14751

TQM
TERM ASSIGNMENT

Submitted by:
Asad Hussain (14751)

TABLE OF CONTENTS
TOPICS

PAGE

1. INTRODUCTION..2
2. PHILIP B. CROSBY....3
a. Do it right the first time...3
b. Zero Defects Day and Zero Defects..4
c. Four Absolutes of Quality.....4
d. Prevention process.5
e. Quality vaccine..5
f. Sic Cs.5
g. Learning..6
3. W. EDWARD DEMING6
a. System of profound knowledge..7
i. Theory of systems..7
ii. Theory of variation.7
iii. Theory of knowledge...7
iv. Knowledge of psychology.8
b. Plan-Do-Check-Act cycle..8
c. Prevention by process improvement....8
d. Chain reaction of quality improvement...9
e. Common cause and special cause..10
f. 14 points.......10
g. Deadly and dreadful diseases..11
h. Learning...12
4. JOSEPH M. JURAN...12
a. The Spiral of Progress in Quality...13
b. The Breakthrough Sequence......14
c. The Project-by-Project Approach....14
d. The Juran Trilogy...15
e. The principle of the "Vital Few and Trivial Many.16
f. Learning...17

INTRODUCTION:
Now a days managers and firms are more focusing on delivering quality to their customer by
creating a quality focused organization. Managers need a proper frame work and guidance
to successfully create a quality focused organization. In order to help managers achieve
their goals, different philosophers have presented their theories. From those philosophers,
three are considered to be the quality guru because of their enormous contribution in the
topic. The quality gurus are name as follows:
Philip B. Crosby
W. Edwards Deming
Joseph M. Juran
Philip Crosby, an engineer, gave six principles of quality. The basis or foundation of his
approach was prevention. Further to these principles, he defined 14 steps of quality
improvement in one of his quality principle, which includes the responsibilities of the top
management as well as the workers. He is best popular for the Zero Defects concept.
These 14 steps were introduced in the year 1987.
Edward Deming, a Ph.D. in physics, widely known for his leading Japanese businesses, which
has made them the leaders of quality and productivity throughout the world. Deming
introduced a systematic and leadership approach to quality and gave six approaches, like
Crosby. He has been called The Father of The Third Wave of The Industrial Revolution.
Joseph M. Juran, and electrical engineer and also holds a law degree. He proposes a
strategic and structured approach to achieve quality. For this purpose, he developed five
concepts.
This report highlights and explains the quality principle introduced and proposed by the
three quality gurus.

PHILIP B. CROSBY
Crosby defined quality as:
Conformance to requirements
According to him, quality should be defined in measurable terms. This helps the managers to not
only make decisions on the basis of tangible targets but also eliminates the decisions make on the
basis of previous experiences, hunches or opinions of others.
In order to make quality a measurable term and calculate the cost of doing things wrong, he
introduced the following formula:
Cost of quality (COQ) = Price of conformance (POC) + Price of nonconformance (PONC)
Here,
POC refers to the cost of getting things done right at the first time.
PONC refers to the information provided to the management regarding the waste cost and a
visible indication of progress as the organization improves.
Prevention is the foundation principle of Crosbys approach to quality. His approach consists of the
following six concepts:
1.
2.
3.
4.
5.
6.

Do It Right The First Time

Zero Defects Day and Zero Defect
The Four Absolutes Of Quality
The Prevention Process
The Quality Vaccine
The Six Cs

Do it Right the First Time

Crosby focuses on perfection. In this approach, he has clearly pointed out that there is no
place for errors or inferior quality products. There is either a perfect quality product or a not
good quality product.
To Crosby, any product that falls within its design specifications
is a quality product.
(Garvin & March, 1986)
Crosby stressed that the management should change its perception and attitude towards
quality and should manage its quality thorough prevention in advance. A common attitude
of managers is that the errors are a part of business life and managers only create those
problems (identified by Crosby). He believes that the problems which are created by the
managers are due to the rewards and the attitudes/practices supported by the organization.
For example;
If managers are provided with the plan or the time table
by the organization, then he/she will only focus on ways to
get to those plans and goals, compromising the quality.

Zero Defects Day and Zero Defects

Crosby wants that, the products and services should be of zero defects i.e. free from defects
and errors. He identified zero defects as an attitude not a slogan. It is an attitude and
commitment towards prevention of errors. In this concept, he emphasized that each and
every individual in the organization should try and meet the requirements and quality
standards at the first time (as previously indicated that there is no place for errors).
When people are asked to do it right the first time,
requirements are the it.
(Crosby, 1987)
The zero defect day corresponds to the day in which the management is required to affirm
its commitment to quality and allows employees to make the same commitment.

