U10: QUALITY

I. Introduction
The magnitude of the quality is proven to be tremendous via a colossal amount of
empirical work. By focusing on product standards, attempts to target customers and
bringing products’ values closer to their utilization are no longer long-term matters for
producers. The purpose of this article is to define the quality of a product and put an
emphasis on its importance. Simultaneously, the paper also aims at providing a thorough
insight into ample aspects of total quality management, plus how to measure and improve
product quality.

VOCABULARY

Word/ Word Pronunciation Meaning Example

No.
Phrase form (in English) (sentence)
1 top-notch adj /ˌtɒp ˈnɒtʃ/ excellent; of the Even though the conference
highest quality organizers provided top-
notch equipment and
attentive service, a few
glitches were inevitable.
2 scrap cost n /skræp kɒst/ an estimated cost that The scrap cost of an asset
a fixed asset can be differs based on the method
sold for after factoring of depreciation a company
in full depreciation adopts.
3 warranty cost n /ˈwɒrənti kɒst/ a cost that a business These are metrics that
expects to or has assess the product use in the
already incurred for field in terms of its
the repair or maintenance, upkeep, and
replacement of goods warranty costs.
that it has sold
4 go up in idiom /ɡəʊ ʌp ɪn if your plans, hopes, Hopes of an early end to the
smoke sməʊk/ etc. go up in smoke, dispute have gone up in
they fail completely smoke.
5 public-sector adj /pʌblɪk used to refer to Unions have rejected the
ˈsektə(r)/ businesses and government's pay offer for
industries that are public-sector workers.
owned or controlled
by the government
6 accreditation n /əˌkredɪˈteɪʃn/ official approval The Accreditation of Prior
given by an Learning scheme allows
 organization stating work experience to be
that added towards
somebody/something qualifications.
has achieved a
required standard
7 proprietor n /prəˈpraɪətə(r)/ the owner of a Enquiries must be made to
business, a hotel, etc the proprietor.
8 prerequisite adj /ˌpriːˈrekwəzɪt/ that must exist or They had to agree to certain
happen before conditions as a prerequisite
something else can of being lent the money.
happen or be done
9. vendor n /ˈvendə(r)/ a company that sells a Contact their vendor and
particular product ask them their rates.
10 appraisal n /əˈpreɪzl/ a judgement of the He had read many detailed
value, performance or critical appraisals of her
nature of work.
somebody/something
11 frontline n /ˈfrʌntlaɪn a person who is These frontline leaders
manager ˈmænɪdʒə(r)/ responsible for a team typically make up the
of frontline employees largest group of managers
who contribute to the in an organization.
day-to-day activities
that make an
organization run

II. Quality
1. Product quality
1.1. Definition
Any natural characteristic of a good or service that enables comparison with other similar
goods or services can be referred to as its quality. The term "quality" has a variety of
definitions, but generally speaking, it describes the set of innate characteristics that
enable a thing to satisfy explicit or implicit wants.
The degree to which a product satisfies client needs accomplishes its goal, and complies
with industry standards is referred to as its quality. Businesses examine several important
elements when assessing the quality of a product, such as whether it solves a problem,
operates well, or serves customers' needs.

E.g.: Consider going to get a TV. How can you tell if this TV is good? You should first
check whether it is compatible with audio-visual TV's features. The labeling and
inspection of the installation-related elements and the handbook follow. A good quality
remote control is also required. All the performance, picture, sound, features, and
integrations will function properly and as intended once installed. Additionally, if you
could watch TV for a while. The TV you purchased was made using the best technology
and manufacturing standards if it is still in good working condition and has not suffered
any damage.
1.2. Dimensions
- Performance: basic operating characteristics of the product.
- Features: other characteristics besides performance attract users
- Reliability: the probability that a product will not fail within a specified period.
- Conformance: the degree of accuracy that a product meets established standards.
- Durability: product's lifespan.
- Serviceability: the speed at which a product can return to normal operation after a
malfunction as well as the proficiency and behavior of the service personnel.
- Aesthetics: a person's personal preferences regarding the look, feel, sound, smell,
and taste of a product.
- Perceived quality: indirect measures such as reputation, workplace landscape, etc.

