Juran's Trilogy is a methodology for managing quality that involves three processes: quality planning, quality control, and quality improvement. It aims to continuously improve quality in all aspects of an organization. The methodology allows companies to understand relationships between each stage and use quality tools to implement the stages. Strengths include searching for continuous improvement and the ability to restart if goals are not met. Weaknesses include needing trained staff and focusing on processes rather than the workforce. Kaizen is a Japanese philosophy of continuous incremental improvement involving maintenance and improvement activities. It differs from innovation by aiming for small process improvements rather than dramatic changes. Business process reengineering fundamentally rethinks and radically redesigns processes to achieve dramatic performance improvements in areas like costs

1. C ontinuous Process
I mprovement
Improvement begins with “I”.
- Arnold H. Glasow
Brandon R. Kho
REDGEMAN@UIDAHO.EDU
OFFICE: +1-208-885-4410

2. Introduction
Quality
“Quality” means those features of products which meet
customer needs and thereby provide customer satisfaction
“Quality” means freedom from deficiencies—freedom from
errors that require doing work over again (rework) or that
result in field failures, customer dissatisfaction, customer
claims, and so on
In this sense, the meaning of quality is oriented to costs, and
higher quality usually “costs less

3. JURAN’S TRILOGY
Juran's Trilogy is
possibly the most simple,
complete,
and
pure
representation of managing for
Quality ever devised. The trilogy
exemplifies the essence of
Quality. It completely meets its
objective in the most efficient
and effective manner possible

4. Quality Planning






Establish quality goals
Identify who the customers are
Determine the needs of the customers
Develop product features that respond to customer’s
needs
Develop processes able to produce the product
features
Establish process controls; transfer the plans to the
operating forces

5. Quality Control
Evaluate actual performance
Compare actual performance
with quality goals
Act on the difference

6. Quality Improvement
Prove the need Establish the infrastructure
Identify the improvement projects
Establish project teams
Provide the teams with resources, training, and
motivation to:
Diagnose the causes Stimulate remedies
Establish controls to hold the gains

7. Fig : THE JURAN’S TRILOGY

8. Strength of Juran’s Trilogy
The methodology searches a continuous improvement of quality in
every aspects of the organization, because if the implementation of
the methodology does not give the desire results it is possible to
start all over again
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 company
The methodology is well structured and allows the companies that
implement it, an easy understanding and application.

9. Weakness of Juran’s Trilogy




To have quality control it is necessary to have a trained person
with knowledge in statistical processes or train a special person
to be in charge of quality
The program is focus in the company process and not in labor
force
Analyzing the requirements of the program we found that the
companies who apply the program have a complex level of
organization
This 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.

10. o Japanese word
o means “gradual, orderly and continuous
improvement”
o does not need any capital investment, but
requires time and efforts of every employee
in the organization
Kaizen

11. Overview of tools - Kaizen
The Kaizen philosophy assumes that our way of life—be it our
working life, our social life, or our home life deserves to be
constantly improved.
Maasaki Imai
Japanese term – “Kai”- meaning continuous
“zen”- meaning improvement
Small scale continuous improvements
Incremental steps- addresses single problem
Rapid intense effort lasting 3-5 days
Known as Kaizen Events, Kaizen Blitz
Kaizen bursts 5-15 minutes in length
DoD Rapid Improvement Event

12. Two (2) Activities of Kaizen
1. Maintenance
 involves activities directed at maintaining current
technological, managerial and operating standards.
2. Improvement (Kaizen)
 while efforts are going on for improving the
processes, the present activities should continue as per
improvements of the current processes.
Kaizen

13. KAIZEN is different from
innovation.
Innovation – aims at dramatic improvement
of the existing processes, whereas,
Kaizen – aims at small incremental
improvement in the existing processes
Kaizen

14. Comparison of INNOVATION &
KAIZEN
INNOVATION
Creavitivity
Individualism
Technology
Information- Closed
Seeks New Technology
Limited Feedback
KAIZEN
Adaptability
Team Work
People- oriented
Information-Open
Builds on Existing Technology
Comprehensive Feedback
Kaizen

