SlideShare a Scribd company logo
1 of 21
JURAN & ISHIKAWA
Their contribution to Quality Management
The JURAN Quality Program
   Revolutionized by Dr. Joseph M. Juran--”The
    Father of Quality”
   Commerce 399 Group Project
   Presented by Group A4:
   Claire, Dan, Grace, Roy, Xinna
   June 30th 2005
   "
Presentation Overview
   Background
   Key Distinctive Attributes
   Perceived Strengths and Weaknesses
   Examples of Use
   Training Requirements and Maintenance
    Needs
Joseph M. Juran--”The Father of
Quality”
   More than 70+ working years dedicated
   to the relentless pursuit of quality
   progress
   Added in a human dimension to today’s
   TQM
   Realized the root cause was people’s
   resistance to change
   Was awarded the “Order of the Sacred
   Treasure” from Japan
Background
     Juran started work with the inspection department of
     Western
     Electric where he was faced with many quality management
     challenges
     Juran applied statistical methods to manufacturing
     problems
     Juran becomes Chief of Industrial Engineering at Western
     Electric’s home office
Quality Defined
   According to Juran, the definition of quality has
   two aspects from the customer’s perspective:
   Quality is…
   A ) A greater number of features that meet
    customer requirement/needs
   B) Fewer Defects
Key Attributes
   The Juran Trilogy
   Fitness for Use
   Quality Council
   Pareto Principle
   10 Steps to Quality Improvement
The Juran Trilogy
   To attain quality you 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.
   (aka the three universal processes for managing
    for quality)
   1. Quality Planning
   2. Quality Control
   3. Quality Improvement
The Juran Trilogy
   Quality does not happen by accident, it must
    be planned.”
   1. Quality Planning: The structured process
    for designing
   products and services that meet new
    breakthrough goals and
   ensure that customer needs are met.
   STEPS in the quality planning process
The Juran Trilogy
   STEPS IN 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
The Juran Trilogy
   2. Quality Control: a universal managerial
    process for
   conducting operations so as to provide
    stability--to prevent adverse change and to
    “maintain the status quo”
   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”
The Juran Trilogy
   THE QUALITY CONTROL PROCESS :
   1. Choose control subject
   2. Establish Measurement
   3. Establish standards of Performance
   4. Measure Actual Performance
   5. Compare to Standards (interpret the
    difference)
   6. Take action on the difference
The Juran Trilogy
   “All improvement takes place project by
    project”
   3. Quality Improvement: The process for
    creating breakthrough
   levels of performance by eliminating wastes
    and defects to reduce the cost of poor quality
   Prove the need for improvement
   Identify the improvement projects
   Establish project improvement teams
The Juran Trilogy
   QUALITY IMPROVEMENT CONTINUED….
   Provide the project teams with
    resources, training, and motivation to:
   diagnose the causes
   stimulate the remedies
   establish controls to hold the gains
The Juran Trilogy Diagram
“Fitness for Use”
    Quality begins with who, how, and why these
     customers will use it, without this information any
     improvement will be guesswork
    In other words, all improvement activities should
     be customer focused
    Juran’s five attributes for “fitness for use”:
1.     Quality of design
2.     Quality of conformance
3.     Availability
4.     Safety
5.     Field use
The Quality Council
    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:
1.     Setting targets
2.     Running cost analysis for training and equipment
       requirements
3.     Improving organization-wide communication
4.     breaking down interdepartmental or functional
       boundaries
The Pareto Principle
(aka the 80/20 principle)
   The Pareto principle says that “in any popululation
   that 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.
   For example, 80% of the the worlds wealth is
    controlled be 20% of the
   world’s population; 80% of crimes are caused by 20%
    of the criminals
   (these numbers are relative estimates and the
    principal applies generally
   as a rule of thumb to many situations)
The Pareto Principle
    (continued)
 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
 most of the cost of poor quality can be attributed to

  a relatively small number of causes--”The Vital
  Few”
The Pareto Principle
(continued)
  Identification of the “Vital Few” projects should
receive TOP priority
 Beyond the “Vital Few” projects are the

  “Useful Many”
 Projects collectively they contribute only a

  minority of the improvement , but they provide
  most of the opportunity for employee
  participation
 choice of these projects is made through the

  nomination selection process
Ten Steps to Quality
Improvement
   1. Build Awareness of need and opportunity for improvement
   2. Set goals for improvement
   3. Organize to reach goals
   4. Provide training
   5. Carry out projects to solve problems
   6. Report Progress
   7. Give Recognition
   8. Communicate Results
   9. Keep Score
   10. Maintain Momentum by making annual improvement
   part of the regular systems and processes of the company

