Part 1

Lean production system leads to increased trust between the workers and the management. However implementation of the lean system leads generation of an excess workforce which at times is laid off by the management. It leads to much insecurities of jobs among workers and, therefore, workers are forced to perform better to avoid being laid off. (Askin R. G., 2002)

Part 2

Deming, Juran and Crosby, are all passionate about the role that quality management plays in the success of an organisation. They all feel that for quality management to succeed it must be well managed. Moreover, they all believe that quality improvement is a very focal point in any organizations performance and effectiveness.

Juran prescribed more on how organizations could manage their quality functions unlike Deming’s who described the systematic view that an organisation should be in. Deming provided organizations with advice on how they could ensure that they incorporated good quality control and planning whereas Juran gave descriptions on the interrelationships between production, design and consumer research.

Deming and Juran has a more statistical approach when it comes to quality improvement, unlike Crosby’s. Crosby advocates for a different approach of quality improvement known as the zero defects which he explains in a deeper manner than Deming and Juran could have done. Moreover, Crosby was more prolific in the production of quality management related materials than Deming and Juran. (Garcia, 2009)

The zero defects approach means that products and services offered by the seller should not have any errors for the sake of the organisation. It is believed that customers always want to be delivered with a product that is of high quality. The zero defects approach causes an increase in costs associated with production, delivery, packaging and storage of that product. It also ensures that customers are adequately satisfied with the products they consume. (Gitlow, 2005)

The advantages associated with the zero defects approach is that it provides a justification on cost and thus helps improve quality. It also helps measure the progress associated with management commitment and finally it makes it possible for an organization to measure its goals.

One of the greatest limitations of the zero defects approach is that it frequently centers on the extreme cost of meeting quality standard of the product. The zero defects approach has also been criticized for encouraging employees to be more committed in their work. (Askin R. G., 2002)


Askin, R. G., & Goldberg, J. B. (2002). Design and analysis of lean production systems. New York: Wiley. (Askin R. G., 2002)

Dennis, P. (2002). Lean production simplified: a plain language guide to the world’s most powerful production system. New York: Productivity Press.

Garcia, D. (2009). Quality management. Chandni Chowk, Delhi India: Global Media. (Garcia, 2009)

Gitlow, H. S. (2005). Quality management (3rd ed.). Boston: McGraw-Hill/Irwin. (Gitlow, 2005)

Zairi, M., & Zairi, M. (2007). Deming & Juran: gift to the world: total quality management (2nd ed.). Clitheroe: Spire City. (Askin, 2002)

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