“moving from standardization to - hdk · called the father of modern day quality management...
TRANSCRIPT
Measurable Breakthrough Results
Joseph A. DeFeo, CEO Juran Global
“Moving from Standardization to
Competitiveness and Profitability“
Welcome to Today’s Session
Measurable Breakthrough Results
Why Am I Here?
Croatia’s own Metroteka invited me.
Chamber of Commerce Involved
Small companies and countries need to
learn from large companies and
economies more advanced
Croatia can be successful – others
have proved it.
Can you be the next Taiwan or Toyota?
Measurable Breakthrough Results
Called the Father of Modern Day Quality Management
Responsible for naming the Pareto Principle
Author on the means to attain organizational breakthroughs in quality
Dr. Joseph M. Juran founded Juran Institute, Inc.
Passed away at 103 years old in 2008
In 1954, the Union of Japanese Scientists and Engineers invited the celebrated author to Japan to deliver a series of lectures. These talks about managing for quality were delivered
soon after another American, W. Edwards Deming, delivered his lectures on statistical quality methods.
Who was Juran?
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Who was Juran?
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Professional services firm found by the
late Dr. Joseph M. Juran.
Training, Consulting and Certification
for over 36 years.
Research best practices and co-
authored many publications.
Partner network including Croatia’s own
Metroteka.
Who Is Juran Global?
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Where Are You Headed?How many organizations in Croatia
are certified to ISO standards?
How many of these
organizations
have world class quality?
How many of these
organizations are
competitive because
of the standards?
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We research best
practice performers and
how they got there.
Standards and Performance
Standardization and certification is necessary but
alone is not enough. Standards are a result of best
practices and in the case of ISO 9000 they only
include best practices for control and compliance.
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Business Essentials
Embrace
Quality
Leadership’s
Role
Strategic
Alignment
InnovationBreakthrough
ImprovementControl &
Compliance
BPM
Benchmarking Universals Standards
have many
elements but
do not cover
most of these
areas
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Embrace Quality, Don’t Fight It
Service Features
Increase Sales
Free of Failure
Decrease Costs
Goods and services
are “fit for purpose” by your customers
“Fit for Purpose” Drives Performance
Standards
are about
quality but
do not
care about
results
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Understand Universal Principles
Time
ControlPlan ImproveQbD Compliance
Lean
Six Sigma
Standards
drive
compliance
but not
improvement
or design
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Learn Leadership’s Role
Standards
want
leadership
involvement
but few
leaders are
involved.
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Strategy and Projects Aligned
ProjectsAnnual
Goals
Strategic
Goals
Vision
Time
3 Years 1 Year Months
Standards do
not require
strategy
deployment –
essential to
business
success
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Product & Service Innovation
QbDDefine
Goals &
Customers
Discover
Customer
Needs
Design
Product
Develop
Process &
Controls
Deliver
Standards
include design
but only from
compliance – it
is up to you
how to design.
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Create Breakthroughs in Performance
A Breakthrough
“Breakthrough is a departure
from the usual, familiar way, into
the unknown.”
LSSDefine
Value
Measure
Value
Analyze
Process-Flow
Improve
Process-Pull
Control
Process
Standards
do not get
involved in
change
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Assuring Repeatable & Compliant Processes
EstablishBaselinePerformance
Identify
CTQs
Monitor ActualPerformance
Compare to
CTQ Targets
Take Action
Standards
do assure
compliance
and control of
product related
processes
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Move to Business Process Management
Business
Results
Strategic
Plans
Customer
Customer
Customer
FUNCTIONAL OBJECTIVES
FUNCTIONS
PR
OC
ES
S O
BJE
CT
IVE
S
Key Process
Key Process
Key Process
Standards
do not care
about
business
processes
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Use Benchmarking to Sustain Market Leadership
Standards
do not care
about best
practices.
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The Future of Croatia
Can you be the next Taiwan or Toyota?
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Thank You
If you would like a copy of this
presentation or would like for me to
conduct this for your organization,
contact Lidija Sarta at: