UNIT 5

The Juran Trilogy: Quality Planning

• The Juran Trilogy, also called Quality Trilogy, was presented by Dr. Joseph M. Juran in 1986 as a
means to manage for quality. The traditional approach to quality at that time was based on quality control,
but today, the Trilogy has become the basis for most quality management best practices around the world.
• In essence, the Juran Trilogy is a universal way of thinking about quality—it fits all functions, all levels, and
all product and service lines. The underlying concept is that managing for quality consists of three universal
processes:
• Quality Planning (Quality by Design)
• Quality Control (Process Control & Regulatory)
• Quality Improvement (Lean Six Sigma)
• The Juran Trilogy diagram is often presented as a graph, with time on the horizontal axis and cost of poor
quality on the vertical axis.
Quality Planning (Quality by Design)
• The design process enables innovation to happen by designing
products (goods, services, or information) together with the processes
—including controls—to produce the final outputs. Today many call
this Quality By Design or Design for Six Sigma (DFSS)
• The Juran Quality by Design model is a structured method used to
create innovative design features that respond to customers’ needs and
the process features to be used to make those new designs. Quality by
Design refers to the product or service development processes in
organizations.
Quality Improvement (Lean Six Sigma)
• Improvement happens every day, in every organization—even among
the poor performers. That is how businesses survive—in the short term.
Improvement is an activity in which every organization carries out tasks
to make incremental improvements, day after day. Daily improvement is
different from breakthrough improvement. Breakthrough requires special
methods and leadership support to attain significant changes and results.
• It also differs from planning and control as it requires taking a “step
back” to discover what may be preventing the current level of
performance from meeting the needs of its customers. By focusing on
attaining breakthrough improvement, leaders can create a system to
increase the rate of improvement.
Quality Control (Process Control & Regulatory

