Juran Trilogy Essay Sample

With the morning of the Industrial Revolution at the bend of the nineteenth century. the menace of war. the Great Depression. some fabrication companies were looking to increase production rates. therefore trusting to increase their overall profitableness borders. Many challenges were faced by these companies through these hard times and some leaders offered thoughts and solutions that they hoped would assist work out some of these sedate concerns. Dr. J M Juran was one of these great bookmans. whose thoughts were centered on Entire Quality Management in the modernisation attempt of the workplace. He believed that bettering the quality end product of a merchandise to the consumer would increase the profitableness rate back to the companies and therefore cut down downtime at the fabrication workss. We will research his part towards this end.

Introduction
Several leaders of the early 19th and twentieth centuries had many different visions and positions on how to increase production throughout the assembly workss. Dr. J M Juran was one of those innovators who believed in employees. sought to alter ways that merchandises were manufactured. place jobs within the works site and create solutions to decide faltering blocks thereby increasing morale. productiveness and profitableness. He was the first to believe about the cost of hapless quality. as was illustrated by his “Juran trilogy” . an attack to cross-functional direction. which is composed of three managerial procedures: The underlying construct of the quality trilogy is that pull offing for quality consists of three basic quality-oriented procedures.

Quality Planning.
Quality Control.
Quality Improvement.
Each of these procedures is cosmopolitan ; it is carried out by an changeless sequence of activity. Without alteration. there will be a changeless waste. During alteration there will be increased costs. but after the betterment. borders will be higher and the increased costs get recouped.

Biography-Joseph M. Juran
Joseph M. Juran was born December 24. 1904 and died February 28. 2008. He was a 20th-century direction adviser who is chiefly remembered as an revivalist for quality and quality direction. In Juran’s early life. he excelled in mathematics. He graduated from Minneapolis South High School in 1920 and so in 1924. he received a bachelor’s grade in electrical technology from the University of Minnesota. He so joined Western Electric’s Hawthorne Works. This is where he got his first occupation trouble-shooting in the Complaint Department. In 1925. Bell Labs wanted all Hawthorne Works forces to be trained in statistical sampling and command chart techniques. Juran was so chosen to fall in the Inspection Statistical Department. a little group of engineers’ in-charge of using Bell Labs’ statistical quality control inventions. This is the occupation that started his whole calling. Juran was promoted to Department Chief in 1928. and the undermentioned twelvemonth became a Division Chief. In 1937. he moved to Western Electric/AT & A ; T’s central offices in New York City.

Around this clip the Great Depression was on traveling. He returned to school at Loyola University Chicago School of Law in 1931. He graduated in 1935 and ne’er worked in jurisprudence once more. During the Second World War his employer got Juran a new occupation working in the Lend-Lease Administration and Foreign Economic Administration. Just before war’s terminal. he resigned from Western Electric with the purposes to go a free-lance adviser. He so became a professor of industrial technology at the New York University. He besides worked at a little direction consulting house on undertakings for Gillette. Hamilton Watch Company and Borg-Warner. After the firm’s proprietor died. Juran took over this house until he retired in the late ninetiess. Once the 2nd universe war ended Japan was doing merchandises that were non of quality and because Juran wrote a book called Juran’s quality enchiridion in 1951 the Nipponese industry leaders became interested in Juran and invited him to Japan to assist them with the quality of the merchandises being made.

When he eventually arrived in Japan in 1954. he visited 10 companies. He taught companies that they need to be trained from direction down and it took Japan 20 old ages to catch on. During his life. he made 10 visits to Japan. the last in 1990. Once the USA saw Japan’s success they followed in their footfalls. ( joseph M. juran ) Juran besides made many parts some of which were “The Pareto Principle” . In 1906. Italian economic expert Vilfredo Pareto created a mathematical expression to depict the unequal distribution of wealth in his state. detecting that 20 per centum of the people owned 80 per centum of the wealth. In the late fortiess. Juran inaccurately attributed the 80/20 Rule to Pareto. naming it Pareto’s Principle. This rule can be a really effectual tool to assist you pull off efficaciously. He besides contributed to direction theory. Management theory was a rule that focused on the quality at the terminal or finished merchandise. The tools used were trying. review programs and command chart.

