This is a step-by-step guide on the application of the concepts of planning, controlling and improving, the "Juran Trilogy", to quality leadership. Each concept is accompanied by a series of actions, and Juran gives criteria for selective project-by-project improvements and for picking a team to carry them out. The author offers a time-table for their implementation and directs the formation of an ongoing quality council. Case studies of improvements in various companies such as Bethlehem Steel and Florida Power are also included. The author has received many awards including the Second Class of the Order of the Sacred Treasure given by the Emperor of Japan for quality control in Japan. Review Anders Scharp President and CEO, Ab Electrolux In "Juran on Leadership for Quality" I have found all those ingredients that Electrolux found essential for successful quality programs and warning for some approaches which have produced no results. I regret that this book was not available when Electrolux started its quality programs seven years ago. It would have boosted the results. About the Author J. M. Juran, author ofJuran on Planning for Quality (The Free Press), is founder and Chairman Emeritus of Juran Institute, Inc. A consultant to various industrial companies, government agencies, and other institutions, Dr. Juran is also in demand as an international lecturer. Awarded over thirty medals, fellowships, and honorary memberships by professional and honor societies in twelve countries, he is the recipient of the Second Class of the Order of the Sacred Treasure given by the Emperor of Japan -- the highest decoration awarded to a non-Japanese citizen -- for "the development of Quality Control in Japan and the facilitation of US. and Japanese friendship." Excerpt. © Reprinted by permission. All rights reserved. Chapter 1 Quality: A Continuing Revolution The purpose of this chapter is to provide a "lessons-learned" perspective on making quality happen. The chapter shows that although human beings have always wished for high quality, they have over the centuries faced massive and changing forces requiring ever-changing strategies to reach their quality goals. It also shows that the current decades are uncommonly turbulent, requiring an unprecedented degree of managerial sophistication in choosing the needed strategies. For supporting detail, the chapter traces out 1. How managing for quality has been undergoing continuing change over the centuries 2. Why quality has recently risen so much in importance 3. The origins of the quality crisis faced by so many companies 4. The responses of company managers UNCHANGING DESIRES AND CHANGING FORCES We start with the premise that all managers want their company to produce products of high quality and to do so at low cost. They want their company at the least to be competitive, and preferably to be the industry quality leader. These same managers also have personal goals that are affected by the results achieved with respect to quality: the results achieved by the company determine the image of the company managers. These wishes of managers have not changed throughout recorded history. What has changed throughout recorded history are the strategies used to manage for quality. Such changes in strategy have been specifically designed to respond to specific political, social, and economic upheavals. Recently such upheavals have reached convulsive levels. It is these convulsions that are causing upper managers to raise such critical questions as the following: What role does quality play in the success of my company? How can I evaluate my company's status with respect to quality? How shall we, as a company, manage for quality in the face of the new challenges? What must we, as a company, do that is different from what we have been doing? What road shall we follow to go from where we are to where we want to be? What sh