Deming's 14 points for management provide a road map for continuous quality improvement. While implementing these points, certain practices of management are labeled by Deming as deadly diseases or sins. These are (i) management by visible figures only, (ii) lack of constancy of purpose, (iii) performance appraisal by numbers, (iv) a short-term view of organization, and (v) mobility of management. These must be eliminated. Most of Deming's deadly diseases involve a lack of understanding of variation.

Joseph. M. Juran emphasized on seven step process for controlling quality, which is employed by various organizations to control the processes.In this context, Juran first visited Japan in 1950’s,and educated the management of large organistions about the need of management’s commitment to attain quality. The quality standards developed by Japanese are based on these concepts. According to Juran philosophy,Quality is defined as “fitness for use”.

Philip B. Crosby has a particularly wide-ranging understanding of the various operations in industry because he started as a line inspector and worked his way up. Such firsthand experience has provided him with a keen awareness of what quality is, what the obstacles to quality are, and what can be done to overcome them. He founded Philip Crosby Associates in 1979. His quality management grid identifies and pinpoints operations that have potential for improvement. The grid is divided into five stages of maturity, and six measurement categories aid in the evaluation process. Readers can refer to his book ‘Quality is Free (1979)’ for in-depth about his philosophy. He suggested that the rational quality improvement approach is to prevent defects. He defined that the only performance standard is zero defect. Crosby emphasized on performance from the cost of quality perspective. He preached to reduce costs of unquality, such as scrap, rework, inventory, machine breakdown, inspection, etc. These are the cost that leads to poor quality.