The Quality Gurus: Edwards Deming, Joseph Juran, Philip Crosby.
Edwards Deming the Quality Master (Quality Quotes by Quality Gurus)
W. Edwards Deming (note: his first name is often abbreviated as "W." to avoid confusion with another Edwards in his family) was an American statistician, engineer, and management consultant who is best known for his work in helping to improve quality and productivity in the manufacturing industry. He was born on October 14, 1900, in Sioux City, Iowa, and died on December 20, 1993, in Washington, D.C.
Deming was a prominent figure in the development of statistical quality control and total quality management, and his work had a significant impact on the post-World War II Japanese economy. He is particularly well-known for his "14 Points for Management," a set of principles for improving quality and productivity in organizations, and for his emphasis on the importance of continuous improvement and statistical analysis.
Deming's work helped to transform the manufacturing industry by demonstrating the benefits of focusing on quality control and continuous improvement, and his methods and principles continue to be studied and applied in a wide range of fields today. He received numerous awards and honors for his contributions to the field of quality management, and is widely regarded as one of the most influential figures in the history of modern management.
14 Points for Management still important?
The "14 Points for Management" are a set of principles developed by W. Edwards Deming for improving quality and productivity in organizations. These principles were first published in Deming's book "Out of the Crisis" in 1982, and they have since become widely influential in the field of quality management. The 14 points are (quality quotes by quality gurus):
Create constancy of purpose for improving products and services.
Adopt the new philosophy.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
Improve constantly and forever every process for planning, production, and service.
Institute training on the job.
Adopt and institute leadership.
Drive out fear.
Break down barriers between staff areas.
Eliminate slogans, exhortations, and targets for the workforce.
Eliminate numerical quotas for the workforce and numerical goals for management.
Remove barriers to pride of workmanship.
Institute a vigorous program of education and self-improvement.
Put everybody in the company to work to accomplish the transformation.
Taken together, these principles emphasize the importance of creating a culture of continuous improvement and involving all employees in the process of improving quality and productivity. Deming believed that by focusing on these principles, organizations could achieve higher levels of quality, productivity, and customer satisfaction, while also reducing costs and improving morale.
Other publications by Edwards Deming.
In addition to his renowned work Out of the Crisis (1982), in which W. Edwards Deming introduced his famous "14 Points for Management" and shared his philosophy of continuous improvement, he authored several other influential publications throughout his career. These works have significantly shaped the field of quality management and have had a profound impact on industries worldwide. Here are some of his key contributions:
"Statistical Method from the Viewpoint of Quality Control" (1939): This book is where Deming first introduced the concept of statistical process control, which later became a cornerstone of quality management practices. It helped establish him as a leading expert in the field, showing the critical role statistics play in monitoring and improving process quality.
"Quality, Productivity, and Competitive Position" (1982): A collection of essays and lectures, this work delves into the interconnections between quality, productivity, and a company’s competitive edge. Deming highlights the importance of improving quality as a way to enhance both productivity and a firm’s position in the marketplace.
"The New Economics for Industry, Government, Education" (1993): Expanding upon his earlier work, this book offers a deeper look into Deming’s management philosophy, particularly his ideas on quality, continuous improvement, and systems thinking. It’s a more comprehensive exploration of his approach to achieving sustainable improvements across industries, government, and education sectors.
"The Essential Deming: Leadership Principles from the Father of Quality" (2013): Published posthumously, this collection brings together many of Deming's writings, speeches, and lectures, providing a thorough overview of his leadership principles. It also includes previously unpublished works, offering readers valuable insights into his approach to leadership and quality management.
Deming’s work has left a lasting legacy in the field of quality management. His ideas continue to be studied and applied by scholars, business leaders, and practitioners across industries, emphasizing the importance of quality, data-driven decisions, and continuous improvement in achieving long-term success. His contributions helped shape modern management practices and his principles still influence the way businesses approach quality and productivity today.