Four Absolutes of Quality

Following are the four absolutes of quality improvements which are considered as the fundamental
concept of quality improvement by Crosby;
Quality is conformance to requirements: There should be a climate of cooperation among
the departments of the company in order to create a firm which focuses on the concept of
do it right the first time. The management should make it clear that what they mean by
that concept and communicate it in an understandable way to the workers. This (do it right
the first time) can be achieved through training the workers and by the leadership qualities
of the management.
The system of quality is prevention: According to Crosby, any system that produces quality
products and services works on prevention. Prevention in terms of eliminating the waste
and error occurrence before they occur. This system can only be produced by training and
leadership style of the management.
Do it right at the first time: As mentioned before, Crosby do not tolerate error and further to
this he does not believe in the term of close enough i.e. close enough to the standard
quality. Therefore he has pointed at the managers that they should train and help the
workers so the zero defect performance standard is achieved.
The measurement of quality is the price of nonconformance: The management uses this
nonconformance as a tool to measure the efficiency and effectiveness of the organization.
Through the four absolutes of quality, Crosby has tried to eliminate the conventional thought about
the quality and cost i.e. quality and costs are directly proportional. He gave the idea that as the
quality increases the cost decreases. Crosby famous phrase:
Quality is free, but it is not a gift.
(Crosby, 1979)
In order to implement the improvement process, Crosby proposed his 14-steps approach which is
related to the responsibilities of the management but it also involves the work force. These 14-steps
also help in communicating the quality improvement and the four absolutes. The 14-steps of quality
are:

1. Management commitment
2. The quality improvement team
3. Quality measurement
4. The cost of quality
5. Quality awareness
6. Corrective action
7. Zero defects planning

Crosbys 14-Steps
8. Quality education
9. Zero Defects Day
10. Goal setting
11. Error-cause removal
12. Recognition
13. Quality councils
14. Do it over again

Prevention Process
According to Crosby, prevention involves thinking, planning and analyzing the process to identify the
areas from where the errors occur and take action accordingly to eliminate those errors. For this
purpose, Crosby has developed a prevention process (shown below) and identifies this process as a
continuous process to eliminate the errors.

Quality Vaccine
Crosby sees quality as bacteria of non-conformance which should be vaccinated to through
antibodies to prevent problems.
To him quality can be achieved through prevention in advance using some functions or prevention
steps like vaccine is used to prevent any medical disease. For this Crosby presented 3 principles that
is Determination, education and implementation.
Determination means that management is willing to bring change and considers bringing
management action for change.
Education is providing knowledge to all employees to bring change. Its the process to give
knowledge of their role in quality improvement and to implement improvement process.
Implementation is the step in which improvement plans are made, resources are allocated
and quality improvement is designed.

Six Cs
Education can be attained in six steps according to Crosby. The first step is comprehension which
defines the quality and involves from top management to lower employees. The next stage is
commitment in which management makes quality improvement policy the third C is competence
where plans are developed for training and education of quality. The fourth C is communication that
is communicating all the plans to employees and publishing stories of successful quality
improvement stories. The next stage is correction that focuses on prevention and performance of

quality product. The last is continuance that is the process must go on. It should be continuing
without any breaks and without considering having second chance.

LEARNINGS
The learning gained from Crosbys principal on quality management is that quality is the most
important thing that has to be focused by the management. Quality should not be compromised in
any situation and on any reason. He also gave the formula to measure the cost of quality which
emphasizes that the waste is something which should not be there in the company or in
manufacturing plant. The workers have to be trained well by the leaders and the managers of the
company so that they do their work in the right way first time they do. To reduce/eliminate this
waste, the six concepts on prevention can be implemented. Those six concepts/step helps in
preventing the waste or products which are not good.
The managers or the leaders of the organization have the responsibility of training and education
the working staff (working at the plant) so that they can work in such a way that the product is
produced fulfilling the quality standard, the first time they are produced.
The system that has been implemented within the organization has to be a system that works on
prevention of errors. The causes of those errors has to be identified and removed and corrective
actions be taken. The management should be committed towards creating a quality environment
where everyone is working for quality output without making errors. The prevention process
provides us the guideline through which we can create that quality culture.