• Compliance or quality control is the third universal process in the Juran Trilogy.
• The term “control of quality” emerged early in the twentieth century. The concept
was to broaden the approach to achieving quality, from the then-prevailing after-
the-fact inspection (detection control) to what we now call “prevention (proactive
control).” For a few decades, the word “control” had a broad meaning, which
included the concept of quality planning. Then came events that narrowed the
meaning of “quality control.” The “statistical quality control” movement gave the
impression that quality control consisted of using statistical methods. The
“reliability” movement claimed that quality control applied only to quality at the
time of test but not during service life.
• Today, the term “quality control” often means quality control and compliance. The
goal is to comply with international standards or regulatory authorities such as
ISO 9000.
PLAN-DO-CHECK-ACT (PDCA) CYCLE?
• The Plan-do-check-act cycle is a four-step model for carrying out change. Just as a circle has no
end, the PDCA cycle should be repeated again and again for continuous improvement. The PDCA
cycle is considered a project planning tool.
• The PDCA/PDSA cycle is a continuous loop of planning, doing, checking (or studying), and
acting. It provides a simple and effective approach for solving problems and managing
change. The model is useful for testing improvement measures on a small scale before updating
procedures and working practices.
The 4 stages of the PDCA Concept Cycle
• Plan
• It is the stage where we analyze the problems that we want to be
solved, according to the following order:
• Definition of problems
• Setting goals
• Choice of methods
• Ask the question five times: why did the problem occur? Always
making a complete answer.
Do
• It’s time to get hands-on, executing what was determined in the
previous step:
• Practice the method
• Execute
• Make changes
• Don’t need to strive for perfection, just look for what can be done in a
practical way
• Measure and record the results
Check
• It is one of the most important steps that define the PDCA concept
cycle. After checking, we will see if the action has improved:
• Check whether the standard is being obeyed
• Check what’s working and what’s going wrong
• At every step, ask why?
• With the answers, improve and practice the defined method
Act
• Time to act more assertively.
• Things going as planned? Then continue!
• Well actually, there are some problems? Then act to correct and
prevent the errors!
• Improve the work system
• Repeat the solutions that worked
• At the end of the fourth phase, the PDCA concept suggests that the
cycle restarts again, to seek a continuous and uninterrupted
improvement.
WHEN TO USE THE PDCA CYCLE
• Use the PDCA cycle when:
• Starting a new improvement project
• Developing a new or improved design of a process,
product, or service
• Defining a repetitive work process
• Planning data collection and analysis in order to
verify and prioritize problems or root causes
• Implementing any change
• Working toward continuous improvement
The Plan-do-check-act Procedure
1.Plan: Recognize an opportunity and plan a change.
2.Do: Test the change. Carry out a small-scale study.
3.Check: Review the test, analyze the results, and
identify what you’ve learned.
4.Act: Take action based on what you learned in the
study step. If the change did not work, go through
the cycle again with a different plan. If you were
successful, incorporate what you learned from the
test into wider changes. Use what you learned to
plan new improvements, beginning the cycle again.
PLAN-DO-CHECK-ACT EXAMPLE
• The Pearl River, NY School District, a 2001 recipient of
the Malcolm Baldrige National Quality Award, used the
PDCA cycle as a model for defining most of their work
processes, from the boardroom to the classroom.
• The PDCA model was the basic structure for the district’s:
• Overall strategic planning
• Needs analysis
• Curriculum design and delivery
• Staff goal-setting and evaluation
• Provision of student services and support services
• Classroom instruction
https://asq.org/quality-resources/pdca-cycle
KAIZEN
Kaizen (continuous improvement)
• Kaizen is an approach to creating continuous improvement based on
the idea that small, ongoing positive changes can reap significant
improvements.
• Typically, it is based on cooperation and commitment and stands in
contrast to approaches that use radical or top-down changes to achieve
transformation.
• Kaizen is core to lean manufacturing and the Toyota Way. It was
developed in the manufacturing sector to lower defects, eliminate
waste, boost productivity, encourage worker purpose and
accountability and promote innovation.
10 principles of Kaizen
1.Let go of assumptions.
2.Be proactive about solving problems.
3.Don't accept the status quo.
4.Let go of perfectionism and take an attitude of iterative, adaptive change.
5.Look for solutions as you find mistakes.
6.Create an environment in which everyone feels empowered to contribute.
7.Don't accept the obvious issue; instead, ask "why" five times to get to the
root cause.
8.Cull information and opinions from multiple people.
9.Use creativity to find low-cost, small improvements.
10.Never stop improving.
Kaizen 5S framework
• A 5S framework is a critical part of the Kaizen system and establishes an ideal physical workplace.
The 5Ses focus on creating visual order, organization, cleanliness and standardization to improve
profitability, efficiency, service and safety. Below are the original Japanese 5Ses and their common
English translations.
• Seiri/Sort (organize). Separate necessary workplace items from unnecessary ones and remove
unnecessary items.
• Seiton/Set in order (create orderliness). Arrange items to allow for easy access in the way that
makes the most sense for work.
• Seiso/Shine (cleanliness). Keep the workspace clean and tidy.
• Seiketsu/Standardize (standardized cleaning). Systematize workplace cleanup best practices.
• Shitsuke/Sustain (discipline). Keep the effort going.
 Kaizen advantages
• Kaizen's focus on gradual improvement can create a gentler approach to change in contrast to big efforts that
may be abandoned due to their tendency to provoke change resistance and pushback.
• Kaizen encourages scrutiny of processes so that mistakes and waste are reduced.
• With fewer errors, oversight and inspection needs are minimized.
• Employee morale improves because Kaizen encourages a sense of value and purpose.
• Teamwork increases as employees think beyond the specific issues of their department.
• Client focus expands as employees become more aware of customer requirements.
• Systems are in place to ensure improvements are encouraged both in the short and long terms.
Kaizen disadvantages

