W. Edwards Deming, Joseph Juran and Philip B.

Crosby are three of the most influential people

involved in the shift from production and consumption to total quality management (TQM). Their
work significantly impacted how industries view customer satisfaction, employee needs and
supplier relations.

TQM and the Men Who Made Us Think About

It
Total quality management (TQM) is an approach to serving customers that involves
totally reengineeringprocesses and systems to improve products and services in the way
customers expect while considering the needs of employees and relationships with suppliers. W.
Edwards Deming, Joseph Juran and Philip B. Crosby each developed a different aspect of TQM.
We will learn about how each contributed to how we think about TQM today.

Deming, Juran and Crosby

The TQM approach began as a means of repairing the damage Japan suffered post-World War
II. W. Edwards Deming worked with Japanese automobile manufacturers to improve the quality of
their products in an effort to gain a competitive foot in the industry.
His philosophy resulted in the 14 Points of TQM, which can be summed up by saying
management must redesign their processes and systems to:

Plan

Do

Check

Act

Deming's Philosophy on TQM

Let's see how TQM is implemented at Beefy's Burgers.

To plan, Deming counsels that businesses should design quality products and services that
customers want, develop processes and systems that reduce waste and increase quality and
decrease the cost of production.
Deming wanted to revolutionize the way Beefy's Burgers produces burgers. To gain a better
understanding of the customer preferences, he surveyed everyone involved in the operation, from
the customers to the employees. He even called his suppliers in to get their opinions. From the
information collected, Deming was able to determine a few important things. Beefy's was
competitive on price. However, the burger was small and flavorless.
He called his employees in and showed them how to properly grill the burgers. He called his
supplier in to discuss alternatives to the current beef he uses. A timing schedule for completion of
burger orders was set. No burger would hit the grill until the customer placed an order. Tomorrow
would be go time!
Next, the businesses must do the work by putting the plan into action. As processes and systems
are running, they must continually seek ways to do things better. Deming's crew knew exactly
what to do. Stations were set up for bun-slicing, burger-grilling and ketchup-squeezing. As
customers placed their orders, the beef hit the grill, the bun was sliced 1.2 seconds after and
delivered to the grill, ketchup was squeezed and the process ended with wrapping.
Customers were thrilled with the new and improved burgers. However, during busy times, it
wasn't feasible to make each burger as ordered. Lines formed, creating more customer
complaints. This time complaints were about the system.
As work moves through the processes and systems, check points will monitor changes that need
to take place - changes like removing barriers to quality by providing employees with the tools
needed to do the job right the first time.
Finally, managers take action. Management may make changes. Deming tweaked a few things
to speed up the process by placing more people on the line. Customers received their burgers on
time, and they were tasty, too!

Juran's Approach to Quality Planning, Control

and Improvement
Joseph Juran shared a connection with Deming. Juran's approach to quality control also had
Japanese roots. While Japan was price-competitive with the rest of the world, the quality of
product did not measure up.
Like Deming, Juran stressed the importance of total quality management. However, he summed
it up by saying total quality management begins at the top of an organization and works its way
down. He developed 10 steps to quality improvement. The steps boil down to three main areas of
management decision-making:

Quality planning

Quality control

Quality improvement

Quality planning involves building an awareness of the need to improve, setting goals and
planning for ways goals can be reached. This begins with management's commitment to planned
change. It also requires a highly trained and qualified staff. Juran managed Beefy's during the
night shift. He set the standard for quality during his shift by training each employee on how to
properly make a burger.
Quality control means to develop ways to test products and services for quality. Any deviation
from the standard will require changes and improvements. On Sunday nights when business was
slow, Juran invited mystery diners to come to Beefy's to rate the quality of the burgers. If he found
that a diner was displeased, he retrained employees.
Quality improvement is a continuous pursuit toward perfection. Management analyzes
processes and systems and reports back with praise and recognition when things are done right.
Juran allowed the staff to engage in a well-deserved burger-eating contest at the end of a
profitable shift.

Crosby's Ideology of Conformance to Quality

Standards
Philip B. Crosby was a contemporary leader in TQM. He didn't engineer principles or steps. He
simply made TQM easier for the layman to implement by breaking it down to an understandable
ideology that organizations should adopt.
Crosby re-defined quality to mean conformity to standards set by the industry or organization that
must align with customer needs.
There are Four Absolutes of Quality Management necessary for conformity:

Quality is defined as conformance to standards

The system for causing quality is prevention

The performance standard is not arbitrary; it must be without defect

The measurement of quality is the price of non-conformance

Crosby worked the register at Beefy's. He was also a business student at the local college. He
used Beefy's as a field study on TQM. When customers sent back burgers, he looked at the price
of inferior products and its toll on the overall organization.