Joseph Juran and his 'Trilogy'
Joseph Juran (1904-2008) was an American engineer and management consultant who is widely regarded as one of the foremost pioneers of modern quality management. Juran's contributions to the field of quality management were instrumental in the post-World War II economic boom in Japan and the United States, and his influence continues to be felt in the management practices of companies around the world.
Juran began his career in the 1920s as an engineer, and he became interested in quality management while working for the Western Electric Company. He later became a consultant, and he worked with a wide range of organizations, from small businesses to major corporations and governments.
Juran is perhaps best known for his development of the "Juran Trilogy," which consists of three interdependent processes for managing quality: quality planning, quality control, and quality improvement. He also developed the concept of the "vital few and trivial many," which is also known as the "80/20 rule," and which states that a small number of causes are responsible for a large percentage of quality problems.
Juran wrote several influential books on quality management, including "Quality Control Handbook" and "Juran on Leadership for Quality." He also received numerous awards and honors throughout his career, including the National Medal of Technology and Innovation in 1992.
Juran's Quality Trilogy what is this?
Juran's Quality Trilogy is a management framework developed by Joseph Juran, a renowned quality management expert. It is a three-step approach to managing and improving quality in an organization. The trilogy consists of three interconnected processes: Quality Planning, Quality Control, and Quality Improvement.
Quality Planning: The first step in the trilogy is Quality Planning, which involves developing a strategy for achieving quality goals. It includes identifying customers' needs and expectations, defining quality objectives, and developing processes that will ensure that those objectives are met. Quality planning aims to prevent quality problems before they occur and to establish a baseline for monitoring and controlling quality.
Quality Control: The second step is Quality Control, which involves monitoring the quality of the product or service during its production or delivery. It includes activities such as inspecting products, testing them for defects, and collecting data to analyze quality trends. Quality control aims to identify and correct problems as they occur, ensuring that the product or service meets the desired quality standards.
Quality Improvement: The final step is Quality Improvement, which involves using data and feedback from quality control to continuously improve the product or service. It includes identifying and analyzing the root causes of quality problems, implementing corrective actions, and continuously monitoring the results. Quality improvement aims to eliminate defects and improve processes so that the product or service meets or exceeds customer expectations.
Juran's Quality Trilogy emphasizes the importance of a comprehensive and integrated approach to quality management, which involves both preventing problems from occurring and continuously improving processes to deliver better quality products and services.
Other important Juran's publications
Joseph Juran made significant contributions to the field of quality management through his extensive writings over his long and successful career. His work has shaped many aspects of modern quality management practices and continues to be a key reference for practitioners and scholars alike. Some of his most notable publications include:
"Quality Control Handbook": First published in 1951, this is one of Juran's most influential works. It serves as a comprehensive guide to the principles and practices of quality management. The book covers a wide range of topics, such as statistical process control, quality planning, quality improvement, and the costs associated with quality. It has been a foundational text for anyone studying or working in the field of quality management.
"Managerial Breakthrough": Published in 1964, this book was largely inspired by Juran's experiences working with companies in Japan after World War II. It explores the concept of achieving a "managerial breakthrough," which emphasizes creating a culture of quality across the entire organization. The book outlines the steps needed to instill quality as a core value throughout a company, not just in its production processes but in its management practices as well.
"Juran on Leadership for Quality": Released in 1989, this book highlights the critical role leadership plays in fostering a culture of quality. It explains the key characteristics of effective leaders and provides actionable advice on developing leadership skills that align with quality objectives. The book underscores that leadership is essential for guiding an organization toward sustained quality improvement.
"Quality Planning and Analysis": First published in 1988, this book provides a detailed approach to quality planning. It focuses on identifying customer needs, setting quality objectives, and developing strategies to achieve those goals. This text is a valuable resource for anyone involved in planning and executing quality initiatives.
"Juran's Quality Handbook": First published in 1998, this is an updated and expanded version of Juran's earlier work, the Quality Control Handbook. It provides an even broader range of insights into quality management, incorporating new ideas and research that reflect advancements in the field. The book covers essential topics like quality planning, improvement, and the cost implications of quality efforts.