W. EDWARD DEMING:
Edward Deming has applied a system and leadership approach to quality. According to him, quality
can only be defined by the customers. Therefore it is a relative term because of the fact that every
customer has his own way of evaluating the quality. In his book Out of the Crisis he defined quality
as;
The difficulty in defining quality is to translate future needs
Of the users into measurable characteristics, so that a product
can be designed and turned out to give satisfaction at a price
that the user will pay.

(Deming, 1986)
This system and leadership approach includes the following seven key elements:
1. System of profound knowledge
2. Plan-Do-Check-Act cycle
3. Prevention by process improvement
4. Chain reaction of quality improvement
5. Common cause and special cause
6. 14 points
7. Deadly and dreadful diseases

System of profound knowledge:

In Demings view, hard work and best efforts are not the only answer to quality. This system and
profound knowledge is the most important part. Without having profound knowledge, management
cannot achieve its quality goal and may cause ruination.
The system of profound knowledge is made up of the following four elements:
1. Theory of systems
2. Theory of variation
3. Theory of knowledge
4. Knowledge of psychology
Theory of systems:
As explained by Deming, a system is a series of functions or activities within an organization that
works together in achieving the aim of the organization. This concludes that, without an aim, there is
no system.
The system is made up of the employees, management style, customers, environmental constraints,
shareholders, training and recruitment. The relationship that exists between these elements must be
studied. If it is not done properly, it leads to a wrong direction for its people who are unaware of the
external and internal influences and interaction that affects their work.
Theory of variation:
The theory of variation deals with the knowledge of statistical theories. It means that the managers
should be able to identify the causes of variations in the work and jobs done. They should be able to
identify a stable system. The failure to identify the variation will lead to frustration and adverse
decision making by the management. They will not be able to identify the common and special cause
of variation.
Theory of knowledge:
The third part of profound knowledge addresses the way in which knowledge is advanced. The
process of advancing knowledge can usually be described as a slow, continuous stream of tests and
experiments, each designed to advance the state of knowledge in a particular field. Occasionally
"breakthroughs" occur that produce rapid advances in knowledge, but the general process is that of
slow, incremental growth based upon experimentation, guided by theory.
Deming believes that managers should pursue goals to those of science (explain, predict, and
control) to gain more knowledge about the systems and processes in their organizations. They will
need to learn how to increase their knowledge of the processes for which they are responsible by
participating in such "scientific" activities such as:

formulating theories
developing hypotheses
designing and conducting experiments.

They will need to know how to collect, analyze, interpret, and apply data derived from
experimentation. A theory need not be complex, it may be as simple as stating (predicting) that one
method of training may be more effective than another for learning certain skills. Deming is critical
of managers who look elsewhere for solutions (e.g., copying a remedy, adopting others' successful
ideas). Theory advances knowledge and knowledge is obtained through use of the scientific method.

"To copy an example of success, without understanding

it with the aid of theory, may lead to disaster."
A common "false start" encountered by organizations beginning to focus on quality is their failure to
understand the importance of learning the theory of quality management. No two organizations are
alike each has different requirements and may require tailored applications of the theory.
Knowledge of psychology:
It is a fact that every company has a diversified workforce which means that their learning style,
preferences and way of work differs from each other. Management needs to have knowledge of
people and how they interact, of their individual needs, and of their working and learning styles.
People are different from one another, and it is management's responsibility to be aware of those
differences and use them to optimize performance.

Plan-Do-Check-Act cycle
Deming emphasizes continuous improvement and believes that it is management's obligation to
constantly and forever improve the system of production and service. The concept of ongoing
improvement is illustrated by the Shewhart cycle or the Plan-Do-Check-Act (PDCA) cycle.

Prevention by process improvement:

Deming stresses that inspection at the end of the process is too late and too costly. His approach is a
shift from detection to prevention. To Deming, the prevention approach to quality is achieved by
process analysis, control, and improvement. A process is defined as any set of conditions, or set of
causes, that work together to produce a given result. It is usually a blending of machines, methods,
materials, and people.

Measurement is used to monitor processes and take action to minimize the possibility of producing
unacceptable products or services to the customer. Note that the size of the "process" box has been
enlarged in the prevention approach and contains "causes" for a product or service. The diagram is
presented this way to emphasize the point that quality results from studying and changing the
process, not inspecting the final product.

