Juran on Quality by Design: The New Steps for Planning Quality into Goods and Services - Hardcover

Juran, J. M.

Hardcover

ISBN 10: 0029166837 ISBN 13: 9780029166833

Verlag: Free Press, 1992

Inhaltsangabe

Building on the experiences of scores of companies and hundreds of managers, J.M. Juran, the world-renowned quality pioneer, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy -- service, manufacturing, and support, he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality.
Quality, according to Juran, has become a prerequisite for business success. He cites the loss of market share, failure of products, and waste as results of poor quality planning. Juran provides a set of universal steps which can be used in the basic managerial process to establish quality goals, identify customers, determine customer needs, provide measurement, and develop process features and controls to improve business tactics.
The author gives new emphasis to setting quality goals, planning in "multifunctional" processes, establishing data bases for quality planning, motivating managers and the work force, and introducing quality planning into organizations.

Über diesen Titel

Über die Autorin bzw. den Autor

J. M. Juran is the founder and Chairman Emeritus of Juran Institute, Inc. He is the author of Juran on Planning for Quality and Juran on Leadership for Quality (both Free Press) and has received over thirty awards and medals for his innovations and contributions in quality control.

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Chapter 1

How to Think About Quality Planning

Purpose of This Chapter

This chapter explains why a book on quality planning is needed. It describes quality planning as a basic managerial process. It also shows the relationship of quality planning to the overall way in which companies manage for quality.

Why a Book on Quality Planning?

There are persuasive reasons for a book on quality planning. During the 1960s and 1970s many domestic U.S. companies lost their quality leadership to new, aggressive competition. The most obvious consequence was loss of market share. For example, here is a partial list of goods for which imports had gained a significant share of the North American market by 1980.

Stereo components

Medical equipment

Color television sets

Hand tools

Radial tires

Electric motors

Athletic equipment

Computer chips

Industrial robots

Electron microscopes

Machine tools

Optical equipment

The reasons for the loss in share of market were related mainly to quality, in two respects:

The imports had quality features that were perceived as better meeting customer needs.

The imports did not fail in service as often as the domestic products.

All this is pertinent to "Why a book on Quality Planning." Product features and failure rates are largely determined during planning for quality.

Loss of market share is not the only reason behind a book on planning for quality. A second major force has been the phenomenon of "life behind the quality dikes." We have learned that living in a technological society puts us at the mercy of the continuing operation of the goods and services that make such a society possible. In turn, such continuing operation depends absolutely on the quality built into those goods and services. Without such quality we have failures of all sorts: power outages, interruptions in communication and transportation, inoperative appliances. At the least these failures involve annoyances and minor costs. At their worst they are terrifying -- Chernobyl, Bhopal.

A third major force has been the gathering awareness by companies that they have been enduring excessive costs due to chronic quality-related wastes. In the U.S.A. about a third of what we do consists of redoing work previously "done." This redoing consists of correcting errors, rewriting documents, scrapping or reprocessing factory goods, responding to customer complaints, and so on.

Some managers question that figure of one-third redoing as applied to their own companies. Of course, the figure varies widely among industries, companies, and processes. However, it is easy to be led astray.

In one company, 2.4 percent of the invoices were protested by customers. To placate those customers was taking about half the time of the sales force.

In some banks only about 1.0 percent of the checks (printed with magnetic ink) fail to be processed successfully by the automated equipment. Yet it takes as much human time to process that 1 percent by hand as to process the other 99 percent by machine.

Our Quality Problems Have Been Planned That Way

Numerous specific quality crises and problems have been traced to the way in which quality was planned in the first place. In a sense, we planned it that way. There is no implication that the planners were incompetent, malicious, or otherwise deficient. On the contrary, the planners have generally been quite experienced and dedicated. Instead they faced multiple obstacles: unrealistic schedules, tight budgets, inadequate data bases. However, none of these realities diminishes the validity of the assertion that "we planned it that way." Moreover, so long as the conditions of the past remain in effect, we will continue to plan it that way.

In the factories, many product designers developed new products, and then delivered the product specifications to the Manufacturing Department. This was known as "throwing the designs over the wall," since there had been no participation by the manufacturing managers. This practice unilaterally created severe crises for the manufacturing managers.

In the offices electronic data processing opened up opportunities for processing information more promptly, and with fewer errors. However, many companies proceeded to convert their manual systems directly into electronic systems without first getting rid of the deficiencies in the manual systems. As a result, their manual mess became an automated mess.

Quality Planning Has Been Done by Amateurs

Some of those obstacles faced by the planners are beyond their control. One major obstacle, however, stems from a deficiency which the planners can remedy. That obstacle is "quality planning by amateurs," which is also a major reason for writing this book.

The question "Who does the quality planning?" has relevance to every step on the quality planning road map. What is critical is that most quality planning has been clone by amateurs -- by people who have not been trained in the use of the "quality disciplines."

All planners are faced with meeting multiple goals: a budget, a schedule, a quality specification, a mandated procedure, a government regulation, and so on. The functional planners (such as product developers) are generally experts in their function, but they lack expertise in the "quality disciplines" -- the methodology, skills, and tools required to plan for quality. Yet the planners do engage in quality planning since their goals include quality goals. Lacking expertise in the quality disciplines, they are amateurs in the best sense of that word.

Many companies have tried to deal with this problem by making quality specialists (quality engineers, reliability engineers) available to the planners as consultants. It hasn't worked very well. What has worked much better has been to train the planners themselves in use of the quality disciplines -- to train the amateurs to become professionals at quality planning.

A major decision to be made by upper managers relates to this matter of "quality planning by amateurs." The principal options are

(a) Provide the amateurs with consulting service, or

(b) Train the amateurs to become professionals.

In the experience of the authors, companies which have adopted option (b) have outperformed those who have followed option (a). The decision faced by upper managers is whether to mandate training the amateurs to become professionals.

The Mission of This Book

The mission of this book is to assist companies to achieve quality leadership through mastery of how to plan for quality. To carry out this mission, the book is organized as follows:

Chapter 1 (this chapter) defines quality planning as a universal series of steps and shows the relationship of that series to the overall way in which we manage for quality.

Chapters 2 through 8 examine that universal series in detail, step by step.

Chapters 9 through 11 show how to implement that universal series into the various levels of the company hierarchy.

The remaining chapters present supporting methodologies and case examples of planning for quality.

The Epilogue includes a discussion on "What should I do on my return?"

Figure 1-1 shows graphically how the book is organized.

The Need for Unity of Language

Managing for quality has, over the years, undergone some profound changes, especially during the 20th century. Figure 1-2 lists many of the major forces that have emerged over the years, along with the responsive strategies adopted by the impacted organizations. Inevitably such forces and responses have required revisions in language as well. For this reason we shall define key words and phrases...

Details zur Ausgabe

• Verlag: Free Press
• Erscheinungsdatum: 1992
• Sprache: Englisch
• ISBN 10: 0029166837
• ISBN 13: 9780029166833
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 538
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Simon and Schuster Netherlands BV; info@simonandschuster.nl; ; Herculesplein 96; Utrecht; 3584 AA; Niederlande