Joseph Juran's publications have left a lasting mark on the quality management field. His work continues to be highly regarded and widely referenced, providing valuable insights into improving organizational processes and fostering a culture of continuous improvement. His emphasis on leadership, planning, and analysis in the pursuit of quality remains relevant to businesses and organizations striving for excellence today.
Mr 'zero defects' - Philip Crosby
Philip Crosby (1926-2001) was an American businessman and author, known for his work in the field of quality management. He developed and promoted the concept of "zero defects," (!!!) which became a popular approach to quality management in the 1970s and 1980s.
Crosby started his career as a quality control engineer at the Martin Company, and later worked for the ITT Corporation and the Bendix Corporation. He became known for his ability to turn around struggling businesses and improve their quality management systems. He founded his own consulting firm, Philip Crosby Associates, in 1979, which focused on helping businesses improve their quality management processes.
Crosby is the author of several influential books on quality management, including "Quality is Free," which was published in 1979 and became a best-seller. In this book, Crosby argued that the cost of poor quality was much greater than most businesses realized, and that the goal of quality management should be to eliminate defects entirely. He later wrote several other books on quality management, including "Quality Without Tears" and "Leading."
Crosby was a prominent figure in the quality management movement of the 1970s and 1980s, and his ideas continue to influence the field today.
Crosby Four Absolutes what is this?
The Crosby Four Absolutes are a set of quality management principles developed by Philip Crosby, which he introduced in his book "Quality is Free" in 1979. The Four Absolutes are a set of guidelines that are intended to help organizations improve their quality management systems and reduce the number of defects or errors in their products or services.
The Four Absolutes are:
Quality is defined as conformance to requirements. This means that quality is not a matter of subjective opinion, but rather is based on meeting the specific requirements of customers and stakeholders.
The system for causing quality is prevention. Crosby argued that rather than simply inspecting products or services after they are completed, it is better to prevent defects from occurring in the first place through careful planning, design, and execution.
The performance standard is zero defects. The goal of quality management should be to eliminate defects completely, rather than accepting a certain level of defects as inevitable.
The measurement of quality is the price of non-conformance. This means that the cost of poor quality - including the costs of rework, scrap, customer complaints, and lost business - should be measured and tracked in order to identify opportunities for improvement.
The Four Absolutes are a simple and practical framework for implementing a culture of quality in an organization, and they continue to be influential in the field of quality management today.
Crosby publications, better check!
Philip Crosby was a highly influential figure in the field of quality management and authored several significant works that continue to shape modern quality practices. His books reflect his philosophy on quality, offering practical advice and insight into creating high-quality systems in organizations. Some of his notable publications include:
"Quality Without Tears: The Art of Hassle-Free Management" (1984): In this book, Crosby provides a practical guide to implementing his approach to quality management, focusing on his Four Absolutes of Quality. The book aims to make quality management accessible and hassle-free, showing how organizations can achieve high standards without unnecessary complexity.
"Reflections on Quality" (1995): This book is a collection of essays by Crosby that cover various aspects of quality management, from the importance of leadership in maintaining quality standards to the role of employee involvement. Crosby also addresses the challenges organizations face in sustaining quality over time, offering his insights on how to overcome these obstacles.
"The Eternally Successful Organization" (1999): In this work, Crosby argues that long-term organizational success is deeply tied to a focus on quality. He outlines a framework for achieving sustainable success through a commitment to quality management practices, showing how this focus can create enduring results for companies.
"Completeness: Quality for the 21st Century" (1992): This book explores quality management in the modern era, addressing the new challenges and opportunities that arise due to technological advancements and global competition. Crosby examines how businesses can adapt their quality strategies to meet the demands of a rapidly changing world.
"Quality and Me: Lessons from an Evolving Life" (1999): In this autobiographical book, Crosby reflects on his personal experiences and the lessons he has learned throughout his career in quality management. The book provides readers with a more personal insight into his journey, philosophy, and the development of his quality principles.
Crosby’s publications have made a lasting impact on the field of quality management. His ideas about the importance of quality, the role of leadership, and the need for continuous improvement continue to resonate with professionals and organizations seeking to create and sustain high-quality systems.
