DEMING AND JURANS PRINCIPLES FOR TOTAL QUALITY MANAGEMENT

By: Ravali Bhogaraju Mridula Grover Ipsita Mukherjee Aayush Sthapak Dibya Ranjan Maharana Kaushik Kishan Vemula Maitraya Rai.

 The Deming cycle, or PDSA cycle, is a continuous quality

improvement model consisting of a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Study (Check) and Act.
The PDCA cycle is also known as the Deming Cycle, or as

the Deming Wheel or as the Continuous Improvement Spiral. The PDCA cycle was in fact originally developed by Walter A. Shewhart, a Bell Laboratories scientist who was Deming's friend and mentor, and the developer of Statistical Process Control (SPC) in the late 1920s. So sometimes this is referred to as the "Shewhart Cycle". There are also several recent variations on this concept.

W E Deming PDCA Cycle

Demings 14 Principles
Create consistency of purpose toward the

improvement of product and service and communicate it to all the employees. Adopt the new philosophy of quality throughout all levels with the organization Cease dependence on inspection to achieve quality , understand that quality comes from improving processes. Contd..

 No Longer select suppliers based solely on

price. Move towards developing a long term relationship with a single supplier. Processes, products and services should be improved constantly, reducing waste. Institute extensive on-the-job training Improve supervision Drive out fear of expressing ideas and concerns.

 Break down barriers between departments. People should be encouraged to work together

as a team. Eliminate slogans and targets for the work force. Remove barriers that rob workers of their right to pride of workmanship. Institute a programme of education and self improvement Make sure to put everyone in the company to work to accomplish the transformation.

J.M. Jurans Trilogy

Developed the idea of 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 In 1951, the first edition of Jurans quality control handbook was published

Quality Planning Quality Improvement Quality Control

How To Manage For Quality: The Juran Trilogy

To attain quality, it is well to begin by establishing

the vision for the organization, along with policies and goals Managing for quality makes extensive use of three such managerial processes:
Quality Planning Quality Control Quality Improvement

These processes are now known as the Juran trilogy

Quality Planning
Establish quality goals Identify who the customers are Determine the needs of the customers Develop product features that respond to customers

needs

Develop processes able to produce the product features

Establish process controls; transfer the plans to the

operating forces

Quality Control
Evaluate actual performance

Compare actual performance with quality goals

Act on the difference

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

Fig : THE JURANS TRILOGY

Strength of Jurans Trilogy

The methodology searches a continuous improvement of

quality in every aspects of the organization, because if the implementation of the methodology does not give the desire results it is possible to start all over again

The methodology allows the use different quality tools to

cover the steps of Jurans Trilogy. It allows a better understanding of the relationships of every stage of the company

The methodology is well structured and allows the

companies that implement it, an easy understanding and application.

Weakness of Jurans Trilogy

To have quality control it is necessary to have a trained person with

knowledge in statistical processes or train a special person to be in charge of quality

The program is focus in the company process and not in labor force Analyzing the requirements of the program we found that the

companies who apply the program have a complex level of organization

This kind of methodologies show results in a long term; this

represents a risk for the company because the implementation of the quality program can be a waste of time, money and resources.