Unit Five

Running head: PRACTICE, TOOLS, AND METHODOLOGIES

Project Management Practices, Tools, and Methodologies

Mieakarla Calloway

Kaplan University

Project Management IT301 Cynthia Cotton

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Chart

DIMENSION Quality Definition Quality System Performance Standard Quality Measure Role of Top Management Role of the Worker

Deming Aimed at the needs of the customer Improve Constantly 14 Points PDCA or PDSA Deming Wheel Kaizen To consistently improve quality SelfImprovement & Contribution

Juran Fitness for purpose Optimize the process Trilogy Success formula Excellence to Process Perato Principles Continuous Improvement Participation

Crosby Comply to the requirements Plan the quality Quality Assurance Cost of Quality Leadership Participation

PMI Conference to Requirement Prevention Zero Defects Cost of NonConformance Leadership and Participation High Level Involvement

W. Edwards Deming, Joseph Juran, and Philip B. Crosby have been three of the most

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important contributors towards the evolution of the quality movement. Though all three of them have concentrated on quality in the manufacturing and industrial businesses, the discussion on quality is incomplete without fundamentally exploring their philosophies. Their contributions can also be applied to all other sectors including education.

As students of IT301 Project Management, we should strive to extract the best of each of these thinkers and apply them within our current unit context. With various critics continuing to relate their opinions and ideas of Deming, Juran, Crosby and PMI; the purpose of this paper is to discuss and define the philosophy of Philip B. Crosby. In addition, compare Crosby to the gurus of quality as well as his philosophy as it relates to PMI.

QUALITY DEFINITION2

In Joseph Juran, publication called Quality Control Handbook, Juran definition of quality is fitness for purpose (Juran, 2010). Fit for purpose meaning every service and/or product from companies must satisfy the customers need with little failure. Jurans vision on quality was based on the concept of implementing quality initiatives and quality management being defined by the consumer whose philosophy is similar to Deming's point of view as organizational transformation" for quality (Reid & Sanders, 2007). This process led to Juran creating this concept into two categories: (1) Product features that meet customer needs and (2) Freedom from deficiencies, which defines quality as reducing costs and improving standards.

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Juran quantifies his concept from the definition into a quality system trilogy: (1) Quality Planning, (2) Quality Control, and (3) Quality Improvement. Quality Planning, the first part of the trilogy, Juran felt it was necessary for consumers companies to identify their customers, overriding business goals, and product requirements. Quality control, the second part of the quality trilogy, is assuring quality standards are met as well as variations from standards are identified through the emphasis of the regular statistical control. The last part of the quality trilogy is quality improvement. Quality improvement should be continuous, according to Juran (Reid & Sanders, 2007).

Juran defines quality by implementing continuous improvement workers need to have training in proper methods of a regular basis, being understood from the perspective of the customer. Similar to Juran, Deming emphasized on prevention rather than curing as the key to quality (Deming, 1986); on the other hand, Crosby defines quality as conformance to requirements stating quality improvement effort and statistical control tools in use are considered measure and monitoring quality (Reid & Sanders, 2007).

QUALITY SYSTEM

Crosbys quality management system gave emphasis on prevention which began with his four basic theories called Absolutes of Quality Management: (1) quality means conformance to requirements, (2) the system for causing quality is prevention, (3) the performance standard must

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be zero defects, and (4) the measurement of quality is the price of nonconformance. Crosby later illustrated his Fourteen Steps of Quality Improvement which overall emphasize the approve tools of quality success. Crosbys system consisted of several actions such as management commitment and quality measurement as well as planning, training, and recognition in quality improvement teams (Quality Gurus, 2011).

Jurans version of the quality system was called Quality Trilogy which involves three activities: (1) quality planning, (2) quality control, and (3) quality improvement (Reid & Sanders, 2007). These three areas of his quality system involve the actions of identifying, developing and optimizing statistical control methods, and demonstrating continuous improvements producing breakthrough results.

Lately when it comes to Demings perspective on the quality system, he establish his system from his fourteen point formula which involves recognizing the purpose toward improvement, implementing leadership and training as well as taking the appropriate actions to assure a successful approach to process improvement (e Notes, 2011).

