JOSEPH JURAN(1904 2008)

father of quality, a quality guru and the man who taught quality to the Japanese.

LIFE

Dr. Juran, born in Braila, Romania in 1904 had an impoverished and tragic childhood. Later on he moved to USA and settled in Minneapolis, USA. In 1920, Joseph enrolled at the University of Minnesota. In 1924, Joseph graduated from the University of Minnesota with a B.S. in Electrical Engineering. By 1937, Juran had become the chief of Industrial Engineering at Western Electrics home office in New York. In 1945, at the age of 40, Joseph took the position of Chairman of the Department of Administrative Engineering at New York University.

The Union of Japanese Scientists and Engineers (JUSE) invited Juran to Japan in the early 1950s.
Dr. Juran wrote the first standard reference work on quality management, the Quality Control Handbook, first published in 1951 and the other books are Managerial breakthrough and Juran on quality by design In 1945, at the age of 40, Joseph took the position of Chairman of the Department of Administrative Engineering at New York University.

In 1979, Juran founded the Juran Institute that provides a continuity of Jurans ideas through video programs.
Throughout 1993 and 1994 Juran gave a final series of lectures.

DEFINITION OF QUALITY BY JURAN

"Quality" means those features of products which meet customer needs and thereby provide customer satisfaction. In this sense, the meaning of quality is oriented to income. The purpose of such higher quality is to provide greater customer satisfaction and, one hopes, to increase income. However, providing more and/or better quality features usually requires an investment and hence usually involves increases in costs. Higher quality in this sense usually "costs more". "Quality" means freedom from deficiencies-freedom from errors that require doing work over again (rework) or that results in field failures, customer dissatisfaction, customer claims and so on. In this sense, the meaning of quality is oriented to costs, and higher quality usually "costs less"."

QUALITY TRIOLOGY

Quality planning, quality control and quality improvement.

QUALITY CONTROL

HOLDING THE GAINS

QUALITY PLANNING

BREAKTHROUGH QUALITY IMPROVEMENT PROJECT-BY-PROJECT

PARETO ANALYSIS

PARETO ANALYSIS

The principle states that, for many phenomena, 20% of invested input is responsible for 80% of the results obtained. Put another way, 80% of consequences stem from 20% of the causes. Also referred to as the "Pareto rule" or the "80/20 rule". QUALITY FUNCTION DEPLOYMENT

is a method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process

QUALITY PLANNING

Determine who your customers are-Where customers are numerous, customers should be segmented using the Pareto principle. Discover your customers needs Develop products whose features align with the customers needs-Utilize tools such as Quality Function Deployment Develop processes that are capable of producing these products along with their accompanying features Hand these plans off to operations

QUALITY CONTROL

Evaluate actual operating performance. Compare actual performance to operating goals. Take action in response to differences.

QUALITY IMPROVEMENT

Establish the infrastructure needed to facilitate continuous quality improvement Identify specific improvement projects-The Quality Council should consult employees, customers and cost-of-poor-quality data in identifying potential projects For each project, establish a team that is clearly charged with the responsibility of bringing a successful resolution to the project. Provide project teams with the necessary training, resources, and motivation to successfully complete the project.

SIX SIGMA

Six Sigma is a measure of performance that strives for near perfection in all processes. Six Sigma is a systematic approach and information-driven methodology for eliminating process deficiencies and variation that increase costs and reduce revenues. The Six Sigma DMAIC process (Define, Measure, Analyze, Improve, Control) is an improvement system for (existing) processes falling below specification and provides methods for obtaining incremental improvement. The Six Sigma DMADV process (Define, Measure, Analyze, Design, Verify) is an improvement system used to develop new processes or products at Six Sigma quality levels.

TEN STEPS TO QUALITY IMPROVEMENT

Build awareness of the need and opportunity for improvement Set goals for improvement Organise to reach the goals Provide training Carry out projects to solve problems Report progress Give recognition Communicate results Keep score of improvements achieved Maintain momentum

CONCLUSION

He concentrated not just on the end customer, but on other external and internal customers. Each person along the chain, from product designer to final user, is a supplier and a customer. In addition, the person will be a process, carrying out some activity.

SUPPLIER

PROCESS

CUSTOMER

THANK YOU