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INSTITUTE OF LEADERSHIP & MANAGEMENT

SUPERSERIES

Understanding
Quality
FOURTH EDITION

Published for the

Institute of Leadership & Management by
OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS
SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO
Pergamon Flexible Learning
An imprint of Elsevier Science
Linacre House, Jordan Hill, Oxford OX2 8DP
200 Wheeler Road, Burlington, MA 01803

First published 1986

Second edition 1991
Third edition 1997
Fourth edition 2003

Copyright © 1986, 1991, 1997, 2003, ILM

All rights reserved.

No part of this publication may be reproduced in any material form (including

photocopying or storing in any medium by electronic means and whether
or not transiently or incidentally to some other use of this publication) without
the written permission of the copyright holder except in accordance with the
provisions of the Copyright, Designs and Patents Act 1988 or under the terms
of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court
Road, London, England W1T 4LP. Applications for the copyright holder’s written
permission to reproduce any part of this publication should be addressed
to the publisher

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN 0 7506 5881 9

For information on Pergamon Flexible Learning

visit our website at www.bh.com/pergamonfl

Institute of Leadership & Management

registered office
1 Giltspur Street
London
EC1A 9DD
Telephone 020 7294 3053
www.i-l-m.com
ILM is part of the City & Guilds Group

The views expressed in this work are those of the authors and do
not necessarily reflect those of the Institute of Leadership &
Management or of the publisher

Authors: Joe Johnson and Bob Foley

Editor: Heather Sergeant
Based on previous material by Joe Johnson
Editorial management: Genesys, www.genesys-consultants.com
Composition by Genesis Typesetting Limited, Rochester, Kent
Printed and bound in Great Britain by MPG Books, Bodmin
 Contents

Workbook introduction v
1 ILM Super Series study links v
2 Links to ILM qualifications v
3 Links to S/NVQs in Management vi
4 Workbook objectives vi
5 Activity planner viii

Session A Quality and customers 1

1 Introduction 1
2 Defining quality 2
3 Design quality and process quality 7
4 Quality systems 9
5 Why is quality important? 11
6 The cost of quality 15
7 Dependability 23
8 Certification and accreditation schemes 29
9 Summary 39

Session B Towards total quality 41

1 Introduction 41
2 The traditional approach to quality management 42
3 What is total quality management? 43
4 Continuous improvement 45
5 Focus on the customer 46
6 A commitment to quality 50
7 Teamwork and trust 52
8 Summary 54

Session C Practical steps to quality 55

1 Introduction 55
2 Finding ways to improve quality 56

iii
Contents

3 Working as a team 58
4 Getting your team to work for quality 62
5 Zero defects programmes 72
6 Summary 75

Performance checks 77
1 Quick quiz 77
2 Workbook assessment 79
3 Work-based assignment 80

Reflect and review 83

1 Reflect and review 83
2 Action plan 87
3 Extensions 89
4 Answers to self-assessment questions 92
5 Answers to the quick quiz 96
6 Certificate 97

iv
 Workbook
introduction

1 ILM Super Series study links

This workbook addresses the issues of Understanding Quality. Should you wish
to extend your study to other Super Series workbooks covering related or
different subject areas, you will find a comprehensive list at the back of this
book.

2 Links to ILM qualifications

This workbook relates to the following learning outcomes in segments from

the ILM Level 3 Introductory Certificate in First Line Management and the
Level 3 Certificate in First Line Management.

C5.4 Understanding Quality

1 Explain the concepts of quality, quality assurance and quality
control.
2 Describe the benefits of quality improvement.
3 Understand the costs of quality.
4 Explain quality management.
5 Identify practical and positive steps to improve quality to meet
requirements.

v
Workbook introduction

3 Links to S/NVQs in Management

This workbook relates to the following elements of the Management

Standards, which are used in S/NVQs in Management, as well as a range of
other S/NVQs.

