Group MembersGroup Members

• Aarti .A. Savale - 02 Aarti .A. Savale - 02 • Sushma Sargar - 16Sushma Sargar - 16• Binit Kumar Jha - 22Binit Kumar Jha - 22• Vinaya Sawant - 27Vinaya Sawant - 27• Dharamsingh Sadhana - 49Dharamsingh Sadhana - 49

The Juran’s Quality The Juran’s Quality ProgramProgram

Dr. Joseph M. Juran – “ The Dr. Joseph M. Juran – “ The Father of Quality”Father of Quality”

OverviewOverview

• IntroductionIntroduction• Forms of QualityForms of Quality• Examples of UseExamples of Use• BackgroundBackground• Quality DefinedQuality Defined• The Juran’s TrilogyThe Juran’s Trilogy• Fitness for UseFitness for Use• The Quality CouncilThe Quality Council• 10 Mantra’s to Quality Improvement10 Mantra’s to Quality Improvement• Feedback Approach to Quality ControlFeedback Approach to Quality Control

Joseph M. Juran

• Management for quality, according to Management for quality, according to Juran, involves the elements of Juran, involves the elements of quality planningquality planning, , quality controlquality control, and , and quality improvementquality improvement; these form ; these form Juran’s so-called “Juran’s so-called “TrilogyTrilogy”. To ”. To support this triad, Juran has support this triad, Juran has formulated a list of nine nondelegable formulated a list of nine nondelegable responsibilities for upper managers:responsibilities for upper managers:

Joseph M. Juran• One form of quality is income-

oriented, and consists of those features of the product which meet customer needs and thereby produce income; in this sense, higher quality usually costs more

• A second form of quality is cost-oriented and consists of freedom from failures and deficiencies; in this sense, higher quality usually costs less

Examples of UseExamples of Use

• MOTOROLA --(reduced defects in MOTOROLA --(reduced defects in manufactured products)manufactured products)

• SHELL --(41% maintenance cost SHELL --(41% maintenance cost reduction)reduction)

• DUPONT --(reduced cost, increase sales DUPONT --(reduced cost, increase sales and working capital; $175,000 pre-tax and working capital; $175,000 pre-tax earnings)earnings)

• Government Agencies --(e.g. U.S. Customs Government Agencies --(e.g. U.S. Customs increased promptness of service for increased promptness of service for passengers moving through border passengers moving through border crossings)crossings)

BackgroundBackground

• 1925 - Juran started work with the 1925 - Juran started work with the inspection department of Western inspection department of Western Electric where he was faced with many Electric where he was faced with many quality management challenges.quality management challenges.

• 1928 - Juran applied statistical methods 1928 - Juran applied statistical methods to manufacturing problems.to manufacturing problems.

• 1937 - Juran becomes Chief of 1937 - Juran becomes Chief of Industrial Engineering at Western Industrial Engineering at Western Electric’s home office.Electric’s home office.

• 1951 - The Quality Control Handbook.1951 - The Quality Control Handbook.

• 1950’s - Revolutionized the japanese 1950’s - Revolutionized the japanese philosophy for TQM and helped philosophy for TQM and helped shape their economy into an shape their economy into an industrial superpower.industrial superpower.

• 1964 - The Managerial 1964 - The Managerial Breakthrough.Breakthrough.

• 1979 - Juran Institute founded.1979 - Juran Institute founded.• 1986 - The Juran Trilogy.1986 - The Juran Trilogy.

Quality DefinedQuality Defined

According to Juran, the definition of According to Juran, the definition of quality hasquality has

two aspects from the customer’s two aspects from the customer’s perspective: perspective:

Quality is... Quality is...

1. A greater number of features that meet 1. A greater number of features that meet customer needs.customer needs.

2. Fewer defects2. Fewer defects

The Juran TrilogyThe Juran Trilogy

To attain quality you must begin by establishingTo attain quality you must begin by establishing

the vision, policies and goals of the organization.the vision, policies and goals of the organization.

Converting these goals into results is done Converting these goals into results is done throughthrough

three managerial processes called the JURANthree managerial processes called the JURAN

TRILOGY. TRILOGY.