2. The importance of quality

2.1. Introduction
Apple: A global top-notch tech company that designs, develops, and manufactures
consumer electronics, software, and online services.
Annually, Fortune, a well-respected ranking institution, produces a list that grades the
admirability of global companies based on key attributes as perceived by a large audience
of qualified professionals. According to the list of the nine attributes, Apple is assumed to
be the most admired company overall and ranks first position in all criteria, of which
there is the quality of products and services.
Other criteria aside, product quality is used as a significant factor in evaluating the
exceptionality of major companies, including even the most admired one in the world. So
what is the role of quality to the functional displays of companies, on what grounds can it
partially reflect the excellency of a company? Or in other words, what is the importance
of quality?
2.2. To firms
2.2.1. Higher profitability
- Having fewer defects or field failures results in lower manufacturing and service
costs, and as long as these gains exceed any increase in expenditures by the firm
on defect prevention, profitability will improve.
- In addition, improvements in performance, features or other dimensions of quality
lead to increased sales and larger market shares.
2.2.2. Reduce risk possibilities
- There are several concerns to consider after your items leave the facility: recalls,
returns, complaints….
- Recalls, for example, can cause considerable long-term financial losses as well as
negatively impact the customer experience. They may also have a negative impact
on your brand and reputation. Therefore, businesses cannot afford to neglect or
dismiss the significance of quality management.
E.g.: Samsung’s Galaxy Note 7 Recall: The U.S. Consumer Products Safety
Commission received 96 reports of overheating batteries and fires within the first two
months of its August 2016 launch. Samsung was forced to recall 2.5 million of the
devices, which were some of the priciest smartphones on the market.
2.2.3. Meeting or exceeding industry standards
- Adherence to a recognised quality standard may be essential for dealing with
certain customers or complying with legislation. Public-sector companies, for
example, may insist that their suppliers achieve accreditation with quality
standards. If you sell products in regulated markets, such as healthcare, food or
electrical goods, you must be able to comply with health and safety standards
designed to protect consumers.
- Accreditation can also help you win new customers or enter new markets by
giving prospects independent confirmation of your company’s ability to supply
quality products.
E.g.: The Volkswagen (VW) emissions scandal The company had been fitting ‘defeat
devices’ to its diesel cars, which included software that would detect when the cars were
undergoing laboratory testing and turn on controls to reduce nitrogen emissions. The cars
would then appear to comply with the agency’s standards but, in some cases, were
actually emitting up to 40 times the nitrogen dioxide limit when driving on the road. The
scandal has cost the company more than $30 billion in fines, penalties, restitution and
settlement of lawsuits since 2015. Customer base and loyalty is greatly damaged.
2.3. To customers
2.3.1 Greater customer satisfaction

Some of the criteria:

- Expectations: The customer’s advanced perception of product, its performance,
and unique features.
- Use Experience: The customer’s sensory, cognitive, and physical experience with
the product.
- Longevity: The product’s conformance to standards, reliability, durability, and
serviceability.
2.3.2 Have faith and longer commitment to the brand
The relationship between service quality and customer satisfaction.

