“Only through the collective efforts of their
individual
members do companies change;
companies are
incapable of changing
themselves.”
-- V. Daniel
Hunt
This question has been
debated for many years and varies considerably even with the quality experts (as
outlined in the comparison tables below). For certain, the experts agree,
the outcome affects all businesses today and will continue to do so in the
future.
(note: this comparison was
originally based on
an article published in the "Quality" magazine, May
1992)
Table 1 - A comparison of Deming, Juran, and Crosby
W. Deming
J.M. Juran
P. CrosbyBasic orientation toward quality
Technical Process Motivational What is quality? Nonfaulty systems Fitness
for use; freedom from trouble Conformance to requirements Who is responsible
for quality? Management Management Management Importance of customer
requirements as standard Very important Very important; customers at each
step of product life cycle Very important Goal of quality Meet/exceed
customer needs; continuous improvement Please customer; continuous improvement
Continuous improvement; zero defects Methods for achieving quality
Statistical; constancy of purpose; continual improvement; cooperation between
functions Cost of quality; quality trilogy: planning, control, improvement
14-point framework; Chief elements of implementation 14-point program
Breakthrough projects; quality council; quality teams 14-step program; cost of
quality; quality management "maturity grid" Role of training Very
important for managers and workers Very important for managers and employees
Very important for managers and employees For additional details, see web
site: The W. Edwards Deming Institute Juran Institute Philip Crosby
Associates II
Table 2 - A comparison of Garvin, Felgenbaum, and Taguchi
D. Garvin
A.V. Felgenbaum
G. TaguchiBasic 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 defined For additional details,
see web site:
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