.net ...
In addition, it includes creating and implementing quality planning and assurance, as well as quality
control and quality improvement (Investopedia, n.d.). This is to ensure that an organization performs
consistently, along with their product and service produced. According to the book Project Quality
Management: Why, what and how by Kenneth Rose, it stated that quality management breaks down
into four components, mainly quality planning, quality control, quality assurance and quality
improvement. There are a few methods of quality improvement which are quality function
deployment (QFD), total quality management (TQM), Toyota Production System (TPS), quality
circle and Kansei
... Get more on HelpWriting.net ...

Management Philosophy Comparison
Running head: MANAGEMENT PHILOSOPHY COMPARISON
Management Philosophy Comparison
Management philosophies
MGT716
June 15, 2009
Management Philosophy Comparison "Management aims to accomplish group purposes with the
least expenditure of material or human resources" (Koontz, 1969, p. 415). The term management
philosophy seems almost oxymoronic in that they appear to work toward different results. The goal
of management should be to improve the organization. (Kirkeby, 2000) suggest that the objective of
management has always been the goal of making the group, institution, organization, or nation, into
the strongest organism possible. Triumph, subjugation, gaining strength, and survival are all
priorities of management. ... Show more content on Helpwriting.net ...
All of these examples and many others function and are produced at a higher rate of efficiently due
to Scientific Management. Frederick W. Taylor born on March 20, 1865 considered "the father of
Scientific Management". He strongly campaigned for less human interaction and more machine
driven production, even going on to say "In the past the man has been first; in the future the system
must be first" (Worthy, 1959, p. 73). One of the driving factors for Taylor's scientific management
was that he believed the industrial management of his day was run by individuals that had no
professional amplitude Deming suggested that "management could be formulated as an academic
discipline, and that the best results would come from the partnership between a trained and qualified
management and a cooperative and innovative workforce" (Weisbord, 1987, p. 9). "Taylorism"
became the first big management fad. Taylor 's scientific management consisted of four principles
(Weisbord, 1987): 1. Replace rule–of–thumb work methods with methods based on a scientific study
of the tasks. 2. Scientifically select, train, and develop each employee rather than passively leaving
them to train themselves. 3. Provide detailed instruction and supervision of each worker in the
performance of that worker 's discrete task. 4. Divide work equally between managers and workers,
so that the managers apply scientific management principles to planning the work and the workers

Plan Do Check Act ( Pdca )
Plan–Do–Check–Act (PDCA) Throughout history there has been development and implementations
of methodologies that will allow faster dissemination of quality control. Some methods and tools
have provided knowledge and sustainability to the system more than others. This is the case of
PDCA initially introduce by Dr. Walter Shewhart in the 1920's and revolutionize by Dr. W. Edwards
Deming in 1950's as a methodology to increase quality. Deming introduce Plan–Do–Check–Act
cycle as a learning and improvement methodology (Ransom, 2008). Under this methodology
Deming emphasize on the importance of continuous improvement and visualizing the
manufacturing industry as a system that can be improve. Ever since the introduction of PDCA cycle
other performance enhance methodologies after this one have some basic relation to PDCA. PDCA
is broken down in steps as means to make it easy for practitioners to implement. First we start with
P, which stands for "Plan". Under this phase objectives, questions, predictions, and plans to
implement the cycle takes place (Who?, What?, When?, and Where?) (Ransom, 2008). Second we
move to "Do," this phase is specifically developed for the purpose of education, plan
implementation, documentation of problems and observations, and data analysis. At this stage the
team using this cycle can change, try out, expose, and/or cancel the plan if there is evidence that will
make it unsuccessful. Next we move to the third phase "Check" under this par, plan

Total Quality Management: Ability to Deliver High-Quality...
Total quality management (TQM) is the organization–wide effort to install and make permanent a
climate in which it continuously improves its ability to deliver high–quality products and services to
customers. While there is no widely agreed–upon approach, TQM efforts typically draw heavily on
the previously–developed tools and techniques of quality control. As a business phenomenon, TQM
enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by
ISO 9000, Lean manufacturing, and Six Sigma
Features
There is no widespread agreement as to what TQM is and what actions it requires of organizations,
[7][8] however a review of the original United States Navy effort gives a rough understanding of
what is ... Show more content on Helpwriting.net ...
TQM is only one of many acronyms used to label management systems that focus on quality. Other
acronyms include CQI (continuous quality improvement), SQC (statistical quality control), QFD
(quality function deployment), QIDW (quality in daily work), TQC (total quality control), etc. Like
many of these other systems, TQM provides a framework for implementing effective quality and
productivity initiatives that can increase the profitability and competitiveness of organizations.[4]
DMAIC
The DMAIC project methodology has five phases:
Define the system, the voice of the customer and their requirements, and the project goals,
specifically.
Measure key aspects of the current process and collect relevant data.
Analyze the data to investigate and verify cause–and–effect relationships. Determine what the
relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of
the defect under investigation.
Improve or optimize the current process based upon data analysis using techniques such as design of
experiments, poka yoke or mistake proofing, and standard work to create a new, future state process.
Set up pilot runs to establish process capability.
Control the future state process to ensure that any deviations from target are corrected before they
result in defects. Implement control systems such as statistical process control, production boards,
visual workplaces,

Total Quality Management : An Organization
Total Quality Management is a management approach to the way an organization conducts business.
It focuses on the long term success of the company through customer satisfaction (Lyle, 2013).
Continued improvement is viewed as a process, not a short term goal (WebFinance, Inc., 2015).
Total Quality Management encompasses the value of the customer, and puts quality first. The level
of quality is determined by the customer, and is called customer–defined quality (Reed & Sanders).
Total Quality Management was created and has evolved around the quality of every aspect of a
company. Quality is not easily defined. People can have different opinions about what quality is or
the level of quality that is needed. To further complicate the matter, the quality meaning has changed
over time. Manufacturing and servicing companies, have different measurements of quality. The
manufacturing company bases its quality off of tangible products. One way of measuring quality in
a tangible item is conformance, or a preset order of specifications. Some other common ways
manufacturing company's value quality is durability, performance, features, serviceability, and
features. Servicing companies offer an intangible product that cannot be touched or seen. Defining
quality can be difficult with services. Since services is an experience, perception defines the quality
of services (Reed & Sanders). Time and consistency are very important perceptual factors for
measuring quality in a

Deming 14 Point
{text:bookmark–start} Describe the quality efforts that have been applied to your organizational unit
(including any ISO or QS certification programs) and assess the effectiveness of these efforts using
Deming 's 14 points. To accomplish this, you should carefully analyze your organizational unit in
regard to each of Deming 's 14 points, examining each point individually and noting what your
organizational unit is doing in response to each of these points. Based on your analysis, develop a
plan to address any shortcomings in the quality effort. Include the plan in your paper. This paper is
due at the end of Week Three of the course. Content, style, and grammar are all important to the
grade. Well–written papers with excellent ... Show more content on Helpwriting.net ...
10."Eliminate slogans". Another central TQM idea is that it 's not people who make most mistakes –
it 's the process they are working within. Harassing the workforce without improving the processes
they use is counter–productive.
11."Eliminate management by objectives". Deming saw production targets as encouraging the
delivery of poor–quality goods.
12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker
satisfaction.
13."Institute education and self–improvement". 14."The transformation is everyone 's job".
*
Deming has been criticised* for putting forward a set of goals without providing any tools for
managers to use to reach those goals (just the problem he identified in point 10). His inevitable
response to this question was: "You 're the manager, you figure it out."
"Out of the crisis" is over 500 pages long, and it is not possible to do full justice to it in a 600 word
article. If the above points interest you, we recommend the book for further information. Web sites:
These web sites have a great overview of Deming's 14 points This is the web site for the Deming
Institute http://www.deming.org Workplace–Oriented Applications Paper {text:bookmark–end} Due
at the end of Week Seven, this assignment requires the student to analyze the operations of his/her
current workplace and represents a comprehensive assessment of