Performance Standards

Crosby could recognize and understand performance standard as the same as having zero defect meaning a standard in which everyone, including the supplier and customer must understand and participate in regularly. Crosby clarifies zero defect as not being literal zero

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defect as meeting that may or may not possibilities when it comes to business situations as consumers. Crosby continuously explains that zero defect is providing products and/or services within the agreed tolerance and requirements for quality, cost, and other parameters defines zero defect to Crosby (QualityMentors, 2011). Therefore, expressing non-conformance is unacceptable within performance standards.

Jurans vision on performance standard of quality was very simple to recognize by his formula for success which involves: (1) establishing goals to be reached, (2) establishing plans for these goals, (3) meet the goals through delegation, and (4) reward based on results achieved (Goleman, 2002).

Walter Shewhart grandfather of quality control while employed at Bell Laboratories developed the PDCA Cycle concept in 1930s. In the 1950s, Demings perspective allowed him to improvise on the cycle more which lead to the referred name the Deming Wheel. The PDCA Problem Solving Cycle stands for (P) Plan, (D) Do, (C) Check, and (A). Plan revise or design components of the business process to improve results. Do employ a plan and analyze the performance. Check evaluate the measurements and report the results to the decision makers. Act make decisions on the changes needed to improve the process. The Deming Wheel was just another way for Deming to express opportunities for continuous assessment and improvement.

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Quality Measures

Juran suggested the term Pareto Principle can also be referred to Pareto Efficiency; however, name after Italian economist Vilfredo Pareto is defined as principal of factor sparsity states 80% of effects comes from 20% of the causes (Goleman, 2002). Juran perspective on quality was based on five general classifications of quality measures: cost of poor quality, defects, product and process features, customer needs, and customer behavior. All five of these aspects are used to answer important questions associated with planning measurement, improvement measurement, and control measurement within Juran's theory. As a result, Jurans insight on Pareto Principle did open the pursuit of measurement as well as the analysis for quality (Quality Control Handbook, 2010). One example to use Pareto analysis is to develop a chart that ranks the causes of poor quality in decreasing order based on the percentage of defects each has caused. Demings influence on quality measures of quality was highly evaluated across Japan. Through his performed of methodology, Deming views of quality measure were based on the Kaizen approach. Demings kaizen approach involved the evaluation of each operation including performance, raw materials, manual and machine process, and output. Kaizen is a well-known daily process possessing the objective to obtain a never-ending effort for improvement, which involves everyone within every consumer sector. In the book Quality Is Free, Crosby's emphasis his quality principles by stating, do it right the first time to enforce consumers to spending more money on preventing failure and less

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on audits. Crosbys quality measures are based on the perception of the Cost of Quality, which has two components: the cost of good quality versus the cost of poor quality. Cost of Quality from Crosby was established from the point that it cost money to achieve quality; however, it cost more money when quality is not achieved. For example, if a company has delays on inventory or shortages due to poor quality, it will cost more due to errors and inefficiencies.

Role of Management

Jurans view on the role of top management extended outside the walls of the factory to encompass non-manufacturing processes, especially for service-related consumers. Juran focus towards quality improvement shifted into three divisions: a program to attack sporadic problems, one to attack chronic issues, and annual quality programs. These divisions develop and/or refine policies such as setting goals, organizing, training, and communication. Juran defines two different kind of quality management breakthrough (encouraging the occurrence of good things) that attacks chronic problems, and control (preventing the occurrence of bad things), that attack sporadic problems (Dale, 2003).

Crosbys view on the role of management began primarily at the top model; therefore, there was a strong emphasis of increasing profitability through quality improvement. Crosbys concept reflected within his fourteen-step quality improvement program, which begins with action and accomplishment within Step One: Management Commitment. The action must agree that quality improvement is a practical way to profit on improvement while the

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accomplishment helps management be personally committed to raising the levels of visibility for quality, and everyones cooperation is strong through the process from beginning to end.

Demings vision towards the role of management is that all employees within an organization are responsible for quality management and improvements. Top management must adapt to the new religion of quality; therefore, leading the drive for improvement as well as being involved in all stages of the quality improvement process. Preventing defects and improving quality are essential tools hourly workers must be trained and encouraged to perform. In addition, management within sectors should train and challenge other managers using statistical techniques defeating prevention (Dale, 2003).

The Role of Workers

The role of the workers from Juran differs from that of Deming; whereas he places responsibility onto quality professionals or those who server as consultants to top management and the employees. In other words, the role of the workforce or the worker is to mainly be involved in quality improvement teams (Dale, 2003).

