Juran’s Quality Handbook

“From 3rd section to 6th section”

Name / Mohamed Salah Hassoun

ID / 16225322
This Report Include 4 sections from “Juran’s Quality Handbook “From 3 rd section to 6th section.

- 3rd section about quality planning process

- 4th section about quality control process
- 5th section about quality improvement process
- 6th section about process management

3rd Section “DEFINITION OF QUALITY PLANNING”

“Quality planning,” as used here, is a structured process for developing products (both
goods and services) that ensures that customer needs are met by the final result. The
tools and methods of quality planning is incorporated along with the technological tools
for the particular product being developed and delivered. Designing a new automobile
requires automotive engineering and related disciplines, developing an effective care
path for juvenile diabetes will draw on the expert methods of specialized physicians, and
planning a new approach for guest services at a resort will require the techniques of an
experienced hotelier. All three need the process, methods, tools, and techniques of
quality planning to ensure that the final designs for the automobile, diabetic care, and
resort services not only fulfill the best technical requirements of the relevant disciplines
but also meet the needs of the customers who will purchase and benefit from the
products.
The quality planning problem, the first component of the quality gap is the
understanding gap, that is, lack of understanding of what the customer needs.
The second constituent of the quality gap is a design gap.
The quality planning solution, Quality planning provides the process, methods, tools,
and techniques for closing each of these component gaps and thereby ensuring that the
final quality gap is at a minimum.
The remainder of this section will provide details, practical guidance, and examples for
each of these steps. Many detailed examples will be included of how Ford Motor
Company applied the principles of quality planning to develop its 1994 Ford Mustang.

- STEP 1: ESTABLISH THE PROJECT

 Dentification of Projects.
 Setting Quality Goals.
 Nominating and Selecting Projects.
 Selecting Teams.
 Supporting Project Team.
 Monitoring Progress.
 Prepare Mission Statement.
 Basis for Establishing Quality Goals.
 Technology as a Basis.
 The Market as a Basis.
 Benchmarking as a Basis.
 History as a Basis.
  Quality Goals Are a Moving Target.
 Project Goals.
 Measurement of the Goal.
 New Product Policies.
 Deficiencies in New and Carryover Designs.
 Intended versus Unintended Use.
 Requirement of Formal Quality Planning Process
 Custody of Designs and Change Control
 Establish Team.
 Guidelines for Team Selection.
- STEP 2: IDENTIFY THE CUSTOMERS
 Types of External Customers.
 Internal Customers.
 Identifying Customers.
- STEP 3: DISCOVER CUSTOMER NEEDS
 Stated Needs and Real Needs.
 Perceived Needs.
 Cultural Needs.
 Needs Traceable to Unintended Use.
 Human Safety.
 Promptness of Service.
 Customer Needs Related to Deficiencies.
 Warranties.
 Effect of Complaint Handling on Sales.
 Keeping Customers Informed.
 Plan to Collect Customers’ Needs.
 Discovering Mustang Customer Needs.
 Collect List of Customers’ Needs in Their Language.
 Analyze and Prioritize Customer Needs.
 Quality Planning Spreadsheets.
 Precise Customer Needs.
 Translate Their Needs into “Our” Language.
 Aids to Translation.
 Establish Units of Measurement and Sensors.
 Units of Measure for Product Features.
 Application to Goods.
 Application to Services.
 The Ideal Unit of Measure.
 Measuring Abstractions.
 Establish the Sensor.
 Precision and Accuracy of Sensors.
 Translating and Measuring Mustang Customer Needs.
- STEP 4: DEVELOP PRODUCT
 Group Together Related Customer Needs.
 Determine Methods for Identifying Product Features.
 Benchmarking.
 Basic Research.
 Market Experiments.
 Creativity.
 Standards, Regulations, and Policies.
 Criteria for Design.
 Criteria for Setting Product Feature Goals.
 Measuring Product Features Goals.
 Develop Detailed Product Features and Goals.
 Optimize Product Features and Goals.
 Design Review.
 Joint Planning.
 Structured Negotiation.
 Create New Options.
 Competitive Analysis.
 Salability Analysis.
 Value Analysis.
 Set and Publish Final Product Design.

- STEP 5: DEVELOP PROCESS

 Review Product Goals.
 Identify Operating Conditions.
 User’s Understanding of the Process.
 How the Process Will be Used.
 The Environments of Use.
  Collect Known Information on Alternative Processes.
 Process Anatomy.
 The Autonomous Department.
 The Assembly Tree.
 The Procession.
 Process Quality Management.
 Measuring the Process.

 Select General Process Design.

