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DEMING’S, CROSBY’S, JURAN’S
QUALITY PRINCIPLES
BY,
Ms.J.PARUVATHAVARDHINI, AP/ECE
Ms.S.MENAGA, AP/ECE
 Deming received his electrical engineering degree from the
University of Wyoming and his Ph.D in mathematical physics.
 was anAmerican engineer,statistician, professor, author and
management consultant
 He taught at New York University's graduate school of business
administration
 He also taught at Columbia University's graduate school of
business.
 He has received many awards like National Medal of Technology
and Innovation, Shewhart Medal,Wilks Memorial Award
ABOUT DR. W. EDWARDS
DEMING
DR. W. Edwards Deming offered 14 key principles
for management to follow for significantly improving
the effectiveness of a business or organization.
 The points were first presented in hisvery famous
book “Out of the Crisis”
RULE #1
“Create constancy of purpose for
improving products and services”
 Inspire the workers to stay competitive in the
market and remind them about the importance of
stability in jobs and new opportunities which may
come up in laterstages, as inducing a sense of
purpose in producing quality products will work as
the inspiration to work efficiently.
 Don't just do the same things better – find
better things to do.
RULE #2
“Adopt the new philosophy”
The customer demands and taste change very fast
and the competition in the market grow at a rapid
rate today,and we have to accept new philosophies
according to the market trends and technology
revolutions.
RULE #3
“Cease dependence on inspection to
achieve quality”
Inspection is too late, ineffective, and costly. It is
too late to react to the quality of a product when the
product leavesthe door. Quality comes not from
inspection but from improving the production
process.
RULE #4
“End the practice of awarding business on price
alone; instead, minimize total cost by working with
a single supplier”
 Profitable job cant ignore the selling price at
all, but it must count on suppliers who depend on the
quality of their products, and Consoli
 Look at suppliers as your partners in quality. Encourage
them to spend time improving their own quality – they
shouldn't compete for your business based on price
alone, date the relationship with them.
RULE #5
"Improve constantly and forever every process
for planning, production and service”
 Improve performance permanently .Whatever the
quality level that you have reached today, it must be
the basis for improvement in the future.
 Fixed and invariable Standards are the reasons that
breaks down the company or organization
 Every company must improve their performance
and products in order to catch up with the
competitive market.
RULE #6
“Institute training on the job”
 A trained worker has more productivity and quality
than an untrained one, so giving training sessions
will drastically improve the quality of the person and
directly it helps in better product quality
performance.
 Allow workers to understand their roles in the "big
picture”
RULE #7
“Adopt and institute leadership”
 Don't simply supervise – provide support and
resources so that each staff member can do his or
her best. Be a coach instead of a policeman.
 A company can display stunning growth if potential
leaders are identified and encouraged.
RULE #8
“Drive out fear”
 Creating a fearful impression in the employees
does not give more quality and productivity to
work. If a person is not working willingly with
satisfaction and without fear then he can never
do a work perfectly even if he has the intention
to be perfect in conscious mind, so driving out
fear is essential.
 Make workers feel valued by ensuring that
they're not afraid to express ideas or concerns
and encourage them to look for better ways to
do things.
RULE #9
“Break down barriers between staff areas“
 We as Company must improve the relationships
between the workers and try to solve their personal
problems and make them feel that they are one family
by fun days, trips and vacations and we must also make
them feel that they are working to achieve one goal
which is quality not competing between with other
workers .
 Breaking down the barriers between workers
will take the company to better quality assurance
management and also other profit with better planning.
RULE #10
“Eliminate slogans, exhortations and
targets for the workforce”
 Slogans and exhortations focuses on the desire to do
something more than focusing on how to work it. It is
better to eliminate Slogans or exhortations that call for
more quantity in production than focusing on quality
control in manufacturing, which will severely damage
the quality management process.
 “Let people know exactly what you want – don't make
them guess”
 “Don't let words and nice-sounding phrases replace
effective leadership.”
