01 Definition of Quality

02 Principles of TQM (Quality as a

Management Framework)

03 Dimensions of Quality

04 TQM Philosophies and

Frameworks
Quality is never an
accident. It is always
the result of
intelligent effort.
John Ruskin
 Quality according to 86 firms
1. Perfection
2. Consistency
What is quality? 3. Eliminating waste
There is no universal 4. Speed of delivery
5. Compliance with policies and
definition. procedures
6. Providing good and usable product
7. Doing it right the first time
8. Delighting or pleasing customer
9. Total customer service and
satisfaction
• Defining Quality
❖Transcendent (Judgmental) Perspective
• Quality is synonymous to superiority or excellence.
• Quality is the goodness of the product- Walter
Shewhart (one of the pioneers of quality control). This
view is referred to as transcendent.
• Quality is both absolute and universally recognizable,
a mark of uncompromising standards and high
achievements.
Defining Quality
❖Product Perspective
Quality is related to the quantity of some product
attribute such as:
-thread count of a shirt or bed sheet;
- the number of different feature in an automobile or cell
phone.
Companies try to incorporate several features to the product
through research and understanding what the customers wants
Defining Quality
❖ User Perspective
Quality is fitness for intended
use, or how well the product
performs its intended function.
Driven by individuals needs and
wants.
Both Cadillac CTS and a Honda Civic
are fit for use ; they simply need
different needs and different group of
customers.
If you want a high-way touring vehicle
with luxury amenities, then Cadillac may
better satisfy you.
Honda Civic- for commuting in a
congested urban environment.
Defining Quality
❖ Value perspective
Quality is based on value; that is, the relationship of product
benefit to price.

✓Customers compare the quality of the total package of

goods and services that of a business (sometimes called the
customer benefit package) with price and competitive
offerings.
Defining Quality
❖ Value perspective
✓Customer benefit package may include: physical
product and its quality dimensions, presale support
such as ease of ordering, rapid on time, and accurate
delivery, and post sale support , such as field service,
warranties, and technical support. (pre-sale – to –
post-sale)
Defining Quality
❖ Manufacturing Perspective
Quality – conformance to
specifications
Specifications are targets and
tolerances determined by
designers of the goods and
services
 Transcendent User
and Product Perspective
Perspective

Needs
Customer Marketing
Value
Perspective

Design
Customer
Products Perspective
and
Services
Manufacturing

Distribution

Manufacturing
Product Flow Perspective
Information Flow
• The definition of quality depends on the point of view
of the people defining it.

• The ability of a product or service to consistently meet

or exceed customer expectations. (Stevenson 2018)

• The totality of features and characteristics of a product

or service that bears on its ability to satisfy stated or
implied needs. (American Society for Quality)
One way to think about quality is the
degree to which performance of a
product or service meets or exceeds
customer expectations.
PERFORMANCE AESTHETICS FEATURES

CONFORMANCE RELIABILITY DURABILITY

PERCEIVED
SERVICEABILITY CONSISTENCY
QUALITY
1. Performance—main characteristics of the
product
Example
Everything works: fit and finish, ride, handling,
acceleration
2. Aesthetics—appearance, feel, smell, taste
Example
Exterior and interior design
3. Special features—extra characteristics
Example
Convenience: placement of gauges High tech:
GPS system Safety: anti-skid, airbags
4. Conformance—how well a product corresponds
to design specifications
Example
Car matches manufacturer’s specifications
5. Reliability—dependable performance
Example
Infrequent need for repairs
6. Durability—ability to perform over time
Example
Useful life in miles, resistance to rust
7. Perceived quality—indirect evaluation of quality (e.g.,
reputation)
Example
Ease of repair
8. Serviceability—handling of complaints or
repairs
Example
Ease of repair
9. Consistency—quality doesn’t vary
Example
Quality doesn’t vary from car to car
QUALITY OF QUALITY OF
QUALITY OF
CUSTOMER SERVICE
DELIVERY
SERVICE DESIGN

REGULATORY
TIMELINESS
REQUIREMENTS
1. Quality of Customer Service- how well the
customer is received, how well the implied
requirements are elucidated and how well the
customer is treated or handled.
2. Quality of Service Design- service is designed as
per the requirements of the specific customer.
3. Quality of Delivery- defects should be ZERO to
satisfy the customer.
4. Timeliness- delivery on schedule as per
requirements of the customer.
5. Regulatory Requirements- legal requirements
stipulated by the local and national government.
Customers today pay more attention to service issues than
to the physical goods.
One study found that customers are 5 times more likely to
switch because of perceived service problems than for price
concerns or product quality issues.
It is estimated that the average company loses as many as
35% of its customers each year and about two-thirds of
these are lost because of poor customer service.
RELIABILITY ASSURANCE TANGIBLES

