Juran & ishikawa

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Transcript of Juran & ishikawa

  • 1. JURAN & ISHIKAWATheir contribution to Quality Management

2. The JURAN Quality Program Revolutionized by Dr. Joseph M. Juran--TheFather of Quality Commerce 399 Group Project Presented by Group A4: Claire, Dan, Grace, Roy, Xinna June 30th 2005 " 3. Presentation Overview Background Key Distinctive Attributes Perceived Strengths and Weaknesses Examples of Use Training Requirements and MaintenanceNeeds 4. Joseph M. Juran--The Father ofQuality More than 70+ working years dedicated to the relentless pursuit of quality progress Added in a human dimension to todays TQM Realized the root cause was peoples resistance to change Was awarded the Order of the Sacred Treasure from Japan 5. Background Juran started work with the inspection department of Western Electric where he was faced with many quality management challenges Juran applied statistical methods to manufacturing problems Juran becomes Chief of Industrial Engineering at Western Electrics home office 6. Quality Defined According to Juran, the definition of quality has two aspects from the customers perspective: Quality is A ) A greater number of features that meetcustomer requirement/needs B) Fewer Defects 7. Key Attributes The Juran Trilogy Fitness for Use Quality Council Pareto Principle 10 Steps to Quality Improvement 8. The Juran Trilogy To attain quality you must begin by establishingthe vision, policies and goals of the organization. Converting thesegoals into results is done through three managerial processes calledthe JURAN TRILOGY. (aka the three universal processes for managingfor quality) 1. Quality Planning 2. Quality Control 3. Quality Improvement 9. The Juran Trilogy Quality does not happen by accident, it mustbe planned. 1. Quality Planning: The structured processfor designing products and services that meet newbreakthrough goals and ensure that customer needs are met. STEPS in the quality planning process 10. The Juran Trilogy STEPS IN QUALITY PLANNING PROCESS : 1. Establish the project 2. Identify the customers 3. Discover the customer needs 4. Develop the product 5. Develop the process 6. Develop the controls and transfer to operations 11. The Juran Trilogy 2. Quality Control: a universal managerialprocess for conducting operations so as to providestability--to prevent adverse change and tomaintain the status quo Quality control can also be described as aprocess for meeting the established goals byevaluating and comparing actual performance and planned performance, andtaking action on the difference 12. The Juran Trilogy THE QUALITY CONTROL PROCESS : 1. Choose control subject 2. Establish Measurement 3. Establish standards of Performance 4. Measure Actual Performance 5. Compare to Standards (interpret thedifference) 6. Take action on the difference 13. The Juran Trilogy All improvement takes place project byproject 3. Quality Improvement: The process forcreating breakthrough levels of performance by eliminating wastesand defects to reduce the cost of poor quality Prove the need for improvement Identify the improvement projects Establish project improvement teams 14. The Juran Trilogy QUALITY IMPROVEMENT CONTINUED. Provide the project teams withresources, training, and motivation to: diagnose the causes stimulate the remedies establish controls to hold the gains 15. The Juran Trilogy Diagram 16. Fitness for UseQuality begins with who, how, and why these customers will use it, without this information any improvement will be guessworkIn other words, all improvement activities should be customer focusedJurans five attributes for fitness for use:1. Quality of design2. Quality of conformance3. Availability4. Safety5. Field use 17. The Quality CouncilSenior management with the responsibility for designing the overall strategy for quality planning, control, and improvementThe objective of the Quality Council is to establish the quality improvement culture in an organization by:1. Setting targets2. Running cost analysis for training and equipment requirements3. Improving organization-wide communication4. breaking down interdepartmental or functional boundaries 18. The Pareto Principle(aka the 80/20 principle) The Pareto principle says that in any popululation that contributes to a common effect, a relative few of the contributors--the vital few--account for the 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 as a rule of thumb to many situations) 19. The Pareto Principle(continued) JURAN applied this principle during the strategicgoal deployment process as follows: A relatively few number (roughly 20%) of theprojects selected during the quality improvementprocess will provide the bulk (roughly 80%) of theImprovement most of the cost of poor quality can be attributed toa relatively small number of causes--The VitalFew 20. The Pareto Principle(continued)Identification of the Vital Few projects shouldreceive TOP priority Beyond the Vital Few projects are theUseful Many Projects collectively they contribute only aminority of the improvement , but they providemost of the opportunity for employeeparticipation choice of these projects is made through thenomination selection process 21. Ten Steps to QualityImprovement 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 6. Report Progress 7. Give Recognition 8. Communicate Results 9. Keep Score 10. Maintain Momentum by making annual improvement part of the regular systems and processes of the company