Juran is credited for adding the human side to this theory created by Pareto. Juran pushed for instruction and preparation and he thought that covering with the alteration was traveling to be the difficult portion of this theory. He besides made The Juran trilogy-the cost of hapless quality. This was the first attack to cross-function direction. which is composed of three managerial procedures: quality planning. quality control and quality betterment. The Juran trilogy was about planning. instructions and uninterrupted betterment but measuring. As stated above Juran retired in 1990. but work did non halt. He was still active good in to his 90s and merely gave up going internationally at 86. In Juran’s retirement he still gave interviews. consulted for western European and Nipponese companies such as Xerox and Rolls-Royce. Volkswagen. Toyota Motor companies and many more. Juran besides founded the Juran institute and wrote many books such as Quality Control Handbook. Managerial Breakthrough Management of Quality Control. Quality Planning and Analysis. Upper Management and Quality. and Juran on Planning for Quality. ( joseph M. juran. 2012 )

History of TQM
Sum is something that makes a whole. quality is the grade of excellence that a merchandise or service provides and direction is the act or art/ . mode of managing commanding and directing it. Quality can be found looking at the pyramids in Egypt. Today we can follow quality back to the 1920s when statistical theory was foremost applied to quality control. To acquire merchandises of quality it takes attempt. specific theories. reviews and production direction. Now we’re traveling to take a walk through clip and discourse a small spot about the history of quality and where it started and where we are today. 1800

In the 1800’s when fabrication of merchandises were produced in little measures. proprietors merely used review. Inspections were used to make up one’s mind whether a worker’s occupation or a merchandise met the demands. It was non done consistently but worked good for little volumes of merchandise being produced. 1911

In 1911 organisations and production degrees got larger and needed a new manner to pull off. Frederick W. Taylor began to look at single workers and work methods. The consequence was Time Study and standardized work. He called this Scientific Management. Scientific direction was used to better economic efficiency. particularly labour productiveness. Frank Gilbert added Motion Study and Process Charting. Procedure charts focused attending on all work elements including those non-value added elements which usually occur. 1920

In 1920’s statistical procedure control was applied to quality control to seek and repair jobs and do better quality merchandises. Dr. W. Shewharts ( gramps of TQM ) developed the statistical methods. one of which were the modern control charts that were used to track and demo jobs in production so he could happen a solution to the job. Statistical procedure and quality control focal point on the merchandise and determination and commanding quality jobs. It should be carried out in phases and relies on trained production forces and quality control professionals. Stewart’s work was subsequently developed by Deming ( made the 14 points which provides theory for direction to better quality ) and Juran ( attempts on quality engagement in all degrees and sectors of direction ) but non truly used until the 1940’s 1940s

In the 1940’s Nipponese merchandises were considered cheap and non of good quality. A batch of industries leaders noticed the quality of their merchandises and wanted to repair it so they invited some professionals to assist with this job –Deming. Juran and Feigenbaum. Deming told the Japanese that it would take 5 old ages to implement the program but the Nipponese didn’t believe him or the other professionals but followed their advice anyhow. They gained success in bring forthing quality merchandises and ne’er looked back. Ten old ages after in the 1950s quality control and direction developed rapidly and became the new epoch for Japan. Quality didn’t merely halt at direction ; it went right through to the workers. Devoted workers made up groups called quality circles and in the sixtiess were groups of voluntary workers who meet and discussed ways to better quality. The consequence of these groups was fantastic doing an employee motion. Workers felt motivated and involved so this non merely improved the quality of merchandises but the quality of the whole organisation. This was thought of as the existent start to entire quality. Entire quality in footings was foremost heard of in paper by Feigenbaum at the First International Quality Control Meeting and its term covered a batch of organisation issues. In Japan the term meant companywide quality control from worker to direction where everyone played a large portion in an organisation. 1980- 1990

