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Juran'S Trilogy-Planning, Control, Improvement

The document discusses Juran's Trilogy and Kaizen. Juran's Trilogy consists of three steps for quality management: quality planning to meet customer needs, quality control to monitor performance against goals, and quality improvement to achieve breakthroughs. Kaizen is a Japanese philosophy of continuous improvement involving all employees through small, ongoing improvements. It aims to eliminate waste and improve processes, morale, and productivity through techniques like quality circles and suggestions for improvement.

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Joannah Rivera
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193 views18 pages

Juran'S Trilogy-Planning, Control, Improvement

The document discusses Juran's Trilogy and Kaizen. Juran's Trilogy consists of three steps for quality management: quality planning to meet customer needs, quality control to monitor performance against goals, and quality improvement to achieve breakthroughs. Kaizen is a Japanese philosophy of continuous improvement involving all employees through small, ongoing improvements. It aims to eliminate waste and improve processes, morale, and productivity through techniques like quality circles and suggestions for improvement.

Uploaded by

Joannah Rivera
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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* JURAN’S TRILOGY-

Planning, Control,
Improvement
* Juran’s Trilogy
Quality management for macro
processes is carried out by use of
the Juran Trilogy, which basically
consists of three steps – Quality
Planning, Quality Control and
Quality Improvement.
* Quality Planning
The quality planning is the activity
of developing products and
processes to meet customers
needs. It deals with setting goals
and establishing the means
required to reach the goals.
* The various steps in the quality
planning are as below:
1. Establishing quality goals

2. Identify the customers – those who will be


impacted by the efforts to meet the goals

3. Define the customer’s needs

4. Develop processes that are able to produce


those product features

5. Establish process controls, and transfer the


resulting plans to the operating forces
* Quality Control
This process deals with the
execution of plans and it includes
monitoring operations so as to
detect differences between actual
performance and goals.
* Three steps:
1. Evaluate actual quality
performance

2. Compare actual performance to


quality goals

3. Act on the difference


* Quality Improvement
The process is for obtaining
breakthrough in quality
performance.
* Four steps:
1. Establish the infrastructure needed to secure
annual quality improvement

2. Identify the specific needs for improvement – the


improvement project

3. Establish project teams with clear responsibility for


bringing the project to a successful conclusion

4. Provide the resources, motivation, ang training


needed by the temas to – Diagnose the cause,
Stimulate establishment of remedies, and Establish
controls to hold the gains.
*THE JURAN’S
TRILOGY DIAGRAM
* The three processes of the trilogy are indicated in the
diagram, which is a graph with time on the horizontal axis
and cost of poor quality on the vertical axis.

The planners are responsible for the product and process


design to meet the customer needs; and the job of the
operating forces is to run the process and produce the
products.

We will see that the process cannot achieve 100 percent


quality and 20 percent rework has to be carried out. Quality
control prevents from the situation getting worse and also
putting off the fires such as the sporadic spike. In due
course we will see that the chronic problems have come
down by the application of the quality improvement
process.
* KAIZEN
Kaizen – is Japanese word for
“improvement”, or “change for the
better” refers to philosophy or
practices that focus upon
continuous improvement of
processes in manufacturing,
engineering, game development,
and business management.
 When use in the business sense and applied to the
workplace, kaizen refers to activities that continually improve
all functions, and involves all employees from the CEO to the
assembly line workers.

It also applies to processes, such as purchasing and logistics,


that cross organizational bounderies into the supply chain. By
improving standardized activities and processes, kaizen aims
to eliminate waste.

Kaizen was first implemented in several Japanese


businesses after the Second World War, influenced in part by
American business and quality management teachers who
visited the country. It has since spread throughout the world
and is now being implemented in many other venues besides
just business and productivity.
 The process suggest a humanized approach to
workers and to increasing productivity.

Kaizen is focused on making small improvements


on a continues basis and finding creative solutions
instead of capital expenditures.

KAI- to change or modify + ZEN- to improve =


modify to improve.
* THE CYCLE OF KAIZEN
ACTIVITY
1. Finding new ways of improving the ways in which
tasks are currently carried out
2. Improving working improvement
3. Improving processes
4. Improving capability of machineries through
periodic as well as preventive maintenance
5. Improving usage of tools and fixtures
6. Improvement of human resources through training
and job rotation
7. Improving plant layout
* THE FIVE MAIN
ELEMENTS OF KAIZEN
 1. Teamwork
A strong company is a company that pulls together
every step of the way. Kaizen aims to help employees
and management look at themselves as member of a
team, rather than competitors.

2. Personal Discipline
A team cannot succeed without each member of
the team being strong in them. A commitment to
personal discipline by each employee ensures that the
team will remain strong.
* 3. Improved Morale
Strong morale amongst the workforce is a crucial
step to achieving long term efficiency and productivity,
and kaizen sets it as a foundational task to keep
constant contact with employee morale.

4. Quality Circles
Groups which meet to discuss quality levels
concerning all aspects of a company’s running.

5. Suggestions for improvement


By requesting feedback from each member of the
team, the management ensures that all problems are
looked at and addressed before they become
significant.
* THREE BASIC
PRINCIPLES OF KAIZEN
1. Workplace Effectiveness (5S)
5S is a philosophy and checklist for goos
housekeeping to achieve greater order,
efficiency and discipline in the workplace. It is
derived from the Japanese words Seiri (Sort),
Seiton (Straighten), Seiso (Shine), Seiketsu
(Systematize), and Shitsuke
(Standardize/Self Discipline).
2. Elimination of waste, strain and discrepancy (3MUs)
Wastes (muda), strain (muri) and discrepancy
(mura).

Production volume, inventory, time, working space,


machinery, techniques, facilities, tools.

3. Standardization
Standardization of processes, materials,
machinery, etc.

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