Joseph M.

Juran - a man who dedicated his life to improving the quality of

products and services to the world. Juran contributed to the Japanese
Quality Revolution with Dr. Deming. Juran gave us Juran's Quality
Handbook, now in its 5th Edition.

Juran's Trilogy teaches us of four elements of Assuring Quality:

Total Quality Management
Quality Planning
Quality Control and
Quality Improvement.
It all starts with Quality Management...and there are three levels of quality
management.

As early as 1928, Juran had written a pamphlet entitled "Statistical

Methods Applied to Manufacturing Problems". By the end of the war, he
was a well-known and highly - regarded statistician and industrial
engineering theorist. After he left Western Electric, Juran became
Chairman of the Department of Administrative Engineering at New York
University, where he taught for many years. He also created a thriving
consulting practice, and wrote books and delivered lectures for American
Management Association. His classic book, the Quality Control Handbook,
first released in 1951, is still the standard reference work for quality
managers. The following table outlines the major points of Dr. Juran's
quality management ideas:

Quality Trilogy:

Quality Planning Identify who are the customers.

Determine the needs of those customers.
Translate those needs into our language.
Develop a product that can respond to those
 needs.

Optimize the product features so as to meet our

needs and customer needs.

Quality Develop a process which is able to produce the

Improvement product.

Optimize the process.

Quality Control Prove that the process can produce the product
under operating conditions with minimal
inspection.

Transfer the process to Operations.

Juran's formula for success is:

1. Establish specific goals to be reached

2. Establish plans for reaching those goals

3. Assign the clear responsibility for meeting the goals

4. Base the rewards on the results achieved.

Quality Management
1. Strategic - upper management...responsible for establishing and
carrying out policy decisions.
2. Operational - middle management...responsible for managing the
processes of the company.
3. Workforce - assuring that specifications are met and work gets done.

Tools listed by Juran lists are

Quality must be a part of every agenda in the company.
The business plan should contain quality goals.
 Each level must establish goals.
Everyone must be trained.
To establish and meet a goal, it must be measured - measure
everything possible.
Review progress.
Give recognition for excellent achievements.

Quality Planning

According to Juran, quality planning must accomplish:

meeting customers's needs,

minimizing product dissatisfaction,
avoiding rework,
optimizing company performance,
allowing participation by everyone in the company.

Juran even went so far as to provide us with a roadmap (in Juran's Quality
Control Handbook, 4th edition (1998), McGraw-Hill) for quality planning.
This roadmap consisted of 10 steps, with one overriding principle. The
overall principle requires us to apply measurements to each step. The
steps are:
1. Identify Customers
2. Discover Customers' Needs
3. Translate the Customers' Needs into our Language
4. Establish Units of Measure
5. Establish Measurement
6. Develop Product
7. Optimize Product Design
8. Develop the Process
9. Optimize: Prove the Process Capability
10. Transfer to Operations

These 10 steps lead us to a process that is ready to produce acceptable

product at a very high capability ratio.

Quality Control

Juran instructs us that control is an important aspect of quality...we must

maintain control, even for processes that prove to be very capable. To
establish control, a feedback loop takes place. The loop consists of:

Sensor
 ...evaluates the performance of the system and reports this
performance to the Umpire.
Umpire
...understands the specification, goal or standard and compares the
actual performance to the spec, goal or standard. If there significant
discrepancies exist, the Umpire reports to the Actuator.
Actuator
...Makes changes to the system to assure agreement with the spec,
goal or standard.

Quality Improvement

The higher management should

create awareness of the need for quality improvement,

mandate quality improvement,
create the infrastructure,
train everyone,
review progress,
recognize successes,
expound the results

Kaoru Ishikawa (1915-1989) was a Japanese University professor and

influential quality management innovator best known in North America for
the Ishikawa or cause and effect diagram (also known as Fishbone
Diagram) that are used in the analysis of industrial process.

Ishikawa diagram is a cause-and-effect diagram, its purpose is to find the

most probably cause of problem being solved. The diagram has been
described and implemented by Kaoru Ishikawa. The diagram is sometimes
called the Fishbone diagram for its appearance. Just this diagram is very
often used in the quality discipline. Not any consulting should not avoid use
it for looking for the problem causes and nonconformities nowadays.
It was first used in the 1960s, and is considered one of the seven basic
tools of quality management, along with the histogram, Pareto chart, check
sheet, control chart, flowchart, and scatter diagram. See Quality
Management Glossary. It is known as a fishbone diagram because of its
shape, similar to the side view of a fish skeleton.

It is based on the basic principle each and every effect (a problem)

has its cause or combination of causes. If you are not able to start a car
it can be a set of causes flat battery, shortage of fuel, imperfect plugs,
electrical circuit shortage, broken central control section, etc. To be able to
identify the problems solution, the causes are demonstrated into the chart.