More Related Content

What's hot

02 History Quality
02 History Quality02 History Quality
02 History QualityKrishna Kant
 
Total Quality Management (TQM) Frameworks by Operational Excellence Consulting
Total Quality Management (TQM) Frameworks by Operational Excellence ConsultingTotal Quality Management (TQM) Frameworks by Operational Excellence Consulting
Total Quality Management (TQM) Frameworks by Operational Excellence ConsultingOperational Excellence Consulting
 
juran philoshophy(Management Guru)
juran philoshophy(Management Guru)juran philoshophy(Management Guru)
juran philoshophy(Management Guru)Naimul Hasan Shuvo
 
Total Quality Management GURUS
Total Quality Management GURUSTotal Quality Management GURUS
Total Quality Management GURUSElita Ruiz
 
Importance of Quality
Importance of QualityImportance of Quality
Importance of Qualityjscover
 
Introduction To Continuous Improvement Process PowerPoint Presentation Slides
Introduction To Continuous Improvement Process PowerPoint Presentation SlidesIntroduction To Continuous Improvement Process PowerPoint Presentation Slides
Introduction To Continuous Improvement Process PowerPoint Presentation SlidesSlideTeam
 
Lecture 3 (quality of design and quality of conformance)
Lecture  3 (quality of design and quality of conformance)Lecture  3 (quality of design and quality of conformance)
Lecture 3 (quality of design and quality of conformance)RAJ BAIRWA
 
Joseph juran contribution to tqm
Joseph juran contribution to  tqmJoseph juran contribution to  tqm
Joseph juran contribution to tqmKathrine Pacheco
 
Continuous Process Improvement.pptx
Continuous Process Improvement.pptxContinuous Process Improvement.pptx
Continuous Process Improvement.pptxJOHN PAUL ROBERTO
 
Quality awards, TQM, Demings awards
Quality awards, TQM, Demings awardsQuality awards, TQM, Demings awards
Quality awards, TQM, Demings awardsPriya James
 
The history of quality management
The history of quality managementThe history of quality management
The history of quality managementQuality Management
 
Quality circle content and implementation
Quality circle content and implementationQuality circle content and implementation
Quality circle content and implementationJefin Joseph
 

What's hot (20)

02 History Quality
02 History Quality02 History Quality
02 History Quality
 
Total Quality Management (TQM) Frameworks by Operational Excellence Consulting
Total Quality Management (TQM) Frameworks by Operational Excellence ConsultingTotal Quality Management (TQM) Frameworks by Operational Excellence Consulting
Total Quality Management (TQM) Frameworks by Operational Excellence Consulting
 
Strategic quality planning
Strategic quality planningStrategic quality planning
Strategic quality planning
 
Armand V Feiganbaum
Armand V FeiganbaumArmand V Feiganbaum
Armand V Feiganbaum
 
juran philoshophy(Management Guru)
juran philoshophy(Management Guru)juran philoshophy(Management Guru)
juran philoshophy(Management Guru)
 
Tqm
TqmTqm
Tqm
 
Total Quality Management GURUS
Total Quality Management GURUSTotal Quality Management GURUS
Total Quality Management GURUS
 
Importance of Quality
Importance of QualityImportance of Quality
Importance of Quality
 
An introduction to tqm
An introduction to tqmAn introduction to tqm
An introduction to tqm
 
TQM
TQMTQM
TQM
 
Introduction To Continuous Improvement Process PowerPoint Presentation Slides
Introduction To Continuous Improvement Process PowerPoint Presentation SlidesIntroduction To Continuous Improvement Process PowerPoint Presentation Slides
Introduction To Continuous Improvement Process PowerPoint Presentation Slides
 
TQM
TQMTQM
TQM
 
Lecture 3 (quality of design and quality of conformance)
Lecture  3 (quality of design and quality of conformance)Lecture  3 (quality of design and quality of conformance)
Lecture 3 (quality of design and quality of conformance)
 
Joseph juran contribution to tqm
Joseph juran contribution to  tqmJoseph juran contribution to  tqm
Joseph juran contribution to tqm
 
Tqm power point
Tqm power pointTqm power point
Tqm power point
 
MBNQA
MBNQAMBNQA
MBNQA
 
Continuous Process Improvement.pptx
Continuous Process Improvement.pptxContinuous Process Improvement.pptx
Continuous Process Improvement.pptx
 
Quality awards, TQM, Demings awards
Quality awards, TQM, Demings awardsQuality awards, TQM, Demings awards
Quality awards, TQM, Demings awards
 
The history of quality management
The history of quality managementThe history of quality management
The history of quality management
 
Quality circle content and implementation
Quality circle content and implementationQuality circle content and implementation
Quality circle content and implementation
 

Similar to Juran & ishikawa

Pharmaceutical Quality Management System
Pharmaceutical Quality Management SystemPharmaceutical Quality Management System
Pharmaceutical Quality Management SystemDhawal_Raghuvanshi
 