1980s to the 1990s a new beggary came called entire quality direction ( TQM ) . Western states saw the success of Japan so they followed in Japan’s footfalls by making their ain quality inducements and quality became the new focal point for western states. In 1988 we took a large spring forward when the Malcolm Baldrige award was foremost introduced to the USA. The theoretical account was the first internationally recognized TQM theoretical account. In 1992 the Europeans created a theoretical account merely like the States. While major companies competed to win the award. the chief intent was to promote companies to take on quality direction rules and to mensurate where they are and where they want to be. Today. an increasing figure of organisations. big and little have become entire choice direction leaders. We have concern excels theoretical account which are similar to the TQM theoretical account merely more clearly defined. Therefore. we can follow quality back from the pyramids but over the old ages quality in organisations has grown and changed our manner of thought. It does that with a batch of be aftering. attempt. specific theories. reviews and production direction. Quality is better now than it of all time was and is still acquiring better but without a beginning we likely would hold ne’er started. ( History of Quality. 2002 )

Contribution to Industry
Juran is one of those rare persons whose part to society peers the most elected work spans coevalss to do a part by anyone in the recent century. His land interrupting plants in quality. his inspiration and direction were all used in a practical direction and leading manner. They were catalyst ways that have been applied by many establishments. One of his parts to the industry was the Juran Trilogy. besides known as The Quality Trilogy. a cosmopolitan attack to quality which is an attack that takes into history the assorted merchandise lines etc. The Trilogy is an effectual manner to acquire top direction involved in the quality direction procedure. Ultimately. the quality is top directions duty. ( the juran quality program-wetherhaven. 2005 ) Trilogy is the strategic logical thinking that explains why all these tools and stairss are necessary. Specifically. the Juran Trilogy is comprised of three major stages—Quality Planning. Quality Control. and Quality Improvement. These three phases. taken as a whole. organize the footing for the full quality direction attempt.

All three procedures are cosmopolitan and could be applied to a peculiar procedure. merchandise. internal or external clients. etc. Further. these procedures could be performed by top direction or by in-between direction. For illustration. top direction could find overarching choice end. These and other ends so would be deployed throughout the organisation. Middle directors and operating forces so bear the chief duty to interpret those choice ends into sub-goals. refering to the several functional procedures and activities. At times. center directors could set about enterprises for quality betterment. without being directed from above. In any manner. the catholicity of the Trilogy makes it an effectual and appealing theoretical account for important quality betterments. ( Pradeep. 2009 ) Quality planning is the first phase of the Juran Trilogy and is basically concerned with designing merchandises and processes that align with client demands. Harmonizing to Juran. quality planning is comprised of the undermentioned stairss: 1. Determine who your clients are. Where clients are legion. clients should be segmented utilizing the Pareto rule. This allows you to put more of your be aftering accent on your most of import clients. 2. Detect your customers’ demands.

Keep in head that your clients may hold demands that they do non voice explicitly. 3. Develop merchandises whose characteristics align with the customers’ needs. Use tools such as Quality Function Deployment—also known as the House of Quality—to interpret client demands into merchandise specifications. 4. Develop procedures that are capable of bring forthing these merchandises along with their accompanying characteristics. 5. Hand these programs off to operations. Often this entails an disconnected passage of duties as the quality planning squad The 2nd phase of the Juran Trilogy is Quality Control. After the planning squad hands its programs off to operations and production Begins. the house should at the same time take stairss to guarantee that its operations maintains the degree of quality that was planned for. This is the intent of quality control. Quality Control is a cosmopolitan managerial procedure for carry oning operations so as to supply stability-to prevent inauspicious alteration and to “maintain the position quo”