• Companies with cultures of territorialism and closed

communication may first need to focus on cultural changes to
create a receptive environment.
• Short-term Kaizen events may create a burst of excitement that
is shallow and short-lived and, therefore, is not sustained.
QUALITY CIRCLE
Meaning of Quality Circles:
• Conceptually Quality Circles can be described as a small group of employees of the same work area, doing
similar work that meets voluntarily and regularly to iden­tify, analyse and resolve work-related problems.
• This small group with every member of the circle participating to the full carries on the activities, utilising
problem-solving techniques to achieve control or improvement in the work area and also help self and mutual
development in the process.
• The concept of the Quality Circle is based on “respect for the human individual” as against the
traditional assumption based on suspicion and mistrust between management and its em­ployees.
• Quality circles built mutual trust and create greater understanding between
the manage­ment and the workers. Cooperation and not confrontation is the
key element in its operation. Quality Circles aims at building people,
developing them, arousing genuine interest and dedication to their work to
improve quality, productivity, cost reduction etc.
• Thus we can say that a quality circle is a group of 5 to 8 employees
performing similar work, who volunteer themselves to meet regularly, to
identify the cause of their on-the-job problems, employ advanced problem-
solving techniques to reach solutions and implement them.
• The con­cept is based on the premise that the people who do a job everyday
know more about it than anyone else and hence their voluntary involvement
is the best way to solve their work related problems.
Characteristics of Effective Quality
Circles
• 1. The atmosphere should be informal, comfortable and relaxed.
The members should feel involved and interested.
• 2. Everyone should participate.
• 3. The objectives should be clear to the members.
• 4. The members should listen to each other.
• 5. The group should feel comfortable even when there are
disagreements.
• 6. The decisions should generally be taken by a kind of
consensus and voting should be minimum.
• 7. When an action is required to be taken, clear assignments
should be made and ac­cepted by all the members.
• 8. The leader should not dominate the group. The main idea
should not be as to who controls but how to get the job done.
• 9. Until a final solution is found and results are attained
feedback is necessary.
Objectives of Quality Circles:

• (i) To improve quality, productivity, safety and cost reduction.

• (ii) To give chance to the employees to use their wisdom and creativity.
• (iii) To encourage team spirit, cohesive culture among different levels and sections of the
employees.
• (iv) To promote self and mutual development including leadership quality,
• (v) To fulfill the self-esteem and motivational needs of employees.
• (vi) To improve the quality of work-life of employees.
Benefits of Quality Circles (Q.C.)