RULE #11
“Eliminate work standards and numerical
quotas for the workforce and numerical
goals for management”
 Reduce Instructions that require achieving specific
results each year , because going beyond customer
expectations that are related to quality have long-term value
more than the expectations about the amount of manufactured
production.
 Look at how the process is carried out, not just
numerical targets.
 Measure the process rather than the people
behind the process.
RULE #12
“Remove barriers that rob people of
pride of workmanship, hinder the hourly
worker and eliminate the annual rating or
merit system”
 Eliminate everything that rob the pride of
workmanship, for example the evaluation system.
Negative evaluation that focuses in negative
details will destroy the desire of employees or staff
to improve performance, all workers want to do
their job in a good way and they don’t want also to
be sentenced inaccurate, or were subjected to
unfair criticism, and their lowest expectations that
they will be treated in a fair way
RULE #13
“Institute a vigorous program of
education and self-improvement for
everyone”
 This rule is so important because all workers and
employees must be up to date with the new information
that goes with their job, Because tools, techniques and
information are changing permanently
 A person must grow after joining a company, and letting
them learn new technology and techniques will increase
employee longevity and experience and
productivity.
RULE #14
“Put everybody in the company to
work accomplishing the
transformation”
 Improve your overall organization by forcing each
person to take a step toward quality, the
transformation is everybody's job starting from the
Director ending with the security .
Crosby’s 14 Steps
for quality
improvement
 Adapted from chapter eight of Quality Is Free: The
Art of Making Quality Certain (1979)
 A “how-to” for management that provides an
organization with a simple and organized
method to initiating the quality improvement
process and beginning the journey to worldclass
quality
 “Focuses on long-term employee participation, not
short-term motivational tactics.”
Crosby’s absolutes of quality management:
 Quality means conformance, not elegance.
 There is no such thing as a quality problem.
 There is no such thing as the economics of quality;
it is always cheaper to do the job right the first time.
 The only performance measurement is the cost of
quality.
 The only performance standard is Zero Defects.
1. MANAGEMENT COMMITMENT - Top-level view -on
quality shown to all employees.
2. THE QUALITY IMPROVEMENT TEAM - To pursue the
quality regime throughout the business.
3. QUALITY MEASUREMENT - Analysis of business
quality performance in a meaningful manner.
4. THE COST OF QUALITY - Make sure everyone in the
business understands the need for a quality system, and
the costs to the business if there is no quality system in
place.
5. QUALITY AWARENESS - Again make everyone in the
business aware of the impact of quality systems.
6. CORRECTIVE ACTION - Ensure a system is in place for
analyzing defects in the system and applying simple
cause and effect analysis, to prevent re-occurrence.
7. ZERO DEFECTS PLANNING - Look for business
activities to which zero defect logic should be applied.
8. SUPERVISOR TRAINING - Get your supervisors
trained in both quality logic and zero defect appreciation
which they can apply to their business activities.
9. ZERO DEFECTS DAY - A quality event by which all members
of the effected section become aware that a change has taken
place.
10. GOAL SETTING - Once a change has been
implemented in a section of the business, the next step is to
get the employees and supervisors in that section to set goals
for improvement to bring about continuous improvement.
11. ERROR CAUSE REMOVAL - Communication process
by which management are made aware that set goals are
difficult to achieve in order for either the goals to be reset
or help given by management to achieve the goals.
12. RECOGNITION - Management must recognize
the employees who participate in the quality
schemes.
13. QUALITY COUNCILS - Using both specialist
knowledge and employee experiences to bring
about a focused approach to business quality
regime.
14. DO IT OVER AGAIN - Continuous improvement
means starting from the beginning again and again.
JURAN’S QUALITY TRIOLOGY
JURAN’S 10 STEPS FOR QUALITY
IMPROVEMENT
 Build awareness of the need and opportunity for
improvement
 Set goals for improvement
 Organise to reach the goals
 Provide institute training
 Carry out projects to solve problems
 Report progress
 Give recognition
 Communicate results
 Keep score of improvements achieved
 Maintain momentum
Deming, Crosby, Juran quality improvement principles.