15. KAIZEN activities in Japan
• Finding new ways or improving the ways in which the tasks are
currently carried out
• Improving working environment
• Improving processes
• Improving capability of machinery through periodic as well as
preventive maintenance
• Improving usage of tools and fixtures
• Improvement of human resources through training and job
rotation
• Improving plant layout
Kaizen

16. Three (3) Basic Principles of Kaizen
There are essential three basic principles of KAIZEN.
1.Work place effectiveness
2.Elimination of waste, strain and
discrepancy
3.standardization
Kaizen

17. 1.Work place effectiveness

Japanese have developed the 5S tools
for addressing the work place
effectiveness.

18. 2. Eliminating waste, strain and discrepancy

Kaizen is achieved through application
of 5s tools for workplace effectiveness
and elimination of three Mus.

19. 3. Standardization

Japanese have developed the 5S tools
for addressing the work place
effectiveness.

20. GOALS OF KAIZEN
implemented not for profit but for quality.
• should be measurable through its impact on
the customer satisfaction.
• process oriented
• employees should be encourage to admit
when there is a problem
• suggestion system is an integral part
•
Kaizen

21. Goals of KAIZEN
Customer driven strategy for improvement
• Problem – solving tool based on cross-functional team and
collaborative approach
• Improving the processes in the organization
• Collaboration between the cross-functional team, the process
owners and the management is essential for success of
Kaizen
• Quality Circles can become part of Kaizen, a group oriented
suggestion system.
•
Kaizen

22. KAIZEN BLITZ

a quick improvement methodology

Usually completed in a single week

Kaizen – making small improvement
over an extended period.

23. KAIZEN BLITZ in the traditional sense

aimed at creating a perfect production
line, the goal of Kaizen Blitz is
simply “to create a better production
line”.

25. 5S
Seiri – Sorting
Seiton – Straighten or Set in order
Seiso – Sweeping, shining or cleanliness
Seikestu
– Standardising
Shitsuke
– Sustaining the discipline

26. 5 S’s
Sort
Clear out rarely used
Items by Red Tagging
Sustain
Use Regular Management
Audits to Stay Disciplined
Eliminate
Waste
Standardise
Create Rules to Sustain
the first 3 5’S
Straighten
Organise and Label a
Place for Everything
Shine
Clean It

27. 27

28. SEI-RI-sort
Identification of materials,
equipment and tools data which are
necessary or not necessary,
discarding and make space for the
required one’s.
28

29. 29

30. SEI-TON = Straighten
Once Cleaned and then arrange them in orderly
manner.
People should cultivate the habit of return the tools to
the place from where it was taken.
Easily accessible
Reduces time and confusions
Improves Efficiency
30

31. 31

32. SEI-SO = Scrub
After Clearing & Arranging .
Organization should Identify and
Eliminate source of Dirt, Dust, (or) Trash
Update Constantly
32

33. 33

34. SEI-KE-TSU = Systematize
Good Working Condition and
Personal Hygiene
Clean Person is conscious of his
Work Place
Good Sanitary Condition
34

35. SHI-TSU-KE = Standardize
Not only Job Related but also Personally it
is important.
Job Discipline is the habit of Skill
Development to do work as per Standards.
Observe Rules & Policies of the Company

36. 36

37. The Seven Deadly Wastes
(And How to Tame
Them)

38. 7 wastes….
1. Waste from overproduction
2. Waste of waiting time
3. Transportation waste
4. Processing waste
5. Inventory waste
6. Waste of motion
7. Waste from product defect

39. 1. Overproduction due to
·
·
·
·
·
Extra inventory
Extra handling
Extra space
Extra interest charges
Extra machinery and
equipment
·
·
·
·
Extra defects
Extra overhead
Extra people
Extra paperwork

