LESSON 5:

DR.
JOSEPH JURAN
 Dr. Joseph M. Juran
American- Romanian Engineer

The Father of Quality

Part 1 reychele
Dr. Joseph M. Juran’s Vision
A national centre for research in quality should:

Provide an academic home for the field of quality

Deepen and clarify the basic disciplines of quality

Extend quality principles into non-business segments in America

(e.g. education, government, the environment, healthcare)

Develop the world’s leading quality scholars

1. Continuous Improvement and Learning
Continuous improvement and learning refers to both incremental
and “breakthrough”
improvement.
2. Involvement of People
Whether in healthcare, business, education, research, or any
other endeavor, quality improvement relies on individuals and
teams to carry it out.

3. Decisions Based on Facts

Improvement within organizations relies upon using data and
information to support evaluation and decision-making. Trends,
projections, cause-and-effect etc. may not be
evident without analysis.
4. Systems Approach
The most important problems of a business, an enterprise and
society have systemic, deeply rooted and multiple causes.

5. Long-Range View of the Future

Ideas, products, services, processes and relationships suffer
when long-term consistency of purpose is sacrificed to
expediency.

6. Prevention Orientation
In medicine, law, government and business, the search for
quality relies upon the idea that problems can be prevented.
7. Fast Response
A focus on timeliness tends to reduce steps of a process and costs
within an organization.

8. External Focus
Students, customers, readers, patients, clients and citizens are
some of the groups out of which one becomes the primary
recipient of a product or service.

9. Results Orientation
Balanced and integrated results affecting all stakeholders are the
hallmark of a quality enterprise.
10. Ethics and Responsibility

Quality organizations and individuals see themselves as part of a

larger whole which should be respected.

11. Waste Reduction

Time and materials are wasted extravagantly in many fields.

Reducing waste can improve quality and increase general
abundance of time and materials in an organization.
 JURAN TRIOLOGY

Part 2 ely
The initial activity is quality planning. The planners identify the
customers and their needs. The, they develop product and
process designs to respond to those needs. Finally, the planners
turn the plans over to the operating forces, “You run the process,
produce the product features and meet the customers’ needs.”
Chronic and Sporadic
As operations proceed, it soon emerges that the process is
unable to produce 100 percent good work. Figure 4.1 shows
that over 20 percent of the work usually has to be redone
due to quality deficiencies. This waste is chronic as it goes
on and on.
The reason of this chronic waste is the wrong planning of
operating process. Under conventional responsibility patterns,
the operating forces are unable to get rid of this planned
chronic waste. What they can do is to carry out quality control,
i.e. to prevent things from getting worse.
The figure also shows that, in due course, the chronic waste was
driven down to a level far below the original level. This gain came
from the third process in the trilogy--quality improvement. In effect,
it was seen that the chronic waste was an opportunity for
improvement and steps were taken to make that improvement
The Trilogy Diagram and Product Deficiencies

• The trilogy diagram relates to product

deficiencies.

• The vertical scale exhibits units of measure

such as cost of poor quality, error rate, percent
defective, service rate and so on.

Sheila part 3
 The Trilogy Diagram and
Product Features

• When the trilogy diagram is applied to product features,

the vertical scale changes.

• For such diagrams, what goes up is good and a logical,

generic vertical scale is “product salability”.
 An Honored Theorist
• The Union of Japanese Scientists and Engineers
invited Dr. Juran to Japan to teach them the
principles of quality management as they rebuilt
their economy.

• Juran received Second Order of the Sacred

Treasure award from Emperor Hirohito of Japan.

• Dr. Juran published his lectures from Japan in

his book Managerial Breakthrough in 1964.
 An Honored Theorist
• In 1979, Juran founded “The Juran Institute”

• The Juran Institute is today one of the leading quality

management consultancies in the world.

• Dr. Juran worked to promote quality management into

his 90’s and only recently retired from his semi-public
life.

• The Juran Foundation continues his work by exploring

the social and industrial implications of quality
improvement while making his and others’ valuable
contributions more accessible.
 Juran’s Message –
“Intrinsic is the belief that quality
does not happen by accident, it
must be Planned!”

Part 4 joyce
Quality Management

- the need to improve business results

by improving quality of products,
services and processes is driven by
macro-economic events and customers
demand for better products and
services at the lowest possible cost.
1. Do you have 100% loyal customers and no
dissatisfaction?
2. Do you processes provide consistent
service delivery and little rework?
3. Does your organization lead the
competition in quality in marketplace?
4. Are you able to create new and successful
products meeting customers need and
shareholders expectation?
• The trilogy provides a model of how an
organization can improve its bottom by
better understanding the relationship
between processes that plan, control and
improve.
• Dr. Juran created this model in the 1950s.
It defines managing for quality as three
basic quality-oriented, interrelated
processes
Quality planning- it is the process for
designing products, services and processes
to meet new breakthrough goals.
Quality control- It is the process for
meeting goals during operations.
Quality Improvement- It is the process for
creating breakthrough to unprecedented
level of performance.
Quality planning

Quality
improvement

Quality control

Part 5 sherly
Elements to implement company
wide-strategic quality planning
• Identify customers and their needs.

• Establish optimal quality goals.

• Create measurements of quality

• Plan processes to meet quality goals.

• Produce continuing improved results.

Elements to carry out the
road map
- sig sigma belts

- just in time, project-by-project training

- improve to increase the customer’s

satisfaction

- systematic application and development

through methodologies.
 Juran’s missions:
-create awareness of the role of quality
planning

-establishing new approach to quality planning

-assisting companies to replace existing

processes

-establishing masteries
“The recipe for action should
consist of 90% substance and
10% exhortation, not the
reverse”
- Juran
 Juran’s formula:

- establish specific goals

- establish plans to reach the goal

- base the rewards on results achieved

• Dr. Juran warns that there are no shortcuts to
quality.
• he is skeptical of companies that rush into
applying “quality circles” .
• he believes that majority of the quality
problems are the fault of poor management
rather than poor workmanship.

Part 6 christine
 Juran’s 10 Points for
Quality Improvement
1. Build Awareness of Need and Opportunity for Improvement
2. Set Goals for Improvement
3. Organize to Reach your Goals
4. Provide Training
5. Carry Out Projects to Solve Problems
6. Report Progress
7. Give Recognition
8. Communicate Results
9. Keep Score
10.Maintain Momentum by Making Annual Improvement a Part
of the Regular Process of a Company
 Big ‘Q’ Concept

• to emphasize that quality is not just the

concern of production or even of total
quality within an organization but extends
further to the linkage between
organizations and includes all service
organizations and operations.
• “customer”
• “stakeholders”
• “In many companies there is only a dim
awareness that the scope of the customer
has widened, so there is no longer a
consensus on who is the customer.”
THAT’S ALL