Chapter 1
Introduction to
Quality Management
Dr. Shaymaa Elsawaby
Definition
Definitionofofquality
quality
➢What is quality?
Many of us will probably say, we
know it when we see it, but this
view is not very useful.
Why???
Definition of quality
➢It does not provide us with a
means Definition
to measure or to assess
of quality
quality accurately.
➢Some people view quality as
meeting specifications.
➢For example, airline seats in
economy class have a
specification of 17.2 inches wide.
Of course, this assumes that these
are the correct specifications.
Definition of quality
➢Have you noticed that airline
seats have become narrower over
the years?
➢Did the airline think I became
slimmer?
➢And why are first class seats so
much wider?
Definition of quality
➢Another view of quality is value for money.
Definition of quality
➢That is why we pay less for
economy, and we are willing to
pay more for first class.
➢That leads us to a common
perspective on quality, meeting or
exceeding customer expectations.
➢But expectations do vary among
customers.
Definition of quality
➢Expectations are higher for a
Definition of quality
luxury car or a five-star hotel than
for a cheap economy car or a
budget motel.
➢We expect more features from
the expensive luxury car.
Quality Definition
The American National Standards Institute, or
ANSI, defines quality
The totality of features and
characteristics of a product or
service that bears on its ability to
satisfy given needs.
Philip Crosby
Philip Crosby provided a good definition of
quality.
Quality is conformance to requirements
Dr. Joseph M. Juran
Quality is defined as fitness for use.
➢Let's say you are a contractor in
need of a vehicle for your
construction business.
➢Would you choose a high-
performance sports car, such as a
Ferrari, or a rugged pickup
truck, such as a Ford F-150?
Dr. Joseph M. Juran
➢Take note that there are two
parts to this definition.
➢A coin representing Quality,
with one side featuring "Right
Features" and the other side
showcasing "Freedom from
Deficiencies.“
Dr. Joseph M. Juran
➢Having the right features alone is
not enough.
➢Back to our car example. To be a
quality product, your pickup truck
must have the right features, and it
should work as designed with no
defects.
➢So the next time you buy a
product or service, make sure it
has the right features for you, free
from deficiencies.
That's quality.
How will you judge
the Quality of the restaurant?
How will you judge
the Quality of the restaurant?
➢Service.
➢Response time.
➢Food preparation.
➢Environment or atmosphere.
➢Price.
➢Selection.
How will you judge
the Quality of the restaurant?
This example gets at one aspect of quality
The result aspect of quality
Does the product or service meet or exceed customer
expectations ?
Total Quality is ???
A much broader concept that
encompasses not just the results aspect
but also the quality of
people
processes
Quality
(Fred Smith CEO of federal Express)
Performance to the standard
expected by the customer.
Quality
(The General Services Administration)
Meeting the
customer's needs
the first time and every time.
Quality
(U.S. Department of Defense (DOD))
Doing
the right thing right the first time
always striving for improvement
&always satisfying the customer.
Ishikawa's Definition
of Quality
A. Quality & customer satisfaction are the
same thing .
B. Quality is a broad concept that goes
beyond just product quality to also
include the quality of people, processes
& every other aspect of the organization.
• Quality can be a confusing concept, partly because people
view quality in relation to differing criteria based on their
individual roles in the production-marketing value chain.
• In addition, the meaning of quality continues to evolve as
the quality profession grows and matures.
• Neither consultants nor business professionals agree on a
universal definition
• In this context, quality can be seen from five perspectives:
1- Judgmental Perspective
2-Product-based Perspective
3-User-based Perspective
4-Value-based Perspective
5-Manufacturing-based Perspective
• Often used by consumers as the goodness of a product. In
this sense, quality is both absolute and universally
recognizable, a mark of uncompromising standards and
high achievement.
• As such, it cannot be defined precisely-you just know it
when you see it. It does not provide a means by which
quality can be measured
• It Defines quality as a function of a specific,
measurable variable and that difference in quality
reflect differences in quantity of some product
attributes
• such as in the number of stitches per inch on a
shirt or in the number of cylinders in an engine.
• This assessment implies that higher levels or amounts of
product characteristics are equivalent to higher quality.
• As a result, quality is often mistakenly assumed to be
related to price:
the higher the price, the higher the quality.
• Defines quality based on the presumption that quality is
determined by what a customer wants.
• Individuals have different wants and needs and hence,
different quality standards, which lead to a user-based
definition:
Quality is defined as fitness for intended use, or
how well the product performs its intended
function
• Defines quality based on value; that is,
the relationship of usefulness or
satisfaction to price.
•
• From this perspective, a quality product is one that is as
useful as competing products and is sold at a lower price,
or one that offers greater usefulness or satisfaction at a
comparable price.
• Thus, one might purchase a generic product, rather than
a brand named one, if it performs as well as the brand-
name product at a lower price
• Defines quality as the desirable outcome of engineering
and manufacturing practice, or conformance to
specifications.
