Quality

Quality is a relative Term

Quality is defined as the fitness for use or purpose as
the most economical level
Quality is a customer determination , not an engineers
determination of a managers determination
Quality is the extent to whoch the customer or users
believe the product or service satisifies their needs and
expeectations

Quality chain reactions

The Deming quality chain reaction is the Quality
improvement results in improved productivity, profilts,
customer satisfaction, market chare and reduced prices
and costs,
Customer
Satisfaction

Market Share

Price
Quality
Costs

Productivity

Profits

Japanese Quality Chain reaction

Improved Quality
Costs decrease due to fewer defects, Lesser
rework, fewer delay and better use of men
machine, materials
Improved Productivity

Capture market with better

quality and ;ower prices

Stay in business

Provide more jobs

Definition of Quality

Quality is customer satisfaction

Quality is fitness for use Juran
Quality is conformance to requirements Crosby
Quality is a predictable degree of uniformity and
dependability , at low cost and suited to the market Deming
Quality is the loss imparted by a product to society from time
the product is shipped Taguchi
Quality is correcting and preventing loss , not living with loss
Quality is the totality of features and characteristics of a
product or service, that bear on its ability to satisfy stated
and implied needs of the customer

Definitions

Product
A product is the output of any process
Goods : Goods are physical things such as cellphone, etc
Service: Service is work performed for someone else.
Banking , Insurance
Product Features
A product feature is a property that is possessed by a
product and that is intended to meet certain customers
needs and there by
Customer
A customer who receives or affected by the product or
service

Stated and Implied needs:

Needs which the customer specifies for procurement of goods and service
Implied Needs:
Are the associated functions the product is supposed to perform irrespective of whether they are
stated or Not
Customer Satisfaction
Is a state of affairs in which customer feels that their expectation have been met by product features
Customer Dissatisfaction
Is a state of affairs in which deficiencies results in customer annoying, complaints and claims
Deficiencies
A product failure that results in product dissatisfaction

Different Views of Quality

From Customer point of view
Quality is an expression of the products / service usefulness in meeting the
needs and expectation and its reliability, safety, durability

From Production Point of View

Quality of product measured by quality performance which depends on the
quality of its performance which depends on the quality of design and the
quality of conformance

Dimensions of Quality
Customer evaluate the quality of product or service
Dimensions of product
Dimensions of Service

Dimensions of product Quality

1. Performance8. Aesthetic
2. Reliability 9. Reputation
3. Features
4. Conformance
5. Durability
6. Serviceability
7. Responsiveness

 Dimensions of Service Quality

quality of service is judged by the customer on many dimensions in
addition to the physical and functional characteristics associated with
the services
1. Reliability
2. Responsiveness
3. Assurance
4. Empathy
5. Tangibles

Total Quality management

TQM is the management approach of an organization

centered on quality based on the participation of all its
members and aiming at long term success through customer
satisfaction and benefits to all members of the organization
and to society

Characteristics of TQM
TQM is a management philosophy to guide a process of
change
TQM is a customer oriented management system
TQM starts at the top , it requires leadership, and continuous
involvement
TQM calls for planning
TQM is about achieving results by products based approach
TQM emphasizes the importance of measurements

Basic concepts of TQM

Top Management commitment

Focus on the customer
Effective involvement and utilization of the entire work
force
Continuous improvement
Treating suppliers as partners
Establishing performance measures for the processes

Elements of TQM

TQM principles and practices

TQM Tools and Techniques

A People and Relationships

1. Leadership
2. Customer focus
3. Employee involvement
4. Supplier partnership

1. Seven tools of quality

2. New seven Management tools
3. Six sigma
4. Bench marking
5. Failure effective mode analysis
6. Quality circle
7. Quality Function Deployment
8. Total preventive Maintenance
9. Taguchi Methods
10.Sampling Plans
11.Experimental Design
12.Quality management system

B.
1.
2.
3.

Approach
Continuous process improvement
Innovation
Management by fact

C. Performance Measures
4. Quality costs
5. Quality awards

Pillars of TQM

Problem Solving discipline

Interpersonal Skills
Team Work
Quality improvement process

Principles of TQM
Customers requirements must be met the first time every time
There must be agreed requirements for both internal and external
customers
Everybody must be involved from all levers and across all functions
Identifying training needs and relating them with individual
capabilities and requirement is must
Top Managements Participation and commitment is must
A culture of continuous improvement must be established
Emphasis should be placed on purchasing and supplier management
Every job must add value
Quality improvement must eliminate waste and reduce costs

Barriers to TQM Implementation

Lack of Management Commitment

Lack of faith in and support to TQM activities among
management personnel
Failure to appreciate TQM as a cultural revolution.
Misunderstanding about the concept of TQM
Improper Planning
Lack of employees commitment
Lack of effective communications
Lack of continuous training and education
Non application of proper tools and techniques

