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The Juran Trilogy As we know it today, Quality has become a paramount concern and survival for the organisations in the cut throat competition. Organisation started focusing on the Quality and its concept widely popularized by Japanese Quality Guru and many others Gurus like Deming, Juran etc. Deming considered the father of quality by many and given a cycle called PDCA (Plan - Do - Check - Act) which have been the most powerful and influential. The methodology is called Deming Cycle. In 1960s, 07 QC tools has been introduced by Ishikawa and these tools are being used for problem solving and almost 80-85% problem could be analysed and solved by using them. In the continuation, one of the Quality Gurus Dr Joseph M Juran's contribution would be always remember in the world of Total Quality management (TQM). Dr Joseph Juran has developed The Juran Trilogy which is an improvement cycle that is addressed to reduce the cost of quality or can say cost of poor quality into process/product/service at the all levels. Earlier, the conventional thinking was to focus on quality control but nowadays this Trilogy has become essential part for most of functions and management best practices around the world as well as customer oriented. The Juran Trilogy represents the 03 elements: 1. Quality Planning: It is planning stage which have major activities such as Ø Identity who your customers are Ø Determine Voice of Customer (Needs) Ø To define Critical customer requirements Ø Convert CCR into CTQ Ø Create plan for Process or system to meet these requirements Ø Execute the Plan 2. Quality Control: To control the process for achieving consistent outcome over the period of time by meeting customer specifications. It can be done by using SPC(Statistical Process Control), Control charts etc: Ø Find out what are the needs to measure Ø Determine quality performance parameters Ø Set and compare goals with your performance Ø Do gap analysis Ø Act on the gap analysis findings 3. Quality Improvement: Continuous Improvement is the activity which carries out by most of companies nowadays to remain competitive and become part of culture. Ø Identify specific areas in need of improvement, and execute improvement projects. Ø Focus on Proactive approaches Ø Identify Breakthrough Projects Ø Focus on innovative and technological advancement project Ø Establish Team and execution plan for Improvements Ø Control to sustain the Gains The Juran Trilogy The World Competition in Quality The Juran Trilogy Example: Let’s have an example from Steel Industry where Juran Trilogy been used successfully. Quality related issues became crucial concern for the one the steel industries in India as customer has got lots of choices to buy steel from different industries within India. Hence, same steel company has decided to improve quality by using The Juran Trilogy: The contribution of one of the quality issues was around 1.6 % of total production and it was huge as we need to pay heavy compensation or can say very high cost of poor quality. 1. Quality Planning: Here, 1st through Pareto charts, we are able to find major contributor as far as concern about quality issues and in second stage we are able to find impacted customers due to poor quality and through feedback and customer survey, finally we got voice of customer and CTQ parameters. 2. Quality Control: In this stage, we identified the metric which was % of rejection and set business limits to keep in view specification limits. At the early stage while checking the performance we found few outlier or spikes the control charts and decided to investigate 1st found obvious reason which was system up gradation. Our target was to reduce by 50% from 1.6% to 0.8%. Once target set, do brainstorming for the potential causes and their solutions and implementation of solutions followed by sustenance plan. 3. Quality Improvement: Focus shifted to reduce chronic waste and to reduce variation through tightening the control limits by improving process further. Process FMEA been revised as a proactive approach and we get some breakthrough projects. Our technology has been outdated and need to go with new technology advancement. So we have made design changed as well as upgrade system which help us to redefine our control limits with improved Cpk 1.3. Later process has been standardized by creating control plan and modified SOPs.

Until the Late 1980, Quality function was mainly focussed on Quality control and keep defects and processes under control to which organisation could manage and seep out quality defects to customer. Dr. Joseph Juran presented the Juran Trilogy as a new means to manage Quality at organisation Level. The Juran Trilogy is considered a universal way of thinking of Quality which is fit for product and services at all levels and functions making it one of the most used quality management practice across the globe. The three key components of Juran Trilogy are: 1. Quality Planning (targeting COPQ) 2. Quality control in operations (targeting Defect control) 3. Quality Improvement (Targeting CI in Quality) The above graph visually demonstrates Quality in terms of product efficiency / defects in Y-axis along the time scale in X -Axis. The COPQ is a part which is prior to the operational induction of new product or service in production and is tied into Quality improvement to develop new products with cyclic approach of learnings. Quality Planning: All of the Quality planning starts from working backward and understanding customer needs and developing products and services to meet the customer demands from the features of the product or service. One of the key elements in Quality planning is VOC( Voice of customer) and COPQ ( Cost of poor quality) to gather inputs both from customer externally and internally. This helps to define and design product/service features and devise relevant process enabling customer needs. Quality Control: once processes are defined, During production the Quality control adheres to specification limits ( acceptable deficiencies ) to keep the process under control through periodic checks, Audits and inspection to track the quality metrics and take corrective and Preventive actions (CAPA) if the process get out of control. This is a reactive process (Fire fighting) of monitoring and correcting while these deficiencies could be tracked back to bad Quality planning processes. Quality Improvement: This part of the trilogy focusses mainly on Quality improvement opportunities for the product, process or service. This is done through use of Statistical Analysis, TQM or other Quality improvement tools to reduce deficiencies further to remain competitive and meet customer requirements. The three processes are interlinked which finally connects to our purpose of Quality Management system. The Juran Trilogy and Deming’s Cycle are some of the pioneering work in establishing the TQM methodology which is widely used in the 1980s and 1990s. Example of of Juran’s cycle elements Implementation at Miniature motor Manufacturing Organisation 1. Quality Control and Quality Improvement for Coils defects: One of the Largest organisations of DC Stepper Motors introduced Juran’s principle for quality control and improvement mechanism when several manufacturing facilities were transferred from EU to Asia in the late 1990 and early 2000. Some of the key initiative under Quality control and improvement were development of Statistical process Control mechanism (Control charts, Pareto, fishbone to name a few) for solving issues with high rejection rates of Coils and Endcaps in motors due to process changes, training, SOP migration and technology transfers. 2. Quality Improvement used for New Product Design: Some of the application of the Stepper motors manufactured were used in Aerospace Industry. key inputs from VOC was used to analyse the failure pattern from customers and defect rate acceptable to this industry was used develop new products for application in aerospace. The organisation also worked backward to perform FMEA analysis to review Failure modes due to either quality, workmanship or Equipment / process which involved wider functions such as supply chain, Change Management, R&D and production. This internal analysis and external customer inputs were used to build new Quality products and improved the defect rates by over 35% due to failures of endcaps and Coils. 3. Quality Planning Inputs: New Vendor Quality strategy and Inhouse Quality planning was performed with revised sets of inputs from the VOC and FMEA analysis to build interdepartmental Quality Policies at the stepper motor Manufacturing site. There were also key strategic decision on inhouse vs Outsource Quality management developed to improve efficiencies and reduce rework due to defects in assembly line.