Customer perceptions of quality and customer satisfaction (Wilson et al., 2008, p. 79)
The above figure shows the relationship between customer satisfaction and service
quality. The author presented a situation that service quality is a focused evaluation that
reflects the customer’s perception of reliability, assurance, responsiveness, empathy and
tangibility while satisfaction is more inclusive and it is influenced by perceptions of
service quality, product quality and price, also situational factors and personal factors.
3. Total Quality Management (TQM)
3.1. Philosophy of TQM
3.1.1. Introduction
In the present serious climate, the endurance of the associations relies upon their capacity
to consistently improve according to the assumptions of the clients. Quality is basic in
accomplishing seriousness in the homegrown and worldwide market.
However, there is a wide assortment of ideas encompassing the expression "quality", all
authors concur that quality is one of the significant "basic achievement factors" to
accomplish seriousness in associations. Quality has extended past the idea of "consumer
loyalty with items and administrations" to the idea of "making of worth for all partners".
In this unique circumstance, generally speaking, business greatness is supplanting the
thin level-headedness of meeting client determinations to working on the presentation of
the entire framework. This incorporates a cluster of issues, including climate, word-
related well-being and security, and social responsibility.
The outcome of TQM fundamentally relies upon the accomplishment of inner as well as
outside consumer loyalty. Inside consumer loyalty is essential to accomplish outside
consumer loyalty.
Quality is an excursion beginning from the plan, to conformance, and closures at better
execution. This cycle thinks about quality as a 'ceaseless' improvement (Gitlow, 1989).
Nature of plan → conformance → execution.
3.1.2. Definition
Total Quality Management (TQM) is an exhaustive framework for accomplishing
persistent improvement in consumer loyalty. It is a way of thinking of complete
coordination of the business to accomplish the expected outcome. The objective is to
accomplish more prominent proficiency and viability, lower working expense and
expanded piece of the pie.
TQM is an administrative reasoning, a worldview, a nonstop improvement way to deal
with carrying on with work through another administration model. The TQM reasoning
developed from the nonstop improvement theory with an emphasis on quality as the
primary component of business.
TQM is a complete administration framework which:
- Centers around meeting proprietors'/clients' necessities by offering quality types of
assistance at an expense that offers some benefit to the proprietors/clients
- Is driven by the mission for consistent improvement in all activities
- Perceives that everybody in the association has proprietors/clients who are either
inward or outside
- Sees an association as an inward framework with a typical point instead of as
individual divisions acting to boost their own exhibitions
- Centers around how undertakings are achieved as opposed to just what errands are
achieved
- Underscores collaboration and an elevated degree of investment by all employees.
3.1.3. Purpose
TQM rehearses centers around fulfilling client needs. This implies making the
requirements of the client the need, extending the relationship past conventional
administrations and consolidating the client's necessities in the organization's marketable
strategy and corporate technique.
The point of TQM is to accomplish no imperfections in everything done in the
association, for example to accomplish blunder-free work. To accomplish this implies all
that we really do should be correct, first time, like clockwork. The normal topic in TQM
is "take care of business first time, without fail''.
3.2. Principles of TQM
3.2.1. Create a constancy of purpose
- Define the problems of today and the future.
- Allocate resources for long-term planning.
- Allocate resources for research and education.
- Constantly improve design of product and service.
3.2.2. Adopt the new philosophy
- Quality costs less not more.
- Superstitious learning.
- The call for major change.
- Stop looking at your competition and look at your customer instead.
3.2.3. Cease dependence on inspection
- Quality does not come from inspection.
- Mass inspection is unreliable, costly, and ineffective.
- Inspectors fail to agree with each other.
- Inspection should be used to collect data for process control.
3.2.4. Do not award business based on price tag alone
- Price alone has no meaning.
- Change focus from lowest initial cost to lowest total cost.
- Work toward a single source and long term relationship.
