Raja Muhammad Zeeshan

[IME-021] Semester-6

Total Quality
Management
Assignment No. 1

National University of Sciences & Tech.

Total Quality Management Assignment No.1

Comparison and contrast between Deming’s and Joseph Juran’s Philosophy.

Introduction:

As we look back over the state of quality management and theory, we would be remiss if we didn’t
focus on two of this century’s most notable and respected contributors: W. Edwards Deming and
Joseph Juran. For over 50 years, both helped to improve quality in public and private institutions, in
the service and health-care industries, and in manufacturing, education, and government. While
Deming died in 1993 and Juran retired from teaching and lecturing in 1994, there is still much that
we can learn from their work.

Different Paths:

Deming provided a new and comprehensive theory for managing organizations and human
enterprises. His description of production as a system of interrelationships between consumer
research, design (and redesign), suppliers, materials, production, assembly, inspection, distribution,
and consumers is an integral contribution. Deming believed that a system must have an aim, and
that for an organization to be managed effectively (as a system), the aim must be clear to everyone.

Juran provided an analytical approach to managing for quality. He provided advice on quality
planning, quality control, and quality improvement, and he advocated specific management practices
to encourage and foster improvements in product and service. While Deming described a systematic
view of the organization, Juran prescribed how to manage quality functions (a collection of such
activities as market research, product design, product development, production, inspection, and
sales).

Deming was a philosopher who desired to provide a new way to view the world. Juran was a
practitioner who desired to teach people better management practices. Because of their different
approaches, Deming’s work tends to appeal to theoretical-minded individuals, whereas Juran’s
tends to appeal to the practical-minded.

Comparing Deming and Juran

Appreciation of a System

This is possibly the issue where Deming and Juran are closest. Deming, indeed, credits Juran for
early insights on how most opportunities for improvement lie in action on the system.

Variation

“If I had to reduce my message to management to just a few words, I would say it all had to do with
reducing variation”.

This is a central piece of Deming’s thinking. Juran, too, deals with variation: “It is well known that
nothing repeats itself precisely... whether monthly sales, hourly production on the assembly line, or
the dimensions of pieces turned out by a lathe. This natural fluctuation is the result of the interplay of
numerous small variables and is called random or chance variation - i.e. not traceable to any specific
cause.

Raja M. Zeeshan [IME-021, Sem-6] NUST, PNEC

Total Quality Management Assignment No.1

One result of the random fluctuations is that it does not pay to investigate any small fluctuations; the
cause is obscured by the random variables”. Juran goes on to describe the Shewhart Control Chart
as a device to determine which points are likely to be the result of findable causes.

Juran, though, has buried variation within chapters on Quality Control. The need to reduce
variability, and to avoid the “Two Mistakes”, is not emphasized as a central theme for managers.

Continuous Improvement

There is often debate about differences between Continuous Improvement and Project-by-Project
Improvement. To Juran, what can appear “Continuous Improvement” is actually made up of many,
many successful improvement projects. Juran’s statement that “All improvement takes place Project-
by-Project and in no other way” is not simply an assertion, but is based on many years of
observation in the field.

In addition, Juran’s methodology for guiding and running an improvement project is detailed and
comprehensive, and has proven successful in a large number of organizations around the world.

Theory of Knowledge

The concept of PDSA is present in the Trilogy, both at the “Macro level” where after achieving
control at the new level organizations should seek to address the new (but lower) levels of chronic
waste, and at the “micro” level within the diagnostic and remedial journeys

Juran also covers operational definitions (under the term “Glossaries”), and has some stories similar
to Deming’s about improvements brought about through better definition.

Juran’s detailed advice about organizing and guiding improvement projects are also extremely
helpful in giving organizations the “wherewithal” to enter the macro-PDSA cycle in the first instance -
“How to start - How to organize – What to do”.

Innovation and the Vital Few. (The Four Prongs of Quality)

Work on the Vital Few projects for Breakthrough is more than likely lead to innovation in processes.
In addition, the Quality Planning phase covers actions which lead to innovation in products (and
Juran gives examples). “Continual Improvement” of processes (and products?) will be the result of
working on the useful many - “mobilizing the employee body, which have the time and volume of
ingenuity needed to deal with these individually”.

Joy in work.

