“The quality gurus - Their approaches described and considered” is an article that focuses on quality of customer service. As outlined in the article, quality is an important aspect in fulfilling customers’ demands and needs (Tony, Roger & Samantha, 1995). The concept of quality is very important. Its significance is derived from the fact that customer satisfaction is a prime objective for most of the business organizations. Quality gurus from America and Japan have taken an initiative of enhancing the level of quality in business organizations by utilizing various approaches. From the provided information, it can be identified that quality of operations is an essential part of every business. Although it has its cost, high quality of services and goods eliminates other costs that are related to poor services. Poor services entail unforeseen and unexpected costs. A business can avoid such costs through a proper planning process. Various actions need to be implemented by its management team in order to ensure that quality is achieved.
The article discusses the approaches provided by the quality gurus and various methods of implementing these approaches (Tony, Roger & Samantha, 1995). This paper analyzes the major elements and aspects that are provided in the article. Key points are outlined, as depicted from the quality gurus. From the article, major statements regarding quality have been mentioned and this has also been outlined in the essay. Additionally, proponents of the quality gurus have been analyzed in the article in order to gain knowledge about what quality entails. The paper further aims at establishing the practicability of these aspects that were provided by the quality gurus. Learning reflections and implications of quality are also outlined in the essay.
Key Learning Points
Deming, one of the quality gurus, introduces a framework for attaining quality in an organization. Deming considers establishment and adaptation of quality as continuous aspects in any business organization. The 14 points of management are a framework for guiding the management on how to tackle the issue of quality. Creating a purpose for change and providing a suitable environment for it are pillars of the framework provided by Deming. As per the provided guidelines, quality should be on the forefront despite the much-anticipated adherence to organization structures (Tony, Roger & Samantha, 1995). Deming further remarks that in additional to these guidelines, actions should follow in the provision of quality. Activities included by Deming in the action plan stipulate that the process of quality improvement is continuous.
On the other hand, Juran insists on quality from a different point of view. Management of an organization should set some goals and objectives. These objectives should be well outlined and be incorporated in the day-to-day activities. Juran remarks that in order to achieve quality, an undertaking has to undergo three cyclic processes: planning, control and improvement. Identification of customers and meeting their demands is a major component that guides the planning of qualitycontrol . Quality improvement could be obtained from the customers’ feedbacks.
Quality enhancement is demonstrated by Feigenbaum. Quality has to be controlled at all levels of operations (Tony, Roger & Samantha, 1995). The concept of quality control should extend beyond the function of a company’s management in order to cater for more aspects and details. Quality is enabled at different checkpoints, from customer specifications to design and assembly. Quality enhancement is vital because it provides a customer satisfaction and eventually creates customers’ loyalty to the company. As he continues, prevention costs and appraisal costs are some of the costs related to quality that must be incurred by any organization. However, other costs such as internal and external failures are prevented through implementation of quality control.
Another guru who advocates for quality is Dr. Ishikawa. Dr. Ishikawa demonstrates the use of diagrams and charts in order to illustrate the importance of quality enhancement. Pareto charts are used for prioritizing quality while the cause and effect diagrams show a reason for deviations in organizations. Ishikawa demonstrates that there are future implications in failure to implement quality control (Hawkins & Olwell, 2012). In his cause and effect diagram, Ishikawa demonstrates that problems arising from a product are a result of the equipment in the organization. On the other hand, the working methods applied are as a result of the measurement procedure used in an organization. Ishikawa chiefly concentrates on what propagates production of quality services and goods.
Other quality gurus are also discussed in the article. Dr. Genichi and Dr. Shigeo have made an enormous effort towards the achievement of quality. The main contribution towards quality is perceived primarily in design and creation of new items in the industry. They claim that a proper mechanism should be adopted by implementation team in order to avoid other costs, such as external costs that may have other accruing costs, for example costs of customer dissatisfaction (Tari, Molina & Castejon, 2007).
Relevant Statements to the Session
The article contains a statement worth noting. Some of the statements are outlined by the quality gurus while others are generated from their generalizations. Deming denotes in his analysis that quality is a cycle and not a discrete process. He stipulates that an organization with discrete quality strategies is expected to fail in providing quality. Juran remarks that an organization may find it difficult to implement some quality strategies. The need for quality change may come from customers’ dissatisfaction (Gill, 2009). The organization may later incur some other costs that come from poor services threatening a business. An important statement from Feigenbaum denotes that a quality system is attained through the agreed company-wide structures that integrate all of the stakeholders in the system. All of the workforce, machinery and workflow in a quality system must be geared towards achievement of quality (Tony, Roger & Samantha, 1995). Measurement of the quality’s cost may be a hindrance to the process of implementing quality (Chassin et.al, 2010). The cost may look high since no immediate responses would be seen. As mentioned in the article, the cost of quality may appear to be high, although this may be deceiving, considering the long-term consequences.
