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TQM Deming And Crosby

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Mostafa Sweelam

on 14 June 2013

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Transcript of TQM Deming And Crosby

Comparison between Deming's and Crosby's Philosophies
Deming’s main focus:
The key to understanding Deming’s 14 points lies in Deming's thoughts about variation. Quality relies on consistency The less variation you have in the input, the less variation you'll have in the output .
Crosby’s main focus
Crosby focused on the idea of “Zero Defects”
Commitment to Quality
Commitment to quality in Deming's view must be from Top management and employees both.
Real Platform
Deming: Focus on the customer rather than competition.
Recognition and Awarding
In Deming's view Barriers to pride of workmanship must be removed by allowing everyone to take pride in their work without being rated or compared.
In one of his steps he mentioned the impact of “Zero defect day “on improvement. It is designed to be an event to create a personal experience for all employees so they know that a permanent change, improvement, has been made.
Differences
Crosby's view was that commitment must be from top management and communicate their understanding downward (To Employees) by written policies.
Crosby: Focusing on competition will ensure survival.
Goal of Quality
Deming: Meet and Exceed customers’ needs.
Crosby: Continuous improvement by setting zero defects production.
Individual performance reviews are great barrier to achievements.
The Management should motivate their staff through trust and leadership rather than slogans.
Deming's View
On the contrary, In Crosby's View he stated that we must establish award programs to recognize individuals who meet their goals or perform outstanding acts.
He said that recognition of performance is something people really appreciate. They will continue to support the program whether or not they, as individuals, participate in the awards
Crosby's View
Goals
One of Deming’s steps was to eliminate numerical quotas and to look at how the process is carried out, not just numerical targets. He said that production targets encourage high output and low quality.
On the contrary, Crosby said that during meetings with employees, each supervisor requests the establishment of the goals they would like to strive for. He thought that this phase would help people learn to think in terms of meeting goals and accomplishing specific tasks as a team.
Quality Improvement
Deming's view was to Cease dependence on mass inspection as quality must be built into the processes, prevent defects rather than fixing them (Employees are their own inspectors)
Training
Deming: Training provides new skills where education provides only knowledge. Training is a necessity to all employees.
Crosby's view was to establish a team of department head to oversee and judge improvement in their department and the whole company
Crosby: Training is necessary for management at all levels. Management communicates their understanding to other employees.
Similarities
Employees Encouragement
Deming’s view was to drive out fear to make employees secure enough to express new ideas and ask questions and be creative.
Crosby’s view was that when people are encouraged to talk about their problems, opportunities for correction come to light. The habit of identifying problems and correcting them is the beginning.
Make Employees Feel Secure
Opportunities for correction come to light
Constant improvement
Deming’s view was to constantly and forever improve the systems of production and services .Managers and employees should continuously improve their systems and processes. He promoted the Plan-Do-Check-Act approach to process analysis and improvement.
Crosby’s view was to do it all over again. Quality improvement does not end. After reaching the pre-set goals, it is necessary to construct a new quality improvement team, and to let them begin again and create their own communications.
Never Ending Improvement
Teamwork
Deming’s view was to break down barriers between departments .Using cross- functional teamwork to build understanding and improve productivity.
Crosby’s view was to create quality improvement teams – with representatives from all workgroups and functions. Their role is to pursue the quality regime throughout the business.
Cross-functional teamwork improves Productivity
Presented By:
Dina Ahmed El-Hady
Mohamed Abd El-Rahman
Mostafa Mohammed El-Amin Sweelam
Rabab Eissa
Sherif Hassan

Thanks
Full transcript