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Deming, Crosby, Juran quality improvement principles.

  • 1. DEMING’S, CROSBY’S, JURAN’S QUALITY PRINCIPLES BY, Ms.J.PARUVATHAVARDHINI, AP/ECE Ms.S.MENAGA, AP/ECE
  • 2.  Deming received his electrical engineering degree from the University of Wyoming and his Ph.D in mathematical physics.  was anAmerican engineer,statistician, professor, author and management consultant  He taught at New York University's graduate school of business administration  He also taught at Columbia University's graduate school of business.  He has received many awards like National Medal of Technology and Innovation, Shewhart Medal,Wilks Memorial Award ABOUT DR. W. EDWARDS DEMING
  • 3. DR. W. Edwards Deming offered 14 key principles for management to follow for significantly improving the effectiveness of a business or organization.  The points were first presented in hisvery famous book “Out of the Crisis”
  • 4. RULE #1 “Create constancy of purpose for improving products and services”  Inspire the workers to stay competitive in the market and remind them about the importance of stability in jobs and new opportunities which may come up in laterstages, as inducing a sense of purpose in producing quality products will work as the inspiration to work efficiently.  Don't just do the same things better – find better things to do.
  • 5. RULE #2 “Adopt the new philosophy” The customer demands and taste change very fast and the competition in the market grow at a rapid rate today,and we have to accept new philosophies according to the market trends and technology revolutions.
  • 6. RULE #3 “Cease dependence on inspection to achieve quality” Inspection is too late, ineffective, and costly. It is too late to react to the quality of a product when the product leavesthe door. Quality comes not from inspection but from improving the production process.
  • 7. RULE #4 “End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier”  Profitable job cant ignore the selling price at all, but it must count on suppliers who depend on the quality of their products, and Consoli  Look at suppliers as your partners in quality. Encourage them to spend time improving their own quality – they shouldn't compete for your business based on price alone, date the relationship with them.
  • 8. RULE #5 "Improve constantly and forever every process for planning, production and service”  Improve performance permanently .Whatever the quality level that you have reached today, it must be the basis for improvement in the future.  Fixed and invariable Standards are the reasons that breaks down the company or organization  Every company must improve their performance and products in order to catch up with the competitive market.
  • 9. RULE #6 “Institute training on the job”  A trained worker has more productivity and quality than an untrained one, so giving training sessions will drastically improve the quality of the person and directly it helps in better product quality performance.  Allow workers to understand their roles in the "big picture”
  • 10. RULE #7 “Adopt and institute leadership”  Don't simply supervise – provide support and resources so that each staff member can do his or her best. Be a coach instead of a policeman.  A company can display stunning growth if potential leaders are identified and encouraged.
  • 11. RULE #8 “Drive out fear”  Creating a fearful impression in the employees does not give more quality and productivity to work. If a person is not working willingly with satisfaction and without fear then he can never do a work perfectly even if he has the intention to be perfect in conscious mind, so driving out fear is essential.  Make workers feel valued by ensuring that they're not afraid to express ideas or concerns and encourage them to look for better ways to do things.
  • 12. RULE #9 “Break down barriers between staff areas“  We as Company must improve the relationships between the workers and try to solve their personal problems and make them feel that they are one family by fun days, trips and vacations and we must also make them feel that they are working to achieve one goal which is quality not competing between with other workers .  Breaking down the barriers between workers will take the company to better quality assurance management and also other profit with better planning.
  • 13. RULE #10 “Eliminate slogans, exhortations and targets for the workforce”  Slogans and exhortations focuses on the desire to do something more than focusing on how to work it. It is better to eliminate Slogans or exhortations that call for more quantity in production than focusing on quality control in manufacturing, which will severely damage the quality management process.  “Let people know exactly what you want – don't make them guess”  “Don't let words and nice-sounding phrases replace effective leadership.”