• Specifications are targets and tolerances determined by
designers of products and services.
• Targets are the ideal values for which production is to
strive; tolerances are specified because designers
recognize that it is impossible to meet targets all of the
time in manufacturing
• The most common definition of quality that seeks to
combine the above discussed perspectives is the
customer-driven quality.
• Quality in this approach can be defined as the degree to
which performance of a product or service meets or
exceeds customer expectations.
• If the difference between performance and expectations
is zero, then expectations have been met.
• If the difference is negative, expectations have not been
met.
• However, if the difference is positive, performance has
exceeded customer expectations
What is Quality?
Is a dynamic state
associated with
products, services, people, processes,
environments
that meets or exceeds expectation.
1- The dynamic state elemen
• Speaks to the fact that what is consider
quality can and often does change as time
passes and circumstances are altered
2- The products, services,
people, processes,
and environments elements
• It makes the point that quality applies
not just to the products and services
provided but to the people and
processes that provide them and the
environments in which they are
provided.
Common elements in the definition of Qua
Involves meeting Applies to products
Or exceeding services ,people,
Customer processes
expectations & environment
Is an
ever-changing
state
• Customer expectations can be broken down into a
number of categories, or dimensions.
• The dimensions used for goods are somewhat
different than those used for services
Dimensions of Service and Product
Quality Combined
Product Specific Quality Dimensions
Quality Dimension Relevant to product Service- Specific
and services Quality
Performance Reliability Dimensions
Responsiveness
Features Reputation Assurance
Durability Tangibles Empathy
Serviceability Aesthetics
Dimensions of Product Quality
Dimension ????
1- Performance What are the desirable characteristics of the
product?
2- Features What additional characteristics of the product are
possible?
3- Reliability Is the business dependable ? Does it accomplish
what it promises?
4- Durability How long will the product last?
Dimensions of Product Quality
Dimension ????
5- Serviceability Can the product be easily and inexpensively
repaired?
6-Aesthetics Does the product satisfy subjective requirements,
like appearance and style?
7-Response Is the interaction between the customer and the
product provider pleasant and appropriate?
8-Reputation What does information on past performance say
about the company ?
Dimensions of Service Quality
Dimension ????
1- Reliability Does the business keep its promises?
2- Responsiveness Does it promptly respond to the needs of its
customers?
3- Assurance Can the employees generate customer trust
and confidence ?
4- Empathy Are employees approachable and sensitive to
individual customers ?
5- Tangibles Do the physical facilities , equipment, and
written materials show care and attention?
• Business organizations with good or excellent quality typically
benefit in a variety of ways:
1- Enhanced reputation for quality
2- The ability to command premium prices
3- An increased market share, greater customer loyalty
4- Lower liability costs
5-Fewer production or service problems, which yields:
√ Higher productivity
√ Fewer complaints from customers
√ Lower production cost
√ Higher profits
Remember
The Total Quality Management
indicates a concern for quality in the
broadest sense what has come to be
known as the "B i g Q"
"B I g Q"
• It refers to quality of products, services, people,
processes, and environments
"L it tle q"
• Refers to a narrower concern that focuses on the quality
of one of these elements or individual quality criteria
within an individual element
Aspect Traditional Total Quality
view view
Productivity are always in Lasting productivity
Versus conflict& you can gains are made only as
quality not have both a result of quality
improvement
How Quality Defined solely as Satisfying customer
is defined? meeting customer needs & exceeding
specifications customer expectation
Aspect Traditional Total Quality
view view
How Quality By establishing an By establishing high-
is acceptable level of performance
measured? nonconformance benchmarks for
&measuring against customer satisfaction
the benchmark &then continually
improving performance
How Quality Quality is inspected Satisfying customer
is into the product needs & exceeding
achieved? customer expectation
Aspect Traditional Total Quality
view view
Attitude -Defects are an -Defects are to be
toward expected part of prevented using effective
defects producing a product control systems
-Measuring defects -Should be measured in
per hundred is an defects per million (6
acceptable standard sigma)
Quality as Quality is a separate Quality should be fully
a function function integrated throughout the
organization &it should be
everybody's responsibility
Aspect Traditional Total Quality
view view
Responsibility Employees are At least 85%of quality
for Quality blamed for poor problems are
quality management's fault
Supplier Are short term Are long term &quality
relationships &cost driven oriented
Evolution of Quality
1- Inspection
2- Quality Control
3- Quality Assurance
4- TQM
During the early days of manufacturing, an
operative's work was inspected and a
decision made whether to accept or reject it.
• Inspection involves measuring, examining
and testing products, process and services
against specified requirements to determine
conformity.
• However, as organizations became larger, the
need for more effective operations became
apparent.
• In 1911, Frederick W. Taylor helped to satisfy
this need.
• He published ‘The Principles of Scientific
Management' which provided a framework for
the effective use of people in industrial
organizations.