Benefits of TQM
Tangible Benefits

In tangible Benefits

Improved Product quality

Improved employee

Improved Productivity

participation

Reduced quality costs

Improved team work

Increased profitability

Improved working relationships

Reduced employee grievances

Improved Customer Satisfaction

Improved Communications

Walter A Shewhart
Shewaharts Contributions
Statistical Control Charts : Idea of reducing variability in Manufacturing
process and Products
PDSA Cycle

W Edwards Deming
Deming s 14 Points
1. Create constancy of purpose toward improvement of product and
service
2. Adopt the new philosophy
3. Cease dependence on inspection to achieve quality
4. End the practice of awarding business on the basis of price tag
5. Improve constantly and forever the system of production and service
6. Institute training
7. Institute leadership
8. Break down barriers between departments
9. Eliminate slogans, exhortations and targets for the work force

10. Drive out fear

11. Eliminate work standards on the factory floor
12. Remove barriers to pride of workmanship
13. Institute a vigorous program of education and self improvement
14. The transformation is everyones Job

Deming Cycle or PDCA Cycle

PLAN What is needed

Plan

DO

Check

Act

Do it
CHECK That it works
ACT to correct problems or improve
performance

Seven Deadly Diseases of Western Management

1.
2.
3.
4.
5.
6.
7.

Lack of Consistency of Purpose

Emphasis on short term Profits
Reliance on performance appraisal and merits
Staff mobility
Reliance on financial figures
Excessive Medical Costs
Excessive legal costs

Juran s Contributions
Juran s Contribution can be studied

1. Internal customer
1. Three role Model
1.
2.
3.

Supplier
Process
Customer

2. Cost of quality
1. Failure Costs Scrap, rework,
2. Appraisal Costs
3. Prevention Costs

1. Quality trilogy
1. Quality Planning
1.
2.
3.
4.
5.
6.

Identify the customer

Determine the customers needs
Develop product features
Establish quality goods
Develop a process
Prove process capability

2. Quality Control
1.
2.
3.
4.
5.
6.

Choose control subjects

Choose units of Measurement
Establish measurements
Establish standards of performance
Interpret the difference
Take actin on the difference

1. Quality Improvement
1.
2.
3.
4.
5.
6.
7.

Prove need for improvement

Identify specific projects for improvement
Organise to guide the projects
Diagnose to find the causes
Provide remedies
Prove that remedies are effective under the operating conditions
Provide for control to hold gains

1. The breakthrough concept

Juran s 10 Steps for quality improvement

1. Build Awareness of the need and opportunity for improvement
2. Set goals for improvement
3. Organize to reach the goals
4. Provide training
5. Carry out projects to solve problems
6. Report progress
7. Give recognition
8. Communicate results
9. Keep Score
10. Maintain momentum by making annual improvement part of the
regular systems and processes of the company

Philip Crosby
Crosby contributions
1. Four absolutes of quality
2. Fourteen steps to quality management
3. Crosbys quality vaccine

Four absolutes of quality

First Absolute : The definition of quality is conformance t

requirements not goodness
Second Absolute: The system for causing wuality is preventive
not appraisal
Third Absolute : The performance standard must be zero
defect, not thats close enough
Fourth Absolute : The measurement of quality is the price of
non conformance not indexes

Crosbys 14 steps for Quality improvement

Step 1: Establish and ensure management commitment
Step 2: Form quality improvement teams for QIPP and administration
Step 3: Establish quality measurements
Step 4: Evaluate the cost of quality and explain its uses
Step 5: Raise quality awareness among all employees
Step 6: Take action to correct problems identified
Step 7: Establish a zero defects committee
Step 8: Train supervisors and managers on their role and responsibility
Step 9: Hold a zero defects day to reaffirm management commitment
Step 10: Encourage individuals and groups to set goals
Step 11: Obstacle reporting
Step 12: Recognize and appreciate all participants
Step 13: Establish quality council to discuss quality matters
Step 14: Do it all over again to demonstrate that the improvement process

never ends

Feigenbaums Elements of total quality

1. Quality is the customer perception of what quality is, not what a company
thinks it is
2. Quality and cost are the same, not different
3. Quality is an individual and team commitment
4. Quality and innovation are interrelated and mutually beneficial
5. Managing quality is managing the business
6. Quality is a principal
7. Quality is not a temporary or quick fix but a continuous process improvement
8. Productivity gained by cost effective demonstrably beneficial quality
investment
9. Implement quality by encompassing supplier and customer in the system

Taguchis Contributions
1. Quality loss function
2. Product development stages
Quality loss functions
The loss imparted to society from the time the product is shipped.

Product development stages

System Design stage

Parameter Design Stage
Tolerance design stage

Shingeo Shingos Contribution

Zero quality control ZQC
Poka yoke
JIT related concpets