TOTAL 

QUALITY
MANAGEMENT
PROFESSOR: MADELYN MENOR, Ph.D.
JOSEPH MOSES JURAN

Group 5
ALVIN M. DARAUAY
FERNANDO GUIQUING
JEMMELINE LANGCAY
MARY LOVELY TUMANENG
 Joseph M. Juran

 Juran was born on December 24, 1904

in Braila Romania, one of the six
children born to a Jewish couple,
Jakob and Gitel Juran.

 Graduated from Minneapolis South

High School (1920).

 Bachelor's degree in electrical

engineering from the University of
Minnesota (1924).
Joseph M. Juran
 His first job was Troubleshooting in
the Complaint Department. In
1925, Bell Labs proposed that
Hawthorne Works personnel be
trained in its
newly developed Statistical
sampling and control chart
techniques.

 Founder of the consulting firm of

Juran Institute, Inc.

 Concerned with the wider aspects

of management, beyond quality
 Books
• Managerial breakthrough. Revised ed. New York, McGraw-Hill,
1994. (First published in 1964)

• With Gryna, F. Quality planning and analysis. New York, McGraw-

Hill, 1993

• Juran on quality by design. New York, Free Press, 1992

• Juran on leadership for quality. New York, Free Press, 1989

• Juran on planning for quality. New York, Free Press, 1988

• Juran's quality control handbook. 4th ed. New York, McGraw-Hill,

1988

• Managerial breakthrough. New York, McGraw-Hill, 1964

 Joseph M.
Juran

 is widely regarded as the founding

father of many of the key quality
management programs used by
organizations today
 Joseph Juran was a charismatic person,
acknowledged all over the globe for his
enormous contribution to the theme of quality
management. In his time, he was a legend, and
his role in shaping our modern view about
quality cannot be overlooked.
 Joseph M.
Juran

 His career life in management is varied,

while his fame was based on his thinking
and ideas on quality issues. Juran’s
influence in management is wide, playing
several roles such as a consultant,
trainer, teacher, and writer (Klefsjo,
Bergquist, & Edgeman, 2006).
 Contribution
 Voice of the Customer (VOC)
 Internal Customer
 Cost quality
 Quality
 Juran Trilogy
 Breakthrough Concept
 Pareto Principle
Voice of the Customer (VOC)
• The Voice of the Customer (VOC) describes
the spoken and unspoken true needs of the
recipient of one’s goods or services.

• The customer can be both internal and

external, and its voice cannot be overlooked.
 POSSIBLE CHALLENGES
Meeting the customers’ expectation
Customers’ Feedback
-good service=good feedback
-poor service=poor feedback
-poor feedback=poor school/organization image
which will possibly result to and affect…
 Unfavorable Admission and Enrollment
 Staff Retention
 Revenue Management
 
 Internal Customer
Internal Customer

• the Customer was not just the end

customer and that each person along has an
internal customer.

• each person along the chain, from

product designer to final user, is a supplier
and a customer.
 Internal Customer
 The person will be a process
carrying out some transformation or
activity .
 Juran maintained that at each stage
emp

was a three role model.

loye

w/r
Dea ect
es

esp
ls

Supplier Process Costumer

 POSSIBLE CHALLENGES
What do you produce in your school/organization?
 
Example: Inspired by SPUP’s vision and mission,
our school aspires to form/produce graduates that
are competent leaders and responsible citizens in
the whole world.

QUALITY STUDENTS
JOB READY
INCOME ORIENTED
Quality HIGHER QUALITY IS LESS
COSTLY
POSSIBLE CHALLENGES

INCREASING
HIRING POLICY ENROLLMENT

SYSTEMS, PROCESS QUALITY STUDENTS

AND PROCEDURE
HIGH EXPECTATION
OF PARENTS AND
HIGH INCOME/HIGH
SALARY/MORE BUDGET
STAKEHOLDERS
Juran classifies the cost of quality
into three classes:

1. Failure costs:
• Scrap, rework, corrective actions,
warranty claims, customer complaints, and
loss of customer.

2. Appraisal costs:
• Inspection, compliance auditing
and investigations.
Juran classifies the cost of quality into
three classes are
3. Prevention costs:
• Training, preventive auditing and
process improvement implementation.

