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Chap 1

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Dr. Joseph M. Juran--The Father of Quality

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Quality Defined

According to Juran, the definition of quality

has two aspects from the customers

perspective:

Quality is...

1. A greater number of features that meet

customer needs

2. Fewer defects

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The Juran Trilogy

To attain quality you must begin by establishing

the vision, policies and goals of the organization.

Converting these goals into results is done

through three managerial processes called theJURAN TRILOGY.(aka the three universal

processes for managing for quality)

1. Quality Planning2. Quality Control

3. Quality Improvement

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Quality does not happen by accident, it must

be planned.

1. Quality Planning: The structured process for

designing products and services that meet new

breakthrough goals and ensure that customer

needs are met.

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STEPS in the quality planning process

1. Establish the project

2. Identify the customers

3. Discover the customer needs4. Develop the product

5. Develop the process

6. Develop the controls and transfer tooperations

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2. Quality Control: a universal managerialprocess for conducting operations so as toprovide stability--to prevent adverse change and

to maintain the status quoQuality control can also be described as aprocess for meeting the established goals byevaluating and comparing actual performanceand planned performance, and taking action on

the difference

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The Quality Control Process

1. Choose control subject

2. Establish Measurement

3. Establish standards of Performance4. Measure Actual Performance

5. Compare to Standards (interpret the

difference)6. Take action on the difference

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3. Quality Improvement: The process for creatingbreakthrough levels of performance by eliminatingwastes and defects to reduce the cost of poor quality

Prove the need for improvement

Identify the improvement projects Establish project improvement teams

Provide the project teams with resources, training, andmotivation to:

diagnose the causes stimulate the remedies

establish controls to hold the gains

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Fitness for Use

Quality begins with who, how, and why thesecustomers will use it, without this information anyimprovement will be guesswork

In other words, all improvement activities should be

customer focused Juransfive attributes for fitness foruse:

Quality of design

Quality of conformance

Availability Safety

Field use

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The quality council

Senior management with the responsibility fordesigning the overall strategy for quality planning,control, and improvement. The objective of the QualityCouncil is to establish the quality improvement culture

in an organization by:

Setting targets

Running cost analysis for training and equipmentrequirements

Improving organization-wide communication

breaking down interdepartmental or functionalboundaries

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The Pareto principle says that in any populationthat contributes to a common effect, a relativefew of the contributors--the vital few--account forthe bulk of the effect.

This principle is used widely in human affairs.

For example, 80% of the the worlds wealth iscontrolled be 20% of the worlds population; 80%of crimes are caused by 20% of the criminals

(these numbers are relative estimates and theprincipal applies generally a rule of thumb tomany situations)

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JURAN applied this principle during thestrategic goal deployment process as follows:

A relatively few number (roughly 20%) of the

projects selected during the qualityimprovement process will provide the bulk(roughly 80%) of the improvement

most of the cost of poor quality can beattributed to a relatively small number ofcauses--The Vital Few

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Ten Steps to Quality Improvement

1. Build Awareness of need and opportunity for

improvement

2. Set goals for improvement

3. Organize to reach goals

4. Provide training

5. Carry out projects to solve problems

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Strengths

Emphasis on interaction and communications

between companies and their current and

potential customers

Emphasize the strategically planned, step by

step process of quality improvement rather

than shortcut to quality

Rewards based on results

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Weaknesses

Difficulties catering to all tastes

Quality is not everything

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Quality evolution

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The Family

humans have always faced problems of quality. Primitive food-gatherers had to learn which fruits were edible and which werepoisonous. Primitive hunters had to learn which trees supplied thebest wood for making bows or arrows.

The nuclear human organizational unit was the family. Isolated familieswere forced to create self-sufficiencyto meet their own needs forfood, clothing, and shelter. There was division of work among familymembers.

The Village: Division of Labor

Villages were created to serve other essential human requirementssuch as mutual defense and social needs.

There emerged farmers, hunters, fishermen, and artisans of all sortsweavers, potters, shoemakers.

The cycle included selling the product to users and receiving theirfeedback on product performance.

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The Village Marketplace: Caveat Emptor.

As villages grew, the village marketplace appeared, where artisans

and buyers met on scheduled market days.

the village magistrates tended to avoid being drawn into quality

disputes between seller and buyer. This forced buyers to be vigilant

so as to protect themselves against poor quality. In effect, the seller

was responsible for supplying the goods, but the buyer became

responsible for supplying the quality assurance. This arrangementwas known as caveat emptorlet the buyer beware. Thus buyers

learned to beware by use of product inspection and test.

