Group members

 Sajjad hussain
 Hamza ahmad
 Zafar ali
 Usman tahir
 Dawood iqbal
 TOPIC

Juran transformation model and roadmap

 Introduction

 Creating the state of performance, excellence in organization will enable

our global society to avoid technological failure from harming the
environment and ultimately its people.
 Transforming an organization from one culture to another is not easy
task.
Juran Transformation model;

Leadership
&
Management

Organization
Adaptability
&
&
structure
Sustainability

Current
Culture
performance
 Breakthroughs are essential to organization
vitality

1. The cost of poor quality continou to increase if they are not tackled.
2. It make good business sense that mystareious and chronic causes of
waste must be discovered, removed and prevented from returning.
3. Chronic and countius change.
4. Without continius improvement, organization die.
 Hamza Ahmad
 Breakthroughs in Leadership and
Management

 Issues with leadership are found at all

levels, not just at the top of an
organization.
 A breakthrough in leadership and
management results in an
organization characterized by unity
of purpose and shared values as well
as a system that enables engagement
of the workforce.
 CONT….

 Each work group knows what its goals are and, specially what
performance is expected from the team and individuals.
 There are two major elements to leadership:
1) leaders must decide and clearly communicate where they want
employees to go.
2) leaders must entice them to follow the path by providing an
understanding of why this is better way.
The role of leaders to attain a breakthrough in
leadership

 A Breakthrough Leader manages the tools, environment and processes

around people to help them succeed and empowers staff by giving them the
tools and skills to manage themselves.

Strategic Planning and Deployment: Moving from Good to Great

 An organization must create a "vision" and aligned strategic plan to be the
market "quality" leader. It addresses such important issues as how to align
strategic goals with the organization's vision and mission, how to deploy
those goals throughout the organization, and how to derive the benefits of
strategic planning.
The role of leaders to attain a breakthrough in
leadership

Providing Employee Empowerment and Self-Control

When managers do everything they can to provide the means for everyone to
be empowered or attain a state of self-control, this also will greatly enhance
their credibility and the level or trust followers will feel toward them.
 Demonstrate Your Trust.
 Communicate a Clear Vision.
 Don't Avoid Small Talk.
 Encourage Self-Improvement.
 The role of leaders to attain a
breakthrough in leadership

Provide Resources to continually Innovate and Improve:

 A continuous improvement strategy is any policy or process within a
workplace that helps keep the focus on improving the way things are
done on a regular basis. This could be through regular incremental
improvements or by focusing on achieving larger process improvements.
Breakthrough in Organizational Structure:
An organization that is established as
a means for achieving defined
objectives has been referred to as a
formal organization. Its design
specifies how goals are subdivided
and reflected in subdivisions of
the organization.
A clearly established structure helps
employees resolve disputes and work
together to achieve strategic goals.
 Outline Your Governance Plan.
Determine what type of governance
you need to make decisions.
 Establish Rules for Operation.
 Distribute the Work.
 Allow for Changes Over Time.
 Make Communication Easy Among
Divisions.
zafar
 Breakthrough in current performance

 Implement solutions
 Reduce cost of poorly processes
 Install new system
 Six sigma
 Breakthrough in culture

 Introduce new culture

 Diversity
 Empowerment and commitment

 Project team
 Leadership style
 Citizenship reason for high commitment
 Means of achieving high performance
 Focus on external customer
 Policies and cultural norms

 Policies are guides for managerial actions and decision making.

Organization manuals typically begin with a statement of the
organization quality policies.
 Culture defined

Your organization is a society. All society is an enduring and cooperating

social group whose members have developed organized patterns of
relationships through interaction with each other.
 Culture in managing an organization

To achieve a performance break through it is a desirable if of necessary

that the organization norms and culture patterns support the
organization performance goals.
Legitimacy of the metrics and the control chart

 There must be one and only one personnel supervisor to whom an

employee is responsible.
 There is no limit to the number of impersonal bosses (manuals, drawings,
routines).
 When there is a conflict between something legitimate and something
not established as legitimate the former prevails.
 Norms acquired

new members of a society a baby born in to a family or a new employee

hired into the work place are carefully taught who is who and what is
what.
 How are norms change

When the new managers comes in an organization they introduce new

patterns and working style in this way the norms are change and replace.
 Resistance to change

 When a technical or social change is introduce into a group, group

member immediately worry that secure status and comfort level under
the new system different then under the current system.
 Norms helpful in achieving a cultural
transformation

 Transforming a culture requires a highly supportive workforce. Certain

cultural norms appear to be instrumental improviding the support
needed.
 Policies and cultural norms

 Policies are guides for managerial actions and decision making.