The Man Who Helped Shape The World
The father of quality evolution, the man who helped shape the world, William Edwards Deming,
was born on the month of October 14, 1900 in the city of Sioux, Iowa. His family raised him in this
city until they moved in Polk City, Iowa when he was four years old. After two years of living in
Polk City, the family again moved to Cody, Wyoming. Then, There was a homestead program that
gave out a free land in 40 and 80 acres plots as part of a major irrigation project in Powell,
Wyoming. They had to move again, after two years, for this reason. At that time, the first four years
living at a tarpaper shack was a struggle for them to live life and move on with their daily tasks
because of the tough situation that they are facing. Deming started working odd jobs as young boy
in order for him to save up money for the everyday expenses of the family.
In 1917, W. Deming was a student who attended the University of Wyoming (UW), finishing
engineering major. Few years after, he finally earned his Bachelor's degree in 1921 by supporting
himself and doing all kinds of work, such as janitorial work, working in a dry cleaner, a soda jerk at
a local drug store, and several other jobs. After graduation, Deming stayed in UW to teach
engineering while studying mathematics at the same time. In 1922, he became an assistant professor
in Physics at the Colorado School of Mines. During summertime, he took classes at the University
of Colorado for his Master's degree in Mathematics and Physics that he

The Dream Team Of Quality Management
W. Edwards Deming and Joseph Juran, at times are considered the Dream Team of quality
management in the workplace. "Along with Edward Deming and Joseph Juran, Crosby forms the
troika of management gurus who made quality the buzzword in corporate USA, Europe and Japan in
the 1970s and 1980s." MANAGEMENT: Beyond zero–defects. (1998) W. Edward Deming, Joseph
Juran and Philip Crosby at one time or another have been described by the Japanese as being among
their greatest teachers in the quality control movement. "As with any specialty, the TQM field is
populated by hundreds of experts, self–proclaimed and otherwise, whose publicists refer to them as
"internationally known consultants." For the bluffer 's purposes, however, there are only five names
worth committing to memory: Deming, Juran, Feigenbaum, Philip B. Crosby and Kaoru Ishikawa."
Zemke, R. (1993) W. Edwards Deming an icon of the "quality" movement, an American statistician,
educator, and consultant, whose advocacy of quality–control methods in industrial production aided
Japan's economic recovery after World War II and spurred the subsequent global success of many
Japanese firms. Deming arrived in Japan to assist United States military occupation forces prepare
for the 1951 census. While there, he met and socialized with members of the Union of Japanese
Scientists and Engineers, Japan 's most important quality control organization. Ichiro Ishikawa, the
president of the Federation of Economic

An Introduction to Total Quality Management
Introduction
The name 'Federal Express' is synonymous with quality. It is recognized that the Federal Express
Company a world leader in transportation area and information field. Federal Express can deliver
packages overnight to almost anywhere in the world. Simultaneously, people can track packages at
any time so that they can know where their goods are. (Neff & Citrin, 2001) As the good quality and
services Federal Express provided, people like it, trust it and make it universally. Thus, a distinctive
quality is vital to every organization at present if you want to have bigger market share in the world.
However, how could people achieve it?
Quality management is an excellent method to resolve it. In the following parts, this ... Show more
content on Helpwriting.net ...
There are a large number of people who contributed to the development of the extensive concepts
that are wised up as total quality. This part will mainly introduce three contributors who are W.
Edwards Deming, Joseph M. Juran, and Kaoru Ishikawa.
 W. Edwards Deming
The first contributor is Deming. His method strives to 'delight customers', which is an approach that
is briefly and wisely depicted by 'the Joiner Triangle'. (Watson & Howarth, 2011) As the following
points, there are three main concepts and contributions of Deming:
a) The Plan, Do, Check, Act (PDCA) Cycle–an approach for resolving problems;
b) Deming Fourteen Points–key ideas for business to survive
c) Seven Deadly Diseases
 Joseph M. Juran
Juran quality focuses on 'fitness for use or purpose'. (Watson & Howarth, 2011) On a basis of this,
Juran published On Planning for Quality. 'Quality does not happen by accident, it must be planned'
is a major idea of Juran – planning which is just one component of his 'Quality Trilogy' that consists
of three main parts: Quality Planning, Quality Control and Quality Improvement.
 Kaoru Ishikawa
Professor Kaoru Ishikawa is famous as 'Father of Quality Circles', (Bank, 2000) which is because
his two significant concepts – 'companywide quality control'

The Application Of Measuring And Improving Quality
American Quality Experts
The application of measuring and improving quality in the United States have been heavily
influenced by four individuals. This paper will examine the contributions and theories of Walter
Shewhart, W. Edwards Deming, Philip Crosby, and Joseph Juran. Finally, these theories will be used
to develop a proposal for a quality monitoring system for the Pharmacy Department at Munson
Medical Center.
Quality Experts
Walter Shewhart Walter Shewhart, Ph.D., earned both a bachelor's and master's degree from the
University of Illinois (Brombacher & Montgomery, 2011). He then went on to the University of
California at Berkley where he earned his doctoral degree in physics. Shewhart developed a theory
of variability that ... Show more content on Helpwriting.net ...
This is a technique for learning and improvement containing four phases, plan, do, study and act. An
interesting insight into the basis for this idea is that there is no knowledge with interpretation of data
(Mauleon & Bergman, 2009). Nearly 50 years after his death, researchers are continuing to
incorporate Shewhart's principles in an effort to improve quality in healthcare. In a recently
published paper, control charts were used to identify patients who developed adverse outcomes
following elective colon resection (Fry, Pine, Jones & Meimbah, 2012). These patients may have
experienced a special cause variation resulting in an increased length of stay in the hospital. An
awareness of the factors that may contribute to the occurrence of these variations may lead to
improved outcomes and decreased costs.
W. Edwards Deming William Edwards Deming earned his bachelor degree in electrical engineering
from the University of Wyoming. He subsequently earned his master's degree as well as his doctoral
degree in mathematics and physics from the University of Colorado and Yale, respectively. This
background in science and mathematics served as his foundation for statistics. Deming worked
extensively in Japan after World War II and was recognized by the Deming Application Prize
awarded by the Japanese Union of Scientists and Engineers (Evans, 2014).
Deming defined

