Content Introduction
Master introduction:
Joseph M. Juran (Joseph M. Juran, 1904-2008) is a world-recognized leader in modern quality management. Born in Romanian , he immigrated to the United States with his family in 1912, joined the United States in 1917, and obtained a degree in electrical engineering and law. During his career, he has worked as an engineer, business supervisor, government official, university professor, labor mediator, company director, management consultant, etc.
He is the founder of Julan College and Julan Foundation, the former founded in 1979 and is a consulting agency, and the latter is part of the Julan Quality Leadership Center at the University of Minnesota Carlson School of Management . He assisted in the creation of the Malcolm Bowdridge National Quality Award, a member of the Oversight Committee for the award. The " Julan Quality Manual " published by him is known as the "Bible in the field of quality management" and is a global reference standard.
Zhulan published a famous paper "Quality Trilogy" at the age of 82. Its subtitle is "A universally applicable quality management method ". This is the "Julan Trilogy" widely praised by countries around the world, namely the quality management composed of three processes: Quality Planning , quality control and quality improvement. Each process is realized by a fixed execution program.
(I) Quality plan
Quality plan starts with cognitive quality gap. If you cannot see the gap, you cannot determine your goal. The positioning of this gap starts from customer satisfaction and traces the production design and manufacturing process, so that existing problems can be clear. The quality gaps in reality mainly include the following aspects:
The fourth type of gap is the operation gap, that is, various means used to operate and control the process will have side effects in the provision of final products or services.
In order to eliminate the quality gaps of various types mentioned above and ensure that the final total quality gap is minimal, as a solution to the quality plan, Zhulan lists six steps:
What is the difference between the quality plan emphasized by Zhulan and the traditional plan? This is the key. Zhulan said that traditional planning is similar to "partition wall throwing", which means that someone makes his own plan without understanding the overall situation, and then throws it to another person in the next department, and then to the next person in the next department... This kind of plan is often disconnected from the needs of the customer. In contrast, modern quality planning is a simultaneous planning process conducted by multiple departments, including all the people who ultimately relate to production and service, so that they can provide corresponding cost information during the planning process and provide early warnings about possible problems.
In addition, traditional planning work is done by experts in a specific field, but they usually lack the methods, techniques and tools for quality planning. Although companies try to equip quality experts to plan personnel as consultants to make up for the shortcomings, they often have little effect. Modern quality planning is to train planners to apply the quality principle themselves - teach them to use the methods and tools they need to become experts in quality planning. Therefore, the quality plan proposed by Zhu Lan is actually based on the overall "adaptive" ability of organizations and leaders at all levels of the company.
(II) Quality control
Zhu Lan defines quality control as: formulating and applying certain operating methods to ensure that all work processes are carried out according to the original design plan and ultimately achieving the goals. Zhu Lan emphasized that quality control is not an optimization process (optimization is reflected in quality planning and quality improvement. If optimization is required in control, it is necessary to go back to adjust the plan, or turn to quality improvement), but the implementation of the plan. He listed seven steps of quality control:
Generally speaking, quality control is the process of achieving quality goals in business. The key is to master when and what measures should be taken. The final result is to carry out business activities according to the quality plan.
(III) Quality improvement
Quality improvement refers to the managers reaching a new management level by breaking the old stable state.The steps for quality improvement are:
(1) confirm the need for improvement, that is, strive for project establishment;
(2) establish a special improvement project, that is, establish a project team;
(3) guide the project organization and emphasize the participation of leaders;
(4) organizes the diagnosis of and confirms the cause of quality problems;
(5) take remedial measures;
(6) verify the effectiveness of remedial measures under operating conditions;
(7) control at a new level to maintain the results achieved.
quality improvement is completely different from quality control properties. Quality control requires strict implementation of the plan, while quality improvement requires breakthroughs. Through quality improvement, an unprecedented level of quality performance is achieved, and the final result is to conduct business activities at a quality level that is significantly better than planned. Quality improvements help to discover better ways of managing work.
Zhu Lan pointed out that the above trilogy has many interesting similarities with the financial management process. Quality planning is similar to fabricating a budget, quality control is equivalent to cost control and expense control, while quality improvement is similar to cost reduction and profit increase. Among them, quality planning is the basis of quality management, quality control is the need to realize the plan, and quality improvement is a leap in quality planning. The relationship between
"Julan Trilogy" is shown in the figure below:
From the figure above, it can be seen that the starting point of the "trilogy" is the quality plan, using the plan to create a process that can meet the established goals and run under operating conditions. After the plan is completed, the process is handed over to the operator. The operator's responsibility is to control it according to the quality plan. When occasional "spikes" of fluctuations exceed the limited control area, they will "fight the fire" and return the process to the control area specified by the plan. However, if there are problems with the original plan, the regular loss is at a very high level. As Zhu Lan said, "Quality planning is the main breeding ground for regular quality problems." The high recurring loss is an inherent loss in the planning process, and operators who implement controls according to the quality plan can do nothing about it. A breakthrough to solve this planning problem occurs in the M-N period, and this breakthrough will not occur on its own. It is a breakthrough created by the introduction of a new management process - quality improvement in the management responsibilities of the upper management. The process of quality improvement is superimposed on the original quality control process. Through improvements, recurring losses can be greatly reduced. Finally, the lessons learned from improvements are fed back into a new round of quality plans. In this way, the entire quality management process forms a vital circular chain.
In the history of quality management development, the Zhulan trilogy, together with Demming 's PDCA cycle and TQCh's TQCh's, has become a powerful weapon for landmark strategic ideas and management practices.
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