• 1. Through the forum of Q.C. the chronic problems-of organisations which really create
hurdles in work get resolved by the grass root employees of organisation, whose knowl­
edge and experience otherwise is not fully utilized.
• 2. With such a capable workforce, any organization can easily undertake more difficult
and challenging assignments for its growth and profit.
• 3. As the employees gain the experience they take on more challenging projects, in due
course they undertake projects on cost reduction, material handling, quality
improvement, preventing wastage, improving delivery schedule, improving customer
service, im­proving inspection, and test methods, preventing accidents improving design
and pro­cess etc.
• 4. Cost reduction.
• 5. Increased productivity.
• 6. Improved quality.
• 7. Better communication.
• 8. Better house-keeping.
• 9. Increased team work.
• 10. Smooth working.
Quality Circle
• The Quality Circle refers to the group of individuals who
meet on a regular basis to discuss the work-related
problems. Generally, the quality circles are small group
gatherings, led by the supervisor or the manager who
presents the solutions to the management.
• The purpose behind the formation of a quality circle is to
motivate employees to share the problems affecting their
work area and help in improving the performance of the
organization as a whole. Generally, the quality circles focus
on issues such as occupational health and safety,
improvement in the working environment and
manufacturing processes, etc.
• The quality circles are formed to fulfill any of the following
objectives:
• To contribute towards the development of an organization.
• To create a healthy work environment such that employees
find the place worthwhile to work
• To explore the hidden potential of the individuals and
drawing out the infinite possibilities.
• To improve the product quality and the productivity of the
organization.
• To improve the team skills, capabilities, confidence and
creativity through education, training, and participation of
volunteers in the circles.
Characteristics of Effective Quality
Circles:
• 1. The atmosphere should be informal, comfortable and relaxed.
The members should feel involved and interested.
• 2. Everyone should participate.
• 3. The objectives should be clear to the members.
• 4. The members should listen to each other.
• 5. The group should feel comfortable even when there are
disagreements.
• 6. The decisions should generally be taken by a kind of
consensus and voting should be minimum.
• 7. When an action is required to be taken, clear assignments
should be made and ac­cepted by all the members.
• 8. The leader should not dominate the group. The main idea
should not be as to who controls but how to get the job done.
• 9. Until a final solution is found and results are attained
feedback is necessary.
The main features of QC can be
listed as follows:
• 1. Voluntary Groups:QC is a voluntary group of employees generally coming
from the same work area. There is no pressure from anywhere on employees to
join QC.
• 2. Small Size:
• The size of the QC is generally small consisting of six to eight members.
• 3. Regular Meeting:QC meetings are held once a week for about an hour on
regular basis. The members meet during working hours usually at the end of
the working day in consultation with the manager. The time of the meetings is
usually fixed in advance in consultation with the manager and members.
• 4. Independent Agenda:
• Each QC has its own agenda with its own terms of reference. Accordingly, each
QC discusses its own problems and takes corrective actions.
• 5. Quality Focused:As per the very nature and intent of QC, it
focuses exclusively on quality issues. This is because the
ultimate purpose of QC is improvement in quality of product
and working life.
7 QC Tools List
1.Check Sheet
2.Fishbone Diagram
3.Histogram
4.Pareto Chart
5.Control Chart
6.Scatter Diagram
7.Stratification Diagram (Some lists replace stratification with
Process Flowchart)
Check Sheet
• The check sheet is used for collecting, recording, and analyzing the
data. Data collection is an important activity in the problem-solving
process as it provides a basis for further action. Data may be
numerical, observations and opinions, etc.
• Fishbone Diagram
• Fishbone diagram is also called as Cause and Effect
diagram and Ishikawa diagram. It helps to Identify all possible
potential causes and select the real/best potential cause which
contributes to the problem/effect. The brainstorming technique is used
for potential cause identification.
• Histogram
• A Histogram is a pictorial representation of a set of data, and the most
commonly used bar graph for showing frequency distributions of
data/values.
• Pareto Chart
• The Pareto chart helps to Narrow the problem area or prioritize the
significant problems for corrective measures. The pareto principle is
based on the 80-20 rule. It means that 80 percent of the
problems/failures are caused by 20 percent of the few major
causes/factors which are often referred to as Vital Few.
• And the remaining 20 percent of the problems are caused by 80
percent of many minor causes which are referred to as Trivial Many.
Hence, it gives us information about Vital few from Trivial many.
• Control Chart
• A control chart is also known as the SPC chart or Shewhart chart. It is
a graphical representation of the collected information/data and it
helps to monitor the process centering or process behavior against the
specified/set control limits.
• Scatter Diagram A Scatter diagram is also known as Correlation
Chart, Scatter Plot, and Scatter Graph. A Scatter graph is used to find
out the relationship between two variables. In other words, it shows
the relationship between two sets of numerical data. Scatter graph
shows a Positive or Negative correlation between two variables.
Stratification Diagram
• A technique used to analyze and divide a universe of data into
homogeneous groups is called -Strata. Stratification tools are used
when the data come from different sources or conditions, such as data
collected from different shifts, machines, people, days, suppliers and
population groups, etc.
WHY DO WE NEED 7 QC TOOLS
• We need Quality Tools for :
• Problem Solving – making decisions & judgments.
• For Process Measurement.
• For continual improvement in products, processes, and services.
• To improve Quality, Productivity, and Customer Satisfaction.
7QC Tools benefits
• To analyze and solve quality problems effectively.
• Improve product and process quality.
• Enhance customer satisfaction.
• Reduce cost due to poor quality.
• Helps in investigating the potential causes and real root cause of the
problem for taking effective countermeasures.
• Check sheet helps in data collection and recording for quality problem
analysis.
• Identify and reduce the process variation using the SPC quality tool.
• Pareto QC tool helps to narrow down the quality problem using the
80/20 rule.
• Helps in identifying the various sources of variations present in the
process.
• Improve the employee’s analytical and problem-solving skills.
 ISO 9000:2000