Dr. W. Edwards Deming Was Born October 14, 1900 In Sioux
Dr. W. Edwards Deming was born October 14, 1900 in Sioux City, Iowa. He grew up on a 300–acre
farm near Des Moines, Iowa with his parents and brother. Until 1906, when the Deming Family
relocated to Wyoming where they resumed farming and growing crops. In part to the farming
lifestyle the Deming's had, Dr. Deming grew to be quite frugal and was opposed to of any kind of
waste. His demeanor was likely a result of the hard economic times in the early to mid–1900's as
well. Three years after the Deming's took residence in Wyoming, their Daughter was born. Dr.
Deming was able to attend college by working various jobs to pay his tuition. He earned his
Bachelor of Science degree in Engineering from the University of Wyoming in 1921. He ... Show
more content on Helpwriting.net ...
to assist and improve their businesses and industries. He also earned a multitude of prestigious
awards and gained memberships to notable organizations. In 1982, Deming published his book,
"Out of the Crisis", which "offers a theory of management based on his famous 14 Points for
Management and shows how American companies require nothing less than a transformation of
management style and of governmental relations with industry. In simple, direct language, he
explained the principles of management transformation and how to apply them." Deming lived until
December 20, 1993. His legacy remains through his Deming Principles. Deming has fourteen key
principals. They can be applied to many different types of business. Deming has designed the
process to continually approve. The fourteen key principals are: 1. Creating consistency of purpose
to continue to drive performance. 2. Western management must adopt the new philosophy and take
on the leadership for change. 3. Quality must be built in to the initial process. We must eliminate the
need for quality inspections by building quality into the initial structure. 4. Minimize total cost by
moving towards a single supplier for any one item, and concentrate on a long–term relationship of
loyalty and

William Edwards Deming 's Life And Accomplishments
Introduction:
On October 14, 1900, William Edwards Deming was born in Sioux City, Iowa. He was the son of a
farmer. In 1907 his family moved to Wyoming, to farm land that was part of a government program,
but was disappointed because the land was useless for his father's intentions: farming. His family
was very poor. Rarely was there money for heat or food. (Deming: Biography", 2000).
Deming's parents believed in being educated. He earned a Bachelor's Degree in electrical
engineering from the University of Wyoming. He received his Master's Degree at the University of
Colorado. He received his Ph.D. in mathematics and physics from Yale. ("Deming: Biography",
2000). William Edwards Deming's became successful in the United States, ... Show more content on
Helpwriting.net ...
The success or failure of a company is the obligation of the entire organization as a whole. (Deming,
2004) In his book, Out of the Crisis, he presents 14 key principles for management to follow to
improve the success of any business or any organization. His principles are below: (Deming, 1987)
1. Create constancy of purpose toward improvement of product and service. Always aiming to
remain competitive, stay in business and provide jobs. Strive towards being Excellent.
2. Adopt the new philosophy. "We are in a New Economic age". Change is good. In order for
business to grow and be successful you have to change with the times.
3. Cease dependence on inspection to achieve quality. If you produce a quality product initially the
need for inspection on a mass basis becomes unnecessary.
4. End the practice of awarding business on the basis of price tag. Build a long–term relationship of
loyalty and trust with your supplier by using a single supplier.
5. Always strive to decrease costs, by constantly improving the production and service system.
6. Establish training on the job.
7. Supervisors should help people, gadgets and machines to do a better job. Leadership is
mandatory.
8. So that everyone works effectively for the company, drive out fear. Employees should want to try
to do better. Failure is okay as long as something is learned and gained from the failure.
9. Everyone and every department must work as a team.
10. Substitute

Management Theory Essay
Management Theory
The purpose of management is to utilize personnel, assets, and resources to complete a set of tasks
in an effective and efficient manner. Managers have their own styles when managing projects and
personnel, and many theories have been made since the nineteenth century to determine the best
practices. In the nineteenth century during the Industrial Revolution, as employment in businesses
grew, the need for management increased. Large business owners found a need for theory
management in the workplace in order to effectively and efficiently produce results. Management
became a profession as these theories became common–place in the workforce (Goddard, 2009).
Dr. W. Edwards Deming
Dr. W. Edwards Deming is considered ... Show more content on Helpwriting.net ...
Dr. Juran's work in quality management was instrumental in the development of the widely
practiced Six Sigma and Lean manufacturing methodologies (Bunkley, 2008).
Dr. Juran consulted with multiple companies to help with improving the quality of their products.
He found that even though the businesses were different, they had similar quality problems. In 1964,
he wrote the book Managing Breakthrough which identified a universal process for improving
quality (Juran, 2004).
Dr. Juran found that the manager provides two basic functions; to create change (breakthrough) or
prevent change (control), and the process is universal. By following the same steps in either
situation, the manager will have a quality end product (Juran, 1964/1995).
Carly Fiorina
Carly Fiorina served as Chief Executive Officer (CEO) at Hewlett–Packard (HP) from 1999–2005,
and was considered one of the most powerful women in business. She was appointed as CEO of HP
during the decline of the tech boom, at a time when making money in the technical industry was
very difficult. She knew there must be radical changes made in order to survive, which meant she
would need to take risks. She had a vision for HP and was not afraid to sell it to the board members.
In 2001, HP acquired Compaq and became the world's largest personal computer manufacturer
(Fiorina, 2006).
Management philosophy.
Fiorina's management philosophy while at HP was to take risks. When she arrived at HP, the
management climate

Research Paper On Deming
Jessica Molina
MLT 325W
Phase 2 Research paper
W. Edward Deming was an American statistician. He created a quality method system/quality
management. His philosophy of quality focus on reducing uncertainty and variability. Deming
introduced Total Quality Meth to the Japanese rising industries first and then later on applied to
American industries, more specifically laboratory management. This method of management
approached centered on quality aimed at long term success through customer services. As a result,
this improved performance, schedule, quality of work and product, lowered cost, and overall the
efficiency in business. Another way of explaining his philosophy is to say that one should manage
for the continual improvement of processes and systems in the work environment. This philosophy
is applied towards improving services in the laboratory. ... Show more content on Helpwriting.net ...
One of Deming methods that helped improve quality services in the lab is the Deming cycle. For
instance, the Deming cycle can be applied whenever a clinical laboratory manager wants to figure
out why there's delays in processing and receiving lab results to patients and doctors and most
importantly what can be done to eliminate the problem. To break this down the Deming cycle
involves four steps in improving lab services and finding a method to eliminate the problem. The

Analysis Of Lean Mfd, By W Edwards Deming And The Deming...
6. PDCA
One of the most important tool in Lean mfd. is the PDCA (Plan–Do–Check–Act Cycle).
This is often termed as the Deming Cycle or the Deming Wheel after its founder,
W Edwards Deming.
Deming was one of the creators of the quality management approach that is followed by many
present industries.
He also introduced the manufacturing world to statistical process control techniques which was very
effectively used by the Japanese at that time, who used them with great success.
According to him if the production processes are defined clearly, the quality of the finished product
will increase considerably.
And therefore, the PDCA Cycle was an approach built to change the problem–solving way followed
by the industries, was very much ... Show more content on Helpwriting.net ...
 Initialize a small–scale project based on the nature of your problem
Our section on Practical Creativity includes several tools that can help you generate ideas and
solutions. Our section on Decision Making includes a number of tools that will help you to choose
in a scientific and dispassionate way between the various potential solutions you generate.
Step 3: Check In this phase, the effectiveness of the pilot solution is measured, and information is
recorded. This information is then used to make the solution even better.
Depending on the success of the solution and the number of areas for improvement found, one may
decide how many times the "Do" and "Check" phases should be repeated, to find more effective
solution.
Once a satisfied solution is found that will outweigh the cost of benefits achieved by repeating the
Do and Check phases any more. We can finally move on to the final phase.
Step 4: Act
Now once you found an appropriate solution, its time implement the same.
However, the use of the PDCA Cycle doesn 't stop here.
If an organisation is using PDCA cycle as tool for continuous improvement, it can move to Phase 1
'Plan' to follow their goal of Continuous Improvement.

