Six Sigma = Juran + Deming

A popular aspect of six-sigma approach is the breakthrough methodology – implementing projects for bottom line results. However, a less acknowledged aspect of six sigma approach is cultural change in the organization. Six Sigma implementation is NOT complete till the cultural change is achieved.

Many quality professionals are busy in discussing, how six sigma is different from Total Quality Management (TQM).  However, this chapter highlights that six-sigma approach is a blend of the two popular TQM philosophies, namely Juran and Deming.

Juran Philosophy: Breakthrough Approach

Juran’s prescriptions focus on the following three major quality activities, called “Juran’s quality trilogy”:

1. Quality Planning – the process of preparing to meet quality goals.
2. Quality Control – the process of maintaining performance in day-to-day operations.
3. Quality Improvement – the process of achieving breakthrough levels of performance in the process.

Juran defines quality, as conformance to specifications and the management has to focus on maintaining the quality by working on all the three aspects.  However, traditional managers are busy in control function only. Control is the process of detecting and correcting adverse change, as soon as it happens, so that the status is maintained and the control activities are directed towards worker controllable quality problems.

Worker controllable problems contribute to 20% of the total loss.  On the other hand, management controllable problems amount for 80% of all losses. No exhortation or slogans demanding zero defects are able to solve them; only management action on the system leads to breakthroughs. Juran has recognized the need for achievement of breakthroughs about 30 years back.

By definition, Breakthrough is an improvement, which takes us to an unprecedented level of performance; it is an organized creation of beneficial change. Juran believes that annual costs are the key factor in breakthroughs.

Juran recommends a well-structured approach with the following salient features:

• Establish specific goals, clear priorities and responsibilities. The projects may be selected based on different targets: quality, productivity, cost of quality, safety etc.
• Appoint a Quality Improvement Council, a group of senior managers to guide and support the overall program. Such councils may be established at several levels – corporate, division, function and plant.
• Senior management leadership to provide support, review progress, make improvement an element in merit rating system and provision of rewards and recognition.
• Deployment experts called diagnosticians to discover the causes of defects, wastage etc. Diagnostic skills are the ability to design experiments for data collection and analyze scientifically. Diagnosticians work full time in this functional role and structurally they may be centralized or attached to departments.
• Follow the universal sequence of events for making improvements. (See Chapter 10, for the details)

Juran’s approach has helped several companies in achieving breakthroughs. Juran’s approach primarily focuses on authoritative style of management.  In this approach employees are motivated by the economic rewards they get, if they meet the objectives set by the Annual Quality Program. The primary emphasis is on tasks; the morale of employees is secondary. Juran’s approach can be readily implemented in any organization, as it needs only structural changes and it does not call for cultural change.

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