A1.1 Maintain work activities to meet requirements

A1.2 Maintain healthy, safe and productive working conditions
A1.3 Make recommendations for improvements to work activities

It will also help you to develop the following Personal Competences:

䊏 building teams;
䊏 communicating;
䊏 focusing on results;
䊏 thinking and taking decisions.

4 Workbook objectives
‘In general use, we tend to speak of high quality as being superior
to low quality. In so doing, we imply that some attribute, such as
designed life, has a higher value to us. A pair of shoes is, in these
terms, of high quality if it gives five years’ wear instead of two. Yet,
what of the people who do not want shoes to last five years? To
these customers, fitting the fashion may rank more highly than
fitting the foot! In short, they prefer a different combination of
attributes. Clearly, in any product, there are many. Customers
search for those that most closely fit what they want.’
John Naylor (1995), Operations Management, Pitman.

vi
 Workbook introduction

This paragraph expresses the difficulty we encounter when trying to

understand quality, for quality does not mean the same to everyone. At the
same time, the last sentence contains a definition of quality. A good answer to
the question ‘What is quality?’ is that quality is whatever the customer
wants it to mean.

The customer comes first, second and third, so far as quality is concerned;
this is one of the themes of this workbook.

There are three sessions. Session A deals with definitions, and looks at various
aspects of the subject: design quality and process quality; quality systems; the
benefits and the beneficiaries; costs; reliability; and accreditation against
standards.

Session B is all about total quality management: what it is, and its main
components, which are total commitment, a focus on the customer,
continuous improvement and teamwork.

Then, in Session C, we try to find ways of applying the knowledge we’ve

gained.

4.1 Objectives
When you have completed this workbook you will be better able to:

䊏 explain what quality means;

䊏 recognize the benefits of quality improvement and development in your work,
and appreciate methods of establishing the costs of quality;
䊏 have a good understanding of total quality management;
䊏 identify your customers and find ways of improving the quality of the goods
and services you provide for them;
䊏 lead your team in taking practical and positive steps towards higher work
quality.

vii
Workbook introduction

5 Activity planner

You may want to look at the following Activities now so that you can make
prior arrangements.

Activity 22. Here you are being asked to give an example of a particular
quality goal and how you set about achieving it.
Activity 23. Invites you to consider communication with your team.
Activity 24. Here you are being asked to give an example of a
recommendation you have made, or intend to make, regarding improve-
ments to quality.

Some or all of these Activities may provide the basis of evidence for your
S/NVQ portfolio. All Portfolio Activities and the Work-based assignment are
signposted with this icon.

The icon states the elements to which the Portfolio Activities and Work-
based assignment relate.

viii
 Session A
Quality and customers

1 Introduction

What is quality?

Is quality the same as excellence, and if so, how do we know when something
is excellent? What makes one thing of higher quality than another? Why is
quality important: what benefits does it bring? Should you expect to pay more
for quality goods and services? What is ISO 9000?

By the time you have finished reading this session, the answers to these and
other related questions should become clearer. We start by establishing
definitions, because quality is one of those words that is much used and little
understood.
‘Rule number 1: the
customer is always
right. Rule number 2: Assuming we know what quality is, how can we ensure that we deliver it? To
if the customer is achieve this, any supplier organization has to find out, firstly, what the
wrong, see rule
customer wants, so that goods or services can be designed to meet those
number 1.’ – Dennis F.
Kehoe, The wants. The organization’s customer is the one who ultimately makes all the
Fundamentals of Quality decisions about quality, and sets all the standards. That’s an important lesson
Management, Chapman to learn: whenever we consider quality, our main focus has to be on the
and Hall.
customer.

The second step for the supplier is to ensure that the product or service
conforms with the agreed design. In addition, so as to ensure that the
required level of quality is delivered to the customer, the organization has to
set up a system of quality management, which includes quality assurance and
quality control.

1
Session A

2 Defining quality

You may well already have your own views about quality: what it is and how
to achieve it. Let’s start by seeing how far we agree.