• Juran demonstrated the potential for

increased profits that would result if the cost
of poor quality could be reduced.
 POSSIBLE CHALLENGES
 Parents and students’ complaints
 Unfavorable number of Drop outs, transferees,
enrollees etc. which will result to
budget/finance cuts
 Staff retention/massive resignation/
 High cost in maintenance and operations
Technology
 Designing the 21st-century curriculum
 New Normal System of Education at this moment of
pandemic is kind of very challenging one.
 J.M. Juran’s
Trilogy
• Trilogy shows how an organization can improve every
aspect by better understanding of the relationship
between processes that plan, control and improve
quality as well as business results.

• In 1951, the first edition of Juran’s quality control

handbook was published.
 .
 J.M. Juran’s
Trilogy

• To attain quality, it is well to begin by establishing

the “vision” for the organization, along with policies
and goals.

3 component
• Quality Planning
• Quality Improvement
• Quality Control
 Quality Planning
• Establish quality goals.
• Identify who the customers are.
• Determine the needs of the customers.
• Develop product features that
respond to customer’s needs.
• Develop processes able to produce
the product features.
• Establish process controls; transfer
the plans to the operating forces.
 Quality Control
• Evaluate actual performance.
• Compare actual performance with quality
goals.
• Act on the difference.

PLANNED ACTUAL
DIFFERENCE
 Quality Improvement
• Prove the need Establish the infrastructure

• Identify the improvement projects.

• Establish project teams.

• Provide the teams with resources, training,

and motivation to.

• Diagnose the causes Stimulate remedies.

• Establish controls to hold the gains.

 POSSIBLE CHALLENGES
 Making decisions strategically
 The uncertainty of student outcome
All the school administrators want a higher rate in student
achievement, as it is a driving factor to attract more students.
But the uncertainty in the outcome of student achievement is an
uncontrollable issue faced by school administrators nowadays.
 Recruitment of academic staff
 Poverty
 No Child Left Behind
 Communication & Collaboration
 Classroom Management Strategy
 
 Breakthrough
Concept
 concerns itself with the product/service life cycle.
 accdg. to JMJ breakthrough is decisive, dynamic
movement to higher, new level of performance
 not true that every breakthrough will bring good,
and not all control is seen as negative= both are
perceived as part of ongoing process
 POSSIBLE CHALLENGES
Customers’ Feedback
-good service=good feedback
-poor service=poor feedback
-poor feedback=poor school/organization image which will
possibly result to
 Unfavorable Admission and Enrollment
 Staff Retention
 Revenue Management
and etc.
 The Pareto
Principle
 Called as ‘the vital few and the trivial many,’ which is
popularly known as the “Pareto’s Principle of unequal
distribution”
 Realized that pareto distribution applied to much more than
just the wealth of the population
 Applied Pareto’s principle (80/20) to Quality Control
 Recognized that 20% of the defects were causing 80% of the
problem
 POSSIBLE CHALLENGES
 Student Monitoring
Students with very poor performance in aspects like grave
misconduct, multiple offenses or very poor academic
performance must be subject for transfer as it affects the
image of school

 Teacher Evaluation  
Same with poor performing teachers who don’t put
passion on their profession, in their organization is like a
plague.
 REFLECTION
“Juran was one of the most important
contributors to the quality management
system. His contribution to TQM instilled more
steadiness and awareness in the minds of
management personnel. Hence, any
organization that uses standards logical basis
and careful decision when developing
strategies can lower their overall expenses
while improving profits.”
 Juran’s Philosophy
Joseph M. Juran
(1900-2008)

“WITHOUT A STANDARD THERE IS NO

LOGICAL BASIS FOR MAKING A
DECISION OR TAKING ACTION”
 REFERENCES:
Klefsjo, B., Bergquist, B., & Edgeman, R. L. (2006). Six Sigma and Total Quality
Management: different day, same soup? International Journal of Six Sigma and
Competitive Advantage, 2(2), 162-178.

Madu, C. (Ed.). (2012). Handbook of total quality management. Springer Science &

Business Media.

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