Judging from the article, some major aspects concerning quality can be derived. These come from the statements of the quality gurus. As illustrated in the article, all of the quality gurus are concerned with provision of high quality services and goods. Although in a different approach for achieving quality; all of the gurus emphasize on the necessity of quality. Furthermore, it is evident that in many situations quality and quality improvements are inevitable in a modern organization (Schouten et. al, 2008). The rationale derived from the fact is that the current business world is poised with competition, and each and every organization has to stay put in enhancing quality.
The process of attaining quality should be thought through. As noted by Deming, quality is achieved by following a stipulated guideline. Failure to stock to such guideline results in not achieving the desired quality. Deming introduces 14 major points that are could serve as guidelines for attainment of quality in an organization. The guidelines provide a framework through which an organization should follow in order to ensure that they are on the right course to achieve quality. The guidelines include providing a rationale for improvement, adopting a new philosophy and so forth. Juran, in turn, states that quality is an issue that requires planning and organizational deliberation (Tari, Molina & Castejon, 2007). Setting of goals and targets is important for fulfillment of the objective.
The process of achieving quality is hindered by many obstacles. Juran further remarks that the process of quality cost measurement can be attributed to many problems experienced in process of quality delivery. Production of high quality services and goods has its costs (Gill, 2009). For the organizations that are unwilling to take risks, the process of quality improvement may be a challenge (Schouten et al., 2008). Quality services and products are gained through a struggle and cost of implementation quality should not act as a hindrance.
From the article, it can be established that achievement of quality must be streamlined by the management. An organization and its management team must ensure that quality is achieved through the established methods. As outlined by Juran, an organization must be in the forefront in order to ensure that the quality enhancement process is taking place. Through these deductions from the article, generalization provided by the quality gurus does not hold at all times. In some cases, the provided guidelines may not yield the expected results as per the indication of the quality gurus. A good example of this is an implementation of a new production system that may actually be ineffective even though it is of high quality. A new system may pose a lot of challenges even with the given specifications due to other related problems. The cost of implementation may add up to the cost of inconvenience, and the firm may be unable to fulfill its customers’ needs (Gill, 2009). On the other hand, the customers may have different tastes and preferences.
Customers with different tastes and preferences may be very difficult to satisfy. Customer satisfaction emanates from the fact that people from different groups of customers are a target for the products and services. For instance, a phone model that favors teenage group may be unable to satisfy the interest of people in the older group. This calls for a clear and precise definition of quality regarding such issues. Compromising quality of one group may at times entail increase of quality for another target group (Chassin et.al, 2010).
From the article analysis, corporations and organizations that provide services and products should be on the forefront of guidelines implementation. Quality is needed, and therefore a platform for quality’s establishment should be followed (Tony, Roger & Samantha, 1995). It is a wish of every company to be associated with the best goods and services on the market. Hence, adherence to the guidelines provided by the gurus will result in a successful implementation of quality. Corporations are profit-centered; and thus any organization will run a program only in case this program will generate a profit. For a company with a reputation, it may be hard to incorporate something new when its profits are not assured (Schouten et al., 2008). Provision of quality services and products may guarantee customer satisfaction but it does not necessarily entail profit. Profit would be only being assured in the long-term perspective, once the reputation of the firm is improved.
Short-term investments may fail to cope with the guidelines. Quality provision is a long-term oriented process, whereby an organization invests in establishing quality through planning of control and maintenance (Hawkins & Olwell, 2012). To yield results of investment in quality, an organization has to take time before it gains the public confidence and grows its reputation.
From the article analysis, it is evident that quality provision is a necessity in virtually every organization. Every organization that offers goods and services to its clients must incorporate quality systems. Quality planning, control and monitoring are some of the steps for ensuring quality and they revolve around each other in a cyclic process. The process of quality enhancement is continuous. The needs of a particular target group must be identified every time an analysis is undertaken. The cost of implementing a change is initially high, although in the long-term perspective it is well worth it. The costs incurred due to negligence and poor service delivery is much higher than the cost of implementing quality control. The process of change must incorporate all of the organizational aspects. Employees, work structure and the system must be in line with the targeted quality.