QUESTION 1: Briefly explain Juran Quality Trilogy

Dr. Joseph M. Juran introduced the Juran Trilogy, which is known as the Quality Trilogy in
1986. The classic theory of management was focused on quality control at the time, but nowadays,
the Trilogy has now become the foundation of best practices in quality management around the
world. The Juran Trilogy is essentially a common way to think about quality, it corresponds to all
roles, levels as well as all product and service lines. The Juran Quality Trilogy has three fundamental
process management based on quality which are quality planning, quality control, and quality
improvements.

Quality planning aims to ensure the achievement of quality targets across and within
operations. The management team will first have to define its customers and determine their needs
and requirements. Therefore, they should start developing and designing production processes
which satisfy the needs of consumers and ensuring that even the quality targets can still be reached
in operating processes or by specific production processes. Quality planning can indeed be
characterized as the organization's goals and the methods needed to achieve its goals. Thus, the
design method allows for creativity by developing goods, services, or information alongside
procedures, including measures to generate the final products.

Pursuing this further, the second Juran Quality Trilogy is quality control. Quality control can
be described as a part of quality management aimed at meeting quality requirements. As quality
control is concerned with how a process is carried out or how a product is produced, the quality
control aspect of quality management is more important. The organizational procedures and
practices used to meet quality standards are an alternative term. According to Goetsch and Davis
(2006) quality control consists of three procedures or measures for the quality assurance of
products. The first step is to measure or evaluate true output in quality. The second step is the
comparison of real results with performance objectives. Finally, urgent steps must be taken to
address inconsistencies between expected results and actual output. Hence, quality control is a
method of standards maintenance by evaluating a production sample against a particular
specification in manufactured products.

Finally, the third Juran Quality Trilogy is the quality improvements. Quality improvements
should be demonstrated in order to make the process more and easier by using the methods
effectively, which also are designed to minimize waste production, mistakes and extend the usability
of products or services generated in a new and improved way. Few experts describe quality
improvement as an advancement in quality achievement, a new benchmark of efficiency, and a
decreased rate of excessive waste. Enhancement is an activity in which each company performs day
after day activities to progressively develop. Breakthrough allows on special approaches to achieve
major improvements and outcomes and leadership support. Leaders will build a framework to boost
the process of progress by concentrating on breakthrough improvement. The company can deliver
on its competition and meet stakeholder expectations by achieving only a couple of major
breakthroughs every year.

In sum, however, it is important for everybody, from the supplier to the manufacturer to the
customer, to benefit from that trilogy. Qualities preparation is incredibly important because it is the
phase in which product features are developed and processes are established to meet quality
objectives and customers' needs. This included a method for the engineering of new technologies, a
manufacturing process for the manufacture of goods or a service process for customer demands.
Quality control included statistical techniques used to track and develop the associated processes.
Check items like defective products, time of response to consumer demand, accuracy of billing might
be identified at this point. No less important are changes in quality because they could help reduce
re-work or cycle time and eliminate persistent problems in quality.
QUESTION 2: Explain any four (4) principles by William Edward Deming.

In general, quality is defined as an output that fulfils or exceeds customer requirements.

Thus, consumer wishes and desires will be reliably fulfilled today and tomorrow. A number of
different people and organizations have described quality in a variety of ways. For instance, United
States Department of Defence defined quality as doing the right thing right the first time, always
striving for improvement, and always satisfying the customer. Quality is determined not by the
company or society as a whole, yet, it is determined by the product users, customers, or clients. The
pricey or great quality does not match. If the product users determine them as such, low-pricing
products may be considered to have high quality. Thus, quality is the complex state of products,
services, people, and environments, according to Goetsch and Davis (2006), which satisfies, or
exceeds the consumer expectations.

The first principles by William Edward Deming are management can break down
departmental barriers. The organization must express a vision where customer support is indeed the
success of the company. Any operation process has "customers" of their job, either specific or
indirectly. Customers receive accounting and storage services in which customers are accountable
for buying and human resources. Whenever they neglect their duties, they create more work for
something like an internal client and increase costs. This means that you are less competitive on the
market without taking into an account the output of the commodity. One way of developing
understanding is to enhance cross-training with the other units. The art of "walking in other shoes"
makes it easier for several people in seeing how they function. enable the team to understand how
working together and reaching a decision is far more important than arguing about issues and
compromises. The first is to optimize, the other is to settle.

