...requiring suppliers to do the same, and deliver the product on time based on a strategic plan. Of course, quality standards in the United States may and are different from other parts of the world. The origins of quality in the United States took much of its shape from Japan in the mid-1900s when it was realized that most consumers referred to Japanese made products as poor quality; by taking charge of their manufacturing destiny quality in Japan turned a 180 degrees. It was during this same period that some of the quality pioneers we are familiar with took their shape on the world. One such pioneer of quality was Joseph M. Juran, who was also one of the oldest in this profession just passing away in 2008, referred to as the “father of quality” (The Juran Institute, 2010), and considered to be a true theorist on the subject. Dr. Juran began his...
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...the industry being discussed.” Quality can be defined as a dynamic state associated with products, services, people, processes, and environment that meets or exceeds expectations and helps produce superior value”(Goetsch&Davis,2010). Elements important to an organization are vision, mission, objectives, customer focus, obsession with quality, commitment, continual improvement, education, and training. The elements assist organizations with creating a new foundation and maintaining a structure that may allow an organization to be successful if the elements are utilized and there is continual improvement. There are three well-known quality pioneers known for the use of total quality elements. The pioneers are W. Edwards Deming, Joseph M. Juran, and Philip B. Crosby. The United States and international countries did not warmly welcome Deming and the United States dismissed Deming as the United States believed there was little competition with international countries and his opinion was not needed. After World War II, Japan had to make a change from producing raw materials to producing consumer goods. This change put Japan up against other countries and Japan was not having much success with the new change. Japan contacted Deming for his expertise advice and was open to making the appropriate changes needed in order to be successful. The turn around for Japan was using Deming’s fourteen point structure. “The fourteen...
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...The Quality Contributions of Joseph Juran Team 6 October 13, 2015 This report will cover a short biography of Joseph Juran, as well as his principles and quality contributions. These will include the ideology behind the Juran Trilogy, publications, and his present day impact on quality practices. Executive Summary Joseph Juran is one of the leading contributors to quality theory. He established “The Juran Trilogy” to identify the three main components of quality improvement: planning, control, and improvement, as well as writing multiple books, and “Juran’s Quality Handbook.” His concepts have helped define quality analysis to reduce waste caused by quality inefficiencies, and are still used in quality improvement models today. The Juran Handbook is a compilation of Juran’s theories as well as other quality professionals to establish an overall explanation of quality concepts, and areas of improvement. This handbook elaborates on concepts such as strategic deployment, total quality management, and how to train for quality improvements. Published in 1998 by McGraw-Hill, Juran’s Handbook is used as an excellent tool to describe and implement quality improvements in any organizational function. Joseph Juran featured writings add the human dimension to quality, they clarify processes, theories, and models to individuals and firms. The writing listed in the Joseph Juan publication sections are just a few of the many writing in his life, but each brought an extraordinary...
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...Walter Shewhart - The Grandfather of Total Quality Management. His Ideas The original notions of Total Quality Management and continuous improvement trace back to a former Bell Telephone employee named Walter Shewhart. One of W. Edwards Deming's teachers, he preached the importance of adapting management processes to create profitable situations for both businesses and consumers, promoting the utilization of his own creation -- the SPC control chart. Dr. Shewhart believed that lack of information greatly hampered the efforts of control and management processes in a production environment. In order to aid a manager in making scientific, efficient, economical decisions, he developed Statistical Process Control methods. Many of the modern ideas regarding quality owe their inspirtation to Dr. Shewhart. He also developed the Shewhart Cycle Learning and Improvement cycle, combining both creative management thinking with statistical analysis. This cycle contains four continuous steps: Plan, Do, Study and Act. These steps (commonly refered to as the PDSA cycle), Shewhart believed, ultimately lead to total quality improvement. The cycle draws its structure from the notion that constant evaluation of management practices -- as well as the willingness of management to adopt and disregard unsupported ideas --are keys to the evolution of a successful enterprise. Deming’s 14 Points on Quality Management, a core concept on implementing total quality management, is a set of management...