Harmonizing to Juran. quality control is comprised of the undermentioned three stairss: 1. Evaluate existent operating public presentation. It is of import that you know what to step ; for illustration those dimensions that are of import plenty have runing ends attached to them. Statistical tools are really utile for measuring operating public presentation. 2. Compare existent public presentation to runing ends. In add-on to simply comparing. you should once more utilize statistical tools to construe the significance of any differences between public presentation and ends. 3. Take action in response to differences. Because your operating ends should be based on your processes’ capablenesss. you should happen that any differences between public presentation and ends are simply sporadic and attributable to alone. identifiable procedure dislocations. Often the disciplinary actions for such jobs are every bit simple as replacing a raddled portion or re-adjusting a machine constituent. Quality control can besides be described as “a procedure for run intoing the established ends by measuring and comparing existent public presentation and planned public presentation. and taking action on the difference” . ( joseph M. juran ) Quality betterment is the 3rd and concluding phase in the Juran Trilogy.

Improvement goes beyond control in that it allows the firm’s operations to make degrees of quality hence unachievable. The quality betterment procedure does this by taking the chronic quality jobs that were built into the merchandises and procedures in the planning procedure. Additionally. the organisational acquisition that occurs during quality betterment efforts—the “lessons learned”—should be taken into history and utilised. where applicable. in future quality planning. Harmonizing to Juran. quality betterment includes the undermentioned stairss: 1. Establish the substructure needed to ease uninterrupted quality betterment. This measure should include the formation of a standing Quality Council whose duty it is to guarantee that quality betterment attempts receive sufficient attending. attempt. and resources. 2. Identify specific betterment undertakings. The Quality Council should confer with employees. clients and cost-of-poor-quality informations in placing possible undertakings. 3. For each undertaking. set up a squad that is clearly charged with the duty of conveying a successful declaration to the undertaking. 4. Supply undertaking squads with the necessary preparation. resources. and motive to successfully finish the undertaking.

The Juran Trilogy Diagram: The three procedures of the trilogy are indicated in the diagram. which is a graph with clip on the horizontal axis and cost of hapless quality on the perpendicular axis. The contrivers are responsible for the merchandise and procedure design to run into the client needs ; and the occupation of the operating forces is to run the procedure and bring forth the merchandises. We will see that the procedure can non accomplish 100 per centum quality if 20 per centum rework has to be carried out. Quality control prevents the state of affairs from acquiring worse and avoids seting off the fires. such as the sporadic spike. In due class we will see that the chronic jobs have come down by the application of the quality betterment procedure. From this diagram it is clear that quality betterment reduces quality issues but in order to prolong the new degree there must be betterment in the quality planning procedure. ( Pradeep. 2009 ) Juran worked long and difficult on this Trilogy he overcomes many strengths and failing while making so some of these were: Strengths

The methodological analysis searches a uninterrupted betterment of quality in every facet of the organisation. because if the execution of the methodological analysis does non give the desire consequences it is possible to get down all over once more as the methodological analysis allows the usage of different quality tools to cover the stairss of Juran’s Trilogy. It allows a better apprehension of the relationships at every phase of the company as the methodological analysis is good structured which allows the companies that implement it. an easy apprehension and application.

Failing
To hold quality control it is necessary to hold a trained individual with cognition in statistical procedures or develop a particular individual to be in charge of quality. The plan focuses on the company procedure and non on the labour force. Analyzing the demands of the plan. we found that the companies who apply the plan have a complex degree of organisation. These methodological analysiss show consequences in the long term ; which. in bend represents a hazard for the company because the execution of the quality plan can be a waste of clip. money and resources. ( juran & A ; Deming ) The Juran Trilogy was used by many companies and was proven successful. Juran made many parts to the field of choice direction in his 70+ active working old ages.