EMPATHY RESPONSIVENESS
1. Reliability- the ability to provide what was promised,
dependably and accurately.
2. Assurance- the knowledge and courtesy of employees
and their ability to convey trust and confidence.
3. Tangibles- the physical facilities and equipment and the
appearance of personnel.
4. Empathy- the degree of caring and individual attention
provided to customers convenience.
5. Responsiveness- the willingness to help customers and
provide prompt service
▪In the early 1900s, the work of Frederick
Taylor, the “Father of Scientific
Management”, led to a new philosophy of
production. His innovation was to
separate the planning function from the
execution function.
▪Eventually, manufacturing companies
created separate quality departments
and many upper managers turned their
attention to output quantity and efficiency.
▪Ford executives visited Japan in 1982 to
study Japanese management practices.
▪The book that Henry Ford and Samuel
Crowther wrote was the book they used in
Japanese translation entitled “My Life and
Work” in 1926.
▪The book had become Japan’s industrial
bible and helped Ford Motor Company
realize how it strayed from its principles
over the years.
▪Two US consultants, Dr. Joseph Juran
and Dr. Edwards Deming, introduced
statistical quality control techniques to
the Japanese to aid them in their rebuilding
efforts.
▪A significant part of their educational activity
was focused on upper management,
rather than quality specialists alone.
▪The support of top managers made
the Japanese integrate quality
throughout their organizations and
developed a culture of
CONTINUOUS IMPROVEMENT or
KAIZEN.
▪1950-1960, Japanese products were associated with
inferiority. US consumers purchased domestic goods without
doubts.
▪1970, increased global competition and the availability of
higher quality foreign products led US consumers armed with
increased access to information, to consider their purchasing
decisions more carefully and to demand high quality and
reliability in goods and services at a fair price.
▪1970’s, a General Electric task force studied consumer
perceptions of the quality of various GE product lines.
▪The task force concluded that quality must not viewed solely
as a technical discipline but rather as a MANAGEMENT
DISCIPLINE.
Quality issues permeate all aspects of business
enterprise: design, marketing, manufacturing,
human resource management, supplier relations
and financial management.
▪“Quality of Management” is as important as “Management
of Quality”
▪Quality Assurance gave way to Quality Management
▪Many used the term Big Q to contrast the difference between
managing for quality in all organizational processes as
opposed to focusing solely manufacturing quality Little q
▪As organizations came to recognize the broad scope of
quality, the concept of TQM emerged
▪Managers began to realize that the approaches they use to
listen to customers and develop long-term relationships,
develop strategy, measure performance and analyze data,
reward and train employees, design and deliver products and
services and act as leaders in the organizations are the true
enablers of quality, customer satisfaction and business
results.
▪Customer Focus – Customer Satisfaction
▪Total Involvement – Employee Involvement & Supplier
Partnership
▪Process Improvement – Continuous Improvement
▪The key success of the strategy is based on the
implementation considering the profiles of:
▪Customers
▪Employees
▪Society
▪Culture
▪Employee Involvement – is a process usually initiated by
management to increase the information given to the
employees in order to enhance their commitment to the
organization and its business objectives.

▪Employee Participation – refers to collective rather than

individual processes, which enable employees and or their
representatives to influence decision-making processes in the
organization.
 ▪High Involvement- Employees
HIGH have complete decision making
power
▪Full Consultation- Employees
MEDIUM
offer recommendations
▪Selective Consultation-
LOW Employees give information,
but don’t know the problem
• How can employee • Identify and
involvement Problems
define
improve decisions? problems
better

• Identify
Employee
Solution
more and
Involvement better
solution

• More likely
Options to select
best options
 Principles and strategies of TQM under Employee Involvement
includes:
• Motivation
• Training and Mentoring
• Teamwork
• Recognition and Rewards
• Feedback and Performance Appraisal
• Empowerment
The 7 Quality Process Control Tools:
1. Check Sheet
2. Scatter Diagram
3. Cause and Effect Diagram
4. Pareto Chart
5. Flowchart (Process Diagram)
6. Histogram
7. Control Chart
Tools for Generating Ideas
Check sheets, Scatter diagrams, Cause-and-effect
diagrams
Tools to Organize the Data
Pareto charts, Flowcharts
Tools for Identifying Problems
Histogram, Statistical process control chart
Check Sheet
An organized method of recording data
Hour
Defect 1 2 3 4 5 6 7 8
A /// / / / / /// /
B // / / // ///
C / // // ////
Scatter Diagram
A graph of the value
of one variable vs.
another variable

Productivity Absenteeism
 Cause
Cause-and-Effect
A tool that identifies Materials Methods
Effect
process elements
(causes) that might
effect an outcome