 Quality system standards adopted in 1987

by International Organization for
Standardization; revised in 1994 and 2000
 Technical specifications and criteria to be
used as rules, guidelines, or definitions of
characteristics to ensure that materials,
products, processes, and services are fit
for their purpose.
46
 Objectives of ISO 9000 Standards

 Achieve, maintain, and improve product

quality
 Improve quality of operations to continually
meet customers’ and stakeholders’ needs
 Provide confidence to management,
employees, customers, and stakeholders
that quality requirements are fulfilled
47
 ISO 9000:2000 Standards

 ISO 9000:2000, Quality Management

Systems – Fundamentals and Vocabulary
 ISO 9001:2000, Quality Management
Systems - Requirements
 ISO 9004:2000, Quality Management
Systems – Guidelines for Performance
Improvement.
 According to ISO 9000:2000, these 48
 ISO 9000:2000 Quality
Management Principles
1. Customer Focus:Organizations depend on their
customers and therefore should understand current and
future customer needs, should meet customer.
requirements, and strive to exceed customer
expectations.
2. Leadership:Leaders establish unity of purpose and
direction of the organization. They should create and
maintain the internal environment in which people can
become fully involved in achieving the organization’s
objectives.
3. Involvement of People:People at all levels are the
essence of an organization and their full involvement
enables their abilities to be used for the organization’s
benefit. 49
Process Approach:A desired result is achieved more efficiently
when activities and related resources are managed as a
process.
System Approach to Management:Identifying, understanding,
and managing interrelated processes as a system contributes
to the organization’s effectiveness and efficiency in achieving
its objectives
Continual Improvement:Continual improvement of the
organization’s overall performance should be a permanent
objective of the organization.
Factual Approach to Decision Making:Effective decisions are
based on the analysis of data and information.
Mutually Beneficial Supplier Relationships:An organization and
its suppliers are interdependent and a mutually beneficial
relationship enhances the ability of both to create value.
 ISO 9000 Certification Process
(1 of 2)

1. The company first implements the control

and documentation procedures outlined in
the series.
2. It then involves a thorough audit by an
independent certification organization (i.e., a
Registrar) that is licensed to register quality
systems by an accreditation body (e.g.,
Registrar Accreditation Board in U.S.)
51
 ISO 9000 Certification Process
(2 of 2)

3. Upon compliance, it receives a registration

certificate and its name is included in a
published directory of registered suppliers.
4. The systems will be continually verified by
the registrar in periodic surveillance and full
audits are conducted every few years.
52
 Potential Benefits of
Registration (1 of 2)

 Documentation of quality management

system
 Reduction of variation
 Help develop and expand business
 Reduction or elimination of customer audit
 Increased profitability/reduced costs
53
SIX SIGMA
• Six Sigma is a business management strategy which aims at improving the quality of processes by
minimizing and eventually removing the errors and variations. The concept of Six Sigma was
introduced by Motorola in 1986, but was popularized by Jack Welch who incorporated the strategy
in his business processes at General Electric. The concept of Six Sigma came into existence when
one of Motorola’s senior executives complained of Motorola’s bad quality.
• Six Sigma ensures superior quality of products by removing the defects in the processes and
systems.

• According to Six Sigma any process which does not lead to customer satisfaction is referred to as
a defect and has to be eliminated from the system to ensure superior quality of products and
services.