2.1 What quality is

‘Quality’ is something which is talked about a lot at work and more generally.
But do we all mean the same thing when we use the term?

3 mins
Activity 1

Define the word ‘quality’ in your own words. Think about your own job and
organization as you answer this. What do you mean when you talk about
‘quality’ at work?

There have been a number of definitions given of quality. If we look to some

famous experts in the subject, we find that they define quality in the following
ways:

䊏 ‘Meeting of customers’ needs’ (W. Edwards Deming);

䊏 ‘Fitness for use’ (J.M. Juran);
䊏 ‘Conformance to requirements’ (Philip B. Crosby).

2
 Session A

Others textbook definitions include:

䊏 ‘meeting, or exceeding, customer requirements’;

䊏 ‘the degree to which a product or service satisfies customers’
requirements’.

Perhaps you worded your definition something along these lines, or said that
quality means ‘doing things right first time’ or ‘delivering goods or services of
the highest standard’. You may even have quoted the words in the workbook
introduction, and said that quality is whatever the customer wants it to
mean.

As you would expect, there is an ‘official’ definition given in the International

Organization for Standardization’s ISO 9000:2000 Quality Management
Systems. Fundamentals and Vocabulary.

Quality is the: ‘degree to which a set of characteristics fulfils

requirements’.

A requirement is defined as a: ‘need or expectation that is stated,

generally implied or obligatory’.

The International Organization for Standardization (ISO) was set up in the

1940s to develop international standards that could be accepted by all its
members. Its members come from over 120 national standards bodies
including the British Standards Institution (BSI).

We will be discussing the ISO 9000 family of standards in more detail later in
this book.

3 mins
Activity 2

Read the ISO 9000:2000 definition again. An ‘obligatory’ need is most usually
one required by law, but whose ‘stated’ or ‘generally implied’ needs do you
think are to be fulfilled?

3
Session A

The customer is not The simplest and best answer to this question is ‘the customers’ needs’.
always the same as the Customers are the people who buy or use the goods or services provided by
‘user’ or ‘consumer’.
an organization.
For example, if you
buy your dog a tin of
pet food, you are the Every organization has customers. Where products or services are bought
customer, and the dog and sold, the customer makes the purchase, and is easily identified. In other
is the consumer.
kinds of organization, different words such as ‘client’, ‘patient’, ‘tenant’ or
‘pupil’ may be used instead of ‘customer’, but the result is the same. In general,
the customer pays the bill, either directly or indirectly; and customers are the
only reason that an organization exists.

In some situations, such as when patients require medical treatment,

customers may not have the specialist knowledge to know what they need,
which makes assessing quality difficult. Normally, however, ‘what the customer
needs’ does not mean ‘what the organization thinks is good for the
customer’; it means ‘what the customer wants or expects’.

So we can say that:

achieving quality means meeting the customers’ wants or

expectations.

This implies that organizations have mechanisms that can establish what the
customer wants or expects, and whether or not the customer is getting it.

The customer is the focus of all discussions about quality.

(We mustn’t forget that there are customers inside the organization, too.
That’s a topic we’ll look at in the next session.)

But what does the customer want or expect? What do you, as a customer,
want or expect when you buy something?

4
 Session A

2.2 The dimensions of quality

4 mins
Activity 3

If you go into a shop to buy something, say a new coat, which of the following
would you think of as being to do with the quality of the article?

Relevant to quality?

䊏 The style. YES NO

䊏 The colour. YES NO

䊏 The way it is made. YES NO

䊏 The finish. YES NO

䊏 The fit. YES NO

䊏 The way you are treated in the shop. YES NO

䊏 How well you think the item is likely to wear. YES NO

䊏 The price. YES NO

䊏 How good it makes you feel. YES NO

䊏 The reputation of the shop. YES NO

䊏 The reputation of the manufacturer. YES NO

5
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