His book. the Quality Control Handbook. is a authoritative mention for quality applied scientists. He revolutionized the Nipponese doctrine on quality direction and in no little manner worked to assist determine their economic system into the industrial leader it is today. Dr. Juran was the first to integrate the human facet of quality direction which is referred as Entire Quality Management. The procedure of developing thoughts was a gradual 1 for Dr. Juran. Top direction engagement. the Pareto rule. the demand for widespread preparation in quality. the definition of quality as fittingness for usage. the project-by-project attack to quality improvement–these are the thoughts for which Juran is best known. and all emerged bit by bit.

Experiments & A ; Methodologies
Trial of theories through experiment normally involves bring forthing test samples of merchandise under specially selected conditions. The experiment may be conducted either in a research lab or in the existent universe of offices. mills. warehouses. users’ premises. and so on. It is easy plenty to province the “minimal criteria” to be met by an experiment. It should: 1. Test the theories under survey without being confused by immaterial variables. 2. Detect the being of major causes even if these were non advanced as theories 3. Be economic in relation to the sums at interest

4. Supply dependable replies

To run into these standards requires input from several beginnings:
1. The directors identify the inquiries to which replies are needed. 2. The engineers select and set precedences on the proper variables to be investigated. 3. The pathologists provide the statistical methods for be aftering the experimental design and analysing the ensuing informations. Designs of experiments range from simple rifle shooting instances to the composite unchecked instances. and most of them are non affairs to be left to amateurs. In its simplest signifier. the “rifle shooting experiment” uses a split-lot method to place which of two suspects is the cause. For illustration. if processes A and B are suspects. a batch of homogenous stuff is split. One-half goes through procedure A ; half goes through procedure B. If two types of stuff are besides suspects. each is sent through both procedures. A and B. making a two-by-two design of experiment. As more variables get involved. more combinations are needed. but now the scientific discipline of design of experiments enters to simplify affairs. ( Neuhauser. 2006 ) In the “unbridled experiment” . a sample ( or samples ) of merchandise are followed through the assorted procedures under a program that provides for mensurating values of the selected suspects at each phase.

The ensuing merchandise characteristics are besides measured. The hope is that analysis of the ensuing informations will happen the important relationships between causes and effects. The unchecked experiment should be defined in composing to guarantee that it is understood and that it represents a meeting of the heads. Carefully planned experiments have a high chance of placing the guilty suspects. The disadvantage is the associated cost and the clip interval needed to acquire replies. Statisticians have developed unusually utile tools: to acquire rid of unwanted variables through “randomizing” ; to minimise the sum of experimentation through adept usage of factorial. blocked. nested. and other designs ; to read the intending out of complex informations RETROSPECTIVE ANALYSIS ; LESSONS LEARNED

Lessons learned are based on experience that is derived from anterior historical events. These events become lessons learned merely after analysis—“retrospective analysis. ” An tremendous sum of diagnosing is done by analysis of historical events. A common illustration is seen in quality control of an industrial procedure. It is done by mensurating a sample of units of merchandise as they emerge from the procedure. Production of each unit is a historical event. Production of multiple units becomes multiple historical events. Analysis of the measurings is analysis of historical events and thereby an illustration of retrospective analysis. ( jurans quality trilogy ) The Santayana Review. A short name is needed as a convenient label for this procedure of retrospective analysis. The philosopher George Santayana one time observed that “Those who can non retrieve the yesteryear are condemned to reiterate it. ” The Santayana reappraisal is the procedure of deducing lessons learned from retrospective analysis of historical events. The Influence of Cycle Time and Frequency. Use of the Santayana reappraisal has depended mostly on: 1. The rhythm clip of the historical events

2. The frequence of these same events. which is closely correlated with their rhythm clip The influence of these two factors. rhythm clip and frequence. is best understood by looking at a few illustrations. Typical public-service corporation H2O systems are capable to considerable fluctuation. Makeup H2O features can alter over clip. The brusqueness and grade of alteration depend on the beginning of the H2O. Water losingss from a recirculating system. alterations in production rates. and chemical provender rates all introduce fluctuation into the system and thereby act upon the ability to keep proper control of the system. Other variables built-in in public-service corporation H2O systems include:

* Water Flow/Velocity
* Water Temperature
* Process/Skin Temperature
* Process Demands
* Evaporation Ratess
* Operator Skill/Training
* Water Characteristics ( suspended solids. hardness. pH swings )
* Treatment Product Quality

These variables are considered and introduced during the applications and pilot works testing of new merchandises for the intervention of assorted H2O systems. Pilot works simulation of existent operational fluctuation is a ambitious undertaking. Every industrial H2O system is alone. non merely in the production operations it supports and the beginnings of H2O it receives. but besides in the grade of built-in fluctuation encountered due to the factors listed supra. While a really sensitive intervention plan that must run within a narrow control scope may be suited for one system. another system necessitating the same grade of protection may be incapable of keeping the needed control. Consequently. inferior consequences must be accepted unless the system is improved to back up the sensitive plan. In runing systems. proper intervention of influent. boiler. chilling. and outflowing Waterss frequently requires changeless accommodation of the chemical science to run into the demands of quickly altering system conditions. A good designed plan is indispensable to keeping proper control. The plan should include proper control bounds and the ability to trouble-shoot jobs that interfere with control of H2O chemical science.

Success in trouble-shooting depends on the cognition. logic. and accomplishments of the trouble-shooter. In order to better operations it is necessary to acknowledge the importance of uninterrupted betterment and to be familiar with some tools and processs necessary to back up this attempt. Adequate and dependable informations are indispensable if fluctuation in a system is to be measured and reduced. Specialized computing machine package can help attempts to pull off. sum up. and utilize informations efficaciously. Process informations can be stored in a database and retrieved and analyzed as needed in a assortment of formats. Computers provide about instantaneous entree to many months or old ages of procedure informations that would necessitate several registering cabinets if stored on paper log sheets. The computing machine can be used to chart and analyse the information in a assortment of formats. such as statistical procedure control ( SPC ) . tendency analysis. and histograms. The operator is able to trouble-shoot the system based on these analyses without passing big sums of clip manually researching and analysing the information. In his authoritative book Managerial Breakthrough. Dr. J M Duran develops the of import differentiation between quality control and quality betterment. and describes the elements of effectual job work outing in each instance.

Contribution to the Safety Field
Achieving high quality in an of all time altering uninterrupted procedure. quality direction emphasizes the thoughts of working invariably towards improved quality. It involves every facet of the company’s processes. environment and people. The whole work force from the CEO to the Line Worker must be involved in a shared committedness to bettering quality. Therefore in brief. Quality and Entire Quality Management in peculiar can be defined as directing ( pull offing ) the production procedure to bring forth an first-class merchandise or service. Entire Quality Management differs from other direction techniques in the attitude of direction towards the merchandise and the worker. Quality is controlled by bar. illustration safety. Quality is built in at every phase and safety for workers has become a major participant in the quality procedure. The major quality direction rules are: Quality. Teamwork and Proactive Management Philosophies for procedure betterments which include guaranting the wellness and safety of all employees.

Joseph M Juran is widely credited for adding the human dimension to quality direction. He pushed for the instruction and preparation of directors. For Juran. human dealingss jobs were the 1s to insulate. Resistance to alter or in his footings cultural opposition was the root cause of quality issues and if direction were educated and trained in certain countries such as employee’s wellness and safety this would add to the Total Quality Management and procedure betterment. Having employees involved in the whole procedure empowers them to take pride in their work and work procedures taking to a safer and more efficient workplace. ( Quality. wellness. safety. enviroment and preparation ) Joseph Juran developed the 10 Stairss to Quality Improvements which besides applies to the safety for employees. The 10 Stairss are:

1. Build Awareness of Opportunities to better
2. Set Goals
3. Form to make ends
4. Supply Training
5. Transport out undertakings to work out jobs
6. Report Progress
7. Give Recognition
8. Communicate Consequences
9. Keep Mark
10. Maintain Momentum by doing one-year betterments portion of the systems and procedure of the organisation