In the area of psychology Deming and Juran’s thinking differs fundamentally. Deming is saying that
people are born with innate intrinsic motivation, and that management (and society generally) “must
preserve the power of intrinsic motivation, dignity, co-operation, curiosity, joy in learning,
that people are born with”. “Remove barriers that rob people of pride of workmanship”. Peter
Scholtes enlarged on this with “People don’t resist change, they resist being changed”.

Thus the Deming perspective is that we should not try to motivate people, but stop de-motivating
them. He is saying that a company truly on the path to transformation will respect the intrinsic
motivation of the individual. Changes will undoubtedly result, but “the result will in time be greater

Raja M. Zeeshan [IME-021, Sem-6] NUST, PNEC

Total Quality Management Assignment No.1

innovation, applied science, technology, expansion of market, greater service, greater

material reward for everyone. There will be joy in work, joy in learning. Anyone who enjoys
his work will be a pleasure to work with. Everyone will win; no losers”

Juran’s advice on psychology feels rather “paternal” and “benevolent”. Management have employed
people to diagnose the causes of quality problems, and propose remedies. Now what do we need to
do to the workforce in order to get all this accepted?

The advice he offers is well researched and tested by the “cultural anthropologists” as he calls them,
and probably works well within the existing paradigm. But therein lays the problem. Deming’s views
are describing a company in “Transformation”; I believe that Juran here is describing change which
whilst representing improvement is not “Transformation”. For within “Transformation”, people’s
intrinsic motivation and joy in work is driving and causing change. “Improve constantly, and
forever, every process for planning, production, and service”.

System of Profound Knowledge

Finally, in the System of Profound Knowledge, Deming has a delightfully elegant way of describing
his thinking. It is paradoxically simple, yet deeply difficult. It needs study, thought, and reflection.

Juran’s work is, on the other hand, linear and detailed. It tells people how to start, how to organize,
and what to do.

The System of Profound Knowledge represents transformation, a new paradigm. Juran’s work gives
glimpses of a new paradigm, but it is quite possible to embark on the Trilogy without really
addressing the transformation of management style - “Improvement within the existing paradigm”.
Eliminating some of the “Willful Operator-Controllable Errors” will indeed demand changes in
management policy, but without understanding how people behave differently when motivated
extrinsically as against intrinsically, the Transformation the Deming is describing will not be
achieved.

Raja M. Zeeshan [IME-021, Sem-6] NUST, PNEC

Total Quality Management Assignment No.1

DEMING JURAN
 Deming provided a new and  Juran provided an analytical approach to
comprehensive theory for managing managing for quality
organizations and human enterprises  production as a system of
 He provided advice on quality interrelationships between consumer
planning, quality control, and research, design, suppliers, materials,
quality improvement, production, assembly, inspection,
 Deming described a systematic view of  Juran prescribed how to manage quality
the organization, functions

 Deming was a philosopher who desired  Juran was a practitioner who desired to
to provide a new way to view the world teach people better management
 Deming’s work tends to appeal to practices
theoretical-minded Individuals three  Juran’s tends to appeal to the practical-
different languages: minded
 Focused on product improvement and
 1. Upper management service conformance by reducing
speaks dollars; uncertainty and manufacturing processes
 2. Middle management (variation
speaks things and dollars; and
 3. Lower management (or  Identified four “Fitness of Quality”
workers) speaks things 1. Quality of Design:
Market Research, Product & Concept
Focused on frequency as a
controlling factor: 2. Quality of Conformance:
 ! Plan Management, Manpower &
 ! Do Technology
 ! Study
 ! Act 3. Availability: Reliability,
Maintainability &
 Advocated an extensive use of statistics Logistical Support
& control charts Identified two sources
of variation: 4. Full Service: Promptness,
Competence & Integrity
1. Common Cause
2. Special Cause

References:
 http://www.qualitytimes.co.in/compare.htm
 http://elnaufragodelared.blogspot.com/2011/04/note-on-quality-views-of-deming-juran.html
 http://campus.fortunecity.com/newton/98/djc.htm
 http://www.curiouscat.net/library/ (In the Beginning, There Were Deming and Juran)
Deming Bibliography:
Out of the Crisis: MIT Center for Advanced Engineering Study: 1986
The New Economics: MIT Center for Advanced Engineering Study: 1994
Juran Bibliography:
Juran on Quality Improvement- Video series and workbook: Juran Institute Inc: 1981
Managerial Breakthrough: McGraw Hill Inc: 1995
 Juran on Planning for Quality: The Free Press (MacMillan): 1988

Raja M. Zeeshan [IME-021, Sem-6] NUST, PNEC