American Quality

Guru:
Joseph M. Juran
A Presentation by Group 9
T. Mapuru
D. Mapfumo
B. Mutape
M. Chipwaila
T. Muzheri
Who is Joe Juran?
 Romanian-born American Electrical Engineer and
Management Consultant
 Born in 1904, died in 2008 (aged 103!)
 During his life, he made ten visits to Japan to help
Japanese corporates improve quality of their
products
 Helped remove the long-established reputation of
Japanese poor quality products
Books
 Quality Control Handbook, 1951
 Managerial Breakthrough, 1964
 Management of Quality Control, 1967
 Quality Planning and Analysis, 1970
 Upper Management & Quality, 1980
 Juran on Planning for Quality, 1988

and various published papers

Juran’s Definition of Quality
 Quality has two aspects from the customer’s
perspective:
1. A greater number of features that meet that
customer’s needs
2. Fewer defects
Juran’s Key Attributes
 The Juran Trilogy
 Quality Council
 Pareto Principle
 10 Steps to Quality Improvement
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 the JURAN
TRILOGY
The Juran Trilogy
Cost of poor quality illustrated.
 Quality Planning
 Quality Control
 Quality Improvement

No change means constant waste; changing comes with

costs, but after the improvement - higher margins are
realised and the increased the costs of change are
recouped.
Quality Planning
 Identify your customers
 Know their needs and expectations
 Interpret their needs into your technical language
 Optimise your product (or service) to meet
customer needs
 Develop a process which is able to produce the
product (or service)
Quality Control
 Choose control subject
 Establish measurement
 Establish standards of performance
 Measure actual performance
 Compare to standards
 Take corrective action
Quality Improvement
 Prove the need for improvement
 Identify the improvement projects
 Establish project improvement teams
 Provide the project teams with resources, training,
and motivation to:
 diagnose the causes
 stimulate the remedies
 establish controls to hold the gains
The Quality Council
 This is the senior management with the
responsibility for designing the overall strategy for
quality planning, control, and improvement
The Quality Council
The objective of the Quality Council is to establish the
quality improvement culture in an organization by:
 Setting targets
 Running cost analysis for training and equipment
requirements
 Improving organization-wide communication
 breaking down interdepartmental or functional
boundaries
Pareto Principle
 Juran perpetuated the use of the Pareto Principle
 The principles states that, “roughly 80% of the
effects come from 20% of the causes.”
Pareto Principle
 Juran applied this principle during the strategic
goal deployment process as follows:
 A relatively few number (roughly 20%) of the
“projects” selected during the quality
improvement process will provide the bulk
(roughly 80%) of the improvement
 Most of the cost of poor quality can be attributed
to a relatively small number of causes--”The Vital
Few”
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
Ten Steps to Quality Improvement
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
Examples of Use
 Japanese Corporates
 Showa Denko
 Nippon Kógaku
 Noritake
 Takeda Pharmaceutical Company
Examples of Use
 Other Corporates
 Shell – 41% maintenance cost reduction
 Dupont – reduced cost, increased sales and working
capital, $175,000 pre-tax earnings
 US Govt Agencies – e.g. US Customs increased
promptness of service for passengers moving
through border crossings
Summary – Joe Juran
Managing for Quality