3 Philosophies and Framework

3.1 Learning Outcomes

Describe Deming’s philosophy and his PDSA cycle, chain reaction, 7 deadly diseases, and 14 points.
Explain Juran’s Quality Trilogy and its application.
Summarize Crosby’s philosophy, absolutes of quality, and 14 steps to quality improvement.
Compare different philosophies and their contributions to quality management.

3.2 Introduction

Quality management has been shaped by the contributions of several great thinkers.
Among them, W. Edwards Deming, Joseph M. Juran, and Philip B. Crosby are considered the most influential.
Their philosophies provide both principles and practical frameworks for managing and improving quality in organizations.

While each guru emphasized different aspects, together they form the foundation of modern Total Quality Management (TQM).

3.3 Deming Philosophy

3.3.1 The Deming Cycle (PDSA)

Deming popularized the Plan–Do–Study–Act (PDSA) cycle as a method for continuous improvement.

Plan → Study current process, collect data, identify problems, propose solutions.
Do → Test changes on a small scale (pilot project).
Study → Analyze results, compare with predictions, learn from outcomes.
Act → Standardize successful solutions or return to planning for further improvement.

This cycle emphasizes learning through experimentation and feedback.

🔗 Learn more: Deming Institute — PDSA Cycle

flowchart LR
  P[Plan] --> D[Do]
  D --> S[Study]
  S --> A[Act]
  A --> P

3.3.2 The Deming Chain Reaction

Deming argued that improving quality reduces costs, because fewer mistakes, rework, and delays lead to higher productivity.
Better productivity enables lower prices and higher market share, which in turn ensures long-term survival and job creation.

This “chain reaction” highlights the economic benefits of quality improvement.

flowchart LR
  Q[Improve Quality] --> C[Costs Decrease]
  C --> P[Productivity Improves]
  P --> M[Market Share Expands]
  M --> J[More Jobs]
  J --> S[Survival]

3.3.3 Deming’s Seven Deadly Diseases

Deming warned organizations about common barriers to quality, such as:
1. Lack of constancy of purpose.
2. Emphasis on short-term profits.
3. Evaluation by performance or merit rating.
4. Mobility of top management.
5. Management by visible figures alone.
6. Excessive medical costs (for US companies).
7. Excessive warranty costs.

These “diseases” remain relevant today, especially in industries overly focused on short-term gains.

3.3.4 Deming’s 14 Points for Management

Deming’s most famous contribution is his 14 Points, a framework for transforming management practices.
Some key points include:
- Create constancy of purpose.
- Adopt a new philosophy.
- Cease dependence on inspection; build quality into the process.
- Improve constantly and forever.
- Institute training and leadership.
- Break down departmental barriers.
- Drive out fear so people can work effectively.

🔗 Reference: Deming’s 14 Points

3.4 Juran Philosophy

3.4.1 The Quality Trilogy

Juran proposed that quality management involves three interrelated processes:

Quality Planning: Identify customers, determine needs, design processes that can meet them.
Quality Control: Monitor processes, measure performance, compare with standards, take corrective action.
Quality Improvement: Reduce variation, remove chronic problems, and drive breakthrough results.

flowchart LR
  P[Quality Planning] --> C[Quality Control]
  C --> I[Quality Improvement]
  I --> P

This Trilogy shows that quality is not only about control, but also planning and improvement.

3.4.2 Quality Planning Steps

Juran provided a structured approach:
1.Identify customers (internal and external).
2.Determine their needs.
3.Translate needs into product features.
4.Establish quality goals.
5.Develop processes to deliver those features.
6.Prove process capability.

3.4.3 Quality Control

Choose quality characteristics for control.
Select appropriate units of measurement.
Establish measurement procedures.
Set standards of performance.
Measure actual performance.
Interpret differences.
Take corrective action.

3.4.4 Quality Improvement Process

Identify the need for improvement.
Select projects.
Diagnose causes of poor performance.
Develop and implement remedies.
Provide controls to sustain improvements.

Juran stressed the role of management involvement in driving quality improvement projects.

