First Semester 2014-15

Quality Control Assurance

and Reliability (ETZC 432)
Nitin Kotkunde

BITS Pilani
Pilani Campus

Lecturer

Department of Mechanical Engineering

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BITS Pilani
Pilani Campus

Lecturer-3
Chapter-2 (Part-II)
Some Philosophy and their Impact
on Quality

Some Quality Guru

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About Joseph M. Juran's

Joseph M. Juran founded the Juran Institute, which offers
consulting and management training in quality.
Like Deming, Juran visited Japan in the early 1950s to conduct
training courses in quality management.

He eventually repeated these seminars in over 40 countries on

all continents.
In the 1980s, Juran met the explosive demand for his services
with offerings through the Juran institute.
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About Joseph M. Juran's

His books and videotapes have been translated into many

languages, and he has trained thousands of managers and

specialists.
Juran believes that management has to adopt a unified
approach to quality. Quality is defined as "fitness for use."
The focus here is on the needs of the customer.

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JOSEPH M. JURAN'S PHILOSOPHY

Certain non-uniformities deter the development of a unified
process.
1. The existence of multiple functionssuch as marketing,
product

design

and

development,

manufacture,

and

procurementwhere each function believes itself to be

unique and special.
2. The presence of hierarchical levels in the organizational

structure creates groups of people who have different

responsibilities.
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JOSEPH M. JURAN'S PHILOSOPHY

These groups vary in their background and may have different
levels of exposure to the concepts of quality management.
3. Variety of product lines that differ in their markets and
production processes can cause a lack of unity.
Juran proposes a universal way of thinking about quality, which
he calls the quality trilogy: quality planning, quality
control, and quality improvement.

This concept fits all functions, levels of management, and

product lines.
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Quality Trilogy Process

The quality trilogy process starts with quality planning at various
levels of the organization, each of which has a distinct goal.
At the upper management level, planning is termed strategic
quality management.

A structured approach is selected in which management

chooses a plan of action and allocates resources to achieve
the goals.

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Quality Trilogy Process

Planning

at

the

middle

management

level

is

termed

operational quality management.

Departmental goals consistent with the strategic goals are
established.
At the workforce level, planning involves a clear assignment to
each worker. Each worker is made aware of how his or her
individual goal contributes to departmental goals.

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Quality Trilogy Process

After the planning phase, quality control takes over. Here, the goal is
to run the process effectively such that the plans are enacted.
If there are deficiencies in the planning process, the process may
operate at a high level of chronic waste.
Quality control will try to prevent the waste from getting worse.
If unusual symptoms are detected sporadically, quality control will
attempt to identify the cause behind this abnormal variation. Upon
identifying the cause, remedial action will be taken to bring the
process back to control.
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Quality Trilogy Process

The next phase of the trilogy process is quality improvement,
which deals with the continuous improvement of the product
and the process.
Such improvements usually require action on the part of upper

and middle management, who deal with such actions as

creating a new design, changing methods or procedures of
manufacturing, and investing in new equipment.

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Quality Planning
1. Establish quality goals: Goals, as established by the
organization, are desired outcomes to be accomplished in a
specified time period. The time period may be short-term or
long-term.
2. Identify customers: Juran stresses the importance of
identifying the customer, that could be internal or external.
In cases where the output form one department flows to
another, the customer is considered internal.
3. Discover customer needs. Long-term survival of the
company is contingent upon meeting or exceeding the
needs of the customer.

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Quality Planning
4. Develop product features: With customer satisfaction as

the utmost objective, the product or service should be

designed to meet the customer requirements.
5. Develop process features: Methods must be developed,
and adequate equipment must be available to make the
product

match

its

design

specifications.

For

service

organizations, effective and efficient processes that meet or

exceed customer requirements are critical.
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Quality Planning
6. Establish process controls, transfer to operations: For

manufacturing operations, bounds should be established on

process variables for individual operations, that assist in
making an acceptable product. Similarly, in the service
setting, norms on operations such as time to complete a
transaction must be adopted.

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Quality Control
1. Choose control subjects: Product characteristics that are to
be controlled in order to make the product conform to the
design requirements should be chosen.
Eg: a wheel's control characteristics may be the hub diameter

and the outside diameter. Selection is done by prioritizing the

important characteristics that influence the operation or
appearance of the product and hence impact the customer.