7.Kanban
A Kanban also termed as "pull" production system practices simple, visual signals to regulate the
motion of materials between work stations, as well as the manufacturing of new products to refill
those which are sent to the next work station.
A

Dr. W. Edwards Deming
DR. W. EDWARDS DEMING (1900–1993) Dr. W. Edward Deming is best known for reminding
management that most problems are systemic and that it is management's responsibility to improve
the systems so that workers (management and non–management) can do their jobs more effectively.
Deming argued that higher quality leads to higher productivity, which, in turn, leads to long–term
competitive strength. The theory is that improvements in quality lead to lower costs and higher
productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time
and materials. With better quality and lower prices, a firm can achieve a greater market share and
thus stay in business, providing more and more jobs. When he died in ... Show more content on
Helpwriting.net ...
American companies ignored Deming's teachings for years. In 1980, NBC aired the program "If
Japan Can, Why Can't We?," highlighting Deming's contributions in Japan and American companies
began to discover Deming. His ideas were used by major U.S. corporations as they sought to
compete more effectively against foreign manufacturers. As a consultant, Deming continued to
conduct Quality Management seminars until just days before his death in 1993. DEMING'S
SYSTEM OF PROFOUND KNOWLEDGE One of Deming's essential theories is his System of
Profound Knowledge, which includes appreciation for a system, knowledge about variation
(statistics), theory of knowledge, and psychology (of individuals, groups, society, and change).
Although the Fourteen Points are probably the most widely known of Dr. Deming's theories, he
actually taught them as a part of his System of Profound Knowledge. His knowledge system consists
of four interrelated parts: (1) Theory of Optimization; (2) Theory of Variation; (3) Theory of
Knowledge; and (4) Theory of Psychology. THEORY OF OPTIMIZATION. The objective of an
organization is the optimization of the total system and not the optimization of the individual
subsystems. The total system consists of all constituents–customers, employees, suppliers,
shareholders, the community, and the environment. A company's long–term objective is to create a
win–win

The Quality Of Total Quality Management
Total quality management, also known as TQM, which is an umbrella methodology drawing on
knowledge of the principles and practices of the behavioral sciences, the analysis of quantitative and
non–quantitative data, economic theories, and process analysis to continually improve the quality of
all processes. Three major contributors to the quality profession include: Walter A. Shewhart, W.
Edwards Demings, and Joseph M. Juran, who taught the concepts of controlling the quality and
managerial breakthrough. There are several common connections between the three contributors to
the quality profession. Shewhart mentored the latter two. Most of which, they adopted and reformed
much of Shewhart's work to expand and evolve their own studies. Shewhart's main focus was
finding economic ways to reduce costs by identifying problems sooner in the process variation and
by reducing the cost of inspection. Shewhart also created the process of Plan–do–check–act.
Deming adapted this philosophy into his own work. Deming's philosophy seen quality as the main
force for businesses and society to succeed and reported this philosophy as a chain reaction. This
also matched Shewhart's principle for quality among economics. Demings and Shewhart's
philosophies are similar because both preached the importance of adapting management processes to
create profitable situations for both businesses and consumers. However, the main difference is that
Deming emphasized the transformation

The Pros And Cons Of TQM
The main barriers to TQM practices References
Failure to incorporate quality management to all departments Harris, 1995 [83];Smith et al., 1994
[84]
Resistance of the workforce; inadequate use of empowerment and teamwork; failure to develop
employee participation Harris, 1995 [83]; Whalen and Rahim, 1994 [85]; Masters, 1996 [78];
Goetsch and Davis, 2010 [27]; Bohan, 1998 [86]
Lack of proper training and preparation Whalen and Rahim, 1994 [85]; Masters, 1996 [78]; Bohan,
1998 [86]; Burril and Ledolter, 1999 [87]
Inappropriate supervisory structure or culture of the firm for implementing TQM Whalen et al.,
1994 [85]; Masters, 1996 [78]; Mcabe et al., 1998; Burril and Ledolter, 1999 [87]
Lack of involvement and commitment of top management Baillie 1986 [88]; ... Show more content
to focus on meeting customer needs and organizational objectives."
[Abstract Besterfield D, Michna Besterfield C, Besterfield Glen and Besterfield–Sacre Mary Total
Quality Management (3rd Edition) (2002)]
The team of the organization that the TQM is implementing tries to take part in improving
processes, products, services as well as the culture which they work. This approach is inspired by
quality leaders such as Philip B Crosby, W. Edwards Deming, Kaonru Ishikawa and Joshep M.
Juran.
According to Deming TQM involves 14 principles.
1. Create constancy of purpose
2. Adopt a new philosophy of cooperation
3. Cease dependence on mass inspection to achieve

Dr. W. Edward Deming's Theory Of Management
Deming
Dr. W. Edward Deming is known for reminding management that most problems are systemic and it
is management's responsibility to enhance the system in order to for the workers to do their job in a
more effective way. Deming state that higher quality leads to higher productivity, as a result leads to
long term competitive strength. The theory is that improvements in quality lead to lower costs and
high productivity because they result in less rework, fewer mistakes, fewer delays, and better use of
time and materials. with better quality and lower prices, a firm can achieve a greater market share
and thus stay in business, providing more and more jobs.
Deming is best known for his theory of management as embodied in his 14 points. The ... Show
Crosby identified a period of enlightenment during which management becomes attuned to the
importance of quality. This enlightenment can be achieved through exposure to videos, books, and
seminars and by a sense of needing to respond to competitive challenges. A quality improvement
team is then established. This team consists of a member from each department within the
organization. Organizational quality measures are established a continually reviewed by the team.
Once quality related costs are evaluated. This effort is to be coordinated by the controller's office by
establishing the location of areas where corrective action would be most profitable. Crosby's 14
steps:
Make it clear that management is committed to quality
Form quality improvement teams with representatives from each department
Determine how to measure where current and potential quality problems lie
Evaluate the cost of quality awareness and personal concern of all employees
Take formal actions to correct problems identified though previous

Quality Gurus
As noted in the Kerzner textbook, many people have been responsible for the quality movement
with the leading contributors W. Edwards Deming, Joseph M. Juran, and Philip B. Crosby. Compare
and Contrast the three primary quality gurus and select one of these leaders and describe why you
feel his work has definitely contributed to project quality management. Build on the items presented
in the textbook in terms of their contributions and the comparison of the expert 's work. Discuss the
highlights of the quality Guru 's contribution. Note what you believe are the advantages and
disadvantages of this individual 's contributions. In your paper, describe why you selected this
particular expert over the other two since all three have been so ... Show more content on
Helpwriting.net ...
Even though Deming, Juran, and Crosby all have similarities between their key principles in quality
management there are several aspects that are different to the approaches. They all recognize the
importance of measurement to improve quality; however, the level of importance each emphasizes
is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming
does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers'
needs and expectations about a product or service is of higher importance to quality. He also
considers unknown costs such as the impact of lost customers to be more significant than visible
costs (Suarez, 1992, p.18).
Deming, Juran, and Crosby all define quality in different ways. Deming defines quality as a
continuous improvement and the ultimate goal is zero defects; however, he realizes an error free
product may not be economically feasible or practical (Kerzner, 2009, p. 880). Deming also states a
product or service is defined by the customer and quality is a relative term and will change based on
the customer's needs (Suarez, 1992, p.3)
Juran's definition of quality focuses 100% of the customer's satisfaction of the product. He stresses a
balance between product features and products free from deficiencies and believes a quality product
is free from deficiencies (Suarez, 1992, p.4). In order to achieve this

