Management of Quality

Management of Quality – An Overview (to be

delivered as a roadmap and no details):
A)Quality System (Introduction, Quality in Production
and Service Systems, Economics of Quality);
B)Technical System (Quality in Product and Process
Design)
C)Management Systems (QM Philosophies, Role of
the Customer; TQM, Quality Assurance – Planning,
Organising, Controlling, Quality Improvement and
Problem Solving, Employee Involvement and
Participative Management)
D)International Quality Standards
 Management of Quality
(A) Quality System (Introduction, Quality in Production and
Service Systems, Economics of Quality);

1) Introduction to Quality: Understanding Quality; Historical

Evolution of Quality; Garvin’s 5 Approaches to, and 8
dimensions of quality (for Manufacturing and Service);
Importance of Quality;

2) Quality Differences in Production and Service Systems;

Quality and Productivity;

3) Economics of Quality – Quality related to Price and Market

Share; Cost of Quality; Quality and Profitability; The Taguchi
Loss Function view of Quality
 Management of Quality

B) Technical System (Quality in Product and Process

Design)

4) Quality in Product and Process Design – Quality

Issues in Design (Cost, Manufacturability,
Disassembly, Product Liability), Designing Tolerance;
Quality Improvement approaches – Value Analysis,
Value Engineering, Concurrent Engineering
 Management of Quality
C) Management Systems (QM Philosophies, Role of the
Customer; Quality Assurance – Planning, Organising,
Controlling, Quality Improvement, Employee Involvement
and Participative Management)

5) Quality Gurus; Quality Management Philosophies:

Deming, Juran, Crosby, Feigenbaum; Ishikawa. The
philosophy of Total Quality and TQM

6) Role of Customer - Effect of customer dominated quality

on: Product Design, Services, Optimisation of User's Cost,
Life Cycle Costing, Customer Involvement and Feedback,
Quality Index; Complaint Indices and Redressal, Product
Liability, Customer Relations.
 Management of Quality
7) Quality Assurance – Planning, Control, Review; QFD
principles; Integrating Quality Management in Strategic
Management

8) Quality Improvement: Deming Cysle, Juran’s

Improvement Program; Crosby Program; Harrington
Approach; Japanese Approach of Kaizen

9) Employee Involvement (EI) and Participative Quality

Management: Importance of Employee Participation;
Foundations of EI – Industrial Engineering, SQC, QC,
Self Managed Teams. Evaluating EI – HR Perspective,
Quality Perspective, Cost Perspective
 Management of Quality

D) International Quality Standards

10) Reaching International Quality Standards:

Developing Quality Culture, Productivity through
People, Quality Circles, CWQC, TQM, Quality Grids,
ISO 9000.
 A - Quality System

1)Introduction to Quality:
• Understanding Quality
• Historical Evolution of Qualit
• Garvin’s 5 Approaches to, and 8 dimensions of,
quality (for Manufacturing and Service);
• Importance of Quality;
 UNDERSTANDING QUALITY

“Degree to which a set of inherent characteristics

fulfill requirements” - ISO
“The totality of features and characteristics of a
product or service that bears on its ability to
satisfy stated or implied needs” – American
Society for Quality

Quality required in - Products, Services,

Processes, Environment & People
Quality expressed as: design, conformance,
abilities – (availability, reliability and
maintainability); field service
HISTORICAL PROGRESSION
• INSPECTION

• QUALITY CONTROL (STATISTICAL METHODS)

• QUALITY ASSURANCE

• QUALITY MANAGEMENT

• TOTAL QUALITY MANAGEMENT

HISTORICAL PROGRESSION DETAILS
INSPECTION: Post-facto ascertaining of quality

QUALITY CONTROL: The operational techniques

and activities that are used to fulfill the
requirements for quality

QUALITY ASSURANCE: systematic and planned

actions which are necessary to provide adequate
confidence that a product or service will satisfy the
given requirement for quality
HISTORICAL PROGRESSION DETAILS

QUALITY MANAGEMENT: systematic set of

operating procedures which is company wide,
documented, implemented and maintained while
ensuring the growth of business in a consistent
manner

TOTAL QUALITY MANAGEMENT: THE PROCESS OF

INDIVIDUAL & ORG. DEVELOPMENT THE PURPOSE OF
WHICH IS TO INCREASE THE LEVEL OF
SATISFACTION OF ALL THE STAKEHOLDERS
QM Vs QA
The Prime Focus of

Quality Management Quality Assurance

Achieving results that satisfy the
requirements for quality.
Motivated by stakeholders internal
to the organization, especially the
organization’s management
Goal is to satisfy all stakeholders
Demonstrating that the
requirements for quality have been
(and can be) achieved.
Motivated by stakeholders,
especially customers, external to
the organization
Goal is to satisfy all customers.

Effective, efficient, and continually Confidence in the organization’s

improving, overall quality-related
performance is the intended result.
Scope covers all activities that
affect the total quality-related
business results of the
organization
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2018
products is the intended result
Scope of demonstration coves
activities that directly affect quality-
related process and product
results
12
 CONTEMPORARY FOCUS

• SIX SIGMA

• DEMING AWARD

• MALCOLM BALDRIDGE NATIONAL

QUALITY AWARD (MBNQA)
 GARVIN’S 5 APPROACHES TO DEFINING QUALITY

Manufacturing-based

Product-based

User-based

Value-based

Transcendent

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2018 14
 GARVIN’S 5 APPROACHES TO DEFINING QUALITY

Manufacturing “Right first time” processes.

