2. Background
• 1904 : Born on Dec 24
• 1924 : Electric engineering from university of Minnesota.
• 1925 : Joined with Western Electric
• 1937 : Chief of Industrial Engineering at Western Electric
3. Background
• 1951 : The Quality Control Handbook
• 1964 : The Managerial Breakthrough
• 1979 : Juran Institute
• 1986 : The Juran Trilogy
8. STEPS in the quality planning
process...
1. Establish the project
2. Identify the customers
3. Discover the customer needs
4. Develop the product
5. Develop the process
6. Develop the controls and transfer to operations
10. Quality Improvement
Provide the project teams with
resources, training, and motivation to:
1. Diagnose the causes
2. Stimulate the remedies
3. Establish controls to hold the gains
16. The Pareto Principle
• JURAN applied this principle during the strategic goal
deployment process as follows:
• A relatively few number (roughly 20%) of the
“projects” selected during the quality improvement
process will provide the bulk (roughly 80%) of the
Improvement.
One of the most important contributor to the Total Quality Management we see today.
Born on Dec 24 1904 in Romania from where he was later emigrated to America in 1912.In 1925 Juran started work with the inspection department of Western Electric where hewas faced with many quality management challengesIn 1937 h was appointed as the chief of ind engg in the same company.
The first edition of Juran's Quality Control Handbook in 1951 attracted the attention of the Japanese Union of Scientists and Engineers (JUSE), which invited him to Japan in 1952.Juran founded the Juran Institute in 1979. The Institute is an international training, certification, and consulting company which provides training and consulting services in quality management.
According to Juran, the definition of quality has two aspects from the customer’s perspective:Quality is... 1. A greater number of features that meet customer needs2. Fewer defects
To attain quality we must begin by establishing the vision, policies and goals of the organization. Converting these goals into results is done through three managerial processes called the JURAN TRILOGY.The Trilogy consists of three sequential and logical groups of activities:1. Quality Planning2. Quality Control3. Quality ImprovementTrilogy shows how an organization can improve every aspect by better understanding of the relationship between processes that plan, control and improve quality as well as business results
Quality Planning: The structured process for designing products and services that meet new advance goals and ensure that customer needs are met. next are……….
Establish quality goalsIdentify who the customers areDetermine the needs of the customersDevelop product features that respond to customer’s needsDevelop processes able to produce the product featuresEstablish process controls; transfer the plans to the operating forces
2. Quality Control: a universal managerial process for conducting operations so as to provide stability-to prevent adverse change Quality control can also be described as “a process for meeting the established goals by evaluating and comparing actual performance and planned performance, and taking action on the difference”
Quality Improvement: The process for creating advance levels of performance by eliminating wastes and defects to reduce the cost of poor quality.
The methodology searches a continuous improvement of quality in every aspects of the organization.The methodology allows the use different quality tools to cover the steps of Juran’s Trilogy. It allows a better understanding of the relationships of every stage of the companyThe methodology is well structured and allows the companies that implement it, an easy understanding and application.Emphasis on interaction and communications betweencompanies and their current and potential customersEmphasize the strategically planned, step by step process ofquality improvement rather than shortcut to qualityRewards based on results
To have quality control it is necessary to have a trained person with knowledge in statistical processes or train a special person to beIn charge of qualityThe program is focus in the company process and not in labor forceThis kind of methodologies show results in a long term; this represents a risk for the company because the implementation of the quality program can be a waste of time, money and resources.
Quality begins with who, how, and why these customers will use it, without this information any improvement will be guessworkIn other words, all improvement activities should be customer focusedJuran’s five attributes for “fitness for use”:
Senior management with the responsibility for designing the overall strategy for quality planning, control, and improvement.The objective of the Quality Council is to establish the quality improvement culture in an organization by:Setting targetsRunning cost analysis for training and equipment requirementsImproving organization-wide communicationbreaking down interdepartmental or functional boundaries
The Pareto principle says that “in any populationthat contributes to a common effect, a relative few of the contributors--the vital few--account for the bulk of the effect.”This principle is used widely in human affairs.
The process begins withIdentification of the “Essential Few” projects should receive TOP priority.Beyond the “Essential Few” projects are the “Useful Many” projectsChoice of these projects is made through the nomination selection process
1. Build Awareness of need and opportunity for improvement2. Set goals for improvement3. Organize to reach goals4. Provide training5. Carry out projects to solve problems
6. Report Progress7. Give Recognition8. Communicate Results9. Keep Score10. Maintain Momentum by making annual improvement part of the regular systems and processes of the company
End the ppt quoting some of the effective outcomes of the Juran programmeMOTOROLA --(reduced defects in manufactured products)SHELL --(41% maintenance cost reduction)DUPONT --(reduced cost, increase sales and working capital;$175,000 pre-tax earnings)Government Agencies --(e.g. U.S. Customs increased promptness of service for passengers moving through border crossings