During the Ishikawa diagram creation the brainstorming method shall be

used in order to help us to specify all, even low probable, causes of solved
problem. It is a method used in teamwork.

Description of Ishikawa diagram creation

There is an effect at the beginning, which has already happened or might

happen as a potential and we would like to avoid its formation. Prepare for
yourself a big sheet of paper, the Ishikawa chart you will draw on it. It is
useful to use more colors for each area or for the most probable causes.
Then do the followings:

1. Prepare a team of colleagues who are somehow interested in the

problem
2. Draw a rectangle on the sheet and write into a problem to be solved.
Draw a horizontal line from the rectangle as a fishs backbone.
3. Add branches (bones) to the backbone and write down general
areas, the causes can occur from:
o material
o processes
o methods
o maintenance
o machines
o men
o mother nature
4. Define potential causes, a brainstorming can used, and add them

to relevant bones, as well called as general areas

5. When all of your ideas and possibilities are exhausted, lets every
member of your team to evaluate the causes with weight factors.
6. Analyze the causes with the highest weight factors
7. Add data from the reporting system or dashboard (if they are
available) to analyzed causes
8. Use the Pareto analysis to prioritize the causes solution
9. Define clear tasks for causes solving
10. Check the re-occurrence of the problem. If the problem is not
detected again you have found the root cause. If it is detected you
should look for new causes, relation among causes, etc.
 Kaoru Ishikawa wanted to change the way people think about work.
He urged managers to resist becoming content with merely improving
a product's quality, insisting that quality improvement can always go
one step further. His notion of company-wide quality control called for
continued customer service.

With his cause and effect diagram (also called the "Ishikawa" or "fishbone"
diagram) this management leader made significant and specific
advancements in quality improvement. With the use of this new diagram,
the user can see all possible causes of a result, and hopefully find the root
of process imperfections. By pinpointing root problems, this diagram
provides quality improvement from the "bottom up." Dr. W. Edwards
Deming --one of Ishikawa's colleagues -- adopted this diagram and used it
to teach Total Quality Control in Japan as early as World War II. Both
Ishikawa and Deming use this diagram as one the first tools in the quality
management process.

Ishikawa also showed the importance of the seven quality tools: control
chart, run chart, histogram, scatter diagram, Pareto chart, and flowchart.
Additionally, Ishikawa explored the concept of quality circles-- a Japanese
philosophy which he drew from obscurity into world wide acceptance.
.Ishikawa believed in the importance of support and leadership from top
level management. He continually urged top level executives to take
quality control courses, knowing that without the support of the
management, these programs would ultimately fail. He stressed that it
would take firm commitment from the entire hierarchy of employees to
reach the company's potential for success. Another area of quality
improvement that Ishikawa emphasized is quality throughout a product's
life cycle -- not just during production. Although he believed strongly in
creating standards, he felt that standards were like continuous quality
improvement programs -- they too should be constantly evaluated and
changed. Standards are not the ultimate source of decision making;
customer satisfaction is. He wanted managers to consistently meet
consumer needs; from these needs, all other decisions should stem.
Besides his own developments, Ishikawa drew and expounded on
principles from other quality gurus, including those of one man in
particular: W. Edwards Deming, creator of the Plan-Do-Check-Act model.
Ishikawa expanded Deming's four steps into the following six:

Determine goals and targets.

Determine methods of reaching goals.
Engage in education and training.
Implement work.
Check the effects of implementation.
Take appropriate action.
1982 saw the development of the Ishikawa diagram which is used to
determine root causes.

Quality Contributions

User Friendly Quality Control

Fishbone Cause and Effect Diagram - Ishikawa diagram
Implementation of Quality Circles
Emphasised the 'Internal Customer'
Shared Vision

Mazda Motors famously used an Ishikawa diagram in the development of

the Miata sports car, where the required result was "Jinba Ittai" or "Horse
and Rider as One". The main causes included such aspects as "touch" and
"braking" with the lesser causes including highly granular factors such as
"50/50 weight distribution" and "able to rest elbow on top of driver's door".
Every factor identified in the diagram was included in the final design.

Causes

Causes in the diagram are often based on a certain set of causes, such as
the 6 M's, 8 P's or 4 S's, described below. Cause-and-effect diagrams can
reveal key relationships among various variables, and the possible causes
provide additional insight into process behaviour.

Causes in a typical diagram are normally grouped into categories, the main
ones of which are:

The 6 M's
Machine, Method, Materials, Maintenance, Man and Mother Nature
(Environment) (recommended for the manufacturing industry).
Note: a more modern selection of categories used in manufacturing
includes Equipment, Process, People, Materials, Environment, and
Management.
The 8 P's
Price, Promotion, People, Processes, Place/Plant, Policies,
Procedures, and Product (or Service) (recommended for the
administration and service industries).
The 4 S's
Surroundings, Suppliers, Systems, Skills (recommended for the
service industry).
Causes should be derived from brainstorming sessions. Then causes
should be sorted through affinity-grouping to collect similar ideas together.
These groups should then be labeled as categories of the fishbone. They
will typically be one of the traditional categories mentioned above but may
be something unique to your application of this tool. Causes should be
specific, measurable, and controllable.

