Food-Service-Manual-for-Health-Care-Institutions

Figure 4.2. Deming’s PDCA Cycle
Act
Take
appropriate
action
Check the
effects of
implementation
Check
systemic, not individual employee problems, and continually strives to make improvements and
satisfy customers.”
In 1951, in his Quality Control Handbook, Joseph Juran introduced the dimension of economics
to quality by categorizing the costs of quality as “avoidable” and “unavoidable.”
According to Juran, avoidable costs are associated with defects and product failures, scrapped
materials, labor hours for rework and repair, complaint processing, and losses resulting from
unhappy customers. Unavoidable costs, he explains, are associated with prevention, inspection,
sampling, sorting, and other quality control initiatives. Juran’s work provided managers with
objective measures for deciding how much to invest in quality improvement.
According to Garvin (1988), Armand Feigenbaum expanded manufacturing quality control
in 1956 by proposing a total quality control system, adding product development, vendor
selection, and customer service to the existing quality system. Feigenbaum supported reliability
engineering designed to prevent defects and to emphasize attention to quality throughout
the design process.
Another well-known name in the quality movement is Philip Crosby, who focused on management
expectations and human relations. Crosby believed in getting the job done correctly
the first time—or zero defects. Zero defects was achieved through training, communicating
quality results, goal setting, and personal feedback.
Plan
Determine goals
and targets
Implement
work
Determine
methods of
reaching goals
Engage in
education and
training
Do
Quality Management
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