Essay about The Life and Accomplishments of William...
Abstract William Edwards Deming was known to many as one of the "Great Quality Pioneers." He
was born in Sioux City, Iowa and eventually became a statician. He attended school in a one room
school house where he got his education early. He studied with Walter Shewhart for many years and
used his theory of statistical control as the basis of his own work. He eventually went off to college
and ended up with his Doctorate degree. He made an impact on Japan helping them to get their
economy back together after WWII. After working in Japan he came back to the United States and
was professor at many different colleges. His big break in the United States was when he did an
interview on NBC showing the progress that he had made in Japan. After ... Show more content on
Helpwriting.net ...
After he received his bachelor's degree he stayed at the University of Wyoming where he became an
instructor in engineering and still studied math. Deming received his master's degree in 1924 at the
University of Colorado at Boulder to become a physics teacher there. He later attended Yale to finish
with his doctorate and worked at Western Electric where he learned of Walter Shewharts theory of
quality control. After studying with Shewhart for several years Deming used his theory of statistical
control as the basis of his own work. (Wikipedia). Deming was able to help the United States
Bureau of the Census in it first sampling experiment. Then during WWII the techniques that he used
for wartime production faded away and he ended up working in Japan after they lost the war to help
rebuild their economy. While working with Japanese scientists and engineers Deming helped their
production to pick up and revenues started rising and the word spread about his principles of quality
control. Deming's 14 points for management originally started with top management. But in order to
have a successful organization Deming thought that it must be taught throughout. The fourteen key
principles for management for transforming business effectively are: 1. Create consistency of
purpose for the improvement of product and service, with the aim to become completive, stay in
business, and provide

System Thinking Is The Process Of Understanding How Things...
System thinking is the process of understanding how things influence one another within a system.
Russell L. Ackoff, Dr. W. Edwards Deming, and Peter Senge's define, think differently, and have
different approaches of system thinking. Russell L. Ackoff was born on February 12, 1919 in
Philadelphia. He was a pioneer in the field of operations research, systems thinking and
management science. (Russell L. Ackoff) He received his bachelor degree in architecture at the
University of Pennsylvania in 1941. In 1942 to 1946, he served in the U.S. Army. After his return he
went on to study at the University of Pennsylvania, where he received his doctorate in philosophy of
science in 1947 as C. West Churchman's first doctoral student. (Russell L. Ackoff) Russell L. Ackoff
says the typical way management has been trained in the western world is to divide any complex
system into parts, and then try to manage each part as best as you can. If these were to be divided
into parts we would believe two things which are any problem can be solved, and the system as a
whole will behave well. Ackoff goes on to say these are false because it's possible to improve the
performance of each part taken separately and destroy the system at the same time. (Production
Management: A Total Quality Management Approach) Ackoff defines a system as a whole
containing two or more parts that contains the five conditions. The first condition is the whole has
one or more important properties or functions. The

W. Edward Deming And His Effects On The Total Quality...
W. Edward Deming and
His Effects on the Total Quality Movement
Nicholas LoConte
Johnson & Wales University
Abstract
This paper explores a variety of published articles regarding the effects that W. Edward Deming had
on Japan during the total quality movement. The articles vary in terms of what aspects they focus on
from his beginnings in Japan, all the way to the establishment of The Deming Prize. Articles such as
William Edwards Deming, by Greisler, D. S., focus on Deming's life as a whole whereas others such
as Guidance for Deming Prize and Deming's Fourteen Points focus on more specific aspects of
Deming's achievements. This paper focuses on a variety of articles highlighting varying aspects of
Deming's history and ... Show more content on Helpwriting.net ...
Edwards Deming., n.d.). In 1948, he returned to Japan to conduct studies on the occupation forces.
During Deming's trips to Japan he began to develop an admiration of the Japanese people. At the
time Japan had some of the lowest quality industrial goods in the world. While in Japan, Deming
convinced one of the founding members of the Union of Japanese Scientists and Engineers (JUSE),
of the potential of statistical methods in the rebuilding of Japanese industry (W. Edwards Deming.,
n.d.). In turn, Deming was invited to teach courses in statistical methods to Japanese industry
members. Deming arrived in Japan to teach again in June 1950 and he returned five times to act as a
teacher and consultant to the Japanese (W. Edwards Deming., n.d.). It seems strange that Deming
went to Japan to help manufacturers rather than helping the United States, where he was from. A
reason for this occurrence is that the Japanese were hungry for innovative ideas. Deming was able to
successfully influence a group of managers who had risen to the top in Japanese business after the
war (W. Edwards Deming., n.d.). They wanted help to correct serious and persistent quality
problems that they had been having for years (W. Edwards Deming., n.d.). Japan wanted to improve
and stop being known globally for having low quality industrial goods. In the United States at this
point in

As Companies Continue To Move Forward, They Will Gain And
As companies continue to move forward, they will gain and understanding of the importance of
quality management and its relation to profits, production, and customer satisfaction. Throughout
chapter two of Managing for Quality and Performance Excellence, multiple philosophies on how to
incorporate quality into a company are described in detail. These examples include the philosophies
of great minds such as Deming, Juran, and Crosby, as well as several other accomplished quality
professionals. While each of their approaches are different, they are all trying to accomplish the
same goal of increasing quality. It is important to understand what makes up these different
philosophies before you can choose one for your own company.
One of the ... Show more content on Helpwriting.net ...
In many ways Juran and Deming approached quality the same way. They agreed that there was a
need to have executive management involved, continuous improvement, and increased training. One
of the biggest differences came from the psychological side of management. Juran believed
managers should instill fear in their employees, make them scared to produce defects, while Deming
believed fear would create stress and unnecessarily hinder the production process (Evans and
Lindsay 62).
Much like Juran and Deming, Phillip Crosby, a vice president of quality for International Telephone
and Telegraph, introduced his ideas and strategies for increased quality. Crosby came up with the
Absolutes of Quality Management and the Basic Elements of Improvement. The ideas of Crosby
share many similarities with Deming and Juran. Crosby believed quality was often seen as an
opinion, what was high quality to some was seen as low quality to others. Because of this
interpretation, Crosby's first point was created to set a standard basis for measuring quality. He
noted that, "Quality means conformance to requirements, not elegance" (Evans and Lindsay 63). For
Crosby, quality became a measure of how closely a product met requirements. Crosby was also a
large fan of craftsmen and wanted

It301 Unit 5
Jason Combs
Unit 5: Comparison of Quality Philosophies
IT301: Project Management I
Professor Cyntia Glenn Cotton
October 23, 2012
Unit 5: Comparison of Quality Philosophies
Philosophy Matrix Dimension | Deming | Juran | Crosby | PMI | Quality Definition | Needs of
customers | Fitness for use | Comply to the requirements | Conformance to requirements | Quality
System | 14–pt Philosphy–A recipe for total quality | Trilogy–Optimize the process | Plan the quality
| Prevention | Performance Standard | PDCA/PDSA Deming Wheel | SuccessFormula | Quality
assurance | Zero Defects | Quality Measurement | Kaizen | Excellence to Process Perato Principles |
Cost of quality | Cost of non–conformance | Role of Top Management | ... Show more content on
Helpwriting.net ...
Deming, on the other hand, had a system he established using a fourteen point formula which
recognized the purpose toward improvement, leadership, and training, as well as taking actions to
ensure a successful process improvement.
Standards of Performance Crosby 's performance standard consisted of having a zero defect
approach, which meant everyone involved (supplier and customer included) must understand.
Crosby defined zero defect as not being a literal zero defect (as that is not always possible), but
rather producing goods or services within agreed upon tolerances and requirements for quality and
costs. Juran had a four step formula when it came to performance standards: establish goals to be
reached, establish plans for these goals, meet the goals, and rewards based on results achieved.
Deming had a process called the Deming Wheel, which was an adaptation of the PDCA (Plan, Do,
Check, and Act) Problem Solving Cycle. To break it down, Plan involved designing components to
improve results, Do employed the plan, Check evaluated the measurements, and Act made decisions
based on the changes needed to improve the process.
Quality Measurements Juran 's perspective on quality was based on five general measures, the
measures being the cost of poor quality, defects, product/process features, customer needs, and
customer behavior. Deming 's measurements were based on the Kaizen approach, which involved
the evaluation of each operation