 Carryover of Process Designs.
 Testing Selected Processes.
 Test Limitations.
 Identify Process Features and Goals.
 Identify Detailed Process Features and Goals.
 Design for Critical Factors and Human Error.
 Technique Errors.
 Lack of Instant Feedback.
 Human Inattention Errors
 Principles of Error proofing.
 Optimize Process Features and Goals.
 Establish Process Capability.
 Set and Publish Final Process Features and Goals.

- STEP 6: DEVELOP PROCESS CONTROLS/TRANSFER TO OPERATIONS

 Identify Controls Needed.
 Design Feedback Loop.
 Optimize Self-Control and Self-Inspection.
 Audit Plan for the Transfer
 Implement Plan and Validate Transfer.
 4th Section “DEFINITION OF QUALITY Control”
Quality Control Defined. This section describes the quality control process. “Quality
control” is a universal managerial process for conducting operations so as to provide
stability—to prevent adverse change and to “maintain the status quo.”
To maintain stability, the quality control process evaluates actual performance,
compares actual performance to goals, and takes action on the difference.
Quality control is one of the three basic managerial processes through which quality
can be managed. The others are quality planning and quality improvement, which
are discussed in Sections 3 and 5, respectively. The Juran trilogy diagram (Figure 4.1)
shows the interrelation of these processes.
 The Relation to Quality Assurance. Quality control and quality assurance have much
in common. Each evaluates performance. Each compares performance to goals.
The Feedback Loop. Quality control takes place by use of the feedback loop.
- THE ELEMENTS OF THE FEEDBACK LOOP
The feedback loop is a universal. It is fundamental to any problem in quality control.
It applies to all types of operations, whether in service industries or manufacturing
industries, whether for profit or not. It applies to all levels in the hierarchy, from the
chief executive officer to the work force, inclusive. However, there is wide variation in
the nature of the elements of the feedback loop. In Figure 4.5 a simple flowchart is
shown describing the quality control process with the simple universal feedback loop
imbedded.

 Choose the Control Subject.

 Establish Measurement.
 Establish Standards of Performance: Product Goals and Process Goals.
 Measure Actual Performance.
 The Sensor.
 Compare to Standards.
 Take Action on the Difference.
 The PDCA Cycle.
- THE PYRAMID OF CONTROL
Control subjects run to large numbers, but the number of “things” to be controlled is far
larger. These things include the published catalogs and price lists sent out, multiplied by
the number of items in each; the sales made, multiplied by the number of items in each
sale; the units of product produced, multiplied by the associated numbers of quality
features; and so on for the numbers of items associated with employee relations,
supplier relations, cost control, inventory control, product and process
development, etc.

 Control by Nonhuman Means.

At the base of the pyramid are the automated feedback loops and error-proofed processes
which operate with no human intervention other than maintenance of facilities (which,
however, is critical), These nonhuman methods provide control over the great majority of
things. The control subjects are exclusively technological, and control takes place on a real-
time basis.
 Control by the Work Force.
Delegating such decisions to the work force yields important benefits in human relations
and in conduct of operations.
 Control by the Managerial Hierarchy.
The peak of the pyramid of control consists of the “vital few” control subjects.
- PLANNING FOR QUALITY CONTROL
Planning for control is the activity which provides the system—the concepts, methodology, and
tools—through which company personnel can keep the operating processes stable and thereby
produce the product features required to meet customer needs.
 The Customers and Their Needs.
 Who Plans? (Staff planners who also plan the operating processes, Staff quality specialists)
 Quality Control Concepts.
 The Flow Diagram.
 Control Stations.
- STAGES OF PROCESS CONTROL
The flow diagram not only discloses the progression of events in the operating process,
it also suggests which stages should become the centers of control activity. Several of
these stages apply to the majority of operating processes.
 Setup (Startup) Control
 Running Control.
 Product Control.
 Facilities Control.
 Concept of Dominance.
 Seriousness Classification.
 Process Capability.
- THE CONTROL SPREADSHEET
The work of the planners is usually summarized on a control spreadsheet.
This spreadsheet is a major planning tool.
- PROCESS CONFORMANCE
Does the process conform to its quality goals? The umpire answers this question by
interpreting the observed difference between process performance and process goals.
 Special and Common Causes of Variation.
 The Shewhart Control Chart.
 Points Within Control Limits.
 Points Outside of Control Limits.
 Statistical Control Limits and Quality Tolerances.
 Self-Control; Controllability.
 Effect on the Process Conformance Decision.

