The Juran Trilogy

Exercising effective quality improvement leadership within a healthcare organization involves providing a toolbox for microworld to maintain excellence and value. As a leader in the healthcare industry there are several quality improvement factors that can demonstrate the strategic leadership philosophy. As a member of this epitope, I have identified several dynamic attributes that promote excellence. One of the quality mechanisms is called "Juran Trilogy" and includes quality planning, quality control, quality improvement (Ransom, Joshi, Nash, & Ransom, 2008).

Juran is one of the first people who wrote low quality costs. One example of his "Juran Trilogy" is a cross-functional approach consisting of three management processes: quality planning, quality control, and quality improvement. If there is no change it will be wasted, cost will rise during the change period, but after improvement the profit margin will rise and the cost will rise. Juran founded the Juran Institute in 1979. The Institute is an international training, certification and consulting firm that provides training and consulting services in quality control, lean manufacturing management and business process management as well as Six Sigma certification. This institute is located in Southbury, Connecticut.

The famous prescription of Juran is Quality Trilogy (registered trademark of Juran Institute). Here, researchers said that quality can be managed through three key processes, quality planning, quality control, and quality improvement. Researchers have revealed that the problem is traceable during the proper planning process and that the process is sent via the quality control process in which specific problems are carried out. This will obviously lead to an improvement process (Zhang, 2000). Figure 1 summarizes the three management processes

Like Deming, Joseph M. Juran (1993) argues that the main quality problems are due to management, not workers. He believes that quality control is a three basic process (Juran Trilogy): quality plan (starting point), quality control, and finally quality improvement. He is interested not only in the final customer, but also with other external and internal customers. He proposed the concept of quality cost and defined four major categories: internal fault cost, external fault cost, evaluation cost and prevention cost. (Freeman, M. 2002)