Many of his 14 points are process-driven, such as breaking down barriers between departments will lead to a reduction of waste, errors, and delay. His idea on constantly improving the system of production and service is customer-driven because it focuses on providing the best possible products to customers. Toyota Curran Focuses on parts of the organization, not whole. He also defined quality as “fitness for use”, and developed concept of cost of quality.
Three basic steps to progress Ten steps to quality improvement The Curran Trilogy Saran’s Praetor Principle Curran was an engineer and he firmly believed that quality does not happen accidentally, therefore all of his theories are process driven – organizations deed to determine who its customers are and plan for quality through every step of the process. Quality planning is the first stage of his trilogy and is basically aligning an organization’s products and processes with customers’ needs.
Bausch & Lomb Chickasaws He focused on user friendly quality control and emphasized the internal customer.
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Cause and effect diagram (fishbone diagram) Quality circles He emphasized on the internal customer, meaning that during each step in the creation of a product or service, the department will need to treat the ext department as a “customer”, so that quality is controlled at every step. This is how Jigsaw’s method is process-driven because every process is tightly connected to the next.
His quality requirement is customer-driven because he pushed for the concept of company wide quality control that called for continued customer service. He believe that management should not merely focus on improving a product’s quality, and insisted that quality improvement can always go one step further. Nippon Telephone & Telegraph used quality circles. Crosby He coined the phrase “quality is free” and introduced the concept of zero defects. He also believed in team building approach that is organization wide.
Four absolutes of quality management Idea of zero defects He believes in the process of educating the entire workforce about quality principles, so when each failure is well-documented, management can institute formal programs to redesign faulty production processes. His view of how quality is not some vague concept of “goodness”; you can’t have quality that is good enough, he wants zero defect and it’s customer driven because e said specifications must be set according to customer needs and wants. Glenn L. Martin Company (1912-1961) Figment He introduced the concept of total quality control, which has 40 steps.
He promoted the idea of a work environment in which both management and employees have a total commitment to improve quality, and people learn from each others successes. Total quality control in 40 steps (also termed “company-wide quality control”), which was later known as Total Quality Management. It is process driven because he believed that quality must be actively managed and have the usability at the highest levels of management, therefore, it is important that each employee does his part correctly so the whole process is correct, and quality might become nobody job.