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JOSEPH JURAN(19042008)

father of quality,

a quality guru and the man who

taught quality to the Japanese.

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LIFE

Dr. Juran, born in Braila, Romania in 1904 had an

impoverished and tragic childhood.

Later on he moved to USA and settled in Minneapolis, USA.

In 1920, Joseph enrolled at the University of Minnesota. In

1924, Joseph graduated from the University of Minnesota witha B.S. in Electrical Engineering.

By 1937, Juran had become the chief of Industrial Engineeringat Western Electrics home office in New York.

In 1945, at the age of 40, Joseph took the position of Chairmanof the Department of Administrative Engineering at New York

University.

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The Union of Japanese Scientists and Engineers (JUSE)invited Juran to Japan in the early 1950s.

Dr. Juran wrote the first standard reference work on qualitymanagement, the Quality Control Handbook,

first published in 1951 and the other books are

Managerial breakthrough and

Juran on quality by design

In 1945, at the age of 40, Joseph took the position of Chairmanof the Department of Administrative Engineering at New YorkUniversity.

In 1979, Juran founded the Juran Institute that provides acontinuity of Jurans ideas through video programs.

Throughout 1993 and 1994 Juran gave a final series oflectures.

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DEFINITION OF QUALITY BY JURAN

"Quality" means those features of products which meetcustomer needs and thereby provide customer satisfaction. Inthis sense, the meaning of quality is oriented to income. The

purpose of such higher quality is to provide greater customersatisfaction and, one hopes, to increase income. However,

providing more and/or better quality features usually requiresan investment and hence usually involves increases in costs.Higher quality in this sense usually "costs more".

"Quality" means freedom from deficiencies-freedom from

errors that require doing work over again (rework) or thatresults in field failures, customer dissatisfaction, customerclaims and so on. In this sense, the meaning of quality isoriented to costs, and higher quality usually "costs less"."

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QUALITY TRIOLOGY

Quality planning, quality control and quality improvement.

QUALITY CONTROL QUALITY PLANNING

QUALITY IMPROVEMENT

HOLDING THE GAINS

PARETO ANALYSISBREAKTHROUGH

PROJECT-BY-PROJECT

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PARETO ANALYSIS

The principle states that, for many phenomena, 20% ofinvested input is responsible for 80% of the results obtained.Put another way, 80% of consequences stem from 20% of thecauses. Also referred to as the "Pareto rule" or the "80/20rule".

QUALITY FUNCTION DEPLOYMENT

is a method to transform user demands into design quality, to

deploy the functions forming quality, and to deploy methodsfor achieving the design quality into subsystems andcomponent parts, and ultimately to specific elements of themanufacturing process

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QUALITY PLANNING

Determine who your customers are-Where customers are

numerous, customers should be segmented using the Pareto

principle.

Discover your customers needs

Develop products whose features align with the customers

needs-Utilize tools such as Quality Function Deployment

Develop processes that are capable of producing these

products along with their accompanying features

Hand these plans off to operations

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QUALITY CONTROL

Evaluate actual operating performance.

Compare actual performance to operating goals.

Take action in response to differences.

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QUALITY IMPROVEMENT

Establish the infrastructure needed to facilitate continuous

quality improvement

Identify specific improvement projects-The Quality Council

should consult employees, customers and cost-of-poor-quality

data in identifying potential projects

For each project, establish a team that is clearly charged with

the responsibility of bringing a successful resolution to the

project.

Provide project teams with the necessary training, resources,

and motivation to successfully complete the project.

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SIX SIGMA

Six Sigma is a measure of performance that strives for nearperfection in all processes. Six Sigma is a systematic approachand information-driven methodology for eliminating processdeficiencies and variation that increase costs and reduce

revenues. The Six Sigma DMAIC process (Define, Measure, Analyze,

Improve, Control) is an improvement system for (existing)processes falling below specification and provides methods forobtaining incremental improvement.

The Six Sigma DMADV process (Define, Measure, Analyze,Design, Verify) is an improvement system used to developnew processes or products at Six Sigma quality levels.

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TEN STEPS TO QUALITY IMPROVEMENT

Build awareness of the need and opportunity for improvement

Set goals for improvement

Organise to reach the goals

Provide training

Carry out projects to solve problems

Report progress

Give recognition

Communicate results

Keep score of improvements achieved

Maintain momentum

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CONCLUSION He concentrated not just on the end customer, but on other

external and internal customers. Each person along the chain,

from product designer to final user, is a supplier and acustomer. In addition, the person will be a process, carrying

out some activity.

SUPPLIER PROCESSCUSTOMER

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THANK YOU