Common cause and special cause

When Deming describes quality, he talks about products that possess a predictable degree of
"uniformity," suited to the end-users at a price that they can pay. McConnell refers to it as
"A predictable degree of variation"
(McConnell, 1987).
According to Deming there is no such thing as two of a kind, since variation is inherent in everything
we do. No two services offered are identical. So, to produce quality, you must produce outcomes
that are predictably uniform as well as satisfactory from a customer's perception. Deming has
labeled sources of variation as common cause and special cause.
Common causes of variation exist because of the system or the way the system is managed. These
causes are beyond the reach of the workers and only those who manage or control the system are
responsible for them. Most process problems in an organization, the common causes of variation,
are correctable only through managerial action. Examples of common cause variation are incoming
materials not suited and poor design (Deming, 1986). There are also special causes of variation.
Special causes of variation are localized. They are not part of the overall system. They are exceptions
or abnormalities. They deserve attention by those who are close to them. Usually the workers or
their immediate supervisor can identify and remove special causes.

"It is management's responsibility to work on the system

and it is the worker's responsibility to work in the system"
(Tribus, 1988)
Supervisors and workers must cooperate with each other to remove the special causes so that
management can work on the system and begin the transformation (the adoption of the 14 points).
This transformation is not easy. As Deming says,
Everyone doing his best is not the answer. It is necessary that
people know what to do. The responsibility for change
rests on management. The first step is to
learn how to change"
(Deming, 1982)

Chain reaction of quality improvement:

Deming's philosophy can best be depicted by what he calls the chain reaction for quality
improvement. By improving quality, costs decrease and productivity improves. As a result, there is a
greater potential for an increased market share.
To address the first box in the chain reaction (improve quality), management must adopt the 14
principles of management and understand the statistical approach to process improvement. To
appreciate fully the meaning of improving quality in Deming's chain reaction, an understanding of
the concept of variation is required.

14 points:
According to Deming, the 14 Points can be applied anywhere, in any organization, regardless of size
and type of business. These points provide the basis for initiating and sustaining an organizational
transformation that focuses on customer satisfaction through quality. These obligations are
management's responsibility and they cannot be delegated. Deming says,
"Adoption and action on the 14 points area signal
that the management intends to stay in business
and aim to protect investors and jobs"
(Deming, 1986)

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To adopt the 14 points, management needs to put aside short-term thinking for the long-term good
of the company so that they can be in business tomorrow. The 14 points have undergone revision by
Deming to help people understand his observations. However, the essence of each point has
remained essentially the same from one version to the next.

Deadly and dreadful diseases

There are many roadblocks to institutionalizing the transformation. Deming categorizes them as
"deadly diseases" and "dreadful diseases". "Deadly diseases" afflict most companies in the Western
World. The cure for deadly diseases is not easy. It requires a complete change of management style.
The dreadful diseases are management practices that are harmful, but, in Deming's view, are easier
to cure. To remedy the diseases, Deming "prescribes" his 14 points or obligations of top
management.

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LEARNING:
Quality is something which the company cannot measure. It can only be defined by the customer
who is using that product. The quality can be achieved by having profound knowledge about the
system is the most important thing along with the hard work. There is a relation that exists between
the constituents of the system (employees, management style, customers, environmental
constraints, shareholders, training and recruitment). It is necessary to study that relationship in
order to achieve quality. By studying the system, management should be able to identify a stable
system which helps in eliminating the variations in the quality and helps in identifying the cause of
that variation. The management should have the required knowledge to develop the theories,
develop hypothesis and conduct experiments that eventually leads to a quality product. The
knowledge of quality management is therefore very important to create a quality based organization
as well as products. On the other hand, the management should be able to handle the diversified
workforce because of the fact that every have different learning styles and preferences also differs.
The Shewhart cycle gives clear steps to implement the change for quality. Firstly, we need to
develop a plan for change. The plan should consider every aspect of the organization system. After
planning, carry out the plan on a small scale to check its efficiency before proper implementation.
This leads to the third step that deals with the checking of the results of small scale tests. If it fulfills
the requirements act upon it and implement it in the organization, if not, go to step one.
The process should be designed in such a way that helps in preventing the errors. It should allow the
management to measure the quality and efficiency of the process through which the product is
being made. There is relation that exists between the process, cost of the product and the quality.
This is called the chain reaction process because, if the process is proper it will lead to decreased
waste and errors which mean the cost will also decrease. Good process also helps in achieving
quality products. Deming proposed his 14-points and these points provide the basis for initiating and
sustaining an organizational transformation that focuses on customer satisfaction through quality.

