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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

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