Dr. W. Edwards Deming

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

Create and communicate to all employees a statement of the aims and purposes of the
company.

Adapt to the new philosophy of the day; industries and economics are always changing.

Build quality into a product throughout production.

End the practice of awarding business on the basis of price tag alone; instead, try a long-term
relationship based on established loyalty and trust.

Work to constantly improve quality and productivity.

Institute on-the-job training.

Teach and institute leadership to improve all job functions.

Drive out fear; create trust.

Strive to reduce intradepartmental conflicts.

Eliminate exhortations for the work force; instead, focus on the system and morale.

(a) Eliminate work standard quotas for production. Substitute leadership methods for
improvement.
(b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes,
and how to improve them.

Remove barriers that rob people of pride of workmanship

Educate with self-improvement programs.

Include everyone in the company to accomplish the transformation.

Comments on some of Dr. Deming's points:

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

supervisors and breed divisive competition between the workers themselves.

form the company into a large team divided into sub-teams all working on different aspects of the
same goal; barriers between departments often give rise conflicting objectives and create
unnecessary competition.
spread profit to workers as teams, not individuals.
eliminate fear, envy, anger, and revenge from the workplace.
employ sensible methods such as rigorous on-the-job training programs.
In the resulting company, workers better understand their jobs--the specific tasks and techniques as
well as their higher value; thus stimulated and empowered, they perform better. The expense pays for
itself.
The ideas of W. Edwards Deming may seem common or obvious now; however, they've become
embedded in our culture of work. Dr. Deming's ideas (and personal example) of hard work, sincerity,
decency, and personal responsibility, forever changed the world of management. "It is not enough to
just do your best or work hard. You must know what to work on."- W. Edwards Deming

Biography As the sun rose on the 20th century, a baby was born to the Deming family in a small town
in Iowa. W. Edwards Deming would become a colossus of modern management thinking. He would
live through most of the century, and have a tremendous impact on its second half.
The Demings moved from Iowa to Wyoming, and in 1917, Edwards entered the University of
Wyoming. To fund his education, he worked as a janitor. He graduated in 1921, and went on to the
University of Colorado, where he received a M.S. in physics and mathematics. This led towards a
doctorate in physics from Yale University.
From physics, Dr. Deming gravitated towards statistics. The U.S. Census Bureau hired Dr. Deming in
1940, just at the time that the Bureau shifted its procedure from a complete count to a sampling
method. Upon completion of the 1940 census, Deming began to introduce Statistical Quality Control
into industrial operations. In 1941, he and two other experts began teaching Statistical Quality Control
to inspectors and engineers.

Dr. Deming started his own private practice in 1946, after his departure from the Census Bureau. For
more than forty years his firm served its clientele--manufacturers, telephone companies, railways,
trucking companies, census takers, hospitals, governments, and research organizations. As a
professor emeritus, Dr. Deming conducted classes on sampling and quality control at New York
University. For over ten years, his four-day seminars reached 10, 000 people per year.
The teachings of Dr. Deming affected a quality revolution of gargantuan significance on American
manufacturers and consumers. Through his ideas, product quality improved and, thus, popular
satisfaction. His influential work in Japan--instructing top executives and engineers in quality
management--was a driving force behind that nation's economic rise. Dr. Deming contributed directly
to Japan's phenomenal export-led growth and its current technological leadership in automobiles,
shipbuilding and electronics. The Union of Japanese Science and Engineering (JUSE) saluted its
teacher with the institution of the annual Deming Prize for significant achievement in product quality
and dependability. In 1960, the Emperor of Japan bestowed on Dr. Deming the Second Order Medal
of the Sacred Treasure.
Stateside, the American Society for Quality Control awarded him the Shewhart Medal in 1956. In
1983, Dr. Deming received the Samuel S. Wilks Award from the American Statistical Association and
election to the National Academy of Engineering. President Reagan honored him with the National
Medal of Technology in 1987, and, in 1988, the National Academy of Sciences lauded him with the
Distinguished Career in Science award. He was inducted into the Automotive Hall of Fame in 1991.
Dr. Deming was a member of the International Statistical Institute. He was elected in 1986 to the
Science and Technology Hall of Fame in Dayton. From the University of Wyoming, Rivier College, the
University of Maryland, Ohio State University, Clarkson College of Technology, Miami University,
George Washington University, the University of Colorado, Fordham University, the University of
Alabama, Oregon State University, the American University, the University of South Carolina, Yale
University, Harvard University, Cleary College, and Shenandoah University, Dr. Deming received the
degrees L.L.D. and Sc.D. honorius causa. From Yale University, he won the Wilbur Lucius Cross
Medal, and the Madeleine of Jesus from Rivier College.
Dr. Deming authored several books and 171 papers. His books, Out of the Crisis (MIT/CAES, 1986)
and The New Economics (MIT/CAES, 1994) have been translated into several languages. Myriad
books, films, and videotapes profile his life, his philosophy, and the successful application of his
worldwide teachings.

