Quality

MMZG 522 Total Quality • What is quality?

Management • Who determines what is quality?
• Who is responsible for quality?
• How has quality evolved?

Definition of Quality Definition of Quality

• Quality is the totality of features and
• Quality= Q = P/E
characteristics of a product or service that bear
Q = Performance/Expectations
on its ability to satisfy stated or implied needs
now and in the future. (From: ANSI/ASQC A3-
• Quality has two sides:
1987 “Quality Systems Terminology”)
- Objective quality that can be measured
easily (by physical instruments).
• Quality = Customer Satisfaction and - Subjective quality depends upon each
Loyalty; Customer Focused. individual’s perception. (Quality is a
subjective term for which each person
has his or her own definition).
 Definition of Quality
• Manufactured product quality dimensions
of Quality
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Who Determines Quality?
• In the old days, (and in some cases, even
today), the design and the quality
departments determined what is quality
– Conformance to specification
– Conformance to design
– Conformance to need??
• Today – the ultimate customer who pays
for the product or service determines what
is quality
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Definition
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Who Determines Quality?
• Example of the U.S. auto industry
– Considered the effect of imports from Japan as an
aberration and limited to low cost vehicles
– Did not take into consideration the changing
consumer needs
– Blamed the customer for not understanding the effort
and cost going into the manufacture of costs and for
not buying American cars
– Almost went out of business
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Who is Responsible for Quality?
• In the days of craft production, the craftsman inspected
the product for non-conformities and defects and
corrected for them
• With mass production, we saw the growth of the
inspection department. In the Hawthorne plant of
Western Electric Co., there were 40,000 employees and
5,200 in the inspection department
• During World War II, we saw a growth of Statistical
Quality Control. But this was discontinued after the war
due to the tremendous increase in demand and the lack
of top management understanding and commitment
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How Has Quality Evolved?
Inspection
Statistical Process Control
Understanding Customer
Needs
Anticipating Customer
Needs
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Who is Responsible for Quality?
• In Japan, after World War II, there was a tremendous
shortage of good quality radios and the U.S. occupation
forces requested the services of Dr. Deming and Joseph
Juran to train the Japanese manufacturing companies in
the fundamentals of quality and statistical quality control.
Dr. Deming insisted, and got all the top management of
the Japanese companies to attend the training on quality
• Dr. Deming taught the Japanese, and later, the
American companies that quality is the responsibility of
top management. Without their understanding and
commitment, quality is not possible.
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TQM- Total Quality Management
• TOTAL
-- Whole- Everyone involved
-- All parts of the organization involved
• How do you see your role in creating or ensuring
quality in your organization?
• Think of areas such as design, purchasing,
manufacturing, warehousing, maintenance, etc.
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 TQM - Total Quality
Total Involvement
Management
• Market research -- must discover quality needs of the users. • QUALITY
• Product Development -- must create designs that are responsive to
their needs. -- Degree of excellence of a product
• Manufacturing and Operations Planning -- must regulate these
processes capable of executing the product designs. or service
• Purchasing -- must obtain adequate materials.
• Inspection and test -- must prove the adequacy of the product
-- Customer Satisfaction
•
through simulated use.
Marketing -- must sell the product for the proper application.
• Building quality versus weeding it out
• Customer Service-- must observe the usage, remedy failures, and • Deming’s “pride in work”
report opportunities for improvement.
• Administrative and Support Activities-- must meet the needs of their
customers, both internal and external.
• Management -- must take leadership in quality activities.
• Suppliers – must provide the right part at the right time, quality and
cost
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TQM- Total Quality Management TQM is both a philosophy and a

set of guiding principles
• MANAGEMENT • Of clear vision and mission for the organization
-- Act, art, or manner of handling, • To apply formal and quantitative methods
controlling, directing, etc. • To fully exploit human potential
• Reactive versus Proactive • To continuously improve all processes within an
• Anticipate Requirements organization
• Leadership • To meet and exceed customer needs for now
and in the future

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 TQM requires five basic New and Old Cultures
concepts:
1. Visionary leadership
2. An unwavering focus on customers
3. Effective involvement and utilization of the
entire workforce
4. Treating suppliers as true partners.
5. Data based performance measurement and
continuous improvement of business and
operational processes.

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Traditional vs. TQM Quality is a Business Issue

• Traditional = q =Little Q
• Modern concept of Quality = Q = Big Q
q Q
• It is no longer only a quality manger’s job.
• Quality relates to everything in an organization.
• Quality demands specialized knowledge,
training and tools.
• TQM approach leads to successful
organizations.
• Organization MUST have a well-developed
Quality Management System (Study, Implement
and Improve)
• Quality Certifications and Awards

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 TQM Framework Quality Gurus
• Walter Shewhart
• W.E. Deming
• Joseph Juran
• Philip Crosby
• Feigenbaum
• Ishikawa
• Taguchi
• Kano
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Walter Shewhart W.E. Deming

• Considered the father of Statistical Quality
Control and the Shewhart Cycle
• The Shewhart Cycle evolved into the
current PDCA/PDSA cycle
• Worked at Western Electric Co.
• Dr. W. E. Deming learned about Statistical
Quality Control, the Control Chart and the
Shewhart Cycle from Walter Shewhart
• Taught the Japanese companies basics of
SQC and the importance of quality at the
end of World War II
• Evolved the Shewhart Cycle into the
current PDSA/PDCA cycle
• 14 Points
• System of profound knowledge
• Predictable degree of uniformity
 Joseph Juran Quality–
Features
• Quality is fitness for use and
• Quality is defined by product features and Freedom from
absence of deficiencies Deficiencies
• Juran Trilogy

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Juran Trilogy Juran Trilogy

• Quality Planning • Quality Planning
• Quality Control – Identify who are the customers.
• Quality Improvement – Determine the needs of those customers.
– Translate those needs into our language.
– Develop a product that can respond to those
needs.
– Optimise the product features so as to meet
our needs and customer needs.

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 Juran Trilogy Juran Trilogy
• Quality Improvement
• Quality Control – Establish the infrastructure needed to secure annual quality
– Evaluate actual quality performance improvement.
– Identify the specific needs for improvement -the improvement
– Compare actual performance to quality projects
goals – For each project establish a project team with clear responsibility
for bringing the project to a successful conclusion
– Act on the difference
– Provide the resource, motivation, and training needed by the
team to:
• Diagnose the cause
• Stimulate establishment of remedies
• Establish controls to hold the gains

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Philip Crosby A.V. Feigenbaum

• The definition of quality is conformance to requirements • Total Quality Control
(requirements meaning both the product and the
customer's requirements) • Includes both planning and control
• The system of quality is prevention • Quality system to provide managerial
• The performance standard is zero defects (relative to procedures to assure customer
requirements)
• The measurement of quality is the price of
satisfaction and an economical cost of
nonconformance quality
• Quality is free
• Do It Right The First Time

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 Kaoru Ishikawa Genichi Taguchi
• Use of quality tools to solve
• Quality is loss to society
problems
• Quality loss function
• Ishikawa diagram

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Kano Model
Goal: Customer Satisfaction Summary of Session 1

• Quality is the responsibility of top management

but requires the involvement of everyone
• Total Quality Management is a systems
approach to manage quality in an organization
• Quality has evolved over the years to where the
focus today is on customers and not on the
manufacturers
• Significant advances have been made in quality
Kano Model of Quality suggests relationships of dissatisfiers (unspoken in the twentieth century
wants), satisfiers (Give more of), and delighters (Wows) to customer
satisfaction (CTS=Requirements Critical to Customer Satisfaction).49