Pursuing this further, William Edward Deming philosophy promotes management to

eliminate fear. When they are concerned that their ideas or issues would not be considered as an
ability to contribute no one can really carry out the necessary well enough and concentrate on
longer-stage improvements. Another aspect of this platform is that the objective would be to
improve continuously. A rise in the number of practical steps and opportunities to improve if errors
occur. Management does not wish to blame people who make errors but makes the whole process
more reliable with their know-how of the situations. Management, supervisors, and leaders must
express the impression that every employee is worth a lot for their contributions. Educate the
leaders and inspire them to be accessible and credible so that their team members as well as
colleagues can act for the best interest of the organization.

Contact all stakeholders regularly and also be fair about passing information over to help eliminate
hesitations and fear that perhaps the interests of everybody may not be at the top of the list of the
organization.

Other than that, the management can utilize training during the working cycle. Training
appears to be not just for workers' new orientation. The key element of the reducing of differences
is coherence between employees and with time and one aspect is indeed to consider whenever
quality analysis is possible. Information shared by employees about what the goals, references and
objectives are. Promoting employees and reinforcing their company's mission and involvement in
the performance of their existing customers. Give an environment during which workers can
contribute towards the shared base of knowledge. Observations, thoughts, and opinions that might
provide feedback and a chance to change continuously.

Finally, the management should implement leadership in the organizations. The essential
style of the management of the company has to be a type of compassion. They should plan and
anticipate their managers and supervisors to know their staff and their systems. The leaders of
workers are not to monitor. They have help and services to ensure that all employees can do their
best. The relation seems to be more a mentor than a supervisor. Find out that what results are
needed and the activities should be linked to the staff, not some other employees, who perform this
role. The aim is to make your leadership participatory as well as provide leadership qualities through
communication skills. Objectives and targets are restricted, stressing that perhaps the leaders and
employees can come together to accomplish potential ability, centred beyond their limits that were
considered.

In a nutshell, William Edward Deming reveals that several issues facing companies are based
on structural mistakes and not employee mistakes while striving to achieve their aims. He reached
his results using analysis and a study of the effects on organizational success of individuals as well as
the process. It helps organizations in any effort to improve their efficiency. By educating themselves
well with ideas behind procedures, organizations will best prepare themselves for any problem they
are facing.
QUESTION 3: Explain the Crosby basic elements of improvements.

In general, quality is defined as an output that fulfils or exceeds customer requirements.

Thus, consumer wishes and desires will be reliably fulfilled today and tomorrow. A number of
different people and organizations have described quality in a variety of ways. Crosby defined quality
in a different way. The thought of Crosby was continuously distinguished by four absolutes, in which
the quality description meets the standards. Prevention is the consistency mechanism. The
expectation of success is zero faults. The price of non-compliance is the consistency indicator. There
are three basic elements of improvements by Philip Bayard Crosby which are determination,
education, and implementation.

First of all, for determination, every top manager should take quality improvements
seriously. They have to be determined because they are responsible to recognize every aspect,
element that need improvement in their department. Meaning that for the top manager, that is
their responsibility. They have to identify because as lower management as an employee, they just
receive instruction from the top manager. Thus, the top managers are the one who responsible to
identify which area or which department needs to improvement.

Pursuing this further, the second basic elements of improvements is education. According to
Crosby, education is very important because how do we want to encourage or introduce quality
culture among our employees through education. Thus, everyone must understand what is quality
all about so education is the best method we can do to help our employees to understand more
details about quality because quality is about meeting and exceeding customer’s expectation as well
as changing your attitude and improvement. Thus, we have to understand the idea, the process in
which we need to be obsessed about the customer. When they learn quality through education, it is
easy for the manager to encourage everyone to participate in their quality activities.

