Juran's Quality Management: A Cross-Functional Approach

Juran is a founderof Juran Institute in Wilton, Connecticut. He advanced an idea known as Managing Business Process Quality, which is a technique for official cross-functional quality improvement. Juran contribution may, over the longer term, may be greater than Deming’s because Juran has broader concept, while Deming’s focus on statistical process control is more technical oriented.

Juran defines quality as wellness for use in terms of plan, conformance, availability, safety, and field use. Thus, this concept is closely incorporates the perspective of customer. Juran is prepared to measure everything and relies on systems and problem-solving techniques.

Juran's 10 stages to quality change are:

• Build attentiveness of opportunity to progress.

Total quality control guides the coordinated action of people, machines and information to achieve this goal. The first principle to recognize is that quality is every body’s job.”

Aemand V.Feigenbaum 3 different step of quality Leadership

Quality Leadership:

Management should take the lead in enforcing quality efforts. It should be based on sound planning.

Management Quality Technology:

The traditional quality programmes should be replaced by the latest quality technology for satisfying the customers in future.

Organisational Commitment:

Motivation and continuous training of the total work force tells about the organisational commitment towards the improvement of the quality of the product and the services.

Kaoru Ishikawa:

Kaoru Ishikawa is considered to be as Japan’s leading contributor in the area of TQM. He attached importance to total quality control. He developed ‘Ishikawa cause and effect diagram’, known as ‘fish bone diagram’ for solving the problems relating to

He also emphasised that 90-95 percent of the problems relating to quality can be solved by using the elementary statistical techniques, which do not need specialised knowledge.

He suggests ‘seven basic tools’ of quality management, viz.,

• Process flow charts

• Tally charts,

• c) Histograms,

• Paresto analysis,

• Cause and effect analysis,

• Scatter diagrams

• Control charts.

Crosby

Philip B. Crosby was a contemporary leader in TQM. He didn't engineer principles or steps. He simply made TQM easier for the layman to implement by breaking it down to an understandable ideology that organizations should adopt.

Crosby re-defined quality to mean conformity to standards set by the industry or organization that must align with customer needs.

There are Four Absolutes of Quality Management necessary for conformity,

• Quality is defined as conformance to standards

• The system for causing quality is prevention

• The performance standard is not arbitrary,it must be without defect

• The measurement of quality is price of non