 His first job was Troubleshooting in the Complaint Department. In 1925, Bell Labs proposed that Hawthorne Works personnel be trained in its newly developed Statistical sampling and control chart techniques.  Founder of the consulting firm of Juran Institute, Inc.  Concerned with the wider aspects of management, beyond quality Joseph M. Juran

1. Juran’s Contribution in QM
&
TQM Emergence
Team Members
Dixita Shahi
Jenish Maharjan
Krishna Thapa Chhetri
Laxman Bhattarai
Manisha Tamrakar
Namraj Gautam

2. Joseph M. Juran
 Born December 24, 1904
 Bachelor's degree in electrical
engineering from the University of
Minnesota (1924).
 His first job was Troubleshooting in the
Complaint Department. In 1925, Bell
Labs proposed that Hawthorne Works
personnel be
 trained in its newly developed
Statistical sampling and control chart
techniques.
 Founder of the consulting firm of Juran
Institute, Inc.

3. Contribution
• Voice of the Customer (VOC)
• Internal Customer
• Cost quality
• Quality
• Juran Trilogy
• Juran 10 Steps to quality improvement
• Breakthrough Concept
• Pareto Principle

4. Voice of the Customer (VOC)
• The Voice of the Customer (VOC) describes
the spoken and unspoken true needs of the
recipient of one’s goods or services.
• The customer can be both internal and
external, and its voice cannot be overlooked

5. Internal Customer
• Customer was not just the end customer and that
each person along the has an internal customer.
• each person along the chain, from product
designer to final user, is a supplier and a
customer.
• The person will be a process carrying out some
transformation or activity .
• Juran maintained that at each stage was a three
role model.

6. Juran classifies the cost of quality
Juran classifies the cost of quality into three classes are:
Failure costs:
• Scrap, rework, corrective actions, warranty claims,
customer complaints, and loss of customer.
Appraisal costs:
• Inspection, compliance auditing and investigations.
Prevention costs:
• Training, preventive auditing and process improvement
implementation.

7. JURAN’S Two Definition of Quality

8. J.M. Juran’s Trilogy
Trilogy shows how an organization can improve every aspect
by better understanding of the relationship between
processes that plan, control and improve quality as well as
business results.
Trilogy Component:
• Quality Planning
• Quality Control
• Quality Improvement

9. Quality Planning
• Establish quality goals.
• Identify who the customers are.
• Determine the needs of the customers.
• Develop product features that respond to
customer’s needs.
• Develop processes able to produce the product
features.
• Establish process controls; transfer the plans to
the operating forces.

10. Quality Improvement
• Prove the need Establish the
infrastructure
• Identify the improvement projects.
• Establish project teams.
• Provide the teams with resources,
training, and motivation to.
• Diagnose the causes Stimulate
remedies.
• Establish controls to hold the gains.

11. Quality Control
• Evaluate actual performance.
• Compare actual performance with quality
goals.
• Act on the difference.

12. Breakthrough Concept
• Like Deming cycle, Juran’s breakthrough
concerns itself with the product/service life
cycle.
• In essence, this splits it up into two areas :
1. “journey from symptom to cause”
2. “journey from cause to remedy”

13. Juran 10 Steps of Quality
improvement
1. Build awareness of the need and opportunity
for improvement
2. Set goals for improvement
3. Organise to reach the goals
4. Provide training
5. Carry out projects to solve problem
6. Report progress
7. Give recognition
8. Communication result
9. Keep score
10. Maintain momentum

14. The Pareto Principle
• Realized that pareto distribution applied to
much more than just the wealth of the
population
• Applied Pareto’s principle (80/20) to Quality
Control
• Recognized that 20% of the defects were
causing 80% of the problem

15. “Without a standard
there is no logical basis
for making a decision or
taking action”

16. TQM Emergence
1920s
•Some of the first seeds of quality management were planted as the principles of scientific management swept through
U.S. industry.
•Businesses clearly separated the processes of planning and carrying out the plan, and union opposition arose as
workers were deprived of a voice in the conditions and functions of their work.
•The Hawthorne experiments in the late 1920s showed how worker productivity could be impacted by participation.
1930s •Walter Shewhart developed the methods for statistical analysis and control of quality.
1950s
•W. Edwards Deming taught methods for statistical analysis and control of quality to Japanese engineers and
executives. This can be considered the origin of TQM.
•Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.
•Armand V. Feigenbaum’s book Total Quality Control, a forerunner for the present understanding of TQM, was
published.
•Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies.
1968
•The Japanese named their approach to total quality companywide quality control. It is around this time that the
term quality management systems arises.
•Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.
Today
•TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality.
• Quality standards such as the ISO 9000 series and quality award programs such as the Deming Prize and
the Malcolm Baldrige National Quality Award specify principles and processes that comprise TQM.

17. Conclusion
• As we seen, like other management gurus’ even
Juran contributed one of the greatest
contribution to the quality management system.
• His contribution towards the TQM infused more
stability and awareness in the mind of people in
the management.
• Organization which follows this systems while
making strategies can reduce its overall costs and
in other end increasing profits.