Joseph M. Juran, invited to Japan in 1954, emphasized quality as 'fitness for use' and advocated for a top-down management approach focused on quality planning, control, and improvement. His contributions include the quality trilogy (planning, control, improvement), the classification of quality costs (prevention, appraisal, failure), and a ten-step process for quality improvement. Juran's philosophy underlines the importance of recognizing all stakeholders as customers, and his methods aim to enhance organizational processes and maintain competitive advantage.

1. JURAN
• Juran, like Deming was invited to Japan in 1954 by the
union of Japanese Scientists and engineers.
• Juran defines quality as fitness for use in terms of design,
conformance, availability, safety and field use. He focuses
on top-down management and technical methods rather than
worker pride (self respect) and satisfaction.

2. The Quality Gurus (cont’d)
• Joseph M. Juran
–Emphasized (special attention) the importance of producing
quality products through an approach focused on quality
planning, control, and improvement.
–Defined product quality as “fitness for use” as viewed by the
customer in:
• Quality of design • Quality of conformance (standard)
• Availability • Safety • Field use
–Categorized the cost of quality as:
• Cost of prevention
• Cost of detection/appraisal (a formal assessment)
• Cost of failure

3. JURAN’S CONTRIBUTION:
Juran’s contribution can be studied under
the five topics
1. Internal Customer,
2. Cost of Quality,
3. Quality Trilogy,
4. Juran’s 10 steps for quality
improvement; and
5. The breakthrough concept

4. 1. Internal Customer:
Customer was not the just end user and each person
along the chain from product designer to final user, is a
supplier and a customer.
Figure: Juran’s three role model

5. 2. Cost of Quality:
Juran classified the cost of quality into three classes as,
i) Failure costs: Scrap, rework, corrective actions,
warranty claims, customer complaints, and loss of
customer.
ii) Appraisal costs: Inspection, Compliance auditing and
investigations
iii) Prevention costs: Training, Preventive auditing, and
process improvement and implementation.

6. 6
The Juran philosophy
Quality Trilogy –
1. Quality planning: Process of preparing to meet quality
goals. Involves understanding customer needs and
developing product features.
2. Quality control: Process of meeting quality goals during
operations. Control parameters. Measuring the deviation and
taking action.
3. Quality improvement: Process for breaking through to
unprecedented (it has never happened before) levels of
performance. Identify areas of improvement and get the
right people to bring about the change.

7. 4. JURAN’S 10 POINTS THEORY FOR QUALITY IMPROVEMENT
1. Build awareness of need and opportunity for
improvement:-
Realize that all processes are improvable.
Taking an example of mistakes published a
newspaper they made the previous day, Juran say
that they should:
Survey the staff, asking them why the mistakes
were made;
After a week, select the top ten reasons;
Decide how to make sure those mistake-causing
steps aren't repeated;
Keep track of the number of mistakes being
made, to make sure they are decreasing.

8. 2. Set goals for improvement :-
Juran’s formula for results is
Establish specific goals to be reached.
Establish plans for reaching the goals.
Assign clear responsibility for meeting the goals.
Base the rewards on results achieved.

9. 3.Organize to reach your goals.
Establish quality council
Identify problems
Select projects
Appoint teams
Designate (appoint) facilitators (coordinator)

10. 4. Provide training.
Any company, which has been actively engaged in
moving towards TQM in the past few years, knows
how important education and training are.
The concepts, methods and tools for modern quality
management are new for most members of the
company -- managers, professionals and workforce.
The investment in education and training is high, but
the rewards are great.

11. 5.Carry out projects to solve problems.
Large improvements are usually the result of
interdepartmental or even cross-functional quality
improvement teams.
These teams tackle (deals) the chronic problems that
have been in the way of company progress for a long
time.
These are the vital (essential) few problems that create
the breakthroughs (development) in quality by reducing
waste and improving customer satisfaction.

12. 6.Report progress
Importance here is on the progress expected and the
actual progress achieved.
Necessary actions to improve the status can be
initiated to reduce the variance.
 Information on the progress also provides the
management the confidence on the Improvement
activity and further support if required.

13. 7.Give recognition
Recognition is a means of providing morale
(confidence) to both those involved in the
improvement activity and all others in an
organization.
This is an important activity to be done by the
management as improvements provide a change for
betterment resulting in savings to the company and at
times, the improvements are made possible against
lot of criticisms (mistakes).
Recognition rejuvenates the spirits and makes it
possible for improvement areas in other spheres.

14. 8.Communicate result.
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.
 It also provides an outlook for people in other areas to
the basis for triggering similar improvements in their
areas.

15. 9.Keep score.
A Company’s goals are achieved step-by-step.
Each step taking it nearer to the targeted goals.
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(gearing) to control the
process.

16. 10.Maintain momentum by making annual
improvement part of the regular process of the
company.
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 organizational goals and to remain competitive.
Juran approach is very many people oriented and it
places a strong emphasis upon teamwork and a
project –based approach.
 Expanding the Quality Planning Roadmap discussed
earlier, it can be seen that Juran concepts are applied
to design of Quality Systems in Software Industry.

18. 5. The Breakthrough (provide an answer to a problem)
Concept:
(i) Journey from symptoms to cause,
(ii) Journey from cause to remedy.