Dr Joseph M Juran (1904-2008) was a charismatic figure, acknowledged worldwide for his extensive contribution to quality management. While often referred to as one of the leading figures of total quality management, much of Juran’s work actually preceded the total quality concept. He became a legend in his own time, and has been instrumental in shaping many of our current ideas about quality. He has explained his model of quality improvement on the basis of three universal processes which have been popularly named a Juran Trilogy.
Triple Helix systems provide a fine-grained view of innovation actors, relationships between them and knowledge flows within the system, in a vision of a dynamic, boundaryspanning diachronic transition between the Knowledge, Innovation and Consensus Spaces. Triple Helix systems accommodate both institutional and individual roles in innovation, and explain variations in the innovative performance in relation to the existence and development stage of the three spaces, the strength of relationships between them and their capacity to integrate various regional development strategies.
The case that forms the core part of this paper enumerates how a member of Rotary club, within the framework of the orgainsation, develops and implements eye-care project for the benefit of economically down-trodden, using principles of Juran Trilogy and Triple Helix System that have been evolved over years for meeting the challenges faced by businesses and government.
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