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Leadership guru
Dr. Joseph M. Juran was an influential quality management guru born in 1904 who helped develop approaches for quality improvement that are still used today. He emphasized that quality requires commitment from top management, training employees, and continuous quality improvements. Juran made significant contributions such as writing the Quality Control Handbook, developing the 10 steps for quality improvement, and founding the Juran Institute. His teachings inspired modern approaches like Six Sigma and lean manufacturing.
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Leadership guru
- 1. Leadership Guru: Dr. JosephM. Juran By Alexandria Williams
- 2. Who is Juran? •Was born in Braila, Romania in 1904 and moved to America at the age of 5. • First of his family to pursue a higher education, and excelled four grade levels. • Received a B.S. in electrical engineering and began working in management. • Was invited to Japan to teach the Union of Japanese Scientists and Engineers principles of quality management to rebuild their economy. • Had 4 children; 9 grandchildren; 10 Great- Grandchildren
- 3. Contribution • Contributions centeron his philosophy “that quality requires commitment and action from top management, training in the management of quality, and quality improvements at a revolutionary rate”. • Wrote Quality Control Handbook in 1951, with his detailed philosophy on 10 Steps to Quality Improvement. Three major points of management ideas are: Quality Planning Quality Improvement Quality Control • Helped design the Malcom Baldridge National Quality Award
- 4. Contributions cont… • Foundedthe Juran Institute in 1979 at the age of 75 • Created the Pareto Principle aka the 80-20 Rule • Wrote “Managerial Breakthrough” in 1964, which inspired the Six Sigma and lean manufacturing philosophies
- 5. Examples of Usein Our Business i. Create an awareness of and commitment to improve Keep an eye on the staff and correct them when they make a mistake ii. Establish goals for improvement, utilizing input from cross- functional sources Make sure they know where to find the amount of sales are needed for the day and how they are going to reach that goal. iii. Rally people in the organization around the common goal of improving quality Appoint team members on tasks depending on their strengths; put your aces in their places iv. Train associates by creating a learning organization focused on quality Invest in training associates the right way and answering all of their questions v. Continuously learn and improve as problems are solved and projects are completed Manager coaches you as she watches how you deal with customers; teaches you new ways to greet and say good bye to a customer.
- 6. Examples of Usein Our Business cont. vi. Regularly communicate progress toward quality improvement goals Information on progress provides confidence vii. Recognize those who contribute to improving quality Take a notepad and write what you appreciate that team member for and explain why they are an important party of the team. viii. Communicate results as the process of managing quality discovers information Tell team members by how much you missed the segment by; what should have been upselled? ix. Measure progress toward the goals of improving quality Every 30 minutes (or hour) give an update on how far we are from making the segment. x. Integrate improvement into the systems of the organization
- 7. Check Sheet Respondents Benchmark QTD Availability of Assistance Ability to recommend new items Product Knowledge Overall Appearance Overall satisfaction Likelihood to Recommend Availability of Merchandise Friendliness of Cashier Speed & Efficiency of Transaction Tried/Tested Product
- 8. Put Your Acesin Their Places
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- 12. Conclusion • Valuable toour business Allows us to see what needs to be met to ensure customers are satisfied Shows the company how they can improve to make the customers happy. “You always have a project to keep your mind going” “Whatever you do make sure it improves society. Don’t just do it for the sake of profit.”
- 13. Resources • http://www.skymark.com/resources/leaders/juran.asp • King,John H., and Ronald F. Cichy. Managing for Quality in the Hospitality Industry. Upper Saddle River, NJ: Pearson Prentice Hall, 2006. Print. • http://www.nytimes.com/2008/03/03/business/03juran.html ?_r=0
Editor's Notes
- #4 MalcomBaldridge National Quality Award recognizes U.S. companies who have achieved excellence through implementation of quality-improvement programs; was created to enhance the competitiveness of U.S. businesses-Quality Planning: identifies the customers, determines their needs, translates those needs, develops a product that responds to those needs and optimizes the product features to meet our needs and customers needsQuality Improvement: Develops a process which is able to produce the product and optimizes the process- Quality Control: Proves that the process can produce the product under operating conditions w/ minimal inspection and transfers the process to operations.
- #5 Juran Institute facilitates in broad exposure ideas; is still one of the leading quality management consultancies in the world, and it produces books, woorkbooks, videos and other materials to support the wide use of Juran’s Methods. “Whatever you do make sure it improves society. Don’t just do it for the sake of profit.”80% of consequences stem from 20 % causes; 80% are trivial while 20% are vitalEx) 20% of your stock takes up 80% of your warehouseManagers see it as 20% of the work consume 80% of your time & resources20% of your staff will cause 80% of your problems20% of your staff will provide 80% of your production
- #6 iii. Organize to reach your goalsiv. Provide trainingv. Carry out projects to solve problems
- #7 viii. Lesson learnt during the improvement process requires to be shared to create an awareness of the approach taken and the possibility to learn and improve further.ix. Further steps to be taken shall involve an action based on the lesson in the previous steps; tracking the progress and measuring it provides the management the leverage to control the processx. Actions taken in the above steps shall involve the people and sustaining their involvement in improvement activity is a must to achieve the long-term organization goals and to remain competitive.
- #9 iii. Rally people in the organization around the common goal of improving qualityAppoint team members on tasks depending on their strengths; put your aces in their places