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...physics and was trained as a statistician (Evans & Lindsay, 2014). At the end of WW II, Deming worked for the U.S. government and traveled to Japan to help rebuild their economy with his unique style of management (W. Edwards Deming Institute, 2012). The Deming philosophy never defined or described quality precisely. His philosophy focused on continuous improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management (Evans & Lindsay, 2014). Deming also believed that higher quality would lead to higher productivity and would then strengthen competitiveness. Joseph Juran spent most of his time as a corporate industrial engineer and did most of the writing, editing, and publishing of the Quality Control Handbook (Evans & Lindsay, 2014). Like Deming, he taught quality principles to the Japanese and was a principal force in their quality reorganization (Evans & Lindsay, 2014). Juran developed basic steps that companies must take, however he believed there was a point of diminishing return; a point at which quality goes beyond the consumer needs (Reference for Business). This process is called the Pareto Principle, or the Juran 80/20 rule: 80 percent of the trouble comes from 20 percent of the problems (Reference for Business). Philip B. Crosby was a corporate vice president for quality at International Telephone and Telegraph and then established Philip...
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...Philip B. Crosby, and Joseph M. Juran. Throughout the twentieth century, these three men have continuously integrated new systems for improvement in the quality system. The first and probably most well known of these philosophers is W. Edwards Deming. Deming first came into the public eye when he was credited with assisting the Japanese after World War II and helping to elevate the Japanese industry into the forefront of world industry. Deming stresses that the most important part of quality is the role of management. Deming also emphasizes on achieving long term goals through cultural transformation rather then short term needs. Deming’s findings can be viewed best through his “System of Profound Knowledge,” and his “14 Points of Management.” While Deming was continually expanding his research, Philip B. Crosby entered the forefront of quality in the 1970’s. Crosby has been a consulter as well as a trainer for many leaders in the manufacturing industries. Like Deming, Crosby also has a “14-Step Pan for Quality Improvement.” Crosby’s main focus is first evaluate the quality system and make improvements on the current system. Another of Crosby’s main concerns is defects. Crosby emphasizes that the performance standard should be “zero defects.” The most recent of the philosophers is Joseph M. Juran. In the late 1980’s Juran founded an institute to consult and train management in quality. In addition to Deming, Juran also visited Japan to assist their...
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...Quality Management Principles Quality Gurus / Philosophies And Frameworks 1 Leaders in the Quality Revolution Edward Deming • Joseph M. Juran • Philip B. Crosby • Armand V. Feigenbaum • Kaoru Ishikawa • 2 Edward Deming • 1950’s introduced importance of quality and Statistical Quality Control to the Japanese • Credited with helping the Japanese to become an economic power • Developed a 14 point plan for managers to improve quality, productivity and competitive position Edward Deming The Deming philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management. Deming Chain Reaction Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Stay in business 5 Provide jobs and more jobs Deming’s 14 Points (Abridged) (1 of 2) 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 6 Deming’s 14 Points (2 of 2) 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas and M.B.O. Focus on improvement. 12. Remove...
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...INTRODUCTION In thinking about an ideal Total Quality Management (TQM) in a government organization of the 21st century, what follow is innovation, globalization, and a new culture that organizations need to adapt constantly to meet new market situations and competitive business world. "TQM refers to a management process and set of disciplines that are coordinated to ensure that the organization consistently meets and exceeds customer requirements. It allows organizations to survive the global business competition and allows for a continuous improvement (kaizen) to the needs of the rapidly changing world by having organizations move from the current way of doing things to a new and possibly different way of doing things based on systematic management of data of all processes and practices that eliminates waste. TQM require engagement of all divisions; departments and senior management to organize all its strategy and operations around customer needs and develops a culture that allows employee participation. For service organizations, TQM has become a philosophy of management that is driven from the continuous improvement of customer satisfaction that offers meaning to an organization existence in delivering meaningful services to customers and satisfaction and growth to members of the organization. It is from this premises that TQM strategy is to achieve excellence in quality service, low cost, high productivity and organizational effectiveness [Evans, J & Lindsay, W. 2008]...
