Introduction To Quality
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Chapter 1 Introduction To Quality
What is Quality?
3.
4.
Quality is a subjective term for every individual According to technical usage, quality can be defined based on two definitions: The characteristics of a product or service that are able to satisfy stated or implied needs of people A product or service that is free from any deficiencies
W. Edward Deming
William Edwards Deming, 1900-1993) was an American statistician, college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during World War II “Quality can be defined only in term of the agent. In other words, it depends on who judges the quality
Total Quality Management
an approach to maximize the competitiveness of an organization through the continual improvement of its products, services, people, process and environment. According to the U.S. Department of Defense, Total Quality Management (TQM) refers to continuous improvement activities involving everyone in the organization. TQM integrates fundamental management techniques, existing improvement efforts and technical tools under a disciplined approach focused on continued process improvement.
Total Quality Management A. Total = Everyone, every function, every activity involved B. Quality = Fulfill / meets customer requirements (internally or externally) with minimum defects. C. Management = Up-Down Approach, led by management
Why TQM?
need to compete in the global marketplace. Business can now transcend time and space since the world is becoming borderless. Countries that are competing successfully in the global marketplace are enjoying increases in their gross national product (GNP) as well as increases in their quality of life. On the other hand, countries that are not able to compete in the global marketplace are seeing their quality of life decline.
Principles of Total Quality 1. 2. 3.
Customer and stakeholder focus Participation and teamwork Process focus and continuous improvement
...supported by an integrated organizational infrastructure, a set of management practices, and a set of tools and techniques
1.Customer and Stakeholder Focus
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 represent important stakeholders
2. Participation and Teamwork
Employees must know their jobs and know 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
3.Process Focus and Continuous Improvement
A process is a sequence of activities that is intended to achieve some result.
Process / production system – convert resources (input ) to product or service (output) Input – material, capital, equipment, people and energy
Continuous Improvement means:
Enhancing value through new products and services Reducing errors, defects, waste, and costs Increasing productivity and effectiveness Improving responsiveness and cycle time performance
Total Quality Pioneers
Major contributors of the total quality concept are W. Edwards Deming, Joseph M. Juran and Philip B. Crosby
Deming’s Contributions 1. The Deming Cycle
2. Deming’s Fourteen Points
3. Deming’s Seven Deadly Diseases
Juran’s Contributions 1. Juran’s Three Basic Steps to Progress
2. Juran’s Ten Steps to Quality Improvement
3. The Pareto Principle
This principle was named after Italian economist Vilfredo Pareto who observed that 80% of income in Italy went to 20% of the population
It is a common rule of thumb in business; e.g., "80% of your sales comes from 20% of your clients."
According to this principle, organizations should focus on eliminating the vital few sources that cause the majority of problems.
Further, both Juran and Deming believe that systems that are controlled by management are the systems in which the majority of problems occur.
The principle is sometimes called the 80/20 rule: 80% of the trouble comes from 20% of the problems.
4. The Juran Trilogy
The Juran Trilogy summarizes the three primary managerial functions. The functions are Quality Planning, Quality Control and Quality Improvement. Quality Planning. Quality Planning involves developing the products, systems, and processes needed to meet or exceed customer expectations. The following steps are required: 1. Determine who the customers are. 2. Identify the needs of the customers. 3. Develop products with features that respond to customer needs. 4. Develop systems and processes that allow the organization to produce these features. 5. Deploy the plans to operational levels.
Quality Control. The control of quality involves the following processes: 1. Assessing actual quality performance 2. Comparing performance with goals 3. Acting on differences between performance and goals Quality Improvement. The improvement of quality should be on going and continual: 1. Develop the infrastructure necessary to make annual quality improvements. 2. Identify specific areas in need of improvement and implement improvement projects. 3. Establish a project team with responsibility for completing each improvement project. 4. Provide teams with what they need to be able to diagnose problems to determine root causes, develop solutions, and establish controls that will maintain gains made.
Crosby’s Contributions: 1. Crosby’s Quality Vaccine
2. Crosby’s Fourteen Steps to Quality Improvement
Why Total Quality Sometimes Fail? 1. Senior management delegation and poor leadership 2. Team mania 3. Deployment process 4. Taking a narrow, dogmatic approach 5. Confusion about difference among education, awareness, inspiration and skill-building
What is Quality?
