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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.
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