History of Joseph Juran :

Joseph Moses Juran (December 24, 1904 February 28, 2008) was
a 20th Century management consultant who is principally
remembered as an evangelist for quality and quality management,
writing several influential books on those subjects. He was also
the brother of Academy Award winner Nathan H. Juran.
Juran was born to a Jewish family in 1904 in Brila, Romania, and
later lived in Gura Humorului. In 1912, he immigrated to America
with his family, settling in Minneapolis, Minnesota. Juran excelled in school, especially
in
mathematics. He was a chess champion at an early age, and dominated chess at
Western Electric.
Juran graduated from Minneapolis South High School in 1920.
In 1924, with a bachelor's degree in electrical engineering from the University of
Minnesota, Juran
joined Western Electric's Hawthorne Works. His first job was troubleshooting in the
Complaint
Department. In 1925, Bell Labs proposed that Hawthorne Works personnel be trained in
its newlydeveloped
statistical sampling and control chart techniques. Juran was chosen to join the
Inspection Statistical Department, small group of engineers charged with applying and
disseminating Bell Labs' statistical quality control innovations. This highly-visible
position fueled
Juran's rapid ascent in the organization and the course of his later career.
In 1926, he married Sadie Shapiro, and they subsequently had four children: Robert,
Sylvia, Charles
and Donald. They had been married for over 81 years when he passed away in 2008.
Juran was promoted to department chief in 1928, and the following year became a
division chief.
He published his first quality related article in Mechanical Engineering in 1935. In 1937,
he moved to
Western Electric/AT&T's headquarters in New York City.
As a hedge against the uncertainties of the Great Depression, he enrolled in Loyola
University
Chicago School of Law in 1931. He graduated in 1935 and was admitted to the Illinois
bar in 1936,
though he never practiced Law.
During the Second World War, through an arrangement with his employer, Juran
served in the Lend-
Lease Administration and Foreign Economic Administration. Just prior to the war's
end, he resigned
from both Western Electric and his government post with the intention of becoming a
freelance
consultant. He joined the faculty of New York University as an adjunct Professor in the
Department
of Industrial Engineering, where he taught courses in quality control and ran round
table seminars
for executives. He also worked through a small management consulting firm on projects
for Gilette,
Hamilton Watch Company and Borg-Warner. After the firm's owner's sudden death,
Juran began his
own independent practice, from which he made a comfortable living until his
retirement in the late
1990s. His early clients included the now defunct Bigelow-Sanford Carpet Company,
the Koppers Company, the International Latex Company, Bausch & Lomb and General
Foods.

What is Quality, in juran methodology?
- It has two critical importance to managing the quality or two means of
quality.
Features of Product - 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.
Freedom from deficiency - freedom from errors that require doing
work over again (rework) or that result 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.
Juran Triology - it use to attain the quality , it is well to begin by establishing the
vision for the organization, along with the policies and goals. It is use as conversion
of goals into results (making quality happen) is done through managerial processes
sequences of activities that produce the intended result. Juran trialogy has three steps,
they are Quality Planning, Quality Control and Quality Improvement.



Juran Trilogy Diagram the diagram relationships of Juran Trilogy. A graph with time
on the horizontal axis and cost of poor quality on the vertical axis. The initial activity is
quality planning. The planners determine who the customers are and what their needs
are. The planners then develop product and process designs to respond to those needs.
Finally, the planners turn the plans over to the operating forces: You run the process,
produce the product features, and meet the customers needs.


Chronic Waste as the operation proceed, it soon that the process was unable to
produce a 100 percent good work, it is shown on the diagram at 20 percent of the work
must be redone due to quality deficiencies. Chronic wastes was from the process was
planned at that way. (The Juran trilogy Quality control helps the chronic waste from getting
worse).
Sporadic Spike it is the sudden strike or sudden rose of defect level on the diagram.
This spike was the result of the unplanned event like power failure, process breakdown
or human error. (The Juran trilogy Quality Improvement helps or solves those failures).

Strenght of Juran Trilogy
1) Continuous Improvement
2) Emphasis on current and potential Costumer.
3) Planned Quality instead of shortcuts
4) Reward Based on results

Weakness of Juran Trilogy
1) Special training.
2) No Focus on labor Force
3) Long term Process


Fitness for Use - Juran defines quality as fitness for use in terms of design, conformance, availability,
safety, and field of use. Thus, his concept more closely incorporates the viewpoint of customer. He is
prepared to measure everything and relies on systems and problem-solving techniques. Unlike
Deming, he focuses on top-down management and technical methods rather than worker pride and
satisfaction.

Quality Design I will produce a quality product and all aspects of the
design must still enable the finished product to work as originally
intended.
Quality of Conformance A level of effectiveness of the design and
production function in effecting the product manufacturing
requirement and process specifications, while meeting process control
limits, product tolerances, and production targets.
Availability Ability of an item to perform its designated function,
whenever required.
Safety Relative freedom from danger, risk or threat of harm, injury,
or loss to personnel and/or property, whether caused deliberately or
by accident.
Field use Restriction that allow a patent only to be used in particular
industry or a certain product in order to protect patent from being
overused or recklessly used. Ultimately helps patent owners to control
how their inventions or product and patents are utilized in the market.
The Quality Improvement Process
- It means the organized creation of beneficial change; the attainment of
unprecedented levels of performance. It is also known as breakthrough.
- Quality improvement it use as to reduce deficiencies that create by the
chronic waste and Sporadic spikes.
- Quality improvement has 10 steps they are:
Build awareness of opportunity to improve
Set goals for improvement
Organized to reach goals
Provide training
Carryout project to solve problems
Report progress
Give recognition
Communicate results
Keep score
Maintain the momentum by making annual improvement part of the
regular systems and processes of the company

Quality Council - who will consider the vital few projects and select teams of people
tasked to carry out the diagnostic journey. The one who embody the quality council on
an organization are the managers. Quality council takes overall responsibility for:

Establishing processes for: nominating projects, assigning teams and
making improvements.
Proving resources.
Establishing processes for: review of progress, dissemination of results
and recognition.
Revising the merit rating and business planning systems to include
Quality Improvement.

Pareto Principles

- Pareto Principles means put your efforts where they will make the most
difference
- As a result, Dr. Juran's observation of the "vital few and trivial many", the
principle that 20 percent of something always are responsible for 80 percent
of the results, became known as Pareto's Principle or the 80/20 Rule.
- Example : You know 20 percent of your stock takes up 80 percent of your
warehouse space and that 80 percent of your stock comes from 20 percent of
your suppliers. Also 80 percent of your sales will come from 20 percent of
your sales staff. 20 percent of your staff will cause 80 percent of your
problems, but another 20 percent of your staff will provide 80 percent of your
production. It works both ways.
- Pareto's Principle, the 80/20 Rule, should serve as a daily reminder to focus 80
percent of your time and energy on the 20 percent of you work that is really
important. Don't just "work smart", work smart on the right things.