These books, along with "Quality is Free" and the Four Absolutes, are among Crosby's most influential contributions to the field of quality management.
More to explore
For those interested in delving deeper into quality assurance, it’s highly beneficial to explore the works of some of the pioneers who shaped the field. Key figures like Walter A. Shewhart, Kaoru Ishikawa, and Genichi Taguchi made foundational contributions that continue to influence modern quality management practices.
Walter A. Shewhart is often regarded as the father of statistical quality control. His work laid the groundwork for much of the statistical methods used in quality assurance today. Shewhart developed the concept of the control chart, which is a vital tool for monitoring process variations over time. His emphasis on using data to track and manage quality improvements has influenced the development of numerous quality management techniques, making his work essential for understanding the statistical basis behind quality control.
Kaoru Ishikawa, a key figure in Japan's post-war industrial growth, is best known for developing the "Fishbone Diagram" (also known as the Ishikawa Diagram), a tool that helps identify the root causes of problems in processes. His contributions also include the development of the concept of "quality circles," where employees at all levels work together to identify issues and improve processes. Ishikawa's focus on involving all levels of an organization in the pursuit of quality and his belief in a holistic approach to quality management have made his theories a cornerstone of total quality management (TQM).
Genichi Taguchi revolutionized quality assurance with his development of the Taguchi Method, which emphasizes minimizing variation and improving product consistency through robust design. His work focused on designing products and processes in a way that ensures they perform well under a wide range of conditions, thus preventing defects before they occur. Taguchi’s approach integrates quality improvement into the product design phase, shifting the focus from problem detection to problem prevention.
By studying the works of these influential figures, one can gain a deeper understanding of the principles and tools that drive modern quality assurance. Each of these pioneers made unique contributions, and their methods remain central to how industries approach quality management and continuous improvement today. Whether through statistical analysis, root cause identification, or robust design, their legacies continue to inform and inspire quality professionals worldwide.
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Summary
In the article "What Can We Learn from 'The Big Three'? Quality Quotes by Quality Gurus," we explore the insights and wisdom offered by three of the most influential figures in the field of quality management: W. Edwards Deming, Joseph Juran, and Philip Crosby. These pioneers, often referred to as "The Big Three," shaped the modern understanding of quality, and their quotes offer valuable lessons for anyone interested in improving processes, products, and organizations.
W. Edwards Deming emphasized the importance of continuous improvement, data-driven decision-making, and systems thinking. His quotes remind us that quality is not just about inspecting defects out of a product, but about designing systems that prevent defects from occurring in the first place. Deming also advocated for a deep commitment to customer satisfaction, focusing on long-term results rather than short-term fixes.
Joseph Juran focused on the idea that quality must be built into the process, not inspected into the product. His work stressed the importance of involving all levels of an organization in quality management and the need for leadership commitment to quality. Juran’s quotes highlight the essential role of planning, control, and improvement in achieving lasting quality results.
Philip Crosby is known for his philosophy that "quality is free," meaning that the cost of achieving quality is less than the cost of poor quality. His approach focuses on preventing defects rather than fixing them after they occur. Crosby’s quotes remind us that a commitment to quality must start with leadership and that every employee plays a role in ensuring quality in all aspects of an organization.
The article emphasizes the relevance of these principles today, as businesses continue to strive for better quality and efficiency. The lessons learned from the "Big Three" encourage organizations to prioritize continuous improvement, employee involvement, leadership in quality, and a shift from defect-fixing to defect prevention. Their timeless wisdom continues to guide organizations toward building sustainable, high-quality systems that deliver long-term value to customers and stakeholders alike.
How to use this knowledge in real life manufacturing example:
To apply the wisdom from W. Edwards Deming, Joseph Juran, and Philip Crosby to a real-life manufacturing example, let's look at the production of energy-saving curtains. These curtains are designed to improve energy efficiency by regulating the temperature in a room, helping to reduce heating and cooling costs. Here's how their teachings can be put into practice:
W. Edwards Deming's Philosophy:
Deming emphasized the importance of continuous improvement and systems thinking. In the context of manufacturing energy-saving curtains, his principles can be applied in several ways:
Quality by Design: Deming’s philosophy stresses the importance of designing quality into products from the start, rather than relying on inspections to catch defects. For energy-saving curtains, this means ensuring that the materials used (such as insulating fabrics or reflective coatings) meet high standards for thermal efficiency and durability from the beginning. Quality control should be embedded in every stage of the design process, ensuring the curtains function as intended, reducing energy consumption effectively.