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Quality Control
2. Choose units of measure: Based on the quality characteristics
that have been selected for control, appropriate units of measure

should be chosen.
Eg: For example, if the hub diameter is being controlled, the unit of
measurement might be millimeters.
3. Set goals. Operational goals are created such that the product or
service meets or exceeds customer requirements.
Eg: For instance, a standard of performance for the hub diameter
could be 20 0.2 mm. A hub with a diameter in this range would
be compatible in final assembly and would also contribute to
making a product that will satisfy the customer.
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Quality Control
4. Create a sensor: To collect information on the identified quality
characteristics, automated equipment or individuals, who serve
as auditors or inspectors, are integrated into the system.
5. Measure actual performance: This phase of quality control is
concerned with the measurement of the actual process output.
Measurements are taken on the previously selected control
subjects (or quality characteristics). Such measurements will
provide information on the operational level of the process.

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Quality Control
6. Interpret the difference: This involves comparing the
performance of the process with the established goals. If the
process is stable and capable, then any differences
between the actual and the standard may not be significant.

7. Take action on the difference: In the event that a

discrepancy is found between the actual output of the
process and the established goal, remedial action needs to

be taken. It is usually management's responsibility to

suggest a remedial course of action.
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Quality Improvement
1. Prove the need: Juran's breakthrough sequence tackles
the chronic problems that exist because of a change in the
current

process;

this

task

requires

management

involvement.
First, however, management has to be convinced of the need
for this improvement. Problems such as rework and scrap
could be converted to dollar figures to draw management's

attention. It would also help to look at problems as cost

savings opportunities.
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Quality Improvement
2. Identify projects: Because of the limited availability of

resources,

not

all

problems

can

be

addressed

simultaneously. Therefore, problems should be prioritized. A

Pareto analysis is often used to identify vital problems.
Juran's quality improvement process works on a project-byproject basis. A problem area is identified as a project, and a
concerted effort is made to eliminate the problem.

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Quality Improvement
3. Organize project teams:
The organizational structure must be clearly established so
projects can be run smoothly.
Authority and responsibility are assigned at all levels of

management to facilitate this.

Top management deals with strategic responsibilities, and
lower management deals with the operational aspects of the

actions.

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Quality Improvement
4. Diagnose the causes:
This is often the most difficult step in the whole process.
It involves data gathering and analysis to determine the
cause of a problem.

The symptoms surrounding the defects are studied, and the

investigator then hypothesizes causes for the symptoms.
Finally, an analysis is conducted to establish the validity of

the hypotheses.

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Quality Improvement
5. Provide remedies, prove that the remedies are effective:

Remedies may deal with problems that are controllable by

management or those that are controllable by operations.
Changes in methods or equipment should be considered by

management

and

may

require

substantial

financial

investment.
Frequently, the return on investment is analyzed. This is also
the real test of the effectiveness of the remedies proposed.
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Quality Improvement
6. Deal with resistance to change:
The breakthrough process requires overcoming resistance to

change.
Changes may be technological or social in nature. The proposed
procedure may require new equipment, and operators may have

to be trained.
Management commitment is vital to the effective implementation
of the changes. By the same token, social changes, which deal
with human habits, beliefs, and traditions, require patience,
understanding, and the participation of everyone involved.
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Quality Improvement
7. Control to hold the gains:
Once the remedial actions have been implemented and
gains have been realized, there must be a control system to
sustain this new level of achievement.
A control mechanism is necessary, for example, audits may
be performed in certain departments. Such control provides
a basis for further process improvement as the whole cycle

is repeated.

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Quality Trilogy Process

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The Three Philosophies Compared

Definition of Quality:
Deming's definition deals with a predictable uniformity of the
product. His emphasis on the use of statistical process
control charts is reflected in this definition. His definition of
quality does not emphasize the customer as much as do
Crosby' s and Juran's.
Crosby defines quality as conformance to requirements. Here,
requirements are based on customer needs. Crosby's
performance standard of zero defects implies that the set
requirements should be met every time.
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The Three Philosophies Compared

Juran's definition of qualityfitness of a product for its intended
use seems to incorporate the customer the most. His
definition explicitly relates to meeting the needs of the
customer.

