Leadership for Quality (by Joseph Juran)

Leadership for Quality (by Joseph Juran)

Preface
- Subject that has been undergoing rapid and drastic change as a result of
  - competition in the marketplace as well as of
  - the vulnerablilty of industralized societies that have designed life styles in ways that depend heavily on quality of goods and services
- Purpose of the book
  - Provide companies with the strategies needed to attain and hold quality leadership
  - Define the roles of upper managers in leading their companies to that goal
  - Set out the means to be used by upper managers to supply that leadership
Quality: A continuing revolution
- Purpose: Provide a “lessons-learned” perspective on making quality happen.
- Unchanging desires and changing forces
  - Critical questions
- Early strategies of managing for quality
  - The Taylor system and its impact
  - The growth of volume and complexity
  - Growth of the quality department
  - World War II and its impact
  - The Japanese quality revolution and its impact
  - Life behind the quality dikes
  - Response to the impacts
- Lessons learned
  - Figure 1-2
How to think about quality
- Purpose: Provide an understandable framework on which to build a coherent, unified approach to managing quality.
- Obstacles to unity
- The meaning of quality
  - Fitness for use: does not provide the depth needed by managers to choose courses of action.
  - Definitions of quality (Figure 2-1)
- Subsidiary definitions
  - Product
  - Product features
  - Customer
  - Product satisfaction and customer satisfaction
  - Deficiencies
  - Product satisfaction and product dissatisfaction are not opposites
- Each company need unity of language: the glossary
- Measures of quality
  - Freedom of deficiencies
  - Product features
- How to manage for quality: The financial analogy
- The Juran Trilogy
  - Three universal sequences
  - The Juran trilogy diagram
  - The Juran trilogy diagram and product deficiencies
  - The trilogy diagram and product features
- Survey on the Juran Trilogy
  - Results of the survey
- Topics that follow
  - Why in that order?
The mangement processes that create quality
- Quality improvement
  - Purpose
  - What is improvement?
  - Qualitiy improvement and quality leadrship
  - Mobilizing for quality improvement
  - Motivation for quality improvement
  - Training for quality improvement
- Quality planning
  - Purpose
  - Division of the subject
  - Quality planning: definitions and relationships
  - The damage done and upper management reluctance
  - Who has been doing quality planning?
  - Multiple levels of quality planning
  - The triple role
  - The quality-planning road map
  - Lessons learned
  - Upper management auditing of the quality-planning process
- Quality control
  - Purpose: A universal process for conducting operations in ways that will…
  - What is control? Holding the status quo
  - The feedback control
  - The control pyramid
  - Roles for upper managers
  - Planning for control
  - Allocation to control stations
  - The Loop (in detail)
  - The role of statistical methods
  - An assurance role for upper management
    Assure that the system of quality control is adequate
  - Control through the reward system (see chapter on Motivation)
Levels of quality activity
- Strategic Quality Management (SQM)
  - Purpose: A structured approach to managing quality throughout the company.
  - What is strategic quality management (SQM)?
  - Why go into SQM?
  - Establishing SQM: the quality council
  - Quality policies
  - Strategic quality goals
  - Provision of resources
  - Quality control at upper-management levels
  - Measure of quality for SQM
  - The report package
  - Quality audits
  - The quality manager
  - Upper managers’ roles in SQM
  - Efforts to avoid upper-management participation
  - Embarking on SQM: the scenario
  - Training
- Operational Quality Management
  - Purpose
  - What is an operational departmental?
  - Macroprocesses and microprocesses
  - Macroprocesses
  - Microprocesses
  - Motivation for quality in operational managerment
  - Training for operational quality management
- The Work Force and Quality
  - Purpose
  - Who is the work force?
  - Division of the subject matter
  - Sequence
  - The need to be specific
  - Quality control
  - Quality improvement
  - The work force and quality planning
  - Work-force participation is essential
Support activities
- Motivation for quality
  - Purpose
  - Why talk about motivation?
  - Quality has top priority
  - The trilogy
  - Strategic quality mangement
  - Recognition and rewards
  - Dealing with cultural resistance
- Training for quality
  - Purpose
  - The basic premises
  - Some critical decisions
  - Upper-management involvement in training
  - The training curriculum
  - Trainers
  - Why training fails
  - Tools and methodology
Epilogue—Establishing quality management
- Upper management and the action plan
  - Make no small plans
  - Gaints steps
  - Lengthy, complex revolution
- Quality mangers and inputs for proposals
  - Quality managers
  - Proposal preparation
- Inputs for training programs
  - Breadth of action program
  - Options—chapter 10
Glossary

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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