Rogers Chocolates
GLOBAL SUPPLY CHAINS MÓNICA JOSÉ POLANCO AGUILAR
GLOBAL SUPPLY CHAINS INDIVIDUAL FINAL EXAMINATION ROGERS' CHOCOLATES
Analyze as a strategy decision case.
FINAL EXAMINATION
1. The Rogers' Board wants the new CEO to develop a strategy to double or triple the size of the
company within ten years. What performance metrics would you recommend that the CEO use to
gauge how well the company is doing in achieving this growth objective and its strategic goals?
Performance metric to measure the company's performance, growth objective, and strategic goalsi:
«Strategic performance measures monitor the implementation and effectiveness of an organization 's
strategies, determine the gap between actual and targeted performance and determine ... Show more
For those reasons I consider necessary to apply Deming's 14 points of management6: (1) Create
constancy of purpose toward improvement of product and service, with the aim to become
competitive and to stay in business and to provide jobs. (2) Adopt the new philosophy. We are in a
new economic age. Western management must awaken to the challenge, must learn their
responsibilities, and take on leadership for change. (3) Cease dependence on inspection to achieve
quality. Eliminate the need for inspection on a mass basis by building quality into the product in the
first place. (4) End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier for any one item, on a longterm relationship of loyalty and
trust. (5) Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs.
https://www.smartersolutions.com/blog/forrestbreyfogle/2009/04/17/edwards–
deming%E2%80%99s–14–points–and–abusiness–management–governance–system/ 6
GLOBAL SUPPLY CHAINS MÓNICA JOSÉ POLANCO AGUILAR
FINAL EXAMINATION
(6) Institute training on the job. (7) Institute leadership. The aim of supervision should be to help
people and machines and gadgets to do a better job. (8) Drive out fear, so that everyone may work
effectively for the company. (9) Break down barriers between departments. People

The Evolution of Total Quality Management
The Evolution of Total Quality Management
A useful way to begin to understand the evolution of TQM is to link it to show how the industrial
world was developing at the time TQM was evolving.
Until the industrial revolution in the mid 18th century, most goods were custom made.
Industrialisation brought about a fundamental shift from cottage industry production to large scale
manufacturing. Simultaneously, industrial activity underwent extensive mechanisation. As explained
by Ho, 'craftsmen were diminishing and being replaced by mass production and repetitive work
practices.' The aim with the new industrial era was to produce large numbers of the same product
which required processes to be put in place to control quality as it could not be ... Show more
So gradually, during the post–war years (as Cali explains) "... a sea change began taking place in
American management philosophy." as managers began to understand that work of employees
needed to be acknowledged and that workers needed to be consulted if quality was to be improved.
In Deming's book 'Out of the Crisis' he explains in his fourteen principles that inspection is not the
way forward if a businesses is to ensure quality. He says "Cease dependence on inspection to
achieve quality. Eliminate the need for massive inspection by building quality into the product in the
first place"
It is around the time that we begin to see the emergence of quality assurance with more emphasis
focused on the training and development of staff, recording of data and the accuracy in which things
were measured. Brown et all describes how "In the 1980s, leading–edge corporations sparked a
revolution as they implemented Total Quality programmes across entire organisations. In such a
programme the responsibility for quality is with the whole workforce. Each employee is responsible
for the quality of their own job, their own actions. It could be said that responsibility for quality lies
with 100% of the workforce.
Another TQM guru, Joseph Juran also influenced the thinking at this time by promoting the need for
education and training in the

Differences Between Deming Juran And Crosby
Differences between deming juran and crosby
Use of measurement
Deming Juran and Crosby considers measurement as very important to improve quality but they use
it in different ways. For Juran and Crosby they view the cost of quality as a focus of measurement.
Cost can measured in dollars and for both Crosby and Juran they consider that money is the
language of management. Success of the efforts of the quality will be ultimately measured by
meeting customer requirements. Juran normally considers the cost of all the poor quality as a
important factor because it shows how much they are losing. He also knows they are other factors
which are important to measure such as how the organization compares with the competition and
how customers perceive ... Show more content on Helpwriting.net ...
Garvin
A.V. Felgenbaum
G. Taguchi
Basic orientation toward quality Strategic, academic Total, systemic Technical, proactive
What is quality? Competitive opportunity What customer says it is Customer's performance
requirements
Who is responsible for quality? Management Everyone Engineers
Importance of customer requirements as standard Very important Very important Very important
Goal of quality Pleasing customers; continuous improvement Meet customer needs; continuous
improvement Meet customer requirements; continuous improvement
Methods for achieving quality Identifying quality niches Total quality control (TQC); excellence–
driven rather than defect–driven Statistical methods such as Loss Function; eliminating variations of
design characteristics and "noise" through robust design and processes
Chief elements of implementation Eight dimensions of product quality: performance, features,
reliability, conformance, durability, serviceability, aesthetics, perceived quality Statistical and
engineering methods across the company Statistical design of experiments; quality teams
Role of training Important but not clearly defined Very important for managers and supervisors
Important but not

Mahindra & Mahindr Mahindra
Mahindra & Mahindra: Rise
Mahindra & Mahindra Ltd (M&M) is an Indian multinational company which manufactures
automobiles of various kind. The company was founded in 1945 in Ludhiana as Mahindra &
Mohammed by brothers K.C. Mahindra, J.C Mahindra and Malik Ghulam Mohammed. Later the
company changed its name to Mahindra & Mahindra in 1948 and is headquartered in Mumbai,
India. It's segments of operation are automotive, farm equipment, automotive components,
information technology(IT) and infrastructure sectors. In 2003, M&M received Deming Application
prize from Union of Japanese Scientists and Engineers (JUSE) in the FES (Mahindra & amp;
Mahindra Ltd., 2015). In 2007 M&M won Japan Quality Medal in the FES for implementing Total
Quality Management(TQM) in its entire business operations.
W. Edwards Deming was born in 20th century who eventually became the father of quality
evolution. He designed 14 principles of quality management. These principles were actualized by
Japan and built up its economy in only 10 years (SkyMark Corporation, 2016).
Deming Principle#1: Create Constancy of the Purpose
This concept explains how it is important to improve products and services continuously in order to
meet the requirements of the customer and their growing needs (see Appendix for more information
on the Deming's 14 points). To become a leading pioneer in business, it requires continuous
innovation and a competitive spirit. The continuous and creative innovation is acquired by providing

