|
|
 |
|
Juran Management System
The Juran Management System (JMS) is a comprehensive business management system that incorporates lessons learned from over 50 years of research and study by Dr. Joseph M. Juran and the Juran Institute. It is a system that began at Toyota in the 1950s and has continued to evolve over many decades. The JMS builds upon management principles as espoused in lectures, books, consulting, and most importantly, client results. Dr. Peter Drucker labeled Dr. Juran as one of the most influential management gurus in the world. The heart of the JMS is called the "Juran Trilogy": Planning, Controlling, and Improving the quality of products and processes. We believe that sustainable performance breakthroughs are achievable by following the principles of the Trilogy. Understanding the Trilogy is the first step in understanding the JMS. |
 |
|
Deploying the Trilogy enables an organization to maximize customer satisfaction (by economically producing ideal product features) and minimize dissatisfaction (by reducing or eliminating deficiencies and the costs of poor quality—waste—associated with deficiencies) leading to greater business results. The JMS focuses on changing the culture of an enterprise. It empowers the employees to: |
Be proactive in understanding customer needs and in satisfying them Provide high quality services and products to customers, while improving the efficiency (lean) of the enterprise itself—In other words, the JMS will enable a company “to improve quality while simultaneously reducing costs” Become information-driven and solve problems faster with data Stay involved in meeting customer needs. View management as a quality leader. Reduce the costs of non-performing processes.
|
|
|
At Juran, we have enabled many organizations to transform themselves into world-class competitors. These transformations resulted from attaining market leadership positions through managing quality across the enterprise-not merely managing the product or service from just a financial perspective. The Juran Management System at the Enterprise level begins by ensuring the enterprise’s business strategy is understood by the customers, thus compelling them to purchase its services or products—or both. The JMS then looks at all key processes and functions that can affect the value the enterprise provides to its customers. It works to strike a balance between operational process risks and business goals. Unfortunately, most executives do not understand, or are unaware of, the operational risks until a critical failure occurs. |
|
Risk is a key indicator of the severity of operational problems. The higher the risk, the more resources management must allocate to manage potential crises, leaving fewer people available to work toward mission objectives. Uncertainty regarding the chances of success is inherent to most enterprise endeavors. The goal is to increase the odds in each company’s favor by minimizing the amount of uncertainty ultimately accepted. Having the capacity to effectively manage and predict operational risk, enables organizations to direct resources to the few problems that will inevitably occur when work processes are conducted. Utilizing the “The Juran Trilogy” requires management to understand the following three key methodologies: |
|
1 |
The Planning Methodology: This methodology develops and puts in place the strategic and tactical goals that must be achieved in order to attain financial, operational, and quality results. Setting organizational goals is called strategic planning. Next, there is the planning of new goods and services, which must take into account customer needs to achieve customer satisfaction. We refer to this as the quality planning (product and process design) process. The umbrella term “planning” is used to refer to the activities carried out in preparation to do something. Quality Planning establishes, among other things, specific standards/specifications for specific products and processes. Financial planning sets out the financial goals and the means to achieve them. |
|
2 |
The Control Methodology: The second management methodology is utilized to prevent or correct unwanted or unexpected change. This process is known as control. More precisely, control consists of measuring actual performance, comparing it to the target or standard, and taking necessary action to correct the (bad) difference. Control maintains the standards/requirements defined during the planning stage. Its goal is stability and consistency. |
|
3 |
The Improvement Methodology: The third methodology constructs a breakthrough system to create planned, predictable, and managed change. This process is called breakthrough. Breakthrough is a deliberate change; a dynamic and decisive movement to unprecedented levels of organizational performance than are presently active in the plan and maintained by current controls. Breakthrough results in achieving higher targets, meeting competitive standards and specifications, reducing waste, reducing cost, and offering better products and services to customers. |
|
|
The Planning, Control, and Breakthrough methodologies are essential to organizational vitality. Proper integration is necessary in order to achieve sustainable breakthrough performance. This requires managers to carry out and accomplish all three methodologies at different times, levels, and scopes. In doing so, they make economic decisions on behalf of the welfare of the organization. Each method arises from a specific prerequisite for company survival, and fulfills a vital purpose and function. Each entails its own distinctive sequence of events, tools, and techniques, while simultaneously interacting and building upon one another. Without Planning, Control, and Breakthrough, an organization would be incapable of prolonging its existence. In other words, no organization will survive if these functions are not performed. The Juran Management System provides our clients with a Roadmap for Change. This Roadmap provides a flexible, yet structured, set of steps to carry out the Juran Trilogy. |
|
The Juran Management System can help your organization achieve the highest standard of enterprise-wide quality. |
|
|
|
|
|