- Establish a mutual confidence and aid between purchaser and vendor.
3.2.5. Improve constantly the system of production and service
- Quality starts with the intent of management.
- Teamwork in design is fundamental.
- Forever, continue to reduce waste and continue to improve.
- Putting out fires is not improvement of the process.
3.2.6. Institute training
- Management must provide the setting where workers can be successful
- Management must remove the inhibitors to good work
- Management needs an appreciation of variation
- This is management's new role.
3.2.7. Adopt and institute leadership
- MBO's.
- Work standards.
- Meet specifications.
- Zero defects.
 - Appraisal of performance.
- Replace with leadership.
Leaders must:
- Remove barriers to pride of workmanship.
- Know the work they supervise.
- Know the difference between special and common cause of variation.
3.2.8. Drive out fear
- The common denominator of fear.
- The fear of knowledge.
- Performance appraisals.
- Management by fear or numbers.
3.2.9. Break barriers among staff areas
- Know your internal suppliers and customers.
- Promote teamwork.
3.2.10. Eliminate slogans, exhortations,and targets
- They are directed at the wrong group.
- They generate frustration and resentment.
- Use posters that explain what management is doing to improve the work
environment.
3.2.11. Eliminate numerical quotas
- They impede quality.
- They reduce production.
- A person's job becomes meeting a quota.
3.2.12. Remove barriers
- Performance appraisal systems.
- Production rates.
- Financial management systems.
- Allow people to take pride in their workmanship.
3.2.13. Institute a program of education and self-improvement
- Commitment to lifelong employment.
- Overtime and education.
- Work with higher education of needs.
- Develop team building skills in children.
3.2.14. Take action to accomplish the transformation
Management must:
- Struggle over the fourteen points.
- Take pride in the new philosophy.
- Include the critical mass of people in the change.
- Learn and use the Shewhart cycle.
3.3. Key elements to successfully implement TQM
To successfully implement TQM, an organization must focus on 8 key elements: Ethics,
Integrity, Trust, Training, Teamwork, Leadership, Recognition and Communication.
According to their function, these elements can be divided into 4 groups:
3.3.1. Foundation: Ethics, Integrity and Trust
Foundation encourages openness, equity and sincerity. This is the secret to reaching
TQM's fullest potential. Although these three components work together, each of them
contributes something unique to the TQM idea.
First of all, Ethics - Ethics is the field of study that examines the rights and wrongs in
every circumstance. Organizational ethics and individual ethics are two sides of this
subject. While organizational ethics construct a business code of ethics specifying rules
that all workers must follow, individual ethics cover individual wrongs or rights.
Secondly, Integrity, its characteristics include honesty, morals, values, fairness,
adherence to the facts and sincerity are what clients deserve and demand to receive.
Duplicity is perceived to be the opposite of Integrity and TQM will not function in a
duplicitous environment.
Finally, Trust - Trust is requested in the building of TQM’s framework. It fosters full
participation that allows empowerment. To ensure customer satisfaction, trust is
indispensable. Having a strong foundation, bricks will be placed to meet the roof of
recognition.
3.3.2. Building Bricks: Training, Teamwork and Leadership
Building Bricks includes Training, especially for employees to enhance productivity;
Teamwork which is needed for business to receive decent solutions to tackle problems;
Leadership - this component of TQM may be the most crucial one. It is prevalent in every
company. In order to be the leader, a person needs to be inspiring and to have the ability
to create and convey strategic directions.
3.3.3. Binding Mortar: Communication
Communication is another key to the success of the TQM. It performs as a link to bridge
all the elements together. Communication along with sharing is vital and must be clear
for all receivers to understand. There are various communication styles such as:
downward communication, upward communication and sideways communication.
3.3.4. Roof: Recognition
The last and final element of the whole system is Recognition. As people are recognized,
there can be a huge positive influence to their self-esteem and work performance.
Therefore, one of the most important jobs of a supervisor is to detect and recognize
contributors. Recognition can be given at any time, any way and any place; during staff
meetings, through personal letters or in front of departments.