Data-Driven Decisions: Using statistical methods to measure the effectiveness of the curtains in real-world conditions, such as their ability to maintain room temperature over time, helps identify areas for improvement. Gathering data on customer feedback and product performance can help continuously refine the product, ensuring it remains competitive in the market.
Long-Term Improvement: Deming’s principle of focusing on long-term results can guide decisions in the curtain manufacturing process. Instead of focusing solely on reducing short-term costs, manufacturers can invest in research and development to create more efficient, cost-effective energy-saving materials. Over time, this will build customer trust and brand loyalty.
Joseph Juran's Philosophy:
Juran focused on quality planning, control, and improvement. Applying his principles to the production of energy-saving curtains involves:
Planning for Quality: Juran’s emphasis on quality planning would encourage manufacturers to begin by identifying customer needs—such as the desire for curtains that are both energy-efficient and aesthetically pleasing. Manufacturers should plan to meet these needs by selecting the right materials, ensuring consistency in product quality, and integrating sustainability into the design from the outset.
Involving All Levels of the Organization: Quality must be a responsibility shared by everyone in the company. In energy-saving curtain production, this means that all employees, from designers to production line workers, should be trained to recognize the importance of quality in achieving energy efficiency. Juran’s principle of involving everyone in quality initiatives would encourage open communication, collaboration, and shared ownership of product quality.
Quality Control and Improvement: Juran’s concept of control focuses on maintaining quality through ongoing checks and audits. In curtain production, implementing regular checks to measure how well the curtains meet energy-saving standards (such as thermal resistance or solar heat gain reduction) can help maintain consistent quality. If deviations are found, improvements can be implemented immediately, preventing defects or inefficiencies from affecting the final product.
Philip Crosby's Philosophy:
Crosby’s philosophy centered around the idea that "quality is free"—investing in quality upfront will ultimately save costs and enhance long-term profitability. Here’s how his ideas can be applied to manufacturing energy-saving curtains:
"Quality is Free": Crosby’s approach encourages manufacturers to view quality as a key investment rather than a cost. For energy-saving curtains, ensuring the materials used are top-notch and sustainable may require higher initial investment, but it will pay off through higher customer satisfaction, fewer returns, and reduced waste. By focusing on quality from the beginning, the company can avoid the hidden costs associated with poor performance and defects, such as energy inefficiency or durability issues.
Prevention Over Correction: Crosby emphasized that preventing defects is far less costly than fixing them later. For energy-saving curtains, this means focusing on developing manufacturing processes that prevent issues such as poor stitching, incorrect fabric weights, or improper insulation from occurring. For example, investing in automated systems that ensure precise cutting of materials can prevent defects early in the process, reducing waste and rework.
Employee Responsibility for Quality: Crosby believed that quality must be everyone's responsibility. In the manufacturing of energy-saving curtains, this would involve creating a culture where all employees, from the production line to quality assurance teams, understand their role in ensuring that each curtain meets the desired energy efficiency standards. By fostering a sense of ownership and accountability, employees will be motivated to identify and address potential quality issues before they affect the product.
Bringing It All Together:
By combining Deming’s focus on continuous improvement, Juran’s emphasis on planning and involvement, and Crosby’s dedication to quality from the start, manufacturers of energy-saving curtains can create a product that not only meets high standards of energy efficiency but also excels in customer satisfaction and operational effectiveness. Each principle helps ensure that quality is woven into every step of the process—from product design and material selection to manufacturing and quality control—resulting in a product that is both high-performing and durable, ultimately benefiting the environment and consumers alike.