3.
4.
Quality is a subjective term for every individual According to technical usage, quality can be defined based on two definitions: The characteristics of a product or service that are able to satisfy stated or implied needs of people A product or service that is free from any deficiencies
W. Edward Deming
William Edwards Deming, 1900-1993) was an American statistician, college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during World War II “Quality can be defined only in term of the agent. In other words, it depends on who judges the quality
Total Quality Management
an approach to maximize the competitiveness of an organization through the continual improvement of its products, services, people, process and environment. According to the U.S. Department of Defense, Total Quality Management (TQM) refers to continuous improvement activities involving everyone in the organization. TQM integrates fundamental management techniques, existing improvement efforts and technical tools under a disciplined approach focused on continued process improvement.
Total Quality Management A. Total = Everyone, every function, every activity involved B. Quality = Fulfill / meets customer requirements (internally or externally) with minimum defects. C. Management = Up-Down Approach, led by management
Why TQM?
need to compete in the global marketplace. Business can now transcend time and space since the world is becoming borderless. Countries that are competing successfully in the global marketplace are enjoying increases in their gross national product (GNP) as well as increases in their quality of life. On the other hand, countries that are not able to compete in the global marketplace are seeing their quality of life decline.
Principles of Total Quality 1. 2. 3.
Customer and stakeholder focus Participation and teamwork Process focus and continuous improvement
...supported by an integrated organizational infrastructure, a set of management practices, and a set of tools and techniques
1.Customer and Stakeholder Focus
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 represent important stakeholders
2. Participation and Teamwork
Employees must know their jobs and know 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
3.Process Focus and Continuous Improvement
A process is a sequence of activities that is intended to achieve some result.
Process / production system – convert resources (input ) to product or service (output) Input – material, capital, equipment, people and energy
Continuous Improvement means:
Enhancing value through new products and services Reducing errors, defects, waste, and costs Increasing productivity and effectiveness Improving responsiveness and cycle time performance
Total Quality Pioneers
Major contributors of the total quality concept are W. Edwards Deming, Joseph M. Juran and Philip B. Crosby
Deming’s Contributions 1. The Deming Cycle
2. Deming’s Fourteen Points
3. Deming’s Seven Deadly Diseases
Juran’s Contributions 1. Juran’s Three Basic Steps to Progress
2. Juran’s Ten Steps to Quality Improvement
3. The Pareto Principle
This principle was named after Italian economist Vilfredo Pareto who observed that 80% of income in Italy went to 20% of the population
It is a common rule of thumb in business; e.g., "80% of your sales comes from 20% of your clients."
According to this principle, organizations should focus on eliminating the vital few sources that cause the majority of problems.
Further, both Juran and Deming believe that systems that are controlled by management are the systems in which the majority of problems occur.
The principle is sometimes called the 80/20 rule: 80% of the trouble comes from 20% of the problems.
4. The Juran Trilogy
The Juran Trilogy summarizes the three primary managerial functions. The functions are Quality Planning, Quality Control and Quality Improvement. Quality Planning. Quality Planning involves developing the products, systems, and processes needed to meet or exceed customer expectations. The following steps are required: 1. Determine who the customers are. 2. Identify the needs of the customers. 3. Develop products with features that respond to customer needs. 4. Develop systems and processes that allow the organization to produce these features. 5. Deploy the plans to operational levels.
Quality Control. The control of quality involves the following processes: 1. Assessing actual quality performance 2. Comparing performance with goals 3. Acting on differences between performance and goals Quality Improvement. The improvement of quality should be on going and continual: 1. Develop the infrastructure necessary to make annual quality improvements. 2. Identify specific areas in need of improvement and implement improvement projects. 3. Establish a project team with responsibility for completing each improvement project. 4. Provide teams with what they need to be able to diagnose problems to determine root causes, develop solutions, and establish controls that will maintain gains made.
Crosby’s Contributions: 1. Crosby’s Quality Vaccine
2. Crosby’s Fourteen Steps to Quality Improvement
Why Total Quality Sometimes Fail? 1. Senior management delegation and poor leadership 2. Team mania 3. Deployment process 4. Taking a narrow, dogmatic approach 5. Confusion about difference among education, awareness, inspiration and skill-building
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