JOSEPH M. JURAN:
Juran defines quality as "fitness for use." He stresses a balance between the product features and
products that are free from deficiencies. The word "product" refers to the output of any process,
and that includes goods as well as services. By features he means technological properties of a
product (e.g., fuel consumption of a vehicle) designed to meet the customer's needs. Service
organizations also-possess features, such as promptness of delivery or courtesy extended.
The second element of Juran's definition of quality addresses products free from deficiencies, which
means that there is no scrap, errors in the invoices and late deliveries. According to Juran, these
failures make trouble for the customer, which in future leads to a dissatisfied customer. Juran's
definition of quality reflects his strong orientation to meeting customer's expectations. Anyone
affected by the product is considered a customer. This group includes those who deal with the
product during its developmental stages, the internal customers, and those who deal with the
finished product, the external customers.
Juran has proposed a strategic and structured approach to achieving quality. This approach is also
known as project- by-project. Concepts he developed to support his philosophy includes the
following five elements:

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The "Spiral of Progress in Quality,"

The "Breakthrough Sequence,"
The "Project-by-Project Approach,"
The "Juran Trilogy,"
The principle of the "Vital Few and Trivial Many.

The "Spiral of Progress in Quality"

Juran stresses that, any organization which produces and distributes its products through a series of
specialized activities carried out by specialized departments. These activities are depicted by the
"spiral of progress in quality" according to Juran. The spiral shows actions necessary before a
product or service can be introduced to the market.
Each specialized department in the spiral is given the responsibility to carry out its assigned special
function. In addition, each specialized department is also assigned a share of the responsibility of
carrying out certain company-wide functions such as human relations, finance, and quality (Juran &
Czyna, 1988). Quality results from the interrelationship of all departments within the spiral Juran
talks about "quality function" to describe activities through which the departments around the spiral
can attain quality. Quality improvement projects are carried out throughout the organization. The
approach includes the following six elements:
1.
2.
3.
4.
5.
6.

Identifying the activities that could meet the company's goals of fitness for use.
Assigning the activities to the various departments and organizations around the spiral.
Providing the facilities and tools needed to conduct these activities.
Conducting the assigned activities within the designated departments.
Ensuring that these activities are properly carried out.
Coordinating the departmental activities.

The Spiral of Progress in Quality

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Breakthrough Sequence:
Juran's philosophy addresses improvement and innovation in terms of breakthrough. He defines
break- through as:
"Dynamic decisive movement to new
higher levels of performance"
(Juran, 1964)
His breakthrough sequence involves activities that will result in improvements in quality and will
eventually result in unprecedented performance that will help the organization launch innovative
products. Breakthroughs can lead to;
1. Attainment of quality leadership
2. Solution to an excessive number of field problems
3. Improvement of the organization's public image.
There are barriers that affect opportunities for breakthrough. As with any other change,
breakthrough can be resisted by managers who traditionally concentrate on control. Through
control, managers maintain the present levels of performance or prevent adverse change. Control
activities, such as problem solving, have a short-term focus; they are necessary to hold on to gains,
but will not lead to improvement and innovation. Breakthrough activities are needed to achieve
higher levels of performance and innovation and to exceed customer satisfaction. According to
Juran, breakthrough and control are part of a continuing cycle of gains and plateaus in performance,
and he considers that, all managerial activity is directed at either breakthrough or control (Juran,
1964). According to Juran, all breakthroughs follow the same sequence:
1. Policy making.
2. Setting objectives for breakthrough.
3. Breakthrough in attitudes.
4. Use of Pareto principle.
5. Organizing for breakthrough in knowledge.
6. Creation of steering arm.
7. Creation of diagnostic arm.
8. Diagnosis.
9. Breakthrough in cultural pattern.
10. Transition to the new level.

Project-by-Project Approach"
The quality improvement methodology, as depicted by Juran, requires project-by-project
implementation. Two kinds of teams are formed, the steering arm and the diagnostic arm, to work
on analyzing problems.
A committee of managers is formed to solicit project nominations from all employees, to select that
year's projects, and to appoint teams to address each one. Typically, large numbers of project teams
must be formed, depending on how many projects have been selected. His approach requires that
members of the team develop skills in team leadership and team participation and acquire
knowledge of problem-solving tools. The main thrust of these teams is to solve problems but Juran
distinguishes between "putting patches" on problems and finding and removing the causes of
problems.

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He calls the process of analyzing problems the "journey from symptom to cause." Examination of the
symptom must be the starting point of the action team. The symptom is the evidence that
something is wrong. Once the symptom has been identified, the objective of the team is to come up
with a solution. However, the members will first need to discover the cause. Juran developed two
journeys to describe how the teams interact with each other in this process
The journey from symptom to cause, which he named the diagnostic journey
and the journey from cause to remedy, called the remedial journey.
(Juran & Gryna, 1988)
Both journeys are different in purpose and require teams of people from different levels and
departments within the organization with different skills.