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The Three Philosophies Compared

Management Commitment:
All three philosophies stress the importance of top
management commitment.
Deming's 14 points are all aimed at management, implying
that management's undivided attention is necessary to
create a total quality system.
Crosby's philosophy is focused on the creation of a "quality
culture," which can be attained through management
commitment.
Juran's quality planning, control, and improvement process
seeks management support at all levels. He believes in
quality improvement on a project basis.
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The Three Philosophies Compared

Strategic Approach to a Quality System:
Deming's strategy for top management involves their
pursuing the first 13 points and creating a structure to
promote the 13 points in a never-ending cycle of
improvement.
Crosby's approach to quality improvement is sequenced. His
second step calls for the creation of quality improvement
teams.
Juran's philosophy, a quality council guides the quality
improvement
process.
Furthermore,
his
quality
breakthrough sequence involves the creation of problemsolving steering arms and diagnostic arms.
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The Three Philosophies Compared

Measurement of Quality:

All three philosophies view quality as a measurable entity,

although in varying degrees. Often, top management has to
be convinced of the effects of good quality in dollars and

cents. Once they see it as a cost-reducing measure, offering

the potential for a profit increase, it becomes easier to
obtain their support.

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The Three Philosophies Compared

Never-Ending Process of Improvement:
These philosophies share a belief in the never-ending process
of improvement. Deming's 14 steps repeat over and over
again to improve quality continuously. Deming's PDCA cycle
(plando-check-act) sustains this never-ending process, as
does

Juran's

breakthrough

sequence.

Crosby

also

recommends continuing the cycle of quality planning,

control, and improvement.

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The Three Philosophies Compared

Education and Training:
Deming specifically referred to this in his sixth point, which
talks about training all employees, and in his thirteenth
point, which describes the need for retraining to keep pace
with the changing needs of the customer.
Crosby's concerns as well; his eighth step deals with quality
education. However, he emphasizes developing a quality
culture within the organization so that the right climate
exists.
Juran's steps do not explicitly call for education and training.
However, they may be implicit, because people must be
knowledgeable to diagnose defects and determine remedies
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The Three Philosophies Compared

Eliminating the Causes of Problems:
In Deming's approach, special causes refer to problems that
arise because something unusual has occurred, and
common causes refer to problems that are inherent to the
system.
At the heart of Deming's philosophy are the statistical
techniques that identify special causes and common

causesespecially statistical process control and control

charts.
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The Three Philosophies Compared

Eliminating the Causes of Problems:
Juran's approach is similar to Deming's. In his view, special
causes create sporadic problems, and common causes
create chronic problems. Juran provides detailed guidelines

for identifying sporadic problems.

Crosby, of course, suggests a course of action for error cause
removal in his eleventh step, whereby employees identify
reasons for nonconformance.

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The Three Philosophies Compared

Goal Setting:
Deming was careful to point out that arbitrarily established
numerical goals should be avoided. He asserted that such
goals impede, rather than hasten, the implementation of a
total quality system. By emphasizing the never-ending
quality improvement process, Deming saw no need for
short-term goals.

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The Three Philosophies Compared

Goal Setting:
Crosby's tenth point deals with goal setting; employees (with
guidance

from

their

supervisors)

are

asked

to

set

measurable goals for even short-term periods such as 30,

60, or 90 days.
Juran recommends an annual quality improvement program
with specified goals. He believes that such goals help

measure the success of the quality projects undertaken in a

given year.
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The Three Philosophies Compared

Structural Plan:
Deming's 14-point plan emphasizes using statistical tools at
all levels. Essentially a bottom-up approach, the process is
first brought into a state of statistical control (using control
charts) and then improved.
Crosby, on the other hand, takes a top-down approach. He
suggests changing the management culture as one of the

first steps in his plan. Once the new culture is ingrained, a

plan for managing the transition is created.
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The Three Philosophies Compared

Structural Plan:
Juran emphasizes quality improvement through a project-byproject approach. His concept is most applicable to middle
management.

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Concluding Remark
Each company has its own culture, companies should look

at all three approaches and select the one (or combination)

that is most suited to its own setting.

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Self study
CASE STUDY: CLARKE AMERICAN CHECKS, INC

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Thank You

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