Demings perspective towards workers is highly important by enforcing all employees be educated through statistical quality techniques and improving responsibility of all employees by defecting prevention (Dale, 2003). In other words, the role of the worker from Demings point of view includes the involvement in meeting the standards of quality improvement and control.

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Crosbys concept in the role of the worker, deals with a small amount of responsibility; however, primarily to the quality professional or teams associated with quality control and improvement (Dale, 2003).

The role of the workers to Juran gave responsibility onto quality professionals or those who server as consultants to top management and the employees. Meaning the role of the workforce or the worker is to mainly be involved in quality improvement teams (Dale, 2003).

Conclusion

Crosbys philosophical model of quality management control was always directed toward creating and maintaining a company-wide motivation. Crosby proved the motivation within a company is possible though quality by starting to begin at the beginning. Crosby's philosophy towards standard performance emphasizes the importance of establishing and maintaining an atmosphere allowing employees to take pride in workmanship while also assuming responsibility for quality.

Demings theory emphasizes quality through a statistical process control whereas, Jurans philosophical perspective primarily relates to the fundamental practices illustrated and described

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in project management.

Jurans quality system concept, based on his model, it relates or falls in line with the quality system of the Project Management Institute in that involves similar actions in regard to planning, assurance, and control (PMBOK, 2008).

PMI prioritizes their standards in project management providing managers with necessary tools to practice quality control and effectively deliver results (PMBOK, 2008). Jurans systematic structure approach illustrated similar tools and techniques associated to PMIs model of quality measures. The PMIs model has numerous common factors related to the philosophical models of Crosby, Juran, and Deming such as workforce education and training, management support and participation, and quality improvement plans.

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References

VectorStudy.com Joseph Juran. (n.d.). 2008) Retrieved 12/10/11 from: http://www.vectorstudy.com/management_gurus/joseph_juran.htm Buthmann, Arne. (2011). Cost of Quality Retrieved 12/11/11 from: http://www.isixsigma.com/index.php?option=com_k2&view=item&id=937:cost-ofquality-not-only-failure-costs&Itemid=187 Bock, Mike. (2009). Quality Guru W. Edward Deming Retrieved 12/11/11 from: http://daytonos.com/?p=7353 QualityMentors. (n.d.) (2008). Retrieved 12/12/11 from: http://swqualitymentors.com/default.aspx VectorStudy.com Philip B Crosby (n.d.) (2008). Retrieved 12/12/11 from: http://www.vectorstudy.com/management_gurus/philip_crosby.htm e Note Encyclopedia of Management (n.d.) (2011). Retrieved 12/10/11 from: http://www.enotes.com/management-encyclopedia/quality-gurus Kotelnlkov, Vadim. Kaizen. (2001). Retrieved 12/11/11 from: http://www.1000ventures.com/business_guide/mgmt_kaizen_main.html Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK-Guide) Fourth Edition (2008). Chartered Management Institute Joseph M Juran: Quality Management. (n.d.) (2001) Retreived 12/11/11 from: http://www.thefreelibrary.com/Joseph+M+Juran+%3A+Quality+Management.a085608628 Juran, Defeo Quality Control Handbook. (2010). Retrieved 12/10/11 from: http://books.google.com/books?id=JPCz0LoMnLsC&pg=P A5&lpg=P A5&dq=joseph+M +Juran+-+%22fit+for+use%22&source=bl&ots=968XivvXtO&sig=eNbFuqZtkn8ULZwK7bfJw5y7aM&hl=en&ei=ubulTsGKMMy4tweRpr2cBQ&sa=X&oi=book_ result&ct=result&resnum=1&ved=0CB8Q6AEwAA#v=onepage&q&f=false Olofsson, Oskar Kaizen: Step three of the Deming Cycle (2011). Retrieved 12/11/11 from: http://world-class-manufacturing.com/Kaizen/evaluate.html Dale G, B Managing Quality. (2003). Retrieved 12/11/11 from:9

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http://books.google.com/books?id=06nSckwMjf8C&pg=P A56&lpg=P A56&dq=juran's+role+of +top+management&source=bl&ots=OYSalhQOLI&sig=GVXhITMez8TDpUSlho08Bto zvJQ&h l=en&ei=7uSmTuePJcOftweb7YQg&sa=X&oi=book_result&ct=result&resnum=10&ve d=0CF0 Q6AEwCTgK#v=onepage&q=juran's%20role%20of%20top %20management&f=false