The "Juran Trilogy,"

The "Juran trilogy" provides a systematic approach to carrying out Juran's methodology for
managing for quality. Essential to implementation, however, is active leadership, starting at the top.
This trilogy states that
Management for quality consists of three interrelated quality-oriented processes -- quality
planning, quality control, and quality improvement
(Juran, 1986)
Quality planning involves developing a process that will achieve the established goals. People
working in the planning phase are responsible for determining who their customers are and
identifying customers need and expectation. Quality control is concerned with holding onto gains
and not letting waste increase. The control process addresses the irregular spikes in variation; if
necessary, the people working in this process create teams to determine the causes of any abnormal
variation in the process.
Those involved in the quality improvement process are concerned with lowering the cost of poor
quality in existing processes, but, more importantly, are responsible for using the lessons learned for
seeking innovative ways to achieve better levels of performance. In this respect, Juran's approach
addresses continuous improvement. Each process in the trilogy is "universal" (inherent in
organizations focusing on quality). Relevant activities include identifying customers, establishing
measurements, and diagnosing causes. Juran compares the activities of the trilogy with those of
financial operations. Money is the language of management and, in his terms, quality planning is
analogous to budgeting, quality control to cost control, and quality improvement to cost reduction.

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The "Vital Few and the Trivial Many

Because Juran emphasizes prioritization of problems to be solved, the Pareto diagram is an
especially useful tool to him. Vilfredo Pareto conducted studies of wealth distribution. He found that
small percentage the vast majority of wealth in his society was held by remarkably small percentage
of the population. In general, the Pareto principle states that a few factors account for the largest
percentage of a total.
Juran applied this concept to the industrial world to classify problems of quality. According to Juran,
most of the cost of poor quality can be attributed to a very small number of causes called "the vital
few." The other defects, called the "trivial many" and, lately, the "useful many," can be ignored for a
time.
The Pareto diagram depicts columns arranged in descending order. The diagram illustrates causes
from many sources of variation. According to this graph, one should concentrate on cause "A" first
because it is responsible for most of the defects and will result in the biggest payoff (Ishikawa, 1982).

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It should be noted, however, that frequency should not be the only characteristic to consider when
beginning a Pareto analysis. Sometimes frequently occurring defects are not the most serious, and
common sense needs to prevail in those situations when selecting initial causes for improvement.

LEARNING:
There are companies who are responsible to produce the products and then distribute it in the
market. These companies carry out work through specialized departments. These departments also
help other departments which contribute to the companys success; such as HR, Finance and Quality
department. To get a quality output all the departments within the company should work together
as there is a relationship among those departments. Juran called this as quality function while
making it clear through his spiral diagram. He has identified six ways to carry out quality
improvement project throughout the company; Identifying the activities that could meet the
company's goals of fitness for use, assigning the activities to the various departments and
organizations around the spiral, providing the facilities and tools needed to conduct these activities,
conducting the assigned activities within the designated departments, ensuring that these activities
are properly carried out and coordinating the departmental activities.
The companies can go for breakthrough innovation in their company as well as their products in
order to provide satisfaction to their customers. This breakthrough can be resisted by the
management or the workers as other change activities have a probability to be resisted. He
identified a specific sequence to implement this approach, which involves 10 sequential steps.

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He stressed that the leadership in the company should identify the cause of the problems instead of
repairing the defect. For this he said that the leadership must have the problem solving abilities and
tools. The top management should form separate teams for separate projects so that the leader can
focus on his assigned task and come out with quality results which is free from defects.
In order to manage quality, Juran has proposed a systematic approach to it which consists of three
elements. Planning involves the production of the product, Control is the minimization or
elimination of the waste and defected products, the third is the quality improvement, and it is
concerned with reducing the cost of the product while keeping the quality of the product at the
standard level.
The Pareto diagram can be used through which the problems can be identified and prioritized
according to their influence on the quality. The poor quality can be attributed to a small number of
elements which are called the vital few. The other defects with in the product are called the trivial
many. These are the defects which also affect the quality of product but on the other hand are very
few and can be ignored until the vital few are eliminated.

REFERENCE
Department of the Navy Office of the Under Secretary of the Navy
Total Quality Leadership Office, Three Experts On Quality
Management. BY J. Gerald Suarez.

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