By

LIDYA
0816086
 Respected Contributors:
 W. Edwards Deming
 Joseph Juran.
 For over 50 years, both helped to improve
quality in public and private institutions,
 Juran provided an analytical
approach to managing for quality
 production as a system of
interrelationships between
consumer research, design,
suppliers, materials, production,
assembly, inspection,
 Juran prescribed how to manage
quality functions
 Deming provided a new and
comprehensive theory for managing
organizations and
human enterprises
 He provided advice on quality
planning, quality control, and
quality improvement,
 Deming described a systematic view
of the organization,
 Juran was a practitioner who
desired to teach people
better management
practices
 Juran’s tends to appeal to
the practical-minded
 Focused on product
improvement and
service conformance by
reducing uncertainty and
manufacturing processes
(variation
 Deming was a philosopher who
desired to provide a new way to
view the world
 Deming’s work tends
to appeal to theoretical-minded
Individuals three different languages:
 1. Upper management
speaks dollars;
 2. Middle management
speaks things and dollars; and
 3. Lower management (or
workers) speaks things
Focused on frequency
as a controlling factor:
 ! Plan
 ! Do
 ! Study
 ! Act
 Identified four “Fitness of  Advocated an extensive use
Quality” of statistics & control charts
1. Quality of Design: Identified two sources
Market Research, Product & of variation:
Concept Common Cause
2. Quality of Conformance: Special Cause
Management, Manpower &
Technology
3. Availability: Reliability,
Maintainability &
Logistical Support
4. Full Service: Promptness,
Competence & Integrity
By
JIM MATHEW
0816082
 Juran focused on top-down approach to management
of technical methods.
 He focused on the responsibility of management to
achieve quality.
 His emphasis is on systems and adoption of problem
solving techniques.
 Build awareness of opportunities to improve
amongst people amongst people who are
involved with the work.

 The human resources function bears the

responsibility for implementing the quality
training strategy.
 Set goals for improvement in all areas of work.

 The quality professionals bear the responsibility to

collaborate with the Human Resources professionals
to share their technical expertise on quality.
 This is a management task to organize and facilitate
the necessary for performance and realization of set
goals.

 There must be a purposeful effort to identify the

staffing and materials funding necessary to achieve
quality training goals.
 Carry out improvement projects to solve
problems following the problem solving
technique of Juran.
 Provide training to people to improve their skills and
competence.

 The executive team takes the responsibility for

creating a quality culture in the organization.

 A quality culture is a product of behaviors, skills,

tools, and methods as they are applied to the work.
 This is meant not for documenting the progress, but
for review and communication of progress towards
the goals for improvement.
 Give recognition for quality work in order to
motivate people and promote quality.

 
 Purpose is to communicate the results to those
who have worked for it and make them more
committed and motivated for achieving better
results.
 
 Management must measure the improvements
and keep constant focus on the required goals
through scorecards.

 
 Maintain momentum of progress by making annual
improvement plans of the systems and processes.

 This has to be a continuous process and be made a

built-in process in the organization’s systems by
making annual improvement plans and continually
working for that.
 Lipton
 Microsoft

 NOKIA Mobile Phones

 Samsung Electronics

 Unilever - Best Foods

 Sun Chemical
By
JOYSON D’SOUZA
0816083
 Juran broke down the requirements for successful
TQM into three major activities, the quality
trilogy: quality planning, quality control and
quality improvement.
• Quality planning begins with identifying
customers, both external and internal, determine
their needs and developing product features that
respond to those needs.
• Quality goals based on meeting the needs of
customers and suppliers alike at a minimum
combines cost are then established.
 Identify the customer – both external and internal
 Determine the customer needs
 Develop product features that respond to
customer needs
 Establish quality goals that meet the needs of
customers and suppliers alike and do so at a
minimum combined cost.
 Develop a process that can produce the needed
product features
 Prove process capability.
 Juran stated that quality control involves
determing what to control, establishing units of
measurement to evaluate data objectively,
establishing standards of performance, measuring
actual performance, interpreting the differences
between actual performance and the standard and
taking a corrective action on the difference.
• Choose control subjects
• Chose units of measurement
• Establish measurement
• Establish standards of performance
• Measure actual performance
• Interpret the difference between
actual performance and standard
performance
• Take action on the difference
 Quality improvement focuses on this goal
seeking to achieve quality break throughs that
move the firm to a new level of performance.
 The system consists of long range policies,
company wide training, interdepartmental
communication and coordination, purchased
materials etc
• Prove the need for improvement
• Identify the specific projects for
improvement
• Organize to guide the projects.
• Organize for diagnosis for discovery
of causes
• Find the causes
• Provide remedies
 Prove that the remedies are effective under
operating conditions
 Provide control mechanism to hold the gains
By
GURU Darshan
0816081
STEPS IN UNIVERSAL BREAKTHROUGH
SEQUENCE

 Proof of need
 Project identification
 Organizing for improvement
 Diagnostic journey
 Remedial action
 Resistance to change
 Holding on to gains
 Internal failure costs
 External failure costs
 Appraisal costs
 Prevention costs
 By
Praveen Jacob
 Establishing specific goals that identify what
organization members should do and why.
 Establishing plans for reaching those goals with
enough detail to guide peoples actions from
beginning to end.
 Assign clear responsibilities for meeting the
goals, and
 Base rewards on results.
 New understanding of the customer, referring
to both internal and external customer
 Management involvement and commitment is
stressed
 The emphasis on management’s responsibility for
quality fails to get the grip with the literature on
motivation and leadership.
 The contribution that the worker can make is
undervalued.
 The methods advocated are traditional and old
fashioned, getting at the basic control system and
failing to deal adequately with the human dimensions
of organizations
THANK YOU