Page 21 - DMGT524_TOTAL_QUALITY_MANAGEMENT

Total Quality Management

Notes 2.3 Joseph M. Juran

Dr. Joseph M. Juran has also contributed a lot to the movement of total quality. He raised
pertinent questions on the contribution of quality in reducing costs and improving standards in
his book titled: Quality Control Handbook in 1951 which has subsequently become an essential
reference book on quality. Juran’s work started later than Deming after the World War II during
rebuilding of Japanese economy. Juran was an engineer by profession working in the USA.
He was invited Japanese in 1954 to contribute to the rebuilding of Japanese economy and speak
on planning, organizing and managing quality programs. Juran is the founder Chairman of the
Juran Institute. He is also the author of many books and hundreds of research papers and articles
related to subjects to quality. He has acted as consultant to many major industrial organizations
and governments. He is still in great demand as an international speaker. He has been awarded
over thirty medals, fellowships, and honorary memberships in more than twelve countries. He
was awarded the Second Order of Sacred Treasure by the Emperor of Japan, the highest decoration
given to a non-Japanese citizen for helping the development of quality control in Japan. Juran is
known for his development of the concepts of determining the avoidable and unavoidable costs
of quality, company-wide quality management and quality Trilogy.
Juran’s approach to quality control and its management is two-sided:
(i) Companies Mission in Terms of Fitness of Use: This is done by providing products and
service which conform to customer specifications plus issues of reliability, availability,
maintainability, customer service, etc.

(ii) The role of Senior Managers in Providing Leadership: This is for managing the required
resources in encouraging awareness and participation and in developing systems of policy,
goals, plans, measures and controls for quality.

2.3.1 Quality is Fitness to Use

Juran has said that one of the chief obstacles to achieving is disagreement over the meaning of
quality and the key words associated with it. He defines quality as, “fitness to use” which breaks
into the two components.
(i) Quality Consists of those Product Features that meet Customer Need: Product features
provide customer satisfaction. The product is output of any process and includes goods
and services. The customer is any one affected by the goods or services and can be internal
or external.
(ii) Quality Consists of Freedom from Deficiencies: Measures of deficiency are calculated by
dividing the frequency of deficiencies by the number of chances for deficiencies. The
evaluation process begins with asking the customers how they evaluate quality. To further
clarify the meaning of quality, Juran points out that product satisfaction and dissatisfaction
are not opposites. “Product satisfaction has its origin in product features and that is why
clients buy the products. Product dissatisfaction has its origin in non-conformance and
that is why customers complain.”

Fitness for use is achieved by a process which reflects the interplay between the various stages
of organizational activities before meeting customer demands and Juran terms this process as
“the spiral of progress”. The spiral of progress reflects the chain of user–supplier relationships
at various stages of the process.

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Caution Quality has to be controlled at each stage of the processes but should not be
implemented just as a mechanical process.

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