Finally, the last one is through implementation. Every members of the team must
understand about the quality practices that can be applied it in every department. Thus, you have to
run the program as well as implement the process because you already plan the beginning and the
last action you should do is to execute it. So that we can achieve the objectives of the organizations.

In a nutshell, Crosby represented quality as perfect and complete customer satisfaction. In

what he considers the absolutes of quality management and the fundamental elements of progress
is reflected the essential nature of his theory. Determination, education, and implementation are the
Crosby’s Basic elements of improvement. Through determination, Crosby indicates that the quality
enhancement of the highest management should be serious. Everyone must understand the
absolutes of which this could only be achieved by education. And then, all management team
members have to consider the method of implementation.
QUESTION 4: Explain 4 (four) absolutes of Quality Management by Philip Bayard Crosby.

In general, quality is defined as an output that fulfils or exceeds customer requirements.

Thus, consumer wishes and desires will be reliably fulfilled today and tomorrow. A number of
different people and organizations have described quality in a variety of ways. Crosby defined quality
in a different way. The thought of Crosby was continuously distinguished by four absolutes, in which
the quality description meets the standards. Prevention is the consistency mechanism. The
expectation of success is zero faults. The price of non-compliance is the consistency indicator.

The first absolutes of Quality Management by Philip Bayard Crosby are quality means
conformance to requirements but not goodness. Quality does not really indicate goodness, but
fulfilling demands. It must be reacted by the management. They must determine whatever the
needs are. Operators ought to do unless they don't. Management must also give sufficient tools for
fulfilling these criteria. Thus, management has three obligations to carry out that set out the demand
that must be satisfied and communicated to the staff, providing the proper instruments and
techniques, training and support and encouraging them on an ongoing basis.

Pursuing this further, the second absolutes of Quality Management is quality is achieved by
prevention but not inspection. It is preferable to prevent than correction. They have to look at what
might go wrong throughout the process by taking proactive measures. This minimizes the error,
harm, and trouble. That is why Philip Bayard Crosby emphasizes about his quotation or ideas that he
mentions quality is free in which how to achieve quality by knowing core sector of quality, having
prevention to use to prevent any poor quality happened in the company’s production or service
delivery.

Furthermore, the third one is quality has a performance standard of Zero Defects but not
acceptable quality levels. Philip Bayard Crosby believes that the objective must be nothing less than
excellent quality. The downward beginning is indeed the setting of objectives under 100%. It means
that a good quality in which the company is able to set zero defects in production. When they have
set that mindset from the beginning, then they can encourage their staffs to do the right thing
during the first time.

Finally, quality is measured by non-conformance but not indexes. In effort to attract

managerial attention, quality must be evaluated as a cost. It means that whether the company like it
or not, they have to do a lot of analysis in which they have to plan properly, identify customer
requirements before they want to design a new product or new standard operating procedures in
order to deliver the right service to their customers.

In a nutshell, the quality conceptions of Philip Bayard Crosby derived from his extensive
expertise of working with a patchwork line. His major objective was on zero defects, which
eventually resulted in Six Sigma Quality's modern movement adopting this notion. Instead of a broad
sense of 'goodness,' he defined quality as such an accordance with a set of management standards.
However, the requirements and desires of the client are determined instead of vague standard.
QUESTION 5: Explain the Deming Cycle.

In general, quality is defined as an output that fulfils or exceeds customer requirements.

Thus, consumer wishes and desires will be reliably fulfilled today and tomorrow. A number of
different people and organizations have described quality in a variety of ways. For instance, United
States Department of Defence defined quality as doing the right thing right the first time, always
striving for improvement, and always satisfying the customer. Quality is determined not by the
company or society as a whole, yet, it is determined by the product users, customers, or clients. The
pricey or great quality does not match. If the product users determine them as such, low-pricing
products may be considered to have high quality. Thus, quality is the complex state of products,
services, people, and environments, according to Goetsch and Davis (2006), which satisfies, or
exceeds the consumer expectations. The Deming Cycle was designed to link production with
consumer demand in a collaborative manner to address those demands, concentrating with all
departments' resources, such as research, design, production, and marketing.

