Introduction to Quality 1 Prepared & customized by : Dr.Ali
Zahrawi [email protected] Slide 2 What is Quality? Three
Levels of Quality Total Quality Management Quality Improvement
Costs related to quality Benefits/Drawbacks. Slide 3 Think about
your past experiences staying at various hotels. Did you stay at a
quality hotel? What about the experience made it a quality
experience for you? Think about a product you bought. How can you
define its quality? Slide 4 AreaExamples AirlinesOn-time,
comfortable, low-cost service Health Care Correct diagnosis,
minimum wait time, lower cost, security Food ServicesGood product,
fast delivery, good environment Postal Services fast delivery,
correct delivery, reasonable cost, overnight delivery Consumer
ProductsProperly made, defect-free, cost effective InsurancePayoff
on time, reasonable cost AutomotiveDefect-free
CommunicationsClearer, faster, cheaper service Slide 5 The first
job we have is to turn out quality merchandise that consumers will
buy and keep on buying. If we produce it efficiently and
economically, we will earn a profit, in which you will share. -
William Cooper Procter 5 Slide 6 Transcendent definition:
excellence Product-based definition: quantities of product
attributes User-based definition: fitness for intended use
Value-based definition: quality vs. price Manufacturing-based
definition: conformance to specifications 6 Slide 7 7 Customer
Distribution products and andservices needs needs transcendent
& product-baseduser-based manufacturing- based based
value-based Marketing Design Manufacturing Information flow Product
flow Slide 8 Meeting or exceeding customer expectations Customers
can be... Consumers External customers Internal customers 8 Slide 9
Learning systems Adaptability and speed of change Environmental
sustainability Globalization Knowledge focus Customization and
differentiation Shifting demographics 9 Slide 10 Organizational
level Organizational level: meeting external customer requirements
Process level Process level: linking external and internal customer
requirements Performer/job level: Performer/job level: meeting
internal customer requirements 10 Slide 11 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) 11 Slide 12 Quality Management
Quality Planning Criteria driven Quality Assurance Prevention
driven Quality Control Inspection driven Quality Improvement Slide
13 ...is any action directed toward providing customers with goods
and services of appropriate quality. 13 Slide 14 Skilled
craftsmanship during Middle Ages Industrial Revolution: rise of
inspection and separate quality departments Statistical methods at
Bell System Quality control during World War II Quality management
in Japan 14 Slide 15 Quality awareness in U.S. manufacturing
industry during 1980s: Total Quality Management Quality in service
industries, government, health care, and education Current and
future challenge: keep progress in quality management alive 15
Slide 16 People-focused management system Focus on increasing
customer satisfaction and reducing costs A systems approach that
integrates organizational functions and the entire supply chain
Stresses learning and adaptation to change Based on the scientific
method 16 Slide 17 Customer and stakeholder focus Participation and
teamwork Process focus and continuous improvement 17...supported by
an integrated organizational infrastructure, a set of management
practices, and a set of tools and techniques Slide 18 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 18 Slide 19 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 19 Slide 20 A process is a sequence of activities
that is intended to achieve some result 20 Slide 21 Enhancing value
through new products and services Reducing errors, defects, waste,
and costs Increasing productivity and effectiveness Improving
responsiveness and cycle time performance 21 Slide 22 22 There are
many methods for quality improvement. These cover product
improvement, process improvement and people based improvement.
Learning cycle: Planning Execution of plans Assessment of progress
Revision of plans based on assessment findings Slide 23 Demings
Cycle Act A P D C Plan Do Check A P D C Plan Do Check A P D C What
are we trying to accomplish? How will we know that a change is an
improvement? AIM MEASURE What change can we make that will result
in improvement? Selecting Change Slide 24 The foundation for
improvement Understanding why changes are successful through
feedback between practices and results, which leads to new goals
and approaches Learning cycle: Planning Execution of plans
Assessment of progress Revision of plans based on assessment
findings 24 Slide 25 Customer relationship management Leadership
and strategic planning Human resources management Process
management Data and information management 25 Slide 26 26
Leadership Strategic HRM Process Data and information Planning mgt.
management Planning mgt. management Performance Training appraisal
appraisal Trend chart Tools Practices Infrastructure Slide 27 Is
driven by customer wants and needs Makes significant contribution
to business success Matches organizations unique resources with
opportunities Is durable and lasting Provides basis for further
improvement Provides direction and motivation 27 Quality supports
each of these characteristics Slide 28 28 Improved quality of
design Higher perceived value Increased market share Higher prices
Increased revenues Improved quality of conformance Lower
manufacturing and service costs Higher profitability Slide 29
General Accounting Office study of Baldrige Award applicants
Baldrige stock study (see www.quality.nist.gov) Hendricks and
Singhal study of quality award winners Performance results of
Baldrige Award winners 29 Slide 30 Chapter 1, E-Text book
(McGrawHill) Quality Management, Third Edition by Gitlow,
Oppenheim, Levine(Chapter 1 ) 30
