Quality Concepts

UUNDERSTANDING NDERSTANDING

QQUALITY UALITY

CCONCEPTSONCEPTS

understanding Quality Concepts understanding Quality Concepts 22

DEFINITIONS


Defining Quality

If you ask ten different people to define

quality, you will probably get ten

different definitions.1 we usually think in

terms of an excellent product or service

that fulfills or exceeds our expectations.


Q = P / EQ = P / E

Where Q = qualityP = performanceE = expectations

If Q is greater than 1, then the customer has a good feeling about the product or service, the determining performance of P and E will most likely be based on perception with the organization determining performance and the customer determining expectations.


Respected quality definitions as compiled by David Garvin are:

Transcendent Product-Based User-Based Manufacturing-Based Value-Based


Product Quality Dimensions


Using these five definitions, Garvin Developed the eight product quality dimensions

Performance

Features

Reliability

conformance

Durability

Serviceability

Aesthetics

Perceived

Quality


Using these five definitions, Garvin Developed the eight product quality dimensions

Performance

Features

Reliability

conformance

Durability

Serviceability

Aesthetics

Perceived

Quality


Service Quality Dimensions


Parasuraman, Zeithamel, and Berry published the service quality dimensions

Tangibles

Service Reliability

Responsiveness

Assurance


Service quality has become increasingly important to:

Create Product Differentiation

Provide growth opportunities in saturated product markets with low profit margins

Increase customer satisfaction: higher service is now demanded by customers.


Defining Quality Management

Quality: Degree of excellence or service provide

Management: Act, art, or manner of handling, controlling, directing


QM means meeting your

customer requirements by

doing the right things the

first time


QM requires a cultural change. This change is substantial and will

not be accomplished in short period of time.

The following table compares the previous state with QM state for

typical quality elements.


Quality Quality ElementElement

Previous StatePrevious StateQMQM

DefinitionsDefinitionsProduct-orientedProduct-orientedCustomer-Customer-orientedoriented

PrioritiesPrioritiesSecond to Second to service and costservice and cost

First amony First amony equalsequals

DecisionsDecisionsShort-termShort-termLong-termLong-term

EmphasisEmphasisDetectionDetection PreventionPrevention

ErrorsErrorsOperationsOperationsSystemSystem

ResponsibilityResponsibilityQuality controlQuality controlEveryoneEveryone

Problem Problem solvingsolving

ManagersManagers TeamsTeams

ProcurementProcurementPricePrice Life-cycle costs, Life-cycle costs, partnershippartnership

Manager’s Manager’s rolerole

Plan, assign, Plan, assign, control, and control, and

enforceenforce

Delegate, Delegate, coach, facilitate, coach, facilitate,

and mentorand mentor


EEvolution of volution of QQuality uality

MManagementanagement


TimeTime Early Early 1900s1900s

194019401960196019801980 and and

beyonbeyondd

FocusFocus Inspection

Statistical

sampling

Organizational quality focus

Customer driven quality

Old inspection of quality:

inspection for quality after production

New concept of quality:

Build quality into process

Identify and correct causes of quality

problems


Basic ApproachBasic ApproachQM requires six basic concepts.

Management must participate in the quality program.

The key to an effective QM program is its focus on the customer.

QM is an organization wide challenge that is everyone's responsibility.


There must be a continual striving to improve all business and production processes.

A partnering relationship rather than an adversarial one must be developed

Performance measures such as uptime, percent nonconforming, absenteeism, and customer satisfaction should be determined for each functional area. .


QM SystemQM System

Continuous Improveme

nt

Customer Foucus

Process Improvemnet Total Involvement

LeadershipEducation and Training Supportive structure

Communications Reward and

reconitionMeasurement

Objective

Principles

Elements


Benefits of QM

Centre f

or S

trategic

Manufacturin

g

ImprovedQuality

Improved Customer

Satisfaction

IncreasedMarket Share

Increased Profit/ROI/RONA

Reduced Waste

ImprovedProductivity

ReducedCosts

Reduced SalesPrice

External Impact

Internal Impact


QM FrameworkQM Framework


HHISTORICAL ISTORICAL RREVIEWEVIEW



The Three Spheres of The Three Spheres of QualityQuality

Quality Quality AssuranceAssurance

Quality Quality ManagementManagement

Quality Quality ControlControl


Activities relating to quality control includes the following:

Monitoring process capability and stabilityMeasuring process performance Reducing process variabilityOptimizing process to nominal measuresPerforming acceptance samplingDeveloping and maintaining control charts


Quality assurance activities include tasks such as:

Failure mode and effects analysisConcurrent engineeringExperimental designProcess improvement Design team formation and management Offline experimentationReliability/durability product testing


Quality management activities are :

Planning for quality improvement Creating a quality organizational

culture Providing leadership and support Providing training and retraining Designing an organizational system

that reinforces quality ideals Providing employee recognition Facilitating organizational

communication


Implementation Obstacles Implementation Obstacles of QMof QM

Lack of management commitment

Inability to change organizational culture

Improper planning

Lack of continuous training and education

Incompatible organizational structure and

isolated individuals and departments


Implementation Obstacles Implementation Obstacles of QM of QM (cont.)(cont.)

Ineffective measurement techniques and lack of

access to data and results

Paying inadequate attention to internal and

external customer

Inadequate use of empowerment and teamwork

Failure to continually improve

Documents

Quality Concepts