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... Outline Quality Theory What is Theory? Inductive Reasoning v.s. Deductive Reasoning Leading Contributors to Quality Theory Dodge; Fisher; Shewhart; Deming; Crosby; Juran; Feigenbaum; Ishikawa; Taguchi; Conclusion Quality Management Evolution Lean Six-Sigma Evolution; Holistic Views of Quality Evolution Viewing Quality Theory from a Contingency Perspective Quality Theory Implementation Depends on ambient Environment 2 Understanding Quality Concepts 3/1/2014 Quality Theory Defining Theory Inductive Reasoning v.s. Deductive Reasoning 3 Understanding Quality Concepts 3/1/2014 Defining Theory A coherent group of general propositions used as principles of explanation for a class of phenomena. An example for quality theory Quality Improvement Worker Morale Proposition Explain Phenomena 4 Understanding Quality Concepts 3/1/2014 Induction v.s Deduction Induction Collect data and then find out general phenomena (Chs. 2 and 10) Deduction State hypotheses and assume models, and then collect data to support the statements. (Chs. 11-12) 5 Understanding Quality Concepts 3/1/2014 Leading Contributors to Quality Theory Dodge: AS Fisher: DOE Shehwart: Control Chart Deming: Application Crosby Juran Feigenbaum Ishikawa Taguchi 6 Understanding Quality Concepts 3/1/2014 Harold F. Dodge (1893-1976) Developed Acceptance Sampling (AS) methodologies in 1928 A form...
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...The Deming Approach W. Edward Deming's philosophy is one that focuses on continuous improvement at all levels of an organization for all products and services. The philosophy is articulated in Deming's 14 Points and Seven Deadly Diseases. Deming's philosophy and TQM go hand in hand. You would be hard-pressed to find a TQM implementation that did not have Deming's philosophy as part of its foundation. Deming noted the villain was variation, and variation exists in everything. Our challenge is to identify and reduce variation in order to improve the quality of the items produced or services provided. For years, many struggled with Deming's points. Some complained that many of the points were not realistic, asking, for example, how can you run a business without using numbers? Doing so was just not possible, they said. In his 1993 book, The New Economics for Industry, Government & Education, Deming provided insight into his thinking. In the text is a chapter titled Theory of Profound Knowledge. Here, Deming outlined the basic thinking for creating change. There were some who intuitively understood his theory years before it was published. Those were the people and groups that had been successful in implementing TQM. The changes required to implement Deming's philosophy are not easy and will take time, but the rewards are worth the changes. We only need to look a Toyota to see just what can be accomplished! For many, if not most, U.S. businesses, Deming's ideas are revolutionary...
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...MGT420 Individual Theory Matrix | |Major Concepts |Process of Theory Proposed |Process-Driven Quality |Customer-Driven Quality |Company Example That Has Applied | |Theorist: | | |Requirements |Requirements |This Theory | |Juran |Focuses on parts of the |Three basic steps to progress Ten|Juran was an engineer and he |Quality planning is the first |Bausch & Lomb | | |organization, not whole. He also |steps to quality improvement The |firmly believed that quality does|stage of his trilogy and is | | | |defined quality as “fitness for |Juran Trilogy Juran’s Pareto |not happen accidentally, |basically aligning an | | | |use”, and developed concept of |Principle |therefore all of his theories are|organization’s products and | | | |cost of quality. | |process driven – organizations |processes with customers’ needs | | | | | ...
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...MGT420 Individual Theory Matrix | |Major Concepts |Process of Theory Proposed |Process-Driven Quality |Customer-Driven Quality |Company Example That Has Applied | |Theorist: | | |Requirements |Requirements |This Theory | |Juran |Concentrates on parts of the |Three basic steps to progress Ten|Juran was an architect |Quality planning is the first |Lenscrafters | | |association, not entirety. He |steps to quality improvement The |what's more, he solidly accepted |stage of his trilogy and is | | | |moreover characterized quality as|Juran Trilogy Juran’s Pareto |that quality does not happen |basically aligning an | | | |"wellness for utilization", and |Principle |coincidentally, accordingly the |organization’s products and | | | |created idea of expense of value | |greater part of his speculations |processes with customers’ needs. | | | | | ...