-based Conformance to specifications
and ins measured in the process

Gives rise to Product-based

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 GARVIN’S 5 APPROACHES TO DEFINING QUALITY

Product-based Quantifying a product attribute –

length, composition, etc Precise
Measurement.

It is objective and independent

of experience
 GARVIN’S 5 APPROACHES TO DEFINING QUALITY

User-based “In the eye of the beholder”.

Fitness for intended use as
defined by customer. Seen as
customer satisfaction and
hyped as ‘exceeding customer
expectations’

Combines Product with

experience
 GARVIN’S 5 APPROACHES TO DEFINING QUALITY

Value-based Acceptable performance at a

given price

Quality = P/E (Performance / Expectations)

P/E = 1 meets expectations.
> 1 exceeds expectations

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2018 18
 GARVIN’S 5 APPROACHES TO DEFINING QUALITY

Transcendent Absolute, relative superiority

universally recognizable. E.g.
Mercedes, IIMs

Based on customer experience

of the Product. Normally it is
ranking relative to other similar
products, based on average of
user experience (e.g EXIM,
Crisil, B-School Rankings)

Includes Product, User-base and

Value for Money
 GARVIN’S 8 DIMENSIONS OF QUALITY
Performance Product’s Operating Characteristics

Features Number of “Bells and Whistles”.

Reliability Performance over time under stated conditions

Conformance Matching physical and performance characteristics to

pre-established standards

Durability Period of use till deterioration/ replacement

Serviceability Speed of repair

Aesthetics 5 senses – look, feel, sound, taste, smell

Perceived quality Subjective based on image, brand, advertising

 Garvin’s Eight Dimensions of Quality

 Performance
 basic operating characteristics of a
product; how well a car is handled or its
gas mileage
 Features
 “extra” items added to basic features,
such as a stereo CD or a leather interior
in a car
 Reliability
 probability that a product will operate
properly within an expected time frame;
that is, a TV will work without repair for
about seven years
Copyright
2006 John
Wiley &
Sons, Inc. 3-21
 Garvin’s Eight Dimensions of Quality

 Conformance
 degree to which a product meets pre–
established standards
 Durability
 how long product lasts before replacement
 Serviceability
 ease of getting repairs, speed of repairs,
courtesy and competence of repair person

Copyright
2006 John
Wiley &
Sons, Inc. 3-22
 Garvin’s Eight Dimensions of Quality

 Aesthetics
 how a product looks, feels, sounds,
smells, or tastes
 Perceptions (Perceived quality)
 subjective perceptions based on
brand name, advertising, and the
like
 Safety (9th, beyond Garvin)
 assurance that customer will not
suffer injury or harm from a
product; an especially important
consideration for automobiles

Copyright
2006 John
Wiley &
Sons, Inc. 3-23
Garvin’s Eight Dimensions of SERVICE Quality

 Consistency
 Courtesy
 Completeness
 Accessibility
 Accuracy
 Responsiveness
 Time and Timeliness
 Quality of Conformance

Copyright
2006 John
Wiley &
Sons, Inc. 3-24
 Dimensions of Quality Service

 Time and Timeliness

 How long must a customer wait for service,
and is it completed on time?
 Is an overnight package delivered overnight?
 Completeness:
 Is everything customer asked for provided?
 Is a mail order from a catalogue company
complete when delivered?

3-25
 Dimensions of Quality Service

 Courtesy:
 How are customers treated by
employees?
 Are catalogue phone operators nice and
are their voices pleasant?
 Consistency
 Is the same level of service provided to
each customer each time?
 Is your newspaper delivered on time
every morning?

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 Dimensions of Quality Service
 Accessibility and convenience
 How easy is it to obtain service?
 Does a service representative answer you calls
quickly?
 Accuracy
 Is the service performed right every time?
 Is your bank or credit card statement correct
every month?
 Responsiveness
 How well does the company react to unusual
situations?
 How well is a telephone operator able to respond
to a customer’s questions?
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 Dimensions of Quality Service

 Quality of Conformance
 Making sure a product or service is
produced according to design
 if new tires do not conform to
specifications, they wobble
 if a hotel room is not clean when a guest
checks in, the hotel is not functioning
according to specifications of its design

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 Exercise - Garvin’s Eight Dimensions

Compare Garvin’s 8 (9) dimensions of

quality in Products and Services

Copyright
2006 John
Wiley &
Sons, Inc. 3-29
Exercise - Garvin’s Aproach v Dimension (Product) Matrix

Perf Feat Relia Conf Dura Serv Aesth Perc Safet

b b Q y

Mfg
based

Produ
ct
Base
d
User
Base
d
Value
based

Trans
cende
nt
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Exercise - Garvin’s Aproach v Dimension (Service) Matrix

Consi Court Com Acce Accu Resp Timel Conf Safet

stent esy plete ss racy onse iness orm y

Mfg
based

Produ
ct
Base
d
User
Base
d
Value
based

Trans
cende
nt
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2018 31
 Importance of Quality

Lower costs (less labor, rework, scrap)

Motivated employees
Market Share
Reputation
International competitiveness
Revenues generation increased (ultimate
goal)

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