Continuous process improvement
Continuous process improvementContinuous process improvement
Continuous process improvementNaeem Hassan
 
Total quality management
Total quality managementTotal quality management
Total quality managementsatya pal
 
Running head QUALITY TRAINING MANUAL .docx
Running head QUALITY TRAINING MANUAL                             .docxRunning head QUALITY TRAINING MANUAL                             .docx
Running head QUALITY TRAINING MANUAL .docxtoltonkendal
 
Total quality management (TQM)
Total quality management (TQM)Total quality management (TQM)
Total quality management (TQM)Akshay Dhamija
 
Basic Quality Management
Basic Quality ManagementBasic Quality Management
Basic Quality Managementravalhimani
 
Basic Quality Management
Basic Quality ManagementBasic Quality Management
Basic Quality Managementravalhimani
 
Total quality management 1 .pps
Total quality management 1 .ppsTotal quality management 1 .pps
Total quality management 1 .ppsharshavardhanan
 
quality management system
quality management system quality management system
quality management system RiyaRai26
 
TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)SANJAY KUMAR JOGAR
 
Quality Management
Quality ManagementQuality Management
Quality ManagementShivank Shah
 
World class management
World class managementWorld class management
World class managementSorab Sadri
 
presentation on continuous process improvement,juran trilogy and strategies i...
presentation on continuous process improvement,juran trilogy and strategies i...presentation on continuous process improvement,juran trilogy and strategies i...
presentation on continuous process improvement,juran trilogy and strategies i...vishnuvashist
 
Running Head QUALITY CONTROL MANUAL 1 .docx
Running Head QUALITY CONTROL MANUAL          1        .docxRunning Head QUALITY CONTROL MANUAL          1        .docx
Running Head QUALITY CONTROL MANUAL 1 .docxtoltonkendal
 
Skil storm testing at the speed of business 2
Skil storm testing at the speed of business 2Skil storm testing at the speed of business 2
Skil storm testing at the speed of business 2Glen Noesen
 

Similar to Juran & ishikawa (20)

PQMS.pptx
PQMS.pptxPQMS.pptx
PQMS.pptx
 
Pharmaceutical Quality Management System
Pharmaceutical Quality Management SystemPharmaceutical Quality Management System
Pharmaceutical Quality Management System
 
Continuous process improvement
Continuous process improvementContinuous process improvement
Continuous process improvement
 
Total quality management
Total quality managementTotal quality management
Total quality management
 
Juran Trilogy Paper
Juran Trilogy PaperJuran Trilogy Paper
Juran Trilogy Paper
 
Running head QUALITY TRAINING MANUAL .docx
Running head QUALITY TRAINING MANUAL                             .docxRunning head QUALITY TRAINING MANUAL                             .docx
Running head QUALITY TRAINING MANUAL .docx
 
Total quality management (TQM)
Total quality management (TQM)Total quality management (TQM)
Total quality management (TQM)
 
file000238.pdf
file000238.pdffile000238.pdf
file000238.pdf
 
Quality Management
Quality ManagementQuality Management
Quality Management
 
Basic Quality Management
Basic Quality ManagementBasic Quality Management
Basic Quality Management
 
Basic Quality Management
Basic Quality ManagementBasic Quality Management
Basic Quality Management
 
Total quality management 1 .pps
Total quality management 1 .ppsTotal quality management 1 .pps
Total quality management 1 .pps
 
quality management system
quality management system quality management system
quality management system
 
TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)
 
Quality Management
Quality ManagementQuality Management
Quality Management
 
World class management
World class managementWorld class management
World class management
 
presentation on continuous process improvement,juran trilogy and strategies i...
presentation on continuous process improvement,juran trilogy and strategies i...presentation on continuous process improvement,juran trilogy and strategies i...
presentation on continuous process improvement,juran trilogy and strategies i...
 
Running Head QUALITY CONTROL MANUAL 1 .docx
Running Head QUALITY CONTROL MANUAL          1        .docxRunning Head QUALITY CONTROL MANUAL          1        .docx
Running Head QUALITY CONTROL MANUAL 1 .docx
 
Skil storm testing at the speed of business 2
Skil storm testing at the speed of business 2Skil storm testing at the speed of business 2
Skil storm testing at the speed of business 2
 
TQM - JURAN CONTRIBUTION
TQM - JURAN CONTRIBUTIONTQM - JURAN CONTRIBUTION
TQM - JURAN CONTRIBUTION
 

Recently uploaded

Types of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfTypes of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfASGITConsulting
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...ssuserf63bd7
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdfChris Skinner
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterJamesConcepcion7
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsIndiaMART InterMESH Limited
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsKnowledgeSeed
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Americas Got Grants
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersPeter Horsten
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Aggregage
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxmbikashkanyari
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationAnamaria Contreras
 
