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Question 1

Differences between the theories presented by Edward Deming and Joseph Juran

Deming, in his theory, shows that the organizational nature is solely responsible for the type of challenges which it can face. He also contrasts the challenges facing the organization t those which are experienced in the society on which it operates. He says that the challenges facing the community are similar to those facing the organization. On the other hand, Juran shows that particular problems might face part of the organization but not the whole of it. Therefore, in his perspective, challenges facing the organization do not reflect its nature or the nature of the society which it operates from.

The theory proposed by Deming fails to provide a road map to be followed for its implementation in the organization. There are not outlined steps or phases of adaption and implementation of this theory in the organization, thus, it is hard to implement it in the business unit practically. However, Juran illustrates the implementation process as staring points and levels, which makes it more user-friendly. Similarly, the theory proposed by Deming does not compromise, and it is dogmatic since it depends on factual data and information. This makes it hard to handle changes and resistance witnessed in organizations, especially in the implementation process (Conley, 2015, p. 289).

Similarities

Despite the differences witnessed in the two theories, there are several conformities in their perspectives as illustrated. The two philosophers point out that the top-level management of the organization should support and remain committed to newly adopted measures if the organization has to attain outputs of high quality and increased performance strategies. They also agree that improving quality of production is a continuous process which has to start by focusing on consumer needs, changing organizational culture and minimizing variance.

Question 2

Deming's theory can be implemented in the Shewhart's cycle was planning, taking action, result checking and evaluation phases of the approach should be considered. For example, objectives, operations and strategies of the plan are set in the planning stage. Measures and advancement strategies are then executed in the action stage. The quality of outputs is later determined to ensure that they meet the required standards in the checking stage. The evaluation phase then identifies areas which might require improvements or changes to facilitate the strategy in reducing the cost of operation, increase performance and to improve the quality of outcomes.

The process of formulating drugs in pharmaceutical is an example of practical application of Deming's theory. This is because the entire process of formulating drugs is split into various stages, such as the evaluation of the drug effectiveness in curing the required infection (Neyestani, 2017).

Question 3

From the two theories proposed by Deming and Juran, I prefer the Juran's approach because the philosophy considers the role played by human aspects in the management of quality outputs as well as increasing the performance. Juran insists on the importance of educating or training workers and the management to attain high performance. Similarly, the three phases of the quality trilogy proposed by Juran can be implemented in the organization easily to facilitate high quality outputs and reduce associated costs. The three steps are planning, quality control and continuous improvement. Thus, to solve quality-related challenges, the organization can reduce resistance to changes and create positive interpersonal relations by adopting Juran's theory.

Question 4

The perspective adopted by the theory of Juran notably the Quality Trilogy is critical in the running of daily activities of the organization which aims at increasing the quality of output, minimizing associated expenses and improving the overall performance of the organization. This method has influenced my life directly, for example, it enables me to subdivide the all tasks which I am assigned to into three stages like controlling, planning and improving to facilitate high quality products which meet clients' expected standards and preferences. The Pareto's rule, which applies to quality issues in Juran's theory, facilitates me to determine and reduce challenges which can cause organizational challenges.

Question 5

Any organization interested in adopting the Juran's theory and perspective in managing quality of output and minimizing operational costs has to consider the quality trilogy in formulating various departments which should be assigned specific tasks as outlined in the theory such as planning, quality controlling and checking for continuous improvements. These departments should work together to ensure that outputs conform with the required standard and customers' taste before such products or services are released into the market. Also, the organization should formulate and implement a breakthrough series of enhancing the performance, reducing expenses through wastes and increasing quality of outputs for it to attain better results ("Project Quality Management Practice & Theory," 2018, p. 10).

The quality trilogy plan shows that eighty per cent of challenges facing the organization are due to twenty per cent of challenges originating within it. Therefore, following this theory, the organization should opt to minimize internal problems to avoid facing quality-related challenges. It is equally important to train and educate the staff members of the organization to equip them with the necessary skills and knowledge required to increase output and handle challenges at workplaces.

References

Conley, T. M. (2015). Improving Organizational Performance by Employing Total Quality Management. Security Supervision and Management, 289-300. doi:10.1016/b978-0-12-800113-4.00024-9

Neyestani, B. (2017). Principles and Contributions of Total Quality Mangement (TQM) Gurus on Business Quality Improvement. doi:10.31219/osf.io/u6msf

Project Quality Management Practice & Theory. (2018). American Journal of Management, 18(3), 10-17. doi:10.33423/ajm.v18i3.69