ASSIGNMENT

NAME: SYED MUHAMMAD UMAIR

FATHER NAME: SYED MUHAMMAD AKHTER

SEAT NO: EP1730091

SUBJECT: TOTAL QUALITY MANAGEMENT

SUBMITTED TO: SIR MUSTAFA HAIDER

ABOUT JOSEPH JURAN:
Joseph Moses Juran (1904) was born in Romania. He demonstrated his quest for knowledge
since an early age; in school, his mathematical and scientific proficiency was brilliant. He was
the first member of his family to enroll in the University of Minnesota in 1912. In 1924, he
earned a bachelor’s degree in electrical engineering from the University of Minnesota and
joined Western Electric’s Hawthorne Works.
His first job was in the Complaint Department. In 1925, the Bell Labs proposed the training of
Hawthorne Works personnel in its new statistical sampling and control chart techniques. Juran
was also chosen to join the Inspection Statistical Department, a small group of engineers
charged with the application and dissemination of Bell Labs’ innovations in statistical quality
control. This highly visible position was the stepping stone in Juran’s ascent in the organization.
The complexity of this enormous factory, with a labor base of 40,000 workers, presented Juran
his first ever challenge in management. He campaigned for quality and quality management
throughout his life. Juran wrote several books on the concept of quality and its applications.

Contributions to Quality Management:

Pareto principle: In 1941, Juran applied the Pareto principle to quality concerns in the
organization: 20% of the causes are responsible for creating 80% of the problems. This is also
popularly quoted as “the vital few and the trivial many.” In the later years, Juran used this
quote to signal that the remaining 80% of the causes cannot be ignored.
Management theory: Juran is widely acknowledged for the addition of the human dimension to
quality management. He advocated the training and education of managers. Juran proposed
that human relations problems are supposed to be isolated and that the fundamental cause of
quality issues was resistance to change. Juran’s concept of quality management can be
extended outside the factory to encompass non-manufacturing processes and those that are
service related.
The Juran trilogy: Juran was one of the first to point out the cost of poor quality. He illustrated
this concept in “Juran trilogy,” a cross-functional management approach, constituted of three
managerial processes: quality planning, quality control, and quality improvement. He pointed
out that without change, there will be a constant waste. However, margins will be higher and
the increased costs are recouped after the improvement.
Transfer of quality knowledge between East and West: He became aware of the concept of
quality circles during his visit to Japan in 1966. He preached this concept with enthusiasm in his
assignments in the West. He acted as a moderator between the U.S. and Japanese companies
looking for mutual and professional introductions to each other.
Juran’s steps for Quality Improvement:
Juran, like Deming, was invited to Japan in 1954 by the Union of Japanese Scientists and
Engineers (JUSE). His work pioneered the management dimensions of planning, organizing, and
controlling and focused on the responsibility of management to achieve quality and the need
for setting goals.
Juran defines quality as fitness for use in terms of design, conformance, availability, safety, and
field use. His approach is based customer, top-down management and technical methods.
The Juran Trilogy is an improvement cycle that is meant to reduce the cost of poor quality by
planning quality into the product / process.
1. Quality Planning: In the planning stage, it is critical to define who the customers are and
to define their needs (voice of the customer). Once the customer needs are identified,
define the requirements for the product / process / service / system, etc., and develop
them for operations along with the respective stakeholder expectations. Planning
activities are done through a multidisciplinary team, with the involvement of key
stakeholders.
2. Quality Control: During the control phase, determine what needs to be measured (what
forms of data and from which processes?), and set a goal for performance. Obtain
feedback by measuring actual performance, and act on the gap between performance
and the goal. In Statistical Process Control (SPC), there are several tools that could be
used in the control phase of the Juran Trilogy: such as the 7 QC tools and other
statistical process control methods.
3. Quality Improvement: There are four different strategies to improvement that could be
applied for improvements:
4.

 Repair: reactive approach - fix what is broken

 Refinement: proactive approach - continually improve a process that isn’t broken

 Renovation: improvement through innovation or technological advancement

 Reinvention: most demanding approach – abandon the current practices and

start over with a clean slate.
Quality improvement can be an arduous journey for organizations, as they are up against
various constraints that include customer / stakeholder expectations and interests, some of
which could be inherently conflicting.
Juran advocated a ten-step process for quality improvement programs.
1. Build awareness of need and opportunity for improvement

 Survey the employees / personnel, find why errors / mistakes / deviations are
made

 After a week, select the top ten reasons

 Decide how to make sure those mistake-causing steps aren't repeated

 Keep track of the number of mistakes being made, make sure they are
decreasing
2. Set goals for improvement

 Establish specific goals to be reached

 Establish plans for reaching the goals

 Assign clear responsibility for meeting the goals

 Base the rewards on results achieved

3. Organize to reach the goals

 Establish quality councils

 Identify problems

 Select projects

 Appoint teams

 Designate facilitators
4. Provide training

 Investment in education and training will fetch rewards

5. Carry out projects to solve problems

 Large, break-through improvements through interdepartmental or even cross-

functional teams

 Tackle the chronic problems for break-through improvements

 Vital few problems create the breakthroughs

6. Report progress

 Progress expected and the actual progress achieved

  Act to improve the operational status to reduce variance

 Information on progress provides confidence on quality improvement projects

7. Give recognition

 Morale booster
8. Communicate results

 Lesson learnt

 Awareness of the approach taken, possibility to learn and improve further

 Improvement outlook for people in other areas, to emulate success

9. Keep score

 Track progress

 Report achievements, short-falls

10. Maintain momentum by making annual improvement part of the regular processes

 People oriented

 Team-work
Juran’s steps for improvements in quality have been widely accepted, practiced and evolved
over time to suit different organizations and segments.

Conclusions
Joseph M. Juran has many contributions in the field of quality management. His book,
the Quality Control Handbook’ is a classic reference for quality engineers to date. He
transformed the Japanese philosophy of quality management and worked hard in shaping their
economy helping them to become industry leaders.
Dr. Juran was the first to embed the human aspect of quality management, known as Total
Quality Management. The involvement of top management, the Pareto principle, identifying
the need for widespread training in quality, propagating the new definition of quality as fitness
for use, and the project-by-project approach towards quality improvement are the ideas and
concepts for which Juran is best known, and they are still widely used today.