• One of Taylor's concepts was clearly defined
tasks performed under standard conditions.
Inspection was one of these tasks.
• This movement led to the emergence of a
separate inspection department.
• An important new idea that emerged from this new
department was defect prevention, which led to quality
control.
• Inspection still has an important role in modern quality
practices.
• However, it is no longer seen as the answer to all quality
problems.
• Rather, it is one tool within a wider array
2-QUALITY CONTROL
• The quality journey moved from the inspection stage to
the quality control phase.
• Quality Control was introduced to detect and fix
problems along the production line to prevent the
production of faulty products
2-QUALITY CONTROL
• Statistical theory played an important role in this area.
• In the 1920s, Dr Walter Shewhart developed the
application of statistical methods to the management of
quality.
• He made the first modern control chart and demonstrated
that variation in the production process leads to variation
in the product.
2-QUALITY CONTROL
• Therefore, eliminating variation in the process leads to
a good standard of end products.
• However,, manufacturing companies did not fully
utilize these techniques until the late 1940s
• The third level of quality evolution is quality
assurance.
• Quality assurance contains all the planned and
systematic actions required to provide adequate
confidence that a product or service will satisfy
given requirements for quality.
• Besides, quality assurance systems must have an
auditing process of planning, evaluation, feedback and
control functions to efficiently manage quality of
design, quality of conformance and quality of
performance.
• Quality assurance stage focuses on quality systems,
quality planning, quality policy, quality costing and
problem solving
• TQM is the fourth and highest
level that involves the
application of quality
management principles to all
aspects of the business.
• However, TQM uses a variety of
methods to involve and motivate
people at all organizational levels with
the philosophy that improvement is a
way of life and also the key features of
TQM are employee involvement and
teamwork approach to dealing with
improvement activities.
• TQM requires that the principles of
quality management should be
applied in every branch at every level
in the organization
• Total Quality Management (TQM) has been introduced worldwide
as an option providing a new insight into quality management.
• Through such management, companies will improve their quality in
terms of not only products and services, but also human resources
and relationships.
• Despite the recognized importance of TQM worldwide today, there
is lack of agreement on its definition.
• In fact, there are as many definitions of TQM as the number of
individuals to whom the request is put.
• According to the Deming Prize Committee for the Union
of Japanese Scientists and Engineers,
• ''TQM is a set of systematic activities carried out by the
entire organization to effectively and efficiently achieve
company objectives so as to provide products and services
with a level of quality that satisfies customers, at the
appropriate time and price.''
• The above definition indicates that TQM
combined with effective leadership results in
an organization doing the right things right,
first time.
• Total quality management is an approach to
doing business that attempts to maximize an
organization's competitiveness through the
continual improvement of the quality of its
products, services, people, processes and
environments
• TQM seeks quality in long-term perspectives, through the strong
commitment of all levels of employees to obtain corporate
objectives.
• The significant results of TQM application in large globally operating
companies such as Ford, Chrysler, Toyota, Fuji Xerox, Philips,
Panasonic, NEC and Nissan have been widely recognized as success
stories in company development.
• TQM has been introduced in many industries not only in
production, but also in service industry, as seen in the cases of
Singapore Airlines and some major banks
• TQM is a management method in which quality is
required in all manners, to satisfy customer
requirements.
• It involves every employee's daily commitment in the
organization.
• The term everybody here implies all levels in the
organization—from frontline operators to middle
management to executive management.
• All of the problem-solving processes by all parties contribute to
strengthen the organizational capacity and management of the
company.
• TQM is not a program. It is ''a strategy, a way of doing business, a
way of managing, a way of looking at the organization and its
activities''.
• Therefore, the success of TQM is measured not only by its tangible
outcome but also by both the way in which the organizational
structure is established and the processes by which corporate
objectives are achieved.
• The most important issue in TQM is that there is no one
effective solution for planning and implementing TQM
concepts in all situations, rather there are some
guidelines or strategies that facilitate the
implementation process of TQM.
1. Be Customer focused: Whatever you do for
quality improvement, remember that ONLY
customers determine the level of quality,
whatever you do to foster quality improvement,
training employees, integrating quality into
processes management, ONLY customers
determine whether your efforts were worthwhile.
2- Insure Total Employee Involvement: This is done
after you remove fear from work place, then
empower employee.
3- Process Centered: A fundamental part of TQM is
to focus on Process thinking.
4- Integrated system: All employees must know about
the business mission and vision and must monitor
the process
5- Strategic and systematic approach: Strategic
planning must integrate quality as core component.
6- Continual Improvement: Using analytical and
creative thinking in finding ways to become more
efficient.
7- Fact Based Decision Making: Decision making must
be ONLY on data, not personal thinking or
situational
4- Integrated system: All employees must know about
the business mission and vision and must monitor
the process
5- Strategic and systematic approach: Strategic
planning must integrate quality as core component.