Data Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and TemplatesData Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and TemplatesAurelien Domont, MBA
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfJamesConcepcion7
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 

Recently uploaded (20)

Types of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfTypes of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdf
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptxThe Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare Newsletter
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan Dynamics
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applications
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exporters
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
 
Data Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and TemplatesData Analytics Strategy Toolkit and Templates
Data Analytics Strategy Toolkit and Templates
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdf
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 

Juran & ishikawa

  • 1. JURAN & ISHIKAWA Their contribution to Quality Management
  • 2. The JURAN Quality Program  Revolutionized by Dr. Joseph M. Juran--”The Father of Quality”  Commerce 399 Group Project  Presented by Group A4:  Claire, Dan, Grace, Roy, Xinna  June 30th 2005  "
  • 3. Presentation Overview  Background  Key Distinctive Attributes  Perceived Strengths and Weaknesses  Examples of Use  Training Requirements and Maintenance Needs
  • 4. Joseph M. Juran--”The Father of Quality”  More than 70+ working years dedicated  to the relentless pursuit of quality  progress  Added in a human dimension to today’s  TQM  Realized the root cause was people’s  resistance to change  Was awarded the “Order of the Sacred  Treasure” from Japan
  • 5. Background Juran started work with the inspection department of Western Electric where he was faced with many quality management challenges Juran applied statistical methods to manufacturing problems Juran becomes Chief of Industrial Engineering at Western Electric’s home office
  • 6. Quality Defined  According to Juran, the definition of quality has  two aspects from the customer’s perspective:  Quality is…  A ) A greater number of features that meet customer requirement/needs  B) Fewer Defects
  • 7. Key Attributes  The Juran Trilogy  Fitness for Use  Quality Council  Pareto Principle  10 Steps to Quality Improvement
  • 8. The Juran Trilogy  To attain quality you 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.  (aka the three universal processes for managing for quality)  1. Quality Planning  2. Quality Control  3. Quality Improvement
  • 9. The Juran Trilogy  Quality does not happen by accident, it must be planned.”  1. Quality Planning: The structured process for designing  products and services that meet new breakthrough goals and  ensure that customer needs are met.  STEPS in the quality planning process
  • 10. The Juran Trilogy  STEPS IN 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
  • 11. The Juran Trilogy  2. Quality Control: a universal managerial process for  conducting operations so as to provide stability--to prevent adverse change and to “maintain the status quo”  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”
  • 12. The Juran Trilogy  THE QUALITY CONTROL PROCESS :  1. Choose control subject  2. Establish Measurement  3. Establish standards of Performance  4. Measure Actual Performance  5. Compare to Standards (interpret the difference)  6. Take action on the difference
  • 13. The Juran Trilogy  “All improvement takes place project by project”  3. Quality Improvement: The process for creating breakthrough  levels of performance by eliminating wastes and defects to reduce the cost of poor quality  Prove the need for improvement  Identify the improvement projects  Establish project improvement teams
  • 14. The Juran Trilogy  QUALITY IMPROVEMENT CONTINUED….  Provide the project teams with resources, training, and motivation to:  diagnose the causes  stimulate the remedies  establish controls to hold the gains
  • 15. The Juran Trilogy Diagram
  • 16. “Fitness for Use”  Quality begins with who, how, and why these customers will use it, without this information any improvement will be guesswork  In other words, all improvement activities should be customer focused  Juran’s five attributes for “fitness for use”: 1. Quality of design 2. Quality of conformance 3. Availability 4. Safety 5. Field use
  • 17. The Quality Council  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: 1. Setting targets 2. Running cost analysis for training and equipment requirements 3. Improving organization-wide communication 4. breaking down interdepartmental or functional boundaries
  • 18. The Pareto Principle (aka the 80/20 principle)  The Pareto principle says that “in any popululation  that 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.  For example, 80% of the the worlds wealth is controlled be 20% of the  world’s population; 80% of crimes are caused by 20% of the criminals  (these numbers are relative estimates and the principal applies generally  as a rule of thumb to many situations)
  • 19. The Pareto Principle (continued)  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  most of the cost of poor quality can be attributed to a relatively small number of causes--”The Vital Few”
  • 20. The Pareto Principle (continued) Identification of the “Vital Few” projects should receive TOP priority  Beyond the “Vital Few” projects are the “Useful Many”  Projects collectively they contribute only a minority of the improvement , but they provide most of the opportunity for employee participation  choice of these projects is made through the nomination selection process
  • 21. Ten Steps to Quality Improvement  1. Build Awareness of need and opportunity for improvement  2. Set goals for improvement  3. Organize to reach goals  4. Provide training  5. Carry out projects to solve problems  6. Report Progress  7. Give Recognition  8. Communicate Results  9. Keep Score  10. Maintain Momentum by making annual improvement  part of the regular systems and processes of the company