Test Questions: Corporate Planning and Strategic Management
CH1 Intro: QA refers to any planned & systematic activity directed toward providing consumers w/
products of appropriate Q, along w/ the confidence that products meet consumer's req. Age of
Craftsmanship: skilled craftsperson served both as manuf & inspector. Early 20 century (1900)
Frederick W. Taylor father of scientific mgmt separate planning function from execution. Henry
Ford total Q practices. 1920 Bell Telephone Labs development of new theories & methods of
inspection. Pioneers of QA: Walter Shewhart (statistics QC), Harold dodge, George Edwards,
Joseph Juran, W. Edwards Dening. Post WWII: 40s & 50s shortage of civilian goods in the US made
production priority, Q remained in its own dept. Top mgmt showed little interest in Q & ... Show
Employee engagement & teamwork by everyone in the org 3. process focus supported by
continuous improvement & learning; w/ TQ, an org actively seeks to identify customer needs &
expectations, to build Q into work processes by looking into the knowledge of its workforce, & to
continually improve every facet of the org; customer is principal judge of Q. TQ practices: Strategic
planning & design of org & work systems, Customer engagement & knowledge acquisition,
Workforce mgmt, Process mgmt, Info & knowledge mgmt, Leadership. TQ techniques: tools
include a wide variety of graphical & statistical methods to plan work activities, collect data,
analyze results, monitor progress, & solve problems. Competitive advantage: firm's ability to
achieve market superiority. Six characteristics of strong competitive advantage: 1. It is driven by
customer wants & needs 2. Makes a significant contribution to the success of the business 3.
Matches org 's unique resources w/ opportunities in the environment, a good strategy uses the firm's
particular resources effectively. 4. Durable & long lasting, difficult for competitors to copy 5.
Provides basis for further improvement 6. Provides direction & motivation to the entire org. The net
effect of improved Q of design & conformance is increased profits. Vital to focus Q improvement on
both design & conformance. Q & Business Results Businesses that invest in Q mgmt efforts

William Edwards Deming 's Success For Innovative High...
William Edwards Deming was born October 14, 1900 and he parish in December 20, 1993. He was
well known for being an American statistician, professor, author, lecturer, consultant and prodigious
work in Japan, and in 1950 onward, he taught top management how to improve their design, service,
product quality, testing and sales for low cost through the global markets. Some of his various
methods, including the application of statistical. According to Holusha (1991) "he made a significant
contribution to Japan 's later reputation for innovative high–quality products and its economic
power. He is regarded as having had more impact upon Japanese manufacturing and business than
any other individual not of Japanese heritage. Despite being ... Show more content on
Helpwriting.net ...
After that, he earned his doctorate in mathematics and mathematical physics from Yale University in
1928" (The Deming Institute, ibid). He had a series of government and private jobs. In actual fact,
his first job in the United State was in the Department of Agriculture. The Deming Institute stated,
"It was there that Deming encountered statistics and also met Walter Shewhart. Shewhart's ideas
inspired Deming to apply his knowledge of statistics to management and Deming's theory of
management was born" (The Deming Institute, ibid). Deming led the foundation of the American
Society for quality Control, and he a Professor of Statistics at a well–known college, the New York
University, and which he attend there in 1939. He was recruited to work at the Bureau of the
Census, while at the same time, teaching statistics courses at the USDA Graduate School in
Stanford. Throughout his teaching, Deming revealed that "quality can be improved only if top
management is part of the solution (The Deming Institute, ibid)." Yet the fall of 1950, Deming took
his ideas for management role in to Japan where his vision was well received. Japan had a
worldwide reputation for being "low–down and cut–price." But when Deming lecture about how to
follow the TQM method, just about every company in Japan shadow his plan and were able to
produce better quality products at lower

Similarities And Differences Between Deming Juran And Crosby
Task 4
Differences between deming juran and crosby
Use of measurement
Deming Juran and Crosby considers measurement as very important to improve quality but they use
it in different ways. For Juran and Crosby they view the cost of quality as a focus of measurement.
Cost can measured in dollars and for both Crosby and Juran they consider that money is the
language of management. Success of the efforts of the quality will be ultimately measured by
meeting customer requirements. Juran normally considers the cost of all the poor quality as a
important factor because it shows how much they are losing. He also knows they are other factors
which are important to measure such as how the organization compares with the competition and
how customers perceive ... Show more content on Helpwriting.net ...
All the quality experts say that there are processes in which inspection will be needed. All the
quality experts agree cost and competition does not compete with each other. Deming Juran and
Crosby support the practice of involving the suppliers in the quality effort.
Similarities and Differences
Similarities o Quality requires responsibility and a strong upper management commitment o Quality
saves money o Quality is a never–ending process o Customer–orientation o Quality arises from
reducing variance
Nature of Organizations o Deming: Social Responsibility and moral conduct; the problems with
industry are problems with society o Juran: Focused on parts of the organization, not whole o
Crosby: Organization–wide, team building approach
Implementation Processes o Deming: no roadmap is available; nowhere to start; no steps o Juran
and Crosby: Very user friendly; prescriptive; obvious starting points
Ability to do piecemeal o Crosby and Deming: approach is holistic. Deming requires a radical shift
in values o Juran: can be done piecemeal in isolated parts of the

The Concept Of Tqm ( Total Quality Management ) Was...
The concept of TQM (Total Quality Management) was developed by W. Edwards Deming along
with Joseph Juran and Armand Feigerbaum in the 1950s when their mission was to revive the
Japanese manufacturing sector, which was known for its poor quality products at the time. Deming
and his colleagues demonstrated through a TQM approach that adopting a new quality–focused way
of doing business indeed bring successes in improving products, services, and profits. The idea of
TQM did not become popular in America until 1980s, but today it is widely applied in almost all
sectors, including education.
What is TQM? Total quality management, TQM, is a long–term management approach that seeks to
continuously improve and ensure the quality of the ... Show more content on Helpwriting.net ...
How can TQM be implemented? The first step in TQM implementation is to have an honest look at
the organization's current reality and assess how healthy the organization is. If the organization faces
with preconditions such as significant financial problems, incompetent managerial skills, and low
employee morale, then it might not be a good idea to implement TQM until those issues are first
addressed, and the need for change is openly accepted. Next is to assess readiness: creating goals
and objectives, assigning responsibilities, and securing resources followed by training and creating
transition management structure.
For TQM to be successful, all workers in the organization have to be clear and focus on its vision
and intentionally align themselves with the TQM strategies to produce quality products and services
that satisfy their client's needs and requirements. Some of the benefits gained from successful TQM
implementation include fewer customer complaints, cost reduction in the long term, elimination of
waste and mistakes, and boost in employee morale by empowering them by encouraging their
participation in decision making and communication.
Summary of TQM 's primary purpose and use
The primary purpose of TQM is customer satisfaction on an ongoing basis through quality products
and services. According to business dictionary, quality is defined

Is Medical Errors A Medical Error? Essay
In part one of this assignment, we took a closer look at medical errors, including why errors occur,
and what is considered to be a medical error. In the busy clinical setting, nurses are often interrupted
by phone calls, patients, and even other staff members. Research shows that medical errors are now
one of the top three leading causes of death within the United States, therefore it is time to work on
addressing this problem (Daniel, 2016). Theory in nursing provide the "basis of understanding the
reality of nursing; it enables the nurse to understand why an event happens" (McEwen & Wills,
2014, p. 413). In part two, we described how the middle–range nursing theory of nursing intellectual
capital could be applied to medical errors and potentially help to prevent them from occurring in the
future; even with the demand to lower health care costs. In this final paper, we are going to take a
closer look at how we can apply the borrowed theory from W. Edwards Deming on quality
improvement to decrease medical errors. We will discuss how Deming's theory can be applied to
address this issue, along with the origins and other applications of Deming's theory.
Overview of the Issue
Throughout clinical practice environments there is always interruptions and distractions that take
place. Whether it is a phone call, a patient coming up to the desk, or even coworkers, nurses are
constantly multitasking and getting interrupted which causes medical errors to occur. A medical
error is a