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...İMO Teknik Dergi, 1997 1327-1342, Yazı 98 Inşaat Sektöründe Toplam Kalite Yönetimi David ARDITI* H. Murat GÜNAYDIN** . öz Inşaat sektöründe kabul edilebilir katite düzeyine ulaşmak uzun süredir bir sorun olarak karşımıza çıkmaktadır. Zaman para ve kaynak~ar, yetersiz veya olmayan kalite yönetimi prosedürleri yüzünden israf edilmektedir. Ilk kez Japonya' da 1950' lerde üretim sektöründe uygulanmaya başlanan Toplam Kalite Yönetimi (TKY) sistemi, son yıllarda ABD firmaları tarafından uygulanmış, verimlilik, maliyet ve güvenilirlik açılarından olumlu sonuçlar vermiştir. Son yıllarda, TKY sisteminin inşaat projelerinde de kullanıldığı gözlenmektedir. Bu yazıda, TKY kavramının gelişmesi ve ana hatları gözden geçirilecek, TKY ilkelerinin inşaat sektörüne uygulanabilirliği tartışılacak, TKY ögelerinin inşaat süreci kalitesine etkileri araştırılacak, ve TKY sisteminin inşaat sektöründe etkin bir şekilde kullanılabilmesi için öneriler yapılacaktır. ABSTRACT Attainment of acceptable levels of quality in the construction industry has long been a problem. Great expenditures of time, money and resources, both human and material, are wasted each year because of inefficient or nonexistent quality management procedures. The manufacturing industry has developed Total Quality Management (TQM) concepts, first applied in J apan and in recent years used in the United States, which have produced many positive effects including increased productivity, decreased product cost and high levels...
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...Quality Management a Competitive Advantage in a Global Market Total Quality Management (TQM), Six Sigma, and International Standards Organization (ISO), are three of the processes or tools organizations need to compete and give them a competitive advantage in the global market of today and that will allow them to keep up with the ever changing World market in the future. Total Quality Management (TQM) is a philosophy that says that uniform commitment to quality in all areas of an organization promotes an organizational culture that meets consumers' perceptions of quality. The concept of TQM rests largely on five principles: • Produce quality work the first time. • Focus on the customer. • Have a strategic approach to improvement. • Improve continuously. • Encourage mutual respect and teamwork. To be effective in improving quality, TQM must be supported at all levels of an organization, from the highest executive to the lowest-level hourly employee. TQM extends the definition of quality to all functional areas of the organization, including production, marketing, finance, and information systems. The process begins by listening to customers' wants and needs and then delivering goods and services that fulfill these desires. TQM even expands the definition of customer to include any person inside or outside the company to whom an employee passes his or her work. In an assembly plant, for example, the warehouse supplies its customer, which is the line operator of...
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...Joseph Juran Joseph Moses Juran (December 24, 1904 – February 28, 2008) was a Romanian-born American management consultant and engineer. Dr. Joseph Juran is considered to have had the greatest impact on quality management after W. Edwards Deming. He is principally remembered as an evangelist for quality and quality management, having written several influential books on those subjects including the Quality Control Handbook and Managerial Breakthrough. In 1941, after discovering the Pareto principle by Vilfredo Pareto, he began to apply it to quality issues. In later years, Juran preferred "the vital few and the useful many" to signal the remaining 80% of the causes should not be totally ignored. Although his philosophy is similar to Deming’s, there are some differences. Whereas Deming stressed the need for an organizational “transformation,” Juran believes that implementing quality initiatives should not require such a dramatic change and that quality management should be embedded in the organization. One of his important contributions is his focus on the definition of quality and the cost of quality and poor quality. He extended his quality management to encompass nonmanufacturing processes, especially those that might be thought of as service related. Juran is credited with defining quality as fitness for use rather than simply conformance to specifications. Juran was one of the first to think about the cost of poor quality. This was illustrated by his "Juran trilogy"...
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