4. Measurement of quality
Measurement of quality is the act of evaluating a product or service of a firm, to
eliminate any deficient qualities or errors which may occur in the process, input, or
output of a product, as well as examining the qualifications of the firm as a whole.
Measuring quality helps organizations to recognise limitations, recognise opportunities,
and in the long run improve the company’s value.
4.1. How to measure product quality
4.1.1. Indicators of quality measuring
4.1.1.1. Measuring product quality
- Performance: the general capability of a product. For example, a car's fuel
efficiency or the battery capacity of a smartphone
- Features: extra characteristics that will boost the product/service attraction to the
user. For example, internet services on a phone.
- Dependability: the expectation that a product will not crash within a particular
time period. For example, the number of defects happening in a car within one
year of use.
- Conformity: the accuracy with which the product fulfills the defined standards.
- Durability: quantifies the duration of any product’s life, for example, 15-25 years
of the useful life of a vehicle.
- Serviceable: pace with which the product can be serviced when there is a
breakdown.
- Appearance: this signifies an individual’s liking of the product aesthetically. For
instance, the way an individual reacts to the look, feel, etc of a vehicle.
- Conceived quality: it is the quality attached to a product/service on the basis of
intangible measures, for example, brand reputation.
4.1.1.2. Measuring service quality
- Dependability: the capability to deliver a promised service reliably and accurately.
For example, the actual availability of a seat after you have booked an airline
ticket.
- Receptiveness: readiness to assist customers to deliver quick service, the time
taken to respond to a complaint and overall efficiency.
- Competence: having the required skills and knowledge to deliver a service.
- Courteousness: respect, friendliness, and civility of the person dealing with
customers.
- Integrity: the trustworthiness, reliability, and sincerity of the service provider.
- Accessibility: availability and ease with which a customer can contact the service
provider.
- Communication: the ability to listen and acknowledge comments that are given by
customers and the willingness to keep customers sufficiently informed.
4.1.2. Methods of measuring quality
Although determining the exact process of quality measuring is relatively impossible, a
firm can always follow the beaten road to exercise some of the most principal steps of
doing so, specifically:
- Step 1: Outline the significant characteristics and their measurement. The
organization should emphasize those characteristics most associated with customer
quality, and include the main problem items.
- Step 2: Establish criteria for those characteristics. The standards established should
correlate to the quality threshold that drives change. Standards are ineffective if
they are set higher than required without improving quality.
- Step 3: Control and regulate the process in order to meet the criteria. Testing each
product can be costly in comparison to testing samples. Examining samples can be
a useful and efficient way of finding problems in the product.
 - Step 4: Spotting errors at the correct time. If there are errors at the initial stages in
a process that are not noticed until a more advanced stage, the work done between
these stages is wasted.
However, it is not in definite certainty how a firm should consider its quality should be
put into examination. Quality is subjective, it is a matter of personal opinion and what
constitutes an acceptable level of quality will vary from one individual to another. Each
of the businesses or individuals should develop their discrete path which is most suited to
the characteristics, structures, and above all else, customer’s preferences of the firm.
4.2. The aims of measuring product quality
- To recognise errors: a firm can never go smoothly without any flaw, especially if
it’s a new one. Detecting miscalculations, notably on the initial stages, will result
in improved performance in the long run.
- To highlight opportunities: in the process of correcting what was previously wrong
or improper, the company is open to a chance of studying itself, therefore
generating better directions and plans for the future based on lessons learned.

