Discuss total quality

management including the

Deming cycle, Juran and
Crosby’s contributions
PRIMROSE MUZVUWE
RUMBIDZAI RANGANAI
TOTAL QUALITY MANAGEMENT
• DEF: – involves the application of quality management principles to all aspects
of the organization, including customers and suppliers, their integration with the
key business processes, with improvements undertaken on a continuous basis by
everyone in the organization
• DEF; TQM is the mutual co-operation of everyone in an organization and
associated business processes to produce value-for-money products and services,
which meet and hopefully exceed the needs and expectations of customer
Key elements of TQM
1. Commitment and leadership of chief executive officer
2. Planning and organization
3. Using tools and techniques
4. Education and training
5. Involvement
6. Teamwork
7. Measurement and feedback
DEMING’S CYCLE (1900-1993)
• He argued that by improving quality it is possible to increase productivity and thus
improve organizational competitiveness
• His view was that QM and improvement are the responsibility of all the firm’s
employees: top management must adopt the new religion of quality and lead the
drive for improvement by being involved in all the stages.
• A 4 step iterative technique used to solve problems and improve organizational
processes
Deming’ s cycle
• PLAN
• Understand your definition of quality
• How do you know if a change is an improvement?
• Can you predict your outcomes?
- The first goal within the Deming cycle is to plan ahead to understand what you
want to achieve. This is both a practical and theoretical step
- IN this step, you investigate the current situation in order to fully understand the
nature of the problem being solved
- Be sure that one develops a plan and framework to work from and specify the
desired outcomes and results.
DEMING’S CYLE
• DO
1. Start with small scale testing
2. Implement iterative changes to your experiments to test variables
3. Document every step
- carry out the implementation as if it were a scientific experiment
• i.e apply small incremental changes that help improve processes with minimal
disruption
• it is vital to bring change about slowly and iteratively while testing hypotheses.
• Using studies which can be measured against control groups helps you better
understand the data you receive, allowing you to not just improve your output
but to understand exactly why your output was improved by the changes you
enacted.
DEMING’S CYCLE
• CHECK
• Did your outcomes match with your predictions?
• In what ways did the outcomes differ and why?
• How could you test variables which were previously unaccounted for?
-CHECK during implementation to make sure that the project’s objectives are being
met
- Do a check upon completion to allow for successes and failures to be addressed
and for future adjustments to be made based on lessons learnt
DEMING’S CYCLE
• ACT
• Implement your recommended changes
• Track performance and data over time
• Provide all documentation to the company to improve internal theory
• IMPLEMENT your solutions and recommendations , decide if the solution is
effective and either integrate it to standard work or abandon it
1. Facilitates continuous improvement- iterative cycle that encourages users to
pursue ongoing and continuous improvement.
2. Flexibility- can be used for a wide array of organizational processes regardless
of the function
3. Simple
4. This method allows change to be quick and solutions implemented in a timely
manner
Deming’s 14 points
1. Create constancy of purpose towards improvement of product and services, with the aim to
become competitive, stay in business
2. Adopt a new philosophy- flexible to change, new systems and technology of the modern day
age, take on leadership to future 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 1st place
4. award suppliers based on quality- minimize total cost, move towards having a single supplier
for any one item on a long term relationship of loyalty and trust
5. Improve constantly the system of production and service and also employees, to increase
quality and productivity and thus reduce costs
6. Institute training on the job
7. Institute leadership- super vision of management and production of workers
8. Drive out fear- so that every employee works effectively
9. Elimination of barriers between departments- team work increases workflow and
productivity
10. eliminate slogans, exhortations and targets for the workforce that ask for zero defects and
DEMING’S 14 POINTS
11. Eliminate numerical quotas- remove management by objectives, by numerical
goals substitute leadership instead
12. Remove barriers that rob the workers of their pride of workmanship
13. Institute a vigorous programme of education and self-improvement
14. Put everyone in the company to work to accomplish the transformation (13
points above)

• IN SUMMARY- Deming expected managers to change i.e to develop a

partnership with those at the operating level of the business and to
manage quality with direct statistical measures without the cost of
quality measures.
CROSBY
• His audience was primarily top management and he sold his approach to themand
stressed increasing profitability through quality improvement.
• He argued that higher quality reduces costs and raises profits

• His approach is based on 4 absolutes of quality management:

1. Quality is defined as conformance to requirements
2. The system for achieving quality is prevention not appraisal
3. The only performance standard s zero defects
4. The measurement of quality is the cost of quality
Cosby’ 14 step quality improvement programme
1. Management commitment
2. Quality improvement team
3. Quality measurement
4. Cost of quality evaluation
5. Quality awareness
6. Corrective action
7. Establish an ad hoc committee for the zero defects programme
8. Supervisor training
9. Zero defects day
10. Goal setting
11. Error cause removal
12. recognition
JURAN’S APPROACH
• Juran defines quality as fitness for use in terms of design, conformance,
availability, safety, and field use
• He argued that companies must reduce the cost of quality
• In contrast to Deming he considered that if energy generated by fear is harnessed
and focused in a positive direction it can be a positive rather than a negative factor
JURAN ‘S APPROACH
JURAN’S APPROACH
• Quality Planning: In the planning stage, it is critical to define who the customers
are and to define their needs . Once the customer needs are identified, define the
requirements for the product / process / service and develop them for
operations.
• Quality Control: During the control phase, determine what needs to be measured
(what forms of data and from which processes?), and set a goal for performance.
Obtain feedback by measuring actual performance, and act on the gap between
performance and the goal.
• Quality Improvement: There are four different strategies to improvement that
could be applied for improvements:
• Repair: reactive approach - fix what is broken
• Refinement: proactive approach - continually improve a process that isn’t broken
• Renovation: improvement through innovation or technological advancement
• Reinvention: most demanding approach – abandon the current practices and start over
with a clean slate.