40. 2. Waiting
Waste from waiting is usually readily identifiable.
E.g. Idle workers who have completed the required amount
of work or employees who spend much time watching
machines but are powerless to prevent problems. These are
easy to spot.
(By completing only the amount of work required, the capacity - both speed and
volume - of each work station can be monitored. This will result in using only the
machinery and personnel required for the minimum amount of time to meet
production demands, thereby reducing waiting time)

41. 3. Transportation
The transportation and double or triple handling of raw
and finished goods are commonly observed wastes in many
factories.
Often the poorly conceived layout of the factory floor and storage
facilities, which can mean long distance transportation and overhandling of materials.
This situation is aggravated by factors such as temporary storage or frequent
changes of storage locations. In order to eliminate transportation waste,
improvements must be made in the areas of layout, process coordination, methods of
transportation, housekeeping and general organization or the operation.

42. 4. Processing
The processing method.
In observing this type of waste, one often finds that
maintenance and manufacturability are keys to eliminating it.
If fixtures and machinery are well-maintained, they may
require less labor on the part of the operator to produce a
quality product.
Regular preventative maintenance may also reduce defective pieces produced.
When the principles of design for manufacture (DFM) are employed and
manufacturability is taken into consideration in product design, processing waste
can be reduced or eliminated before production even begins

43. 5. Inventory
Inventory waste is closely connected with waste
from overproduction. That is, the overproduction
creates excess inventory which requires a list of extras
including handling, space, interest charges, people
and paperwork. Because of the often substantial cost
associated with extra inventory, rigorous measures
should be taken to reduce inventory levels

44. 6. Motion
Waste of motion can be defined as whatever time is
spent NOT adding value to the product or process:
Movement ≠ Work
This type of waste is most often revealed in the actions of the
factory workers. It is clearly evident in searching for tools, pick
and place of tools and parts kept out of immediate reach of the
work station and especially by the walking done by one operator
responsible for several machines. All of these can be eliminated
by carefully planned layout and fixture selection

45. 7. Product Defects
Waste from product defects is not simply those items
rejected by quality control before shipment, but
actually causes other types of waste throughout the
entire manufacturing process.
Waiting time is increased in subsequent processes, increasing costs and lead
times
Rework may be required to make the part usable, increasing labor costs
Additional labor may be required for disassembly and reassembly
Additional materials may be needed for replacement parts
Sorting the defective from acceptable parts requires additional labour
Scrapping the defective pieces wastes both the materials and the work already added

46. BUSINESS PROCESS
REENGINEERING
(BPR)

47. What is BPR?
BPR is fundamental rethinking and radical
redesign of business processes to achieve
dramatic improvements critical contemporary
measures of performance such as cost, quality,
service and speed.
Dr Michael Hammer.

48. 
What is Business Process
Reengineering or Redesign?
Reengineering business processes means tossing aside existing
process and starting over.
Business Process Reengineering is defined as;
“the fundamental rethinking and radical redesign of business
processes to achieve dramatic improvements in critical contemporary
measures of performance such as costs, quality and speed”.
(Hammer and Champy, 1993)
***Business process re-engineering is also known as business process
redesign, business transformation, or business process change
management.

49. This definition contains four key words:
This definition contains four key words:
Fundamental
Fundamental implies that everything – every assumption, every
reason, every activity – is challenged by asking why it should be
continued. The implication is nothing should be accepted as scared.
Over time, practices that were once required become obsolete and need
to be removed.

Radical
Do not try to improve the existing situation, invent(create/design)
completely new ways of accomplishing(complete/achieve) work.

49

50. This definition contains four key words:
This definition contains four key words:
Dramatic
Do not use business process redesign to obtain marginal (small
slight) improvements, aim at order-of-magnitude improvements
(ten times). If the marginal gains – 5 to 10 percent – are the goal,
then continuous improvement is a more appropriate path than
reengineering.
 Process

Focus on the business processes instead of organizational
structures.
50

51. COLLEGE OF BUSINESS
ADMINISTRATION