QPM 01

2/3/2012
Chapter 1
Introduction to
Quality
Evans & Lindsay (2008) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e
Quality Management
Quality management refers to systematic
policies, methods, and procedures used to
ensure that goods and services are produced
with appropriate levels of quality to meet the
needs of customers.
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008
Dr. Owlia, Yazd University
History of Quality Management

(1 of 3)
z
z
z
z
Skilled craftsmanship during Middle Ages

Industrial Revolution: rise of inspection and
separate quality departments
E l 20th Century:
Early
C t
statistical
t ti ti l methods
th d att B
Bellll
System
Quality control during World War II
Post-war Japan: evolution of quality
management
2/3/2012

(2 of 3)
Quality awareness in manufacturing

industry during 1980s: from Little Q to
g Q - Total Quality
y Management
g
Big
American and European Quality Awards
(1980s)
Disappointments and criticism

(3 of 3)
z
z
Emergence of quality management in

service industries, government, health care,
and education
Evolution of Six Sigma
Current and future challenge: keep progress
in quality management alive
Contemporary Influences on
Quality
z
z
z
z
z
z
z
z
Partnering
Learning systems
Adaptability and speed of change
Environmental sustainability
Globalization
Knowledge focus
Customization and differentiation
Shifting demographics
2/3/2012
Defining Quality
Perfection
Fast delivery
Providing a good, usable product

Consistency
Eliminating waste
Doing it right the first time
Delighting or pleasing customers
Total customer service and satisfaction
Compliance with policies and procedures
7
Formal Definitions of Quality

z
z
z
z
z
Transcendent definition: excellence

Product-based definition: quantities of product
attributes
User-based
User
based definition: fitness for intended use
Value-based definition: quality vs. price
Manufacturing-based definition: conformance
to specifications
Quality Perspectives
transcendent &
product--based
product
Customer
products
d t
and
services
user--based
user
needs
Marketing
value--based
value
Design
manufacturingmanufacturingbased
Manufacturing
Distribution
Information flow
Product flow
2/3/2012
Key Idea
Because individuals in different business
functions speak different languages,
the need for different views of what
constitutes quality at different points
inside and outside an organization is
necessary to create products of true
quality that will satisfy customers needs.
10
Customer-Driven Quality
z
Meeting or exceeding customer

expectations
Customers can be...
z
z
z
Consumers
External customers
Internal customers
11
Total Quality
z
z
z
z
z
People-focused management system

Focus on increasing customer satisfaction and
reducing costs
A systems
y
approach
pp
that integrates
g
organizational functions and the entire supply
chain
Stresses learning and adaptation to change
Based on the scientific method
12
2/3/2012
Principles of Total Quality

Customer and stakeholder focus
Participation and teamwork
Process focus supported by continuous
improvement and learning
z
z
z
all supported by an integrated organizational

infrastructure, a set of management practices,
and a set of tools and techniques
13
Customer and Stakeholder

Focus
z
z
z
z
Customer is principal judge of quality

Organizations must first understand
customers needs and expectations in
order to meet and exceed them
Organizations must build relationships with
customers
Customers include employees and society
at large
14
Key Idea
To meet or exceed customer expectations,
organizations must fully understand all
product and service attributes that
contribute to customer value and lead to
satisfaction and loyalty.
15
2/3/2012
Participation and Teamwork

z
z
z
z
Employees know their jobs best and therefore,

how to improve them
Management must develop the systems and
procedures that foster participation and
teamwork
Empowerment better serves customers, and
creates trust and motivation
Teamwork and partnerships must exist both
horizontally and vertically
16
Key Idea
In any organization, the person who
best understands his or her job and
how to improve both the product and
the process is the one performing it.
17
Process Focus and Continuous

Improvement
z
A process is a sequence of activities that is

intended to achieve some result
18
2/3/2012
Continuous Improvement
z
z
z
z
Enhancing value through new products and

services
Reducing errors, defects, waste, and costs
Increasing productivity and effectiveness
Improving responsiveness and cycle time
performance
19
Key Idea
Major improvements in response time may
require significant simplification of work
processes and often drive simultaneous
improvements in quality and productivity.
20
Demings View of a
Production System
Suppliers of
materials and
equipment
Design and
Redesign
Receipt and test
of materials
A
B
C
D
Production, assembly
inspection
Consumer
research
Consumers
Distribution
Tests of processes, machines, methods
INPUTS
PROCESSES
OUTPUTS
Feedback
21
2/3/2012
Learning
z
The foundation for improvement

Understanding why changes are successful
through feedback between practices and results,
which leads to new g
goals and approaches
pp
Learning cycle:
z
z
z
z
Planning
Execution of plans
Assessment of progress
Revision of plans based on assessment findings
22
Infrastructure, Practices, and

Tools
Infrastructure
Leadership
Strategic
Planning
Practices
HRM
Performance
appraisal
Tools
Process
mgt.
Information and knowledge

management
Training
Trend chart
23
TQ Infrastructure
z
z
z
z
z
Customer relationship management

Leadership and strategic planning
Human resources management
P
Process
managementt
Information and knowledge management
24
2/3/2012
Competitive Advantage
z
z
z
z
z
z
Is driven by customer wants and needs

Makes significant contribution to business
success
Matches organizations
organization s unique resources with
opportunities
Is durable and lasting
Provides basis for further improvement
Provides direction and motivation
Quality supports each of these characteristics

25
Quality and Profitability

Improved quality
of design
Improved quality
of conformance
Higher perceived
value
Higher
prices
Increased market
share
Increased
revenues
L
Lower
manufacturing and
service costs
Higher profitability
26
Key Idea
Considerable evidence exists that
quality initiatives positively impact
bottom-line results.
results
27
2/3/2012
Key Idea
An organization that is committed to total
quality must apply it at three levels: the
organizational level,
level the process level
level, and
the performer/job level.
28
Three Levels of Quality

z
Organizational level: meeting external

customer requirements
Process level: linking external and internal
Performer/job level: meeting internal
29
Quality and Personal Values

z
z
z
Personal initiative has a positive impact on

business success
Quality begins with personal attitudes
Quality-focused individuals often exceed
customer expectations
Attitudes can be changed through awareness
and effort (e.g., personal quality checklists)
30
10
2/3/2012
Key Idea
In the daily attempt to bring about change in the
individual parts of the organizational universe,
managers, employees, professors, and students
can find that personal quality is the key to unlock
the door to a wider understanding of what the
concept really is all about. Unless quality is
internalized at the personal level, it will never
become rooted in the culture of an organization.
Thus, quality must begin at a personal level (and
that means you!).
31
1
( 3 )

.( 6 )
32
11

QPM 01

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

QPM 01

Uploaded by

Copyright:

Available Formats

2/3/2012

History of Quality Management

Skilled craftsmanship during Middle Ages

History of Quality Management

Quality awareness in manufacturing

History of Quality Management

Emergence of quality management in

Providing a good, usable product

Formal Definitions of Quality

Transcendent definition: excellence

Meeting or exceeding customer

People-focused management system

Principles of Total Quality

all supported by an integrated organizational

Customer and Stakeholder

Customer is principal judge of quality

Participation and Teamwork

Employees know their jobs best and therefore,

Process Focus and Continuous

A process is a sequence of activities that is

Enhancing value through new products and

Tests of processes, machines, methods

The foundation for improvement

Infrastructure, Practices, and

Information and knowledge

Customer relationship management

Is driven by customer wants and needs

Quality supports each of these characteristics

Quality and Profitability

Three Levels of Quality

Organizational level: meeting external

Quality and Personal Values

Personal initiative has a positive impact on

You might also like