  • 14. RULE #11 “Eliminate work standards and numerical quotas for the workforce and numerical goals for management”  Reduce Instructions that require achieving specific results each year , because going beyond customer expectations that are related to quality have long-term value more than the expectations about the amount of manufactured production.  Look at how the process is carried out, not just numerical targets.  Measure the process rather than the people behind the process.
  • 15. RULE #12 “Remove barriers that rob people of pride of workmanship, hinder the hourly worker and eliminate the annual rating or merit system”  Eliminate everything that rob the pride of workmanship, for example the evaluation system. Negative evaluation that focuses in negative details will destroy the desire of employees or staff to improve performance, all workers want to do their job in a good way and they don’t want also to be sentenced inaccurate, or were subjected to unfair criticism, and their lowest expectations that they will be treated in a fair way
  • 16. RULE #13 “Institute a vigorous program of education and self-improvement for everyone”  This rule is so important because all workers and employees must be up to date with the new information that goes with their job, Because tools, techniques and information are changing permanently  A person must grow after joining a company, and letting them learn new technology and techniques will increase employee longevity and experience and productivity.
  • 17. RULE #14 “Put everybody in the company to work accomplishing the transformation”  Improve your overall organization by forcing each person to take a step toward quality, the transformation is everybody's job starting from the Director ending with the security .
  • 18. Crosby’s 14 Steps for quality improvement
  • 19.  Adapted from chapter eight of Quality Is Free: The Art of Making Quality Certain (1979)  A “how-to” for management that provides an organization with a simple and organized method to initiating the quality improvement process and beginning the journey to worldclass quality  “Focuses on long-term employee participation, not short-term motivational tactics.”
  • 20. Crosby’s absolutes of quality management:  Quality means conformance, not elegance.  There is no such thing as a quality problem.  There is no such thing as the economics of quality; it is always cheaper to do the job right the first time.  The only performance measurement is the cost of quality.  The only performance standard is Zero Defects.
  • 21. 1. MANAGEMENT COMMITMENT - Top-level view -on quality shown to all employees. 2. THE QUALITY IMPROVEMENT TEAM - To pursue the quality regime throughout the business. 3. QUALITY MEASUREMENT - Analysis of business quality performance in a meaningful manner. 4. THE COST OF QUALITY - Make sure everyone in the business understands the need for a quality system, and the costs to the business if there is no quality system in place.
  • 22. 5. QUALITY AWARENESS - Again make everyone in the business aware of the impact of quality systems. 6. CORRECTIVE ACTION - Ensure a system is in place for analyzing defects in the system and applying simple cause and effect analysis, to prevent re-occurrence. 7. ZERO DEFECTS PLANNING - Look for business activities to which zero defect logic should be applied. 8. SUPERVISOR TRAINING - Get your supervisors trained in both quality logic and zero defect appreciation which they can apply to their business activities.
  • 23. 9. ZERO DEFECTS DAY - A quality event by which all members of the effected section become aware that a change has taken place. 10. GOAL SETTING - Once a change has been implemented in a section of the business, the next step is to get the employees and supervisors in that section to set goals for improvement to bring about continuous improvement. 11. ERROR CAUSE REMOVAL - Communication process by which management are made aware that set goals are difficult to achieve in order for either the goals to be reset or help given by management to achieve the goals.
  • 24. 12. RECOGNITION - Management must recognize the employees who participate in the quality schemes. 13. QUALITY COUNCILS - Using both specialist knowledge and employee experiences to bring about a focused approach to business quality regime. 14. DO IT OVER AGAIN - Continuous improvement means starting from the beginning again and again.
  • 26. JURAN’S 10 STEPS FOR QUALITY IMPROVEMENT  Build awareness of the need and opportunity for improvement  Set goals for improvement  Organise to reach the goals  Provide institute training  Carry out projects to solve problems  Report progress  Give recognition  Communicate results  Keep score of improvements achieved  Maintain momentum