First of all, according to Dr. Deming, if company or organization wants to improve their
product and also the quality of the service, the first one is they have to plan on what is the objectives
of the company or organization in order to satisfy customer because quality is about meeting and
exceeding customer’s expectation. Quality is about fulfill customers requirements. Therefore,
according to Dr. Deming, if the company or organization wants to achieve customer satisfaction,
then they have to plan. The company or organization have to design direction plans for their
organizations by setting a good procedure, standard operating procedures or set the customer’s
charter. This is some of the examples of the method that they can have when they want to satisfy
their customers. The top management are responsible to do that. They are responsible to design the
objective of the organizations and provide the comprehensive activities that guide their employees.

Pursuing this further, the second stage is do. Once the top management have plan on how
do they want to achieve customer satisfaction, then the top management need to delegate,
distribute, or inform these standard operating procedures to their employees. So, they have to do
that activities or run the standard operating procedures. Therefore, the employees will deliver the
service to the customers according to the standard operating procedures that has been set from the
beginning. If their employees able to deliver the right thing, then it will contribute to the success of
the organizations. However, normally in the department or organization, when they want to recruit
employees, they will recruit the right person according to their technical qualifications or
competency. Once the employees joined the company, then they have to train their employees,
make sure that the employees are capable, know what to do and how to do before they ask them to
reach the customer. This is to ensure the company can avoid any defect or any complains from the
customer because they have to make sure their employees are ready before they send them to
reach their customers.

Furthermore, the third stage is about check. Check is the company have to like management
process to control and check the quality of the company’s service delivery. The company have to
ensure the actual quality is according to the company’s quality objectives because the company
wants to make sure their employees will deliver the right service according to the company’s
standard operating procedures. From that aspect, the top management will design the Key
Performance Indicators (KPI). This is how do they check or control their employees so that they
know that the employees follow their standard operating procedures and they do their works.
Besides setting the KPI, how do the company monitor their employees using traditional method that
can be applied is that the manager monitors and discipline their employees but make sure do not
makes them fear because creating fear in the organization environment is not healthy. In quality
culture, they have to create trust in their organization or environment so that they happy and enjoy
working in the company. Once they are happy, then they can make the company’s client happy.

Finally, the final stage in Deming Cycle is act. Act is an action which is from the third stage,
when the manager found out that their employees fail to achieve the objectives for example from
the beginning, in order to attract customer to come to the organization by giving a positive respond
or by the company set the zero defects from the customer. How do the company want to make sure
they receive zero complains from the customers by setting the KPI, by providing clients charter,
standard operating procedures or rules and regulations to guide the employees, to give direction to
employees, or to convince the customers. However, from the results, once they have finished check
the process and the manager found out that the strategy is a good which is they have achieved the
objectives, then they can distribute or share this strategy with other departments, branches, or
becoming a benchmarking to other departments. They also need to fulfill customers requirements
and what do they want to do by learning their best practices. So that is the positive effects. What if
the result is negative, therefore the company have to do something by doing corrective action by
look into the procedures or maybe something went wrong to the employees, environments, or any
aspects in the organizations to make sure the same mistake is not repeated in the future.
 In a nutshell, The Deming Cycle is a continuous procedure for planning, doing, checking, and
acting. The continuous Deming Cycle method permits and encourages continuous improvement and
cultural enhancement. It offers a thorough and efficient approach to problem solving and
organizational change.

QUESTION 5: Explain the 3 steps to Quality.

In general, quality is defined as an output that fulfils or exceeds customer requirements.

Thus, consumer wishes and desires will be reliably fulfilled today and tomorrow. A number of
different people and organizations have described quality in a variety of ways. For instance, United
States Department of Defence defined quality as doing the right thing right the first time, always
striving for improvement, and always satisfying the customer. Quality is determined not by the
company or society as a whole, yet, it is determined by the product users, customers, or clients. The
pricey or great quality does not match. If the product users determine them as such, low-pricing
products may be considered to have high quality. Thus, quality is the complex state of products,
services, people, and environments, according to Goetsch and Davis (2006), which satisfies, or
exceeds the consumer expectations.