Organization manuals typically begin with a statement of the
organization quality policies.
 Usman Tahir
 What is Human Resource?

 Human resources is used to describe both the people who work for a
company or organization and the department responsible for managing
resources related to employees. The term human resources was first
coined in the 1960s when the value of labor relations began to garner
attention and when notions such as motivation, organizational behavior,
and selection assessments began to take shape.
 cUltural pattern

 cultural pattern is the way of behavior of

the people. ... A culture develops patterns
of behavior in all social situations. These
patterns are also the normative orders of
society.
 Human resources plays a significant role in reinforcing cultural norms.
 It does so by several means that include, these are as follow.

•Recruiting

•Reward and recognition practices

•Orientation and training

•Career path and promotion practices

•Publishing employee handbooks
 Recruiting:

 The process of finding and hiring the best-qualified candidate (from

within or outside of an organization) for a job opening, in a timely and
cost effective manner. The recruitment process includes analyzing the
requirements of a job, attracting employees to that job, screening and
selecting applicants, hiring, and integrating the new employee to the
organization.
 Reward and recognition practices

 In our rapidly changing world, management teams find themselves

agonizing over what kind of employee behavior should be rewarded.
 Whatever the behavior is, and when it is rewarded the reward reinforces
the cultural norms.
 Orientation and training

 Once employees are selected, they must be prepared to do their jobs,

which is when orientation and training come in.
 Orientation means providing new employees with basic information
about the employer.
 Training programs are used to ensure that the new employee has the
basic knowledge required to perform the job satisfactorily.
 Career path and promotion practices

 Career paths and career ladders are two traditional methods by which an
employee can develop and progress within an organization.
 If you track the record of those promoted in an organization, you are
likely to find either *Behavior that conforms to the traditional cultural
norms in their background.
* Behavior that resembles desired new cultural norms required for a given
organizational change.
 Publishing employee handbooks

 Usually, the employee handbook contains several key sections and

includes information about company culture, policies, and procedures.
The employee handbook can be used to bring together employment and
job-related information which employees need to know.
Breakthroughs in Adaptability and sustainability

 creating a Breakthroughs in Adaptability and sustainability requires;

 Creating structures and processes that uncover and predict changes or
trends in the environment.
 Creating processes that evaluate information from the environment and
refer it to the appropriate organizational person or function
 Participation in creating an organizational structure that facilitates rapid
adaptive action to exploit the promising trends or avoid the threatening
disasters.
 Dawood Iqbal
 The Adaptive cycle

1:Sensors

6:Action 2:Intelligencef
takers untion

3:Intelligencef
5:Management
untion

4:Intelligencef
untion
 The Adaptive cycle
Intelligence functionare Intelligence functionare
Sensorsare used to used to receives, used evaluates
gather data processes and information to reveal
interprets data threats
Intelligence
functionare used to Managementtakes Action takersprovide
refers information action to ward off feed-back about
about potential threats prior actions
threats
 Prerequisites for the adaptive cycle

 Leadership and management

 Organization structure
 Current performance
 Culture
 Journey around the Adaptive Cycle

 An intelligence function gathers data and information from the internal

and external environment , some basic things are as follow:
 Internal Environment
 process capability of measurement
 process capability of key repetitive processes
 Performance of repetitive processes
 Causes of most important performance problems
 Employee needs, loyalty
 external Environment

 Customer Need
 Ideal design of products
 Customer satisfaction
 Customer loyalty
 Transformatpaion Roadmap

 Five phases in juran transformation model. Each phase is independent

but the beginning and end of each phase are not clearly delineated.
 These phases begine when someone on the executive team decide that
something must be done or else the organization whill not meet
shareholder expectations or will not meet its plan and ends with a clear
plan for change.
 Important areas

1. Conduct customer loyalty assessment.

2. Identify the area of strength.
3. Understand employee attitude toward the proposed change.
4. Understand the key business process.
5. Conduct cost analysis.
6.Conduct the world class quality review.