• The process of Six Sigma originated in manufacturing processes but now it finds its use in other
businesses as well. Proper budgets and resources need to be allocated for the implementation of
Six Sigma in organizations.
• Following are the two Six Sigma methods:

 DMAIC

 DMADV

• DMAIC focuses on improving existing business practices. DMADV, on the other hand focuses on
creating new strategies and policies.
DMAIC has Five Phases
• D - Define the Problem. In the first phase, various problems which need to be addressed to are clearly
defined. Feedbacks are taken from customers as to what they feel about a particular product or service.
Feedbacks are carefully monitored to understand problem areas and their root causes.

• M - Measure and find out the key points of the current process. Once the problem is identified, employees
collect relevant data which would give an insight into current processes. it helps to understands the root
cause of the process.

• A - Analyze the data. The information collected in the second stage is thoroughly verified. The root cause
of the defects are carefully studied and investigated as to find out how they are affecting the entire
process.

• I - Improve the current processes based on the research and analysis done in the previous stage. Efforts
are made to create new projects which would ensure superior quality.

• C - Control the processes so that they do not lead to defects.

 DMADV Method
• D - Design strategies and processes which ensure hundred percent customer satisfaction.(Defining the
customer’s needs)

• M - Measure and identify parameters that are important for quality.(measuring the customer’s needs)

• A - Analyze and develop high level alternatives to ensure superior quality.when the team analyzes the process
options that will best meet the customer’s required deliverables.(finding process options that will meet the
customer’s needs)

• D - Design details and processes.(designing a business model that helps meet the customer’s needs)

• V - Verify various processes and finally implement the same.(verifying that the new model meets the
customer’s needs)
• DMAIC and DMADV are similar in that they are both used to:

• Reduce the number of defects.

• Find quality related solutions to problems using data and

statistical tools.

• Help achieve an organization’s financial and organisational

obj ect i ves .
What is Total Productive Maintenance (TPM)?
• Total productive maintenance is a complete system for maintenance of equipment that aims at
achieving an optimal production environment devoid of defects, downtime, stoppages and
accidents.

• One distinct advantage of total productive maintenance is that it empowers the shop floor to work
in a concerted manner to ensure that machines are functioning at their optimal performance.

• In fact, in a lean production setup that is practicing TPM, you find it difficult to distinguish
between normal operators and maintenance staff.

• This is because they all are proactively involved in the maintenance of machines which leads to
increased productivity, lower costs, improve quality and extended machine lifespan.
• TPM is a lean manufacturing philosophy that centres on achieving near-perfect
production. Its aims are high: no breakdowns, no small stops or slow running, no
defects, and no accidents.

• It emphasises proactive and preventative maintenance to maximise the lifespan

and productivity of equipment.

• And it does this by empowering all employees to take responsibility for such
equipment.
• Total Productive Maintenance is a program for increasing efficiency of
machines and processes which stands on eight pillars with 5S as its
foundation.

• 5S is considered the foundation of the lean TPM program because without it the
initiative will founder under the weight of disorganization, indiscipline and
inefficiency.

• It is important because it results in a clean, visually organized workplace that is

self-maintaining. 5S consists of five basic steps:
• Sorting(eliminate anything that is not truly needed in the work area) all the
items in the workplace and removing everything that is not necessary and does not
cont r i but e t o t he cr eat i on of val ue f or t he cus t omer

• Setting in Order(organize the remaining items) everything that remains in an organized

manner such that find items and raw materials is easy. This reduces waiting and
searching time in the process enhancing the flow of value throughout the value chain

• Shining(clean the work area) is a way of making any abnormalities visible as well
ensuring that quality of the final product is of a high standard. It has been observed that
a clean and organized workplace has a positive effect on worker morale , not to mention
that it also ingrains a sense discipline – all of which has an impact on overall
productivity
• Standardizing(create standards for performing the above three
activities) ensures that the improvements made are documented for
posterity as well as serving as a basis for further improvements and
training
• Sustaining(ensure the standards are regularly applied) the im provem ents
through scheduled audits is a way of stabilizing the system by ensuring
the agreed standards are been followed. Audits also serve as a measure of
the effectiveness of the established standards – feedback that can be used
to determine whether the standards need further revision or improvement