Dr. W Edwards Deming
Dr. W. Edwards Deming was a well respected man because of his philosophy of management. He
viewed management as a tool for success in any organization. Dr. Deming was an expert statistician
and during World War II he helped the United States in its efforts to improve the quality of war
materials. After World War II, Dr. Deming was invited by Japan to help rebuild. Japan had this
reputation of producing cheap imitation products. Through the years and many visits by Dr.
Deming, Japan was able to produce quality products. He is highly respected in Japan and respected
also in the United States. Dr. Deming views on management is still understood and still used today.
For everyone to gain and win, Dr. Deming believed that optimization of the ... Show more content
Deming believe that people want a sense of joy and pride in there work. Money is needed for living
but joy and pride is valued more. They want recognition more than the dollar. Along with Dr.
Deming, Herzberg believed that money is no motivator also. I know many people feel if they got
paid more than they would do more at their job. There are many who feel they are over worked and
not paid enough. They think if they were to receive more money, they would do a better job. Dr.
Deming and Herzberg would disagree. They would say that those employees do not like there job
and regardless what one would pay them, they still would not put forth their best effort because
money is not a motivator. Dr. Edward Deming also believed that a firm should want to have strong
competitors. His reasoning for saying this is to drive out fear. Better competition leads to bigger and
better expansion of the market. Customers' needs are determined by what the firm makes it. We did
not ask for electricity, but we got it anyway. Now, most people would not even dare to live without
it. Although many would disagree with Dr. Deming and say that it would be more beneficial for the
company to be in a market with no strong competitors, Dr. Deming would agree with that statement.
It would be good for the company but for the economy as a whole, it would not be good for. Even
though these views are not commonly accepted, one may begin to understand them if they are
looked at in a

Essay on Theoretical Matrix
Theoretical Matrix Oliver J. Lewis HCS 587 April 29, 2013 Dr. Sonnia Oliva Theoretical Matrix
This week's studies were an examination of organizational and individual barriers to change. We
learn to identify the role of strategic renewal, the behavioral aspect of organizational change,
analyzed the dynamic of motivating employee behavioral change, differentiated the three faces of
change, and finally explored the sources of employee resistance. A primary focus was Lewin's Field
Theory in Social Sciences and for this paper identified three theoretical organization change models.
University of Phoenix Material Appendix A: Matrix of Theoretical Models Theoretical Model |
Description of Theoretical Model | Type of health ... Show more content on Helpwriting.net ...
Perspective 1) Systems Perspective – assumption – gaining outstanding performance is directly
related to interactions among and between multiple organizational elements and its external
environment. Perspective 2) Alignment Perceptive – assumption – congruence among people,
processes, and structure is required to be effective. Perspective 3) Participation Perspective –
assumption – employee participation increases commitment to derived solutions. 4) Social Capital –
assumption – build trust increases cooperation and favorable outcomes.5) Teamwork – assumption –
increases commitment, coordination, creativity, and support outstanding performance. 6) Multiple
Stakeholder – assumption – organization leaders' must balance stakeholder's expectations.7)
Problem–solving – assumption – task disagreement among collaborators yields above average
solutions. 8) Open Communication – assumption – candid open communication increase learning
and builds trust.9) Evolution/Revolution – assumption – organizations must develop competencies
to engage in incremental and fundamental change.10) Process facilitation – outsider are effective
change facilitators. Congruence or fit is the key to effective Organizational Development. | A public
health facility, such as a health department would be the type of organization where the
Organizational Development Theory of change should offer an appropriate model for change.

Essay on Santa Cruz Case
Santa Cruz Case
Introduction
Santa Cruz Guitar Company is a small–scale musical instrument company that produces custom
high quality guitars. Although Santa Cruz Guitar Company manufactures few guitars a year,
compared to competitors, and lack an actual quality department, Santa Cruz Guitar Company is
known for high quality instruments.
Dr. Robert W. Edwards Deming was a statistician that had a large impact on quality, as we know it
today. Deming realized how management processes could be viewed in a statistical matter. Deming
also realized that overall quality could be improved by strong relationships between management,
customers and suppliers.
Deming established how overall quality could be improved by fourteen key ... Show more content
* They also are able to make their own guitars which helps luthier's to become more creative, and
explore new options for the manufacturing of guitars.
Point 6: Institute Training * A lead luthier is placed on each station. This individual can help each
skilled laborer increase their skills, and ensure that they understand the mission and objectives for
Santa Cruz Guitar has.
Point 7: Institute Leadership * The lead luthier is able to mentor and closely supervise the workers
to ensure that they are meeting the quality standards imposed by their demanding customer. A lead
luthier also performs manufacturing processes, which enables them to lead by example.
Point 8: Drive out fear * Santa Cruz Guitar Company enables and promotes their employees to have
creativity and to have a strong entrepreneurial spirit, and to make their own quality control
decisions.
Point 9: Optimize the Efforts of Teams * Each station of the guitar making process is a vital part in
the creation of the finished good because the guitar cannot move on to

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 ... Show more content on
Helpwriting.net ...
Juran is also known for the Juran trilogy and the concept of managerial breakthrough. He is the chief
editor of many writings, to name but few; The Quality Control Handbook (1988), Juran on
Leadership for Quality (1989); Juran on Planning for Quality (1988)... Juran has received the Order
of the Sacred Treasure of Japan the Australian Organization for Quality Control established the
Juran Medal in 1975. CROSBY, Philip B. Philip B. Crosby, 65, is an internationally known quality
expert. He has established a Quality College, which has trained more than 100,000 managers. In
1979, Crosby's book Quality is Free was published and became a best seller in the field of
management. Crosby is also the author of many books, to name but few; Leading (1990); Let's Talk
Quality (1989)... He became Director of Quality and Corporate Vice President of ITT Corporation,
where he spent 14 years. In 1991 Crosby In 1991, Crosby retired from the firm Philip Crosby
Associates (PCA) and started a new company, Career IV, Inc., for the purpose of conducting
seminars, writing books, and conducting a limited lecture tour. He passed away in August 18, 2001
leaving the world yet anchoring in our minds as the "Zero Defects" Guru. 4. GURUS DEFINE
QUALITY DEMING Deming does not define quality in a single phrase. He asserts that the
customer can only define the

What Was W. Edwards Deming 's Quality Philosophy? Essay
1. What was W. Edwards Deming's quality philosophy?
The key ideas of Deming 's on quality lies in his understanding the importance of change. In Out of
the crisis he states: "The key problem in both management and leadership is failing to understand
the information in variation".
Deming was engaged with, why things do not behave as predicted? Every system will have
variation, but he disagrees that it is crucial for managers to be able to differentiate between common
and special causes of variation. Deming then developed a theory of variation – in which special
causes of modifications are mostly easily available to quickly noticeable factors such as change of
shift or operator, changes of procedure etc., but that most common causes will stand when special
causes have been eliminated. These common causes are often identified by workers, but only
managers will have the power or authority to change them to evade repeated occurrence of the same
problem. He also estimated that management will be answerable for more than 85% of the causes of
variation.
The Deming Cycle which is also known as the Shewhart Cycle, often called the PDCA, which was a
result of the need to link the assemble of products with the needs of the customer along with
departmental resources to meet those needs.
Plan: Construct a user research technique that will inform business process components.
Do: Implement the plan to calculate its performance.
Check: Check the report and analysis for the decision

The Philosophy Of Quality Management

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