5. How to improve product quality

Enterprises’ primary focus should be on enhancing product quality, as it is pivotal for
sustainability in long-term turnover and profitability. This, however, is indeed an arduous
mission yet benefits businesses with higher revenue and cost savings. It facilitates the
development of customer trust and recommendations while lowering complaints and
return rates (Mirror Review, 2022). A holistic development strategy of every enterprise
should never dismiss product quality but make it fundamental to managing everyday
operations and achieving organizational goals.
5.1. Methods to improve product quality
5.1.1. Create a culture of quality
To meet this target, first and foremost, integrating the quality concept into the culture of
the enterprise is one of the most crucial things. For this concept to be effective, it must be
instilled into employers’ or employees’ working principles and accordingly spread
throughout the firm. The managers play an important role in terms of this since they
should reiterate the concept on a daily basis so that it can be agreed upon by the
enterprise as a whole and get ingrained in the workplace culture. That means, to improve
the quality of goods and services, not only heads or employers but also employees can
actively participate in the whole development and decision-making processes, and
thereby make practical and constructive comments on product quality and come up with
ideas on how to improve it.
5.1.2. Assess procedures regularly
Production and training procedures should be monitored periodically. Through regular
and elaborate analyses, the firm can identify and tackle any bottleneck head-on while also
anticipating incident problems and streamlining business processes accordingly. To
further explain, procedure inspections might evince troubles or degradations of cardinal
product features, namely function, performance, longevity, user-friendliness, and safety
(Niels, 2020).
Some methods Niels recommends to enhance production processes are keeping processes
and technologies up-to-date, paying adequate attention to scheduled maintenance,
utilizing software to keep track of inventory levels, and organizing internal training
sessions frequently, especially by implementing the Training Within Industry (TWI).
TWI is an efficient methodology that allows frontline managers, team leaders, and
employees to be involved in hands-on coaching and learning (TWI Institute, 2022).
Based on Dinero’s publication (2005), this program consists of 4 core components: Job
Instruction Training, Job Relations Training, Job Methods Training, and Program
Development. In fact, TWI can provide a deep understanding of functional and process
developments, which certainly contributes to improving product quality.
5.1.3. Establish a Quality Management System (QMS)
Executing a Quality Management System (QMS) is undoubtedly a need for every
enterprise. A QMS refers to a validated system that records processes, methods, and roles
for realizing quality policies and objectives with respect to generating and distributing
high-quality products. Consistency is what a QMS aims to achieve. Every purchase
should be met with the same level of quality that clients have come to expect from the
enterprise. In addition to retaining the current clientele, offering such a guarantee can
help the enterprise build an excellent reputation that will draw in new clients.
A formalized QMS can provide the enterprise with potential benefits as follows. First, it
fulfills customer needs, which fosters confidence internally, thereby boosting sales and
repeat business, as well as attracting new customers. Second, it fulfills organizational
needs, which ensures that the regulations are scrupulously followed and that goods and
services are provided in the most cost- and resource-effective way practicable. This
possibly opens up opportunities for development and earnings increase by guaranteeing
and improving consistent quality. These two benefits come with some ensuing
advantages: defining and enhancing processes, minimizing waste, cost reduction,
expediting training opportunities, etc. An organization's activities can be better
coordinated and directed with the use of a QMS, which also helps it continuously
increase its effectiveness and efficiency while adhering to customer and regulatory
standards (ASQ, n.d.).
E.g.: ISO 9001:2015 - the most widely used and recognized QMS standard in the world.
Below are 7 QMS principles described in ISO 9001:2015 standard:
5.1.4. Technological upgrade and employee training
Rework in manufacturing is usually the result of human errors, equipment malfunctions,
or even just damage during transits. When this occurs, manufacturers must either take the
time to fix the products or discard them as waste. That’s why companies need to maintain
technological systems and train their employees on a regular basis.
5.1.4.1. How can technology help corporations to improve the quality of product?
The production equipment has an impact on the quality of the final goods. Technology
upgrade is much quicker and easier than expanding staff capacity. However, failing to
update technology on schedule would lead to a reduction in productivity and
competitiveness. Companies must either upgrade their equipment frequently or replace
older machines with newer ones. After upgrading the equipment, companies should
instruct staff on how to use it. Consequently, updating the equipment contributes to
higher product quality.
5.1.4.2. How can skilled and experienced workers help corporations to improve the
quality of products?
Employee training at all levels can enhance the quality of your products and reduce
chances of errors. Employers can train their employees in a variety of methods.
Depending on the CEOs’ perspectives, companies would have different ways of training.
Current employees should be given the responsibility of instructing inexperienced people,
according to Ralph Stayer, the quality-obsessed CEO of Johnsonville Sausage in
Sheboygan Falls, Wisconsin, because they understand thoroughly how their corporations
operate. In Ann Arbor, Michigan, Ari Weinzweig, the founder and CEO of the
Zingerman's Family of Companies, adopts a different strategy: He personally completed
all of the new-employee orientation training sessions because he believed that he is the
most suitable person to inculcate values and a sense of purpose in new hires.
Whether new employees are trained by experienced workers, CEOs or by combination of
the two approaches, it is crucial to give workers a view of the company's history via the
lens of quality. Tell them about any past problems that companies used to address, how
companies resolved them and how quality objectives are set. Additionally, the concept of
quality should be demonstrated clearly so that no one would ignore the quality of their
products. Finally, let’s employees know about the relationship between their behavior
and, more broadly, their work ethic and the success of the business. Individual
commitment is connected to make enormous improvements in product quality.
5.1.5. Spy on competitors
The quality of your products can be developed and improved by being aware of how your
competitors operate. How well do their products work? Companies can research whether
their products are having any weaknesses and try to come up with an innovative solution
for your products. In order to make your products more appealing to buyers, you can also
obtain product ideas. Additionally, performing a competition analysis will help you better
position yourself to compete with other companies in your field as well as match the
offerings of your rivals.