Effects of the Growth of Commerce. In due course villages

expanded into towns and cities, and improved transport openedthe way to trade among regions.

Under trade among regions, producer and user could no longer

meet face to face in the marketplace. Products were now made by

chains of suppliers and processors. Marketing was now done bychains of marketers

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. The buyers direct point of contact was now with some merchantrather than with the producer. All this reduced the qualityprotections inherent in the village marketplace to a point requiringinvention of new forms of quality assurance. One such invention

was the quality warranty. Quality Specifications.

Sellers need to be able to communicate to buyers the nature of whatthey have to sell. Buyers need to be able to communicate to sellers thenature of what they want to buy.

major invention was the written quality specification. Now qualityinformation could be communicated directly between designer andproducer or between seller and buyer no matter how great thedistance between them and how complex the nature of the product

Then, as conflicts arose because sellers and buyers used differentmethods of test, it became necessary to establish inspection and

test specifications as well. Measurement. The emergence of inspection and test specifications

led to the evolution of measuring instruments.

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Artisans and Guilds.

The competition became destructive

and threatened the benefits derived from craftsmanship.

To perpetuate their benefits, the artisans within a trade organized trade

unionsguilds. Each guild then petitioned the city authorities to confer onthe guild members a monopoly on practicing their trade.

Guilds flourished for centuries during the Middle Ages until the IndustrialRevolution reduced their influence.

The Guild Hierarchy. Each guild maintained a hierarchy of (usually) threecategories of workers: the apprentice, the journeyman, and the master

Guilds and Quality Planning. Guilds were active in managing for quality,including quality planning. They established specifications for inputmaterials, manufacturing processes, and finished products, as well as formethods of inspection and test.

Guilds and Quality Control. Guild involvement in quality control wasextensive. They maintained inspections and audits to ensure that artisans

followed the quality specifications. They established means oftraceability to identify the producer. In addition, some applied theirmark to finished products as added assurance to consumers that qualitymet guild standards.

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Guilds and Quality Improvement:

Quality improvement through product or process innovationwas not considered to be honest competition. Thislimitation on quality improvement did indeed help to maintainequality among members, but it also made the guildincreasingly vulnerable to competition from other cities thatdid evolve superior products and processes.

Guilds and External Forces.

The guilds were able to control internal competition, but

external competition was something else. Some externalcompetition came in the form of jurisdictional disputes withother guilds, which consumed endless hours of negotiation.

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As shops grew in size, the function of inspection gave rise to thefull-time job of inspector. In due course, inspectors multiplied innumbers to become the basis for inspection departments, which inturn gave birth to modern quality departments.

Safety and Health of the Citizens. Early forms of protection of

safety and health were after-the fact measures. The Code ofHammurabi (c. 2000 B.C.) prescribed the death penalty for anybuilder of a house that later collapsed and killed the owner.

Continued growth of commerce then created competition amongnations, including competition in quality.

Consumer Protection. Many states recognized that as to some

domestic trade practices, the rule of caveat emptor did not apply.The states designed official standard tools for measuring length,weight, volume, and so on. Use of these tools was then mandated,and inspectors were appointed to ensure compliance.

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The Industrial Revolution. The Industrial Revolution beganin Europe during the mid eighteenth century. Its origin wasthe simultaneous development of power-driven machineryand sources of mechanical power. It gave birth to factoriesthat soon outperformed the artisans and small shops and

made them largely obsolete. Quality Control under the Factory System. The factory

system required associated changes in the system of qualitycontrol. Given the limitations of quality planning, whatemerged was an expansion of inspection by departmental

supervisors supplemented by full-time inspectors. Quality Improvement. The Industrial Revolution provided a

climate favorable for continuous quality improvementthrough product and process development

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The Taylor System of Scientific Management. A further blow to thecraft system came from F. W. Taylors system of scientificmanagement.Taylors system was stunningly successful in raisingproductivity

The Rise of Quality Assurance.

The Twentieth Century and Quality. The twentieth centurywitnessed the emergence of some massive new forces thatrequired responsive action. These forces included an explosivegrowth in science and technology, threats to human safety andhealth and to the environment, the rise of the consumerismmovement, and intensified international competition in quality

Expansion of Government Regulation of Quality. In the field of human health, laws were enacted to ensure the

quality of food, pharmaceuticals, and medical devices.

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Intensified International Competition in

Quality.further stimulus to competition came

from the rise of multinational companies. The

most spectacular twentieth-centurydemonstration of the power of competition in

quality came from the Japanese.