1. A NOTE ON QUALITY: THE VIEWS OF
DEMING, JURAN, and CROSBY
GROUP NO 3
Aravind Uppala 122
Dasari Pradeep
126
Kirti Raj Kataria 130
Libin Joseph 137
Sangam lalsiva raju
138

2. DEMING’S SPC
 Continuous improvement of products and services to meet
customers’ needs .—tools are SPC and problem-solving
techniques.
 Management is responsible for change.
 Breakdown of department and worker-supervisor barrier.
 Change the systems , operations to reduce common / systematic
causes.

3. INCORPORATION OF SPC
 Statistical process control , a probability method by Walter shewart.
 Probability rules could determine whether variation was random or
not.

4. IMPLICATIONS
 Once the process was in control, readings fell outside the limits
indicated a problem to be investigated.
 To improve the system itself , common causes had to be
removed.

6. JURAN
 Joseph M. Juran's impact on Japanese Quality was usually considered
second only to Deming’s.
 He established Juran Institute in 1979 for seminars, consulting and
conferences.
 His clients were:
 Texas Instruments
 Du Pont
 Monsanto
 Xerox
DEFINITION BY JURAN
 Juran defined quality as “fitness for use”
 The users of a product or service should be able to count on it for they
needed to do with it.

7. FIVE DIMENSIONS OF FITNESS FOR USE
 Quality of design
 Quality of conformance
Availability
 Safety
 Field Use
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JURAN’S APPROACHES
Comprehensive approach : Vendor relations, manufacturing control,
distribution and field service
Reliability: find effects & causes of failures and develop solutions for
them.
Analytical Methods: identify areas needing improvements and
implement changes.
Cost of Quality: cost of making, finding, and repairing.

8. JURAN’S APPROACHES FOR MAINTAINING
MINIMUM COST OF QUALITY
 Breakthrough Projects
 The control Sequence
 Annual Quality Programs
Juan's Categories of Quality Costs
A. Internal failure costs
(Scrap, rework, retest, down time, yield loses, disposition)
B. External failure costs
(Complaint adjustment, Returned material, Warranty charges,
Allowances)
C. Appraisal costs
Incoming materials inspection, Inspection and test, accuracy test
equipments, evaluation of stocks, materials and service consumed)
D. Prevention Costs
Quality planning, product review, training, process control, Quality data
acquisition and analysis, quality reporting, improvement projects)

9. MINIMIZING THE COST OF QUALITY
Total
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Quality Costs
Internal + External failure costs
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Cost
Per good
Unit
Of product
Minimal COQ
Cost of Apprasal+Prevention
100% Defective
100% good
Defect Rate
Optimal conformance level

10. JURANS BREAKTHROUGH SEQUENCE
Breakthrough in attitudes
2. Identify the vital few projects
3. Organize for breakthrough in knowledge
Two organizational entities
A. Steering group
B. Diagnostic group
4. Conduct the analysis
5. Determine how to overcome resistance to change
6. Institute the change
7. Institute the controls
1.

11. CROSBY
 He sought to change management perception and attitudes about
quality ( typically top managers viewed quality as intangible or else to
be found only in high –end products)
 If quality were improved, total costs would inevitably fall, allowing
companies to increase profitability
 His goal was quality improvement rather than after the fact inspection
 He came up with a quality management maturity grid for which was
used for self-assessment and offered a 14 point program for quality
improvement (this program was designed for securing management
commitment and gaining employees involvement through actions
such as zero defects day

13. CROSBY’S 14-POINT PROGRAM
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Management commitment
Quality improvement team
Quality measurement
Cost of quality evaluation
Quality awareness
Corrective action
Zero defects planning
Supervisor training
Zero defects day
Goal setting
Error cause removal
Recognition
Quality councils
Do it all over again