Participative Management is the antonym of Hierarchical Management manner of the early 20th century concern. It involves all employees in the direction and determination devising procedure by holding troughs set policies ( illustration Safety Policies ) and doing cardinal determinations based upon the advice and thoughts of subsidiaries. This method provides direction with more information from the Front Line Workers and motivates them as they have some control of the determinations. ( quality and entire quality managment ) Another country of transmutation by Entire Quality Management is in human resources. Numerous surveies have indicated that human resource patterns that improve the corporate civilization lead to better net incomes. Therefore many companies have extended Entire Quality Management to the human resources development Dept. Yet another country of development of Total Quality Management is in the country of ethical doctrine and behavior of Top Management.

Corporate dirts have increased involvement from the populace in corporate duty and answerability. Corporate duty is defined as how a company’s operating patterns affects its shareholders. employees. consumers. and the natural environment. This new quality motion is being called Total Responsibility Management. It involves responsible visions and values that leading physiques to make their values and ends. Entire Quality Management has contributed enormously to the wellness and safety of workers. Health and Safety policies provides employees with a clear apprehension of the importance we place on carry oning work in a mode that provides for the greatest safety for everyone and assigns answerability for conformity with these policies at the highest degrees. All employees perform work in a manner that protect and promotes the wellness and safety of themselves. their colleagues and the populace. and that they comply with all applicable wellness and safety Torahs and ordinances. ( joseph M. juran. 2012 ) Decision

Productivity and public presentation of an organisation finally depends on the deepness and quality of cognition and accomplishments of its employees. Advancing such cognition and accomplishments remainders on the preparation and development offered by their employer and taken advantage of by its employees. In conformity with the desire to guarantee quality work of employees and to minimise the legal. fiscal and physical hazard posed by deficient preparation. each employee needs to be proactively trained which all stems from Entire Quality Management. Dr. JM Juran was one of many great gurus of quality direction. He had accomplished so much in his life clip and he made great parts to companies worldwide. Because of him and others like him. we are where we are today and thanks to them we will hold an even better hereafter.

Mentions

History of Quality. ( 2002 ) . Retrieved from hypertext transfer protocol: //www. bpir. com/total-quality-management-history-of-tqm-and-business-excellence-bpir. com. html the juran quality program-wetherhaven. ( 2005. June 30 ) . Retrieved from World Wide Web. wetherhaven. com/~conversation/…/vitalfew-juran-ppt. pdf Joseph M. juran. ( 2012. novermber 22 ) . Retrieved from hypertext transfer protocol: //en. wikipedia. org/wiki/joseph_m. _juran Joseph M. juran. ( n. d. ) . Retrieved from hypertext transfer protocol: //www. skymark. com/resources/leadersjuran. asp juran & A ; Deming. ( n. d. ) . Retrieved from World Wide Web. prismconsultancy. com/comparingdemingandjuran. pdf jurans choice trilogy. ( n. d. ) . Retrieved from hypertext transfer protocol: //www. shsu. edu/~mgt_ves/mgt481/lesson13/sld012. htm Neuhauser. ( 2006. october 15 ) . Joseph juran: overcomming opposition to organisatonal alteration. Retrieved from hypertext transfer protocol: //www. ncbi. nlm. National Institutes of Health. gov/pmc/articels/PMC2565827/ Pradeep. ( 2009. january 19 ) . the juran trilogy. Retrieved from hypertext transfer protocol: //www. businessgyan. com/node/5409 quality and entire quality managment. ( n. d. ) . Retrieved from hypertext transfer protocol: //www. enotes. com/quality-total-quality-managment-reference/quality-total-quality-managment Quality. wellness. safety. enviroment and preparation. ( n. d. ) . Retrieved from hypertext transfer protocol: //www. raising. com/company/industrial-quality. htm