Appendix: Quality Quotes by Quality Gurus
The world of quality management has been shaped by many thought leaders whose insights have become cornerstones of modern practices. The "Big Three"—W. Edwards Deming, Joseph M. Juran, and Philip Crosby—are considered the pillars of quality management. Their contributions to the field have influenced how companies across the globe approach quality control, continuous improvement, and customer satisfaction.
Here’s a compilation of some of their most impactful quotes, offering timeless wisdom for anyone in quality management:
1. W. Edwards Deming
“In God we trust; all others bring data.” This quote emphasizes Deming’s belief in data-driven decision-making. It highlights the importance of objective evidence when assessing processes and making improvements.
“Quality is everyone’s responsibility.” Deming taught that quality should not be the responsibility of just one person or department but rather a shared effort across the entire organization.
“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” This speaks to Deming’s emphasis on the need for systematic processes and continuous improvement in every aspect of an organization’s operations.
2. Joseph M. Juran
“Without a standard, there is no logical basis for making a decision or taking action.” Juran emphasized the importance of creating and adhering to clear standards to guide improvement efforts.
“The goal of quality management is not to do things right, but to do the right things.” This quote encourages quality managers to focus on the effectiveness of the process, not just efficiency. Doing the right things is crucial for long-term success.
“Quality means conformance to requirements, not elegance.” Juran’s perspective on quality underscores the idea that meeting customer needs and expectations is the core goal, not necessarily creating something flashy or sophisticated.
3. Philip Crosby
“Quality is free. It’s not a gift, but it’s free. What costs money are the unquality things—all the actions that involve not doing things right the first time.” Crosby’s philosophy centers on the idea that preventing defects is cheaper than dealing with the consequences of poor quality. His work on the cost of quality transformed the way organizations view quality control.
“Do it right the first time.” Crosby's principle of zero defects emphasizes the importance of preventing errors in the first place rather than fixing them after the fact.
“The price of conformance is far less than the cost of nonconformance.” This highlights the economic benefit of focusing on quality at every step of the production process, rather than dealing with the fallout from mistakes.
These quotes reflect the shared values of the Big Three: data-driven decisions, creating processes that ensure quality, and focusing on continuous improvement. Their philosophies continue to influence modern quality management systems like Six Sigma, Lean, and ISO 9001.
Useful Links to Top Manufacturers and Resources for Quality Management
Here are some valuable links that focus on top manufacturers and resources relevant to quality management, lean practices, and continuous improvement:
1. Toyota Production System (TPS)
Toyota is a pioneer in the development of lean manufacturing principles and the Toyota Production System. Their commitment to continuous improvement and waste reduction has made them one of the most recognized names in quality manufacturing.
2. General Electric (GE) - Quality & Lean Manufacturing
GE’s focus on quality control, innovation, and efficiency has established them as a leader in the manufacturing industry. Their implementation of Six Sigma has been a major part of their success in quality management.
3. Ford Motor Company - Quality Management
Ford has integrated continuous improvement tools like Six Sigma and Total Quality Management (TQM) into their manufacturing operations, ensuring quality and consistency in every vehicle they produce.
4. Siemens - Quality and Sustainability
Siemens is committed to quality and sustainability in its manufacturing operations. Their dedication to lean practices and continuous improvement is reflected in their global reputation for high-quality products.
5. Boeing - Lean and Quality Management
Boeing uses advanced lean manufacturing principles, focusing on precision and quality control to deliver safe and reliable aerospace products. Their quality management system has played a crucial role in maintaining their industry leadership.
6. Honda - Manufacturing Quality Standards
Honda’s quality philosophy is deeply embedded in their manufacturing processes. Their commitment to quality and continuous improvement ensures high standards across their production systems.
7. 3M - Innovation and Quality Management
3M’s dedication to quality, safety, and innovation has helped them remain a leader in manufacturing. Their use of Total Quality Management (TQM) and lean processes drives continuous improvements across their global operations.
These links provide insight into how some of the world’s top manufacturers apply quality management principles to ensure their products meet the highest standards. Learning from their best practices can be invaluable when seeking to improve your own processes or organization.
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