1. Quality Planning1. Quality Planning

2. Quality Control2. Quality Control

3. Quality Improvement3. Quality Improvement

The Juran TrilogyThe Juran Trilogy

Continued…Continued…

Quality Planning…Quality Planning…

STEPS in the quality planning process... STEPS in the quality planning process... 1. Establish the project1. Establish the project2. Identify the customers2. Identify the customers3. Discover the customer needs3. Discover the customer needs4. Develop the product4. Develop the product5. Develop the process5. Develop the process6. Develop the controls and transfer to 6. Develop the controls and transfer to

operationsoperations

Continued…Continued…

The Quality Control Process…The Quality Control Process… 1. Choose control subject1. Choose control subject2. Establish Measurement2. Establish Measurement3. Establish standards of Performance3. Establish standards of Performance4. Measure Actual Performance4. Measure Actual Performance5. Compare to Standards (interpret the 5. Compare to Standards (interpret the

difference)difference)6. Take action on the difference6. Take action on the difference

Continued…Continued…

““All improvement takes place project by All improvement takes place project by project” project”

3. 3. Quality Improvement: The process for Quality Improvement: The process for creating breakthroughcreating breakthrough

levels of performance by eliminating levels of performance by eliminating wastes and defects to reduce the cost of wastes and defects to reduce the cost of poor quality poor quality

• Prove the need for improvementProve the need for improvement• Identify the improvement projectsIdentify the improvement projects• Establish project improvement teamsEstablish project improvement teams

Continued…Continued…

3. 3. Quality Improvement: (can’t) Quality Improvement: (can’t) • Provide the project teams with Provide the project teams with

resources, training, and motivation resources, training, and motivation to:to:

• diagnose the causesdiagnose the causes• stimulate the remediesstimulate the remedies• establish controls to hold the gainsestablish controls to hold the gains

Fitness for UseFitness for Use• Quality begins with who, how, and why Quality begins with who, how, and why

these customers will use it, without this these customers will use it, without this information any improvement will be information any improvement will be guesswork.guesswork.

• In other words, all improvement activities In other words, all improvement activities should be customer focused.should be customer focused.

Juran’s five attributes for “fitness for use”:Juran’s five attributes for “fitness for use”:• Quality of designQuality of design• Quality of conformanceQuality of conformance• AvailabilityAvailability• SafetySafety• Field useField use

The Quality CouncilThe Quality Council• Senior management with the responsibility Senior management with the responsibility

for designing the overall strategy for quality for designing the overall strategy for quality planning, control, and improvement.planning, control, and improvement.

The objective of the Quality Council is to The objective of the Quality Council is to establish the quality improvement culture in establish the quality improvement culture in an organization by:an organization by:

• Setting targetsSetting targets• Running cost analysis for training and Running cost analysis for training and

equipment requirementsequipment requirements• Improving organization-wide communicationImproving organization-wide communication• breaking down interdepartmental or breaking down interdepartmental or

functional boundariesfunctional boundaries

10 Steps to Quality 10 Steps to Quality ImprovementImprovement

1. 1. Build Awareness of need and Build Awareness of need and opportunity for improvementopportunity for improvement

2. Set goals for improvement2. Set goals for improvement

3. Organize to reach goals3. Organize to reach goals

4. Provide training4. Provide training

5. Carry out projects to solve 5. Carry out projects to solve problemsproblems

Continued …..Continued …..

6. Report Progress6. Report Progress

7. Give Recognition7. Give Recognition

8. Communicate Results8. Communicate Results

9. Keep Score9. Keep Score

10. Maintain Momentum by making 10. Maintain Momentum by making annual improvement part of the annual improvement part of the regular systems and processes of regular systems and processes of the company.the company.

Juran’s Feedback Loop Juran’s Feedback Loop Approach to Quality ControlApproach to Quality Control

• Evaluate actual performance levels.Evaluate actual performance levels.• Compare actual performance levels to Compare actual performance levels to

targeted performance levels. targeted performance levels. • Take action to close or eliminate the gap Take action to close or eliminate the gap

between these two levels. between these two levels. • Quality becomes a part of each upper Quality becomes a part of each upper

management agenda. management agenda. • Quality goals enter the business plan. Quality goals enter the business plan. • Stretch goals are derived from Stretch goals are derived from

benchmarking; focus is on the customer benchmarking; focus is on the customer and on meeting competition; there are and on meeting competition; there are goals for annual quality improvementgoals for annual quality improvement