JOSEPH JURAN(1904 – 2008

“father” of quality, a quality “guru” and the man who “taught quality to the Japanese.”

In 1924. Joseph took the position of Chairman of the Department of Administrative Engineering at New York University. USA. in Electrical Engineering. Later on he moved to USA and settled in Minneapolis. By 1937. Romania in 1904 had an impoverished and tragic childhood. In 1920. Juran had become the chief of Industrial Engineering at Western Electric’s home office in New York. Joseph graduated from the University of Minnesota with a B. born in Braila.S. Joseph enrolled at the University of Minnesota. In 1945.      . Juran.LIFE  Dr. at the age of 40.

Joseph took the position of Chairman of the Department of Administrative Engineering at New York University. the Quality Control Handbook.    In 1979.  . Throughout 1993 and 1994 Juran gave a final series of lectures. at the age of 40. first published in 1951 and the other books are Managerial breakthrough and Juran on quality by design In 1945. Juran wrote the first standard reference work on quality management. Dr. The Union of Japanese Scientists and Engineers (JUSE) invited Juran to Japan in the early 1950’s. Juran founded the Juran Institute that provides a continuity of Juran’s ideas through video programs.

However. one hopes. to increase income. The purpose of such higher quality is to provide greater customer satisfaction and. providing more and/or better quality features usually requires an investment and hence usually involves increases in costs.DEFINITION OF QUALITY BY JURAN  "Quality" means those features of products which meet customer needs and thereby provide customer satisfaction. the meaning of quality is oriented to income."  . customer dissatisfaction. In this sense. the meaning of quality is oriented to costs. "Quality" means freedom from deficiencies-freedom from errors that require doing work over again (rework) or that results in field failures. and higher quality usually "costs less". customer claims and so on. In this sense. Higher quality in this sense usually "costs more".


Put another way. and ultimately to specific elements of the manufacturing process . to deploy the functions forming quality. and to deploy methods for achieving the design quality into subsystems and component parts. 20% of invested input is responsible for 80% of the results obtained.PARETO ANALYSIS  The principle states that. Also referred to as the "Pareto rule" or the "80/20 rule". 80% of consequences stem from 20% of the causes. QUALITY FUNCTION DEPLOYMENT  is a “method to transform user demands into design quality. for many phenomena.

Discover your customers’ needs Develop products whose features align with the customers’ needs-Utilize tools such as Quality Function Deployment Develop processes that are capable of producing these products along with their accompanying features Hand these plans off to operations . customers should be segmented using the Pareto principle.QUALITY PLANNING      Determine who your customers are-Where customers are numerous.

. Take action in response to differences. Compare actual performance to operating goals.QUALITY CONTROL    Evaluate actual operating performance.

resources. . and motivation to successfully complete the project. customers and cost-of-poor-quality data in identifying potential projects For each project. establish a team that is clearly charged with the responsibility of bringing a successful resolution to the project.QUALITY IMPROVEMENT     Establish the infrastructure needed to facilitate continuous quality improvement Identify specific improvement projects-The Quality Council should consult employees. Provide project teams with the necessary training.

Analyze. Verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. Control) is an improvement system for (existing) processes falling below specification and provides methods for obtaining incremental improvement. Analyze. Six Sigma is a systematic approach and information-driven methodology for eliminating process deficiencies and variation that increase costs and reduce revenues. Measure. Design. . Measure. The Six Sigma DMADV process (Define. Improve.SIX SIGMA    Six Sigma is a measure of performance that strives for near perfection in all processes. The Six Sigma DMAIC process (Define.

TEN STEPS TO QUALITY IMPROVEMENT           Build awareness of the need and opportunity for improvement Set goals for improvement Organise to reach the goals Provide training Carry out projects to solve problems Report progress Give recognition Communicate results Keep score of improvements achieved Maintain momentum .

but on other external and internal customers. the person will be a process. from product designer to final user.CONCLUSION  He concentrated not just on the end customer. is a supplier and a customer. In addition. SUPPLIER PROCESS CUSTOMER . carrying out some activity. Each person along the chain.


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