Appearance

A generic Ishikawa diagram showing general (red) and more refined (blue)
causes for an event.

Most Ishikawa diagrams have a box at the right hand side, where the effect
to be examined is written. The main body of the diagram is a horizontal line
from which stem the general causes, represented as "bones". These are
drawn towards the left-hand side of the paper and are each labeled with
the causes to be investigatedoften brainstormed beforehandand
based on the major causes listed above.

Off each of the large bones there may be smaller bones highlighting more
specific aspects of a certain cause, and sometimes there may be a third
level of bones or more. These can be found using the '5 Whys' technique.
When the most probable causes have been identified, they are written in
the box along with the original effect. The more populated bones generally
outline more influential factors, with the opposite applying to bones with
fewer "branches". Further analysis of the diagram can be achieved with a
Pareto chart.

A Pareto chart is a special type of bar chart where the values being
plotted are arranged in descending order. The graph is accompanied by a
line graph which shows the cumulative totals of each category, left to right.
The chart is named after Vilfredo Pareto, and its use in quality assurance
was popularized by Joseph M. Juran and Kaoru Ishikawa.

The Pareto chart is one of the seven basic tools of quality control, which
include the histogram, Pareto chart, check sheet, control chart, cause-and-
effect diagram, flowchart, and scatter diagram. These charts can be
generated in Microsoft Office or OpenOffice as well as many free software
tools found online.
Typically on the left vertical axis is frequency of occurrence, but it can
alternatively represent cost or other important unit of measure. The right
vertical axis is the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of measure. The
purpose is to highlight the most important among a (typically large) set of
factors. In quality control, the Pareto chart often represents the most
common sources of defects, the highest occurring type of defect, or the
most frequent reasons for customer complaints, etc.

The Pareto chart was developed to illustrate the 80-20 Rule that 80
percent of the problems stem from 20 percent of the various causes.

Quality standards

ISO 9000 and QS 9000

Quality Standards were developed to assist companies control quality and

maintain a high standard of customer satisfaction. Quality has become a lot more
than that, quality standards can assist your company with good management
practices, reduce risk and increase profit margins.
A good quality system should not be written just to satisfy the accreditation
process, but should be written with the company's business practices in mind and
to enhance procedures and policies to ensure sound operation.

The principles of the ISO Quality System can be applied to every company,
regardless of its size, type or industry. Having a good quality system in place will
ensure that your products, services are of the highest standards, your customers are
happy and the future of your organization is heading in the right direction.

What is the difference between ISO 9000 and ISO 14000?

ISO 9000 is primarily concerned with quality management. In plain English this
means anything that affects a product or service required by a customer and what
that organization does to ensure that a certain standard of quality is achieved and
maintained.

ISO 14000 is primarily concerned with the environment, i.e., what an organization
does to manage the impact of its activities on the environment.

ISO 9000 is a Quality Management System having a series of standards developed

by the International Organization for Standardization (ISO) in Geneva,
Switzerland.

There are five standards in ISO 9000 series from USO 9000 to ISO 9004.

ISO 9000 has guidelines for selection and use of ISO series standards.

ISO 9001 model for quality assurance in design/development, production,

installation and servicing.

ISO 9002 Model for quality assurance in production and installation.

ISO 9003 Model for quality assurance in final inspection and test.

ISO 9004 Quality management and quality system elements guidelines

AS a part of ISO 9000s commitment to continuous improvement, the standards

are reviewed every five years.

Need for ISO 9000 certification

 1. Customers like to have confidence in manufacturers capability to design,
develop, produce and service. Competition is forcing industries to get ISO
9000 certification.
2. It is a credibility passport which certifies that a company meets
international standards in designing, developing, producing, installing and
servicing the products that it supplies.

3. Since it is based on an integrated, systematic and planned approach,

certification is essential for exporting to World markets.

Benefits of ISO 9000 certification

1. It provides a competitive edge in the domestic and global markets.

2. It provides a climate for consistent improvement in quality.

3. It reduces wastes and repairs enhancing profits in turn.

4. It maintains streamlined records for material handling and storage.

5. It changes the attitude of workforce, the result is improved house keeping,

work atmosphere and quality awareness.

6. Process of quality improvement is maintained.

7. Finished goods are perfect, so no rework and no wastage.

8. ISO 9000 gives international recognition of ability, credibility and

expertise, thereby increasing number of customers.

Limitations of ISO 9000

1. Implementation is very demanding of resources.

2. Assessment and registration are expensive.

3. Work-culture need to be changed and improved.

4. Upgrading of manufacturing and test facilities is essential.

5. If planning is not proper, then system will not be cost effective.

6. Dedication, will to improve and constant improvement are must for
success.