Dimensions Of Product Quality (Garvin)

1. Core Performance

•basic operating characteristics

2. Features

•“extra” items added to basic features

3. Reliability

•probability product will operate, even in strenuous conditions

4. Convenience

•Amount of effort required to use the product

5. Durability

•life span before replacement

6. Serviceability

•ease of getting repairs, speed & competence of repairs

7. Aesthetics

•look, feel, sound, smell or taste

8. Safety

•freedom from injury or harm

9. Personal image

•subjective perceptions based on brand name, advertising, design

labels, etc

e

Additional Dimensions of Service Quality

1. Time & Timeliness

•customer waiting time, completed on time

2. Accessibility & Convenience

•ease of obtaining service

3. Face-to-Face interaction

•treatment by employees

4. Accuracy

•performed right every time

The Meaning of Quality

Quality of Conformance Quality of Design

Producer’s Perspective Consumer’s Perspective

Fitness forConsumer Use

Production Marketing• Conformance to specifications• Cost

• Performance quality• Product’s bundle of attributes & specifications• Price

Two Ways Quality Improves Profitability

Improved Quality

Increased Profits

Lower rework and scrap costs Lower warranty & product

liability costs

Reduced Costs via

Improved response Flexible pricing

Improved reputation

Sales Gains via

Cost Of Quality• Control Costs (cost of achieving good quality)

•Prevention

•Appraisal

• Failure Costs (cost of poor quality)

•Internal failure costs

•External failure costs

Japanese vs US Quality Costs (1980s)

Design Product Produce Product Rework Product Resolve Customer Problems

0

10

20

30

40

50

60

70

JapanUSA

% o

f qua

lity

effor

t

Quality And Productivity • Productivity = output / input

• Fewer defects increase output

• Quality improvement reduces inputs

Quality Philosophies• Joseph Juran

• Focus on actions and mind-set of managers; believed an organization’s culture is the root cause of quality problems

• W. Edwards Deming

• Developed statistical process control techniques

• Six Sigma

• Focus on reducing defects to achieve stable and predictable process results through statistical approaches and problem-solving

• Total Quality Management

• Management philosophy that advocates participation of every member in organization is part of effort to improve quality

Total Quality Management

1. Customer defined quality and satisfaction

2. Top management leadership

3. Quality as a strategic issue

4. All employees responsible for quality

5. Continuous improvement

6. Shared problem solving/ Cross-discipline system approach

7. Statistical quality control: measurement of results

8. Mutually beneficial supplier relations

Options to Improve Quality of Conformance

• Consumer Education: product labeling, instructions, online resources

• Follow-up Service: Recalls, extended warranties, replacements

• Inspection of Work and Product

• Preventative Procedures

Preventative Procedures• Improve Quality of Design: Design product/process for

robustness, poka-yoke, Taguchi Statistics

• Implement Six Sigma

• Involve Employees: Training, empowering, soliciting input

• Form strategic supplier partnerships

• Remove safety nets: carrying JIT inventory and requiring minimal lead times