Manpower Machinery
Pareto Chart
A graph to
identify and plot
problems or

Frequency

Percent
defects in
descending order
of frequency
A B C D E
Flow Chart
A chart that
describes the
steps in a process
Control Chart
A chart with time Upper control limit
on the horizontal Target value
axis to plot values Lower control limit
of a statistic
Time
Histogram
A graphical
display of data
using bars of
different heights.
Edwards Joseph M. Armand
Deming Juran Feigenbaum

Philip B. Kaoru Genichi

Crosby Ishikawa Taguchi
1. W. Edwards Deming –
• The “SENIOR GURU”. He went to Japan after World War II to assist
the Japanese in improving quality and productivity.
• The Union of Japanese Scientists, who had invited Deming, were so
impressed that in 1951, after a series of lectures presented by
Deming, they established the Deming Prize.
• The Deming Prize is awarded annually to firms that distinguish
themselves with quality management programs.
• Deming worked with the Japanese for almost 30 years before he
gained recognition in his own country.
1. Create and publish a company mission statement
and commit to it.
2. Learn the new philosophy.
3. Understand the purpose of inspection.
4. End business practices driven by price alone.
5. Constantly improve system of production and service.
6. Institute training.
7. Teach and institute leadership.
8. Drive out fear and create trust.
 9. Optimize team and individual efforts.
10. Eliminate exhortations for work force.
11. Eliminate numerical quotas and M.B.O.
Focus on improvement.
12. Remove barriers that rob people of pride
of workmanship.
13. Encourage education and self-improvement.
14. Take action to accomplish the transformation.
2. Joseph M. Juran –
• He was also regarded as a major force in Japan’s success
in quality. He made his first trip to Japan a few years after his
the publication of his Quality Control Handbook.
• His approach is the closest to Deming of all gurus, although
his approach differs on the importance of statistical methods
and what an organization must do to achieve quality.
2. Joseph M. Juran –
• Deming’s work envisioned a “transformation” but Juran believes that
an organization can manage for quality. He is credited as one of the
first to measure the cost of quality.
• It is his view that “QUALITY BEGINS BY KNOWING WHAT
CUSTOMERS WANT”.
• Juran views quality as “Fitness-for-use”. He also believes that
roughly 80% of quality defects are management controllable.
Management has the responsibility to correct this deficiency.
2. Joseph M. Juran –
❖He describes Quality Management in terms of a trilogy consisting of :
❖Quality planning – is necessary to establish processes that are
capable of meeting quality standards.
❖Quality control – is necessary in order to know when corrective
action is needed.
❖Quality improvement – will help to find better ways of doing
things.
A key element of Juran’s philosophy is the COMMITMENT
OF MANAGEMENT TO CONTINUAL IMPROVEMENT
 Jurans 10 steps for Quality Improvement
1. Build awareness for the need and opportunity for
improvement.
2. Set goals for improvement.
3. Organize people to reach goals.
4. Provide training throughout the organization.
5. Carry out projects to solve problems.
 Jurans 10 steps for Quality Improvement
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
[Link] momentum by making annual improvement part of
the regular systems and processes of the company.
3. Armand Feigenbaum –
• He was instrumental in advancing the “COST OF
NONCONFORMANCE” approach as a reason for management to
commit to quality.
• He recognized that quality was not simply a collection of tools and
techniques but a “total field”. He saw that when improvements were
made in process, other areas of the company also achieved
improvements.
• Feigenbaum’s understanding of systems theory led him to create an
environment in which people could learn from each others success and
his leadership and open work environment led to cross functional
teamwork.
4. Philip B. Crosby –
• He developed the concept of “ZERO DEFECTS” and
popularized the phrase “Do it right the first time”.
• He stressed prevention and he argued against the idea that
“there will always be some level of defectives”. He published
a book Quality is Free.
• In accordance with the concept of Zero Defects, Crosby
believes that any level of defects is too high, and that
management must install programs that help the
organization move toward that goal.
5. Kaoru Ishikawa –
• The late Japanese expert on quality was strongly
influenced by both Deming and Juran.

• Among his key contributions were the development

of the “CAUSE and EFFECT diagram or
FISHBONE diagram” for problem solving and the
implementation of “QUALITY CIRCLES” which
involves workers in quality improvement.
5. Kaoru Ishikawa –
❖He was the first quality expert to call the attention to
the “internal customer” which is the next person in the
process. He was as strong proponent of the need for
companies to have a shared vision in order to unite
everyone in the organization in a common goal.
❖He is widely recognized for his efforts to make quality
control “user friendly for workers.
6. Genichi Taguchi –
• He is best known for the “TAGUCHI LOSS FUNCTION” which
involves the formula for determining the cost of poor quality.
• The idea is that the deviation of a part from a standard causes a
loss, and the combined effect of deviations of all parts from their
standards can be large, even though each individual deviation is
small.
• Deming believed it is impossible and Crosby believes that it would
be difficult to apply in most U.S firms but his method is credited
with helping FORD MOTOR COMPANY to reduce its warranty
losses.