If youve been preparing for a Project Management exam , chances are the vast
majority of what you have studied is directly or indirectly derived from the work
of these three Project Management thinkers and theorists:

W. Edwards. Deming

Joseph Juran

Philip Crosby

This article presents an overview of their contributions to the field of Project

Management.

W Edwards Deming

Who was he?

Born in 1900, Edwards Deming was an American engineer, professor,
statistician, lecturer, author, and management consultant.

What was his philosophy?

Deming opined that by embracing certain principles of the management,
organizations can improve the quality of the product and concurrently reduce costs.
Reduction of costs would include the reduction of waste production, reducing staff
attrition and litigation while simultaneously increasing customer loyalty. The key, in
Demings opinion, was to practice constant improvement, and to imagine the
manufacturing process as a seamless whole, rather than as a system made up of
incongruent parts.

In the 1970s, some of Deming's Japanese proponents summarized his

philosophy in a two-part comparison:
1. Organizations should focus primarily on quality, which is defined by the
equation Quality = Results of work efforts/total costs. When this occurs,
quality improves, and costs plummet, over time.
2. When organizations' focus is primarily on costs, the costs will rise, but over
time the quality drops.

The Deming Cycle

Also known as the Shewhart Cycle, the Deming Cycle, often called the PDCA ,
was a result of the need to link the manufacture of products with the needs of
the consumer along with focusing departmental resources in a collegial effort
to meet those needs.

1. Plan : Design a consumer research methodology which will inform

business process components.
2. Do : Implement the plan to measure its performance.
3. Check : Check the measurements and report the findings to the decision
makers
4. Act/Adjust : Draw a conclusion on the changes that need to be made
and implement them.

The 14 Points for Management

Demings other chief contribution came in the form of his 14 Points for
Management, which consists of a set of guidelines for managers looking to
transform business effectiveness.
1. Create constancy of purpose for improvement of product and service
2. Follow a new philosophy

3. Discontinue dependence on mass inspection

4. Cease the practices of awarding business on price tags.
5. Strive always to improve the production and service of the organization
6. Introduce new and modern methods of on-the-job training
7. Device modern methods of supervision
8. Let go of fear
9. Destroy barriers among the staff areas.
1. Dispose of the numerical goals created for the workforce.
2. Eradicate work standards and numerical quotas
3. Abolish the barriers that burden the workers
4. Device a vigorous education and training program
5. Cultivate top management that will strive toward these goals

The 7 Deadly Diseases for Management

The 7 Deadly Diseases for Management defined by Deming are the most
serious and fatal barriers that managements face, in attempting to increase
effectiveness and institute continual improvement.
1. The inadequacy of the constancy of purpose factor, to plan a product or
service.
2. Organizations giving importance to short term profits.

3. Employing personal review systems to evaluate performance, merit

ratings, and annual reviews for employees.
4. Constant Job Hopping

5. Use of visible figures only for management, with little or no consideration

of figures that are unknown or unknowable.
6. An overload of Medical Costs
7. Excessive costs of liability.

Joseph Juran

Who was he?

Born in 1904, Joseph Juran was a Romanian-born American engineer and
management consultant of the 20th century, and a missionary for quality and
quality management. Like Deming, Juran's philosophy also took root in Japan.
He stressed on the importance of a broad, organizational-level approach to

quality stating that total quality management begins from the highest position
in the management, and continues all the way to the bottom.

Influence of the Pareto Principle

In 1941, Juran was introduced to the work of Vilfredo Pareto. He studied the
Pareto principle (the 80-20 law), which states that, for many events, roughly
80% of the effects follow from 20% of the causes, and applied the concept to
quality issues. Thus, according to Juran, 80% of the problems in an
organization are caused by 20% of the causes. This is also known as the rule
of the "Vital few and the Trivial Many". Juran, in his later years, preferred "the
Vital Few and the Useful Many" suggesting that the remaining 80% of the
causes must not be completely ignored.
His approach to quality management drew one outside the walls of a factory
and into the non-manufacturing processes of the organization, especially those
that were service related.