5.1.6. Implement “Product Testing” campaign

In order to understand the quality of the products, it is advisable that companies conduct
product assessment, which will offer more information about whether their products’
quality is low or high. If their products have some problems, corporations can fix them on
time and if they are high-quality products, they can be researched and improved to serve
customers better as products that have been thoroughly measured, analyzed, and
improved can guarantee quality, reliability, and customer satisfaction.
Moreover, there are six types of product testing:
- Concept testing: Companies can investigate the feasibility of a product idea or
concept and assess its potential market performance.
- Q/A testing: Before making a product available to the public, the manufacturers
can test its features and functionality.
- A/B testing: Customers are asked which of two versions of a product feature or
component that they prefer by production teams.
- Market testing: This process involves presenting a product to some target
customer to assess the market.
- User testing: It can be implemented after the production team finishes the product
and then releases it. They will monitor how users of the product interact with it.
To decide whether to update the product or not, they gather data and information
based on customers' experiences with the product.
- Regression testing: The production teams carry out this type of product testing
after customers have begun using the product. Regression testing helps teams
identify which features they will add or upgrade by testing the product's present
features.
However, improving the quality of the products is much easier than continuing the
improvement process. That’s why companies need to consider all the opportunities to
maintain their spirits and raise enough funds to ensure that their products will be made
with high quality in the long run.
5.2. Example - Starbucks
The company has established itself as the go-to source for coffee in the majority of
countries, as its top priority is product quality, “make a latte this way every single time”.
Most stores have upgraded to the Swiss-made Mastrena, which is designed to “provide us
with the highest-quality, consistent shot of espresso that will be second to none” (NBC
Universal, 2008). Some of its personnel have the organization's quality culture
profoundly ingrained in their mind. These systems can be found both in specialized
quality management departments and at the general organizational level. At the
organizational level, the company's cross-functional team focuses on its product
offerings. Members of the marketing, engineering, supplies, and operations teams are
represented on this team. After gathering client input, each team member contributes to
what needs to be improved within the organization. Additionally, team members are
welcome to suggest flavor combinations that they would like to try. At the quality control
level, Starbucks also conducts evaluations of food sanitation, in which modifications to
store fixtures, designs, and merchandise come under close scrutiny.

The company also implements test methodologies for assessing both equipment advances
and operational processes. With a view to taking advantage of new opportunities,
Starbucks' quality department analyzes audits and customer feedback to identify trends
and patterns in the coffee business (IvyPanda, 2021).
Apart from that, the technological side of Starbucks should also be taken into account.
Starbucks' history is full of significant technological advancements. One of the first
businesses to publish a website was Starbucks in 1998. In 2002, it started providing WiFi
to customers, starting the shift from a short coffee break to an all-day hangout. A decade
ago, Starbucks was only starting to build its social media presence. Besides, Starbucks
makes significant investments in training its front-line staff to deliver excellent
experiences. A 70/20/10-based new recruit training program has been developed by L&D
professionals at Starbucks. This indicates that 70% of partner training is obtained through
on-the-job training, 20% is gained through feedback and mentorship from coaches, and
10% is learned through online e-learning modules. The store manager oversees new
hires’ initial training, and there are also specialized trainers in charge of teaching the
Starbucks Experience lessons, which encompass the company’s history, a legacy of
social responsibility, and culture. In-store training in more distant markets or at regional
training facilities are the usual places where new recruit groups are introduced to The
Starbucks Experience. Each store also has a learning coach, a different partner with a
passion for instruction and training.

III. Summary
Thanks to the aforementioned research on various renowned brand names, a
comprehensive amount of knowledge about product quality has been distilled into this
article. The acquisition includes the definition of quality attached to products, how
critical the quality to firms and customers, as well as ample information about total
quality management. Quality measurements in addition to further methodology of
erecting high-quality products are also enumerated with parallel aims to gratify target
customers and reach anticipated profits.