- THE QUALITY CONTROL MANUAL

A great deal of quality planning is done through “procedures” which are really repetitive-
use plans. Such procedures are thought out, written out, and approved formally.
 5th Section “DEFINITION OF QUALITY Control”
The purpose of this section is to explain the nature of quality improvement and its
relation to managing for quality, show how to establish quality improvement as a
continuing process that goes on year after year, and define the action plan and
the roles to be played, including those of upper management.
 WHAT IS IMPROVEMENT?
As used here, “improvement” means “the organized creation of beneficial change; the
attainment of unprecedented levels of performance.” A synonym is “breakthrough.”
- THE QUALITY COUNCIL
The first step in mobilizing for quality improvement is to establish the company’s
quality council (or similar name).
 Membership.
 Responsibilities.
 Anticipating the Questions.
 Apprehensions about Elimination of Jobs.
 Assistance from the Quality Department.
- QUALITY IMPROVEMENT GOALS IN THE BUSINESS PLAN
Companies that have become the quality leaders—the role models—all adopted the
practice of enlarging their business plan to include quality-oriented goals.
 Deployment of Goals.
 The Project Concept.
 Use of the Pareto Principle.
 The Useful Many Projects.
- THE NOMINATION AND SELECTION PROCESS
Most projects are chosen through the nomination and selection process, involving
several steps: Project nomination, Project screening and selection, Preparation and
publication of project mission statements.
 Sources of Nominations.
 Effect of the Big Q Concept.
 The Nomination Processes.
 Nominations from the Work Force.
 Joint Projects with Suppliers and Customers.
- MISSION STATEMENTS FOR PROJECTS
Each project selected should be accompanied by a written mission statement that sets
out the intended end result of the project. On approval, this statement defines the
mission of the team assigned to carry out the project.
 Purpose of Mission Statements.
 The Numerical Goal.
 Perfection as a Goal.
 Publication of Mission Statements.
 Revision of Mission Statements.
- TEST OF THEORIES
There are many strategies for testing theories, and they follow the Pareto principle a
relative few of them are applicable to most problems. What follows is a brief description
of some vital few strategies along with their principal areas of application.
 The Factual Approach.
 Flow Diagrams.
 Process Capability Analysis.
 Process Dissection.
 Simultaneous Dissection.
 Defect Concentration Analysis.
 Association Searches.
 Cutting New Windows.
 Design of Experiments.
 Measurement for Diagnosis.
- PROGRESS REVIEW
Scheduled, periodic review of progress by upper managers is an essential part of
maintaining annual quality improvement.
 Review of Results.
 Inputs to Progress Review.
 Evaluation of Performance.
 6th Section “PROCESS MANAGEMENT”

The methodology described in this section is one which has been introduced
with increasing success by a number of prominent corporations, including the
ones already mentioned.
- THE PQM METHODOLOGY
A PQM effort is initiated when executive management selects key processes,
identifies owners and teams, and provides them with process mission statements
and goals. After the owners and team are trained in process methodology, they
work through the three phases of PQM methodology: planning, transfer, and
operational management.
The preliminary process mission and improvement goals for the process are
communicated to the owners (executive and working levels) and team by
the quality council. To do their jobs most effectively, the owners and team must
make the mission and goals their own. They do this in the first step of the
planning phase: defining the process.
- The Planning Phase: Planning the New Process. The first phase of PQM is Planning,
which consists of five steps: (1) defining the process, (2) discovering customer needs and
flow-charting the process, (3) establishing measurements of the process, (4) analyzing
process measurements and other data, and (5) designing (or redesigning) the process.
The output of the Planning Phase is the new process plan.
 Defining the Current Process.
 Discovering Customer Needs and Flowcharting the Process.
 Establishing Process Measurements.
 Process Measurements.
 Control Points.
 Process Variability, Stability, and Capability.
 Analyzing the Process.
 Designing (or Redesigning) the Process.
 Creating the New Process Plan.
- The Transfer Phase: Transferring the New Process Plan to Operations.

The transfer phase consists of three steps: (1) planning for implementation problems, (2)
planning for implementation action, and (3) deploying the new process plan.

 Planning for Implementation Problems.

 Creating Readiness for Change: A Model for Change.
 Planning for Implementation Action.
 Deploying the New Process Plan.
- Operational Management Phase: Managing the New Process.
The Operational Management Phase begins when the process is put into
operation. The major activities in operational management are: (1) process quality
control, (2) process quality improvement, and (3) periodic process review and
assessment.
 Process Quality Control.
“Process control” is an ongoing managerial process, in which the actual
performance of the operating process is evaluated by measurements taken at the
control points, comparing the measurements to the quality targets, and taking action
on the difference. The goal of process control is to maintain performance of the
business process at its planned level.

 Process Quality Improvement.

By monitoring process performance with respect to customer requirements, the
process owner can identify gaps between what the process is delivering and what is
required for full customer satisfaction. These gaps are targets for process quality
improvement efforts.