The Juran Quality Trilogy

One of the first to write about the cost of poor quality , Juran developed an
approach for cross-functional management that comprises three legislative
processes:
1.

Quality Planning : this is a process that involves creating awareness of the

necessity to improve, setting certain goals and planning ways to reach those
goals. This process has its roots in the management's commitment to planned
change that requires trained and qualified staff.

2.

Quality Control : this is a process to develop the methods to test the

products for their quality. Deviation from the standard will require change and
improvement.

3.

Quality Improvement : this is a process that involves the constant drive to

perfection. Quality improvements need
Problems must be diagnosed to the root
Management must analyze the processes
with recognition and praise when things are

to be continuously introduced.
causes to develop solutions. The
and the systems and report back
done right.

Three Steps to Progress

Juran also introduced the Three Basic Steps to Progress, which, in his opinion,
companies must implement if they are to achieve high quality.
1. Accomplish improvements that are structured on a regular basis with
commitment and a sense of urgency.
2. Build an extensive training program.
3. Cultivate commitment and leadership at the higher echelons of management.

Ten Steps to Quality

Juran devised ten steps for organizations to follow to attain better quality.
1. Establish awareness for the need to improve and the opportunities for
improvement.
2. Set goals for improvement.
3. Organize to meet the goals that have been set.
4. Provide training.
5. Implement projects aimed at solving problems.
6. Report progress.
7. Give recognition.

8. Communicate results.
9. Keep score.
10. Maintain momentum by building improvement into the company's regular
systems.

Philip Crosby
Who was he?

Born in 1926, Philip Crosby was an author and businessman who contributed
to management theory and quality management practices. He started his
career in quality much later than Deming and Juran. He founded Philip Crosby
and Associates, which was an international consulting firm on quality
improvement.

His Philosophy/ Theory

Crosby's principle, Doing It Right the First Time, was his answer to the quality
crisis. He defined quality as full and perfect conformance to the customers'

requirements. The essence of his philosophy is expressed in what he called

the Absolutes of Quality Management and the Basic Elements of Improvement.

The Absolutes of Quality Management

Crosby defined Four Absolutes of Quality Management, which are
1. The First Absolute: The definition of quality is conformance to requirements
2. The Next Absolute: The system of quality is prevention
3. The Third Absolute: The performance standard is zero defects
4. The Final Absolute: The measurement of quality is the price of nonconformance
Zero Defects

Crosby's Zero Defects is a performance method and standard that states that
people should commit themselves to closely monitoring details and avoid
errors. By doing this, they move closer to the zero defects goal. According to
Crosby, zero defects was not just a manufacturing principle, but was an allpervading philosophy that ought to influence every decision that we make.
Managerial notions of defects being unacceptable and everyone doing things
right the first time are reinforced.

The Fourteen Steps to Quality Improvement

1. Make it clear that management is committed to quality for the long term.
2. Form cross-departmental quality teams.
3. Identify where current and potential problems exist.
4. Assess the cost of quality and explain how it is used as a management tool.
5. Improve the quality awareness and personal commitment of all employees.
6. Take immediate action to correct problems identified.

7. Establish a zero defect program.

8. Train supervisors to carry out their responsibilities in the quality program.
9. Hold a Zero Defects Day to ensure all employees are aware there is a new
direction.
10. Encourage individuals and teams to establish both personal and team
improvements.
11. Encourage employees to tell management about obstacles they face in trying
to meet quality goals.
1. Recognize employees who participate.
2. Implement quality controls to promote continual communication.
3. Repeat everything to illustrate that quality improvement is a never-ending
process.

The Quality Vaccine

Crosby explained that this vaccination was the medicine for organizations to
prevent poor quality.
1. Integrity: Quality must be taken seriously throughout the entire organization,
from the highest levels to the lowest. The company's future will be judged by
the quality it delivers.
2. Systems: The right measures and systems are necessary for quality costs,
performance, education, improvement, review, and customer satisfaction.
3. Communication: Communication is a very important factor in an organization.
It is required to communicate the specifications, requirements and
improvement opportunities of the organization. Listening to customers and
operatives intently and incorporating feedback will give the organization an
edge over the competition.

1. Operations: a culture of improvement should be the norm in any organization,

and the process should be solid.
2. Policies: policies that are implemented should be consistent and clear
throughout the organization.

4.