🔗 Resource: Juran Institute

3.5 Crosby Philosophy

3.5.1 Crosby’s Absolutes of Quality

Crosby introduced four absolutes:
1. Quality means conformance to requirements, not elegance.
2. The system of quality is prevention, not inspection.
3. The performance standard is zero defects.
4. The measure of quality is the price of nonconformance.

flowchart TB
  A[Quality = Conformance to Requirements] --> B[System = Prevention]
  B --> C[Standard = Zero Defects]
  C --> D[Measure = Price of Nonconformance]

3.5.2 “Quality is Free”

Crosby famously claimed that quality is free.
What he meant is that investing in prevention saves far more money than it costs, because avoiding defects reduces scrap, rework, and warranty claims.

Example: Spending RM10,000 on training could reduce RM50,000 in warranty claims → a net saving of RM40,000.

3.5.3 Crosby’s 14 Steps to Quality Improvement

Crosby also provided a practical roadmap for organizations, including:

Management commitment.
Quality improvement team.
Quality measurement.
Cost of quality evaluation.
Quality awareness.
Corrective action.
Zero Defects committee.
Supervisor training.
Zero Defects day.
Goal setting.
Error cause removal.
Recognition.
Quality councils.
Do it over again.

This structured approach emphasized leadership, culture, and continuous reinforcement.

3.6 Comparing the Gurus

Although Deming, Juran, and Crosby had different emphases, their philosophies complement each other.

Deming: Systems thinking, continuous improvement, leadership responsibility.
Juran: Trilogy model, structured planning and improvement.
Crosby: Absolutes, zero defects, prevention, and cost of quality.

Together, they shaped the foundation of Total Quality Management (TQM), which integrates philosophy, tools, and culture for long-term excellence.

3.7 Summary

Deming emphasized systems, variation, and management’s role in continuous improvement.
Juran focused on planning, control, and structured improvement projects.
Crosby highlighted prevention, zero defects, and the cost of poor quality.
All three gurus aimed to make quality a central business strategy, not just a technical issue.

3.8 Exercises (Chapter 2 — Juran & Crosby)

3.8.1 Exercise 2.1 — Juran’s Trilogy

Juran emphasized quality planning, quality control, and quality improvement.

Questions:
1. Which of the following is part of quality planning?
- a) Identify customer needs.
- b) Inspect products after production.
- c) Correct problems discovered by customers.
2. Which of the following is part of quality improvement?
- a) Establish control charts.
- b) Reduce process variability through projects.
- c) Define measurement procedures.

Suggested Answer

a) Identify customer needs → belongs to planning.
b) Reduce variability through projects → core of improvement.

3.8.2 Exercise 2.2 — Juran Example

A bakery receives frequent complaints about inconsistent bread sizes.
- Step 1: Identify customers → buyers of bread.
- Step 2: Determine needs → consistent loaf weight.
- Step 3: Develop process → standard dough cutters.

Question:
Which Juran trilogy stage best matches each step above?

Suggested Answer

Step 1 & 2 = Quality Planning (identify customer & needs).
Step 3 = Quality Control (develop and standardize process).
If they later reduce variation in dough weight → Quality Improvement.

3.8.3 Exercise 2.3 — Crosby’s Absolutes

Crosby proposed four absolutes:
1. Quality = Conformance to requirements
2. System of quality = Prevention
3. Performance standard = Zero defects
4. Measure of quality = Price of nonconformance

Question:
Match the following situations to the correct Crosby absolute:
- (A) Company introduces training so workers prevent mistakes.
- (B) Manager says: “Even one defect is unacceptable.”
- (C) Finance team calculates the cost of warranty claims.

Suggested Answer

1. = System of quality = Prevention
1. = Zero defects
1. = Price of nonconformance

3.8.4 Exercise 2.4 — “Quality is Free”

Crosby claimed quality is free because preventing problems saves money.

Scenario:
A factory spends RM10,000 on training workers to avoid assembly errors.
As a result, warranty claims drop by RM50,000.

Questions:
1. According to Crosby, is the training cost a waste or a saving?
2. How does this example prove “quality is free”?

Suggested Answer

A saving → because prevention reduces much higher costs later.
Spending RM10,000 prevented RM50,000 losses → net saving = RM40,000.
This shows doing it right the first time is cheaper than fixing mistakes.