Week 1: Introduction to Quality

Learning Objectives:

●​ Define Quality: Its Approaches, Types, and Levels.

●​ Discuss Different Quality Paradigms.
●​ Explain Quality-Related Activities That Incur Costs.

Key Concepts:

●​ Definitions of Quality by Experts:

○​ J.M. Juran: "Fitness for Use/Purpose."
○​ Philip Crosby: "Conformance to Specifications."
○​ Dr. Kaoru Ishikawa: "Most economical, useful, and always satisfactory to
the customer/audience."
○​ Armand V. Feigenbaum: "A total composite of product and service
characteristics meeting customer expectations."
●​ What QUALITY Stands For:
○​ Q: Qualitative in meeting customer expectations.
○​ U: Understanding customer needs and feedback.
○​ A: Accuracy in meeting specifications.
○​ L: Leveraging resources efficiently.
○​ I: Improvement through continuous refinement.
○​ T: Trust-building by delivering consistent results.
○​ Y: Yielding value that balances cost and performance.
●​ Approaches to Quality (David Garvin):
○​ Transcendent: Quality is innate excellence, universally recognizable
(e.g., "You will know it when you see it").
■​ Example: A luxury car brand like Rolls-Royce.
○​ Product-Based: Quality is measurable and tied to specific attributes.
■​ Example: A smartphone with high-resolution display and long
battery life.
○​ User-Based: Quality is subjective and based on customer preferences.
■​ Example: A user’s satisfaction with a customized laptop.
○​ Manufacturing-Based: Quality is conformance to design specifications.
■​ Example: Factory-built cars matching design blueprints.
○​ Value-Based: Quality is the balance between performance and price.
■​ Example: A budget-friendly but durable washing machine.
●​ Types of Quality:
○​ Quality of Design: Ensures the product/service meets customer needs.
■​ Example: Designing a phone based on market research.
 ○​ Quality of Conformance: Ensures the product matches design
specifications.
■​ Example: Consistent assembly line production.
○​ Quality of Performance: Measures functionality and customer
satisfaction.
■​ Example: A car delivering expected fuel efficiency.
●​ Quality Levels:
○​ Organization Level: Meeting customers’ requirements (internal and
external).
■​ Includes benchmarking, customer feedback, and regular
evaluations.
○​ Process Level: Functional units aligning with end-customer needs.
■​ Includes cross-functional processes and optimization efforts.
○​ Individual Level: Standards for personal performance based on
organizational processes.
■​ Involves creating key output standards based on organizational and
process-level requirements.
●​ Quality Paradigms:
○​ Customer-Craft: Products tailored to customer demands.
■​ Example: A custom-built computer for a specific user.
○​ Mass Production and Sorting: Focus on production rate and
customer-defined design.
■​ Example: Factory assembly of consumer electronics.
○​ Statistical Quality Control: Incorporates statistical methods for minimal
waste and rework.
■​ Example: Use of control charts in production lines.
○​ Total Quality Management (TQM): Collaborative quality focus with
statistical methods.
■​ Example: Customer participation in product design.
○​ Techno-Craft: High flexibility for customer-specific designs.
■​ Example: Tailored manufacturing using advanced robotics.
●​ Cost of Quality: (Mnemonic: PAIE - Prevention, Appraisal, Internal, External)
○​ Prevention Costs: Design and maintenance of quality systems.
■​ Example: Employee training programs to reduce defects.
○​ Appraisal Costs: Monitoring for defects.
■​ Example: Quality inspections during manufacturing.
○​ Internal Failure Costs: Addressing defects before customer delivery.
■​ Example: Repairing faulty products in the factory.
○​ External Failure Costs: Addressing defects post-delivery.
■​ Example: Replacing defective goods under warranty.
Week 2: Understanding Quality Management

Learning Objectives:

●​ Discuss Principles of Quality Management.

●​ Enumerate and Discuss the Importance of Quality Management.
●​ Analyze Approaches to Quality Management.

Key Concepts:

●​ What is Quality Management?

1.​ A systematic approach to ensuring products/services meet consistent
standards, satisfy customer requirements, and continuously improve
processes.
●​ Principles of Quality Management (Mnemonic: CLEPPER):
1.​ C: Customer Focus: Exceed customer expectations.
■​ Example: Amazon Prime offers fast delivery and 24/7 customer
service.
2.​ L: Leadership: Inspire teams to achieve quality objectives.
■​ Example: Regular team engagement sessions.
3.​ E: Engagement of People: Empower and involve employees.
■​ Example: Rewarding quality improvement suggestions.
4.​ P: Process Approach: Manage interrelated processes for consistency.
■​ Example: Streamlined supply chain operations.
5.​ I: Improvement: Focus on continuous process enhancements.
■​ Example: Implementing new manufacturing technology.
6.​ E: Evidence-Based Decision Making: Use data-driven decisions.
■​ Example: Analyzing sales metrics before launching a product.
7.​ R: Relationship Management: Foster strong stakeholder relationships.
■​ Example: Regular communication with suppliers.
●​ Importance of Quality Management:
1.​ (Mnemonic: 5c ec-hl)
2.​ (Mnemonic: CHEERFUL Q)
3.​ C: Customer Satisfaction: Ensuring products or services consistently meet
or exceed customer expectations enhances customer satisfaction and
loyalty. Satisfied customers are more likely to return and recommend the
business, supporting long-term success.
4.​ H: Higher Productivity Levels: Employee productivity increases when
quality management eliminates bottlenecks, making processes smoother
and more efficient.
 5.​ E: Employee Morale and Engagement: A structured environment and
recognition of employee contributions improve morale, productivity, and
commitment.
6.​ E: Ensuring Compliance and Risk Management: Adhering to standards
and regulatory requirements reduces risks of legal issues, maintaining
credibility and legality.
7.​ R: Reduction in Human Errors: Standardized processes minimize
mistakes, leading to improved productivity and job efficiency.
8.​ F: Fostering Continuous Improvement: Encourages regular review and
refinement of processes, helping businesses adapt to changing conditions
and customer needs.
9.​ U: Uniting Quality and Production: Aligning design, processes, and
customer expectations ensures dependable and durable products,
enhancing reputation.
10.​L: Long-Term Business Success: Quality management builds a foundation
for sustained growth by improving overall operational efficiency.
11.​Q: Quality Products and Services: Producing high-quality goods enhances
competitiveness and drives customer satisfaction and revenue growth.

APPROACHES TO QUALITY MANAGEMENT

1.​ Total Quality Management
2.​ Six Sigma
3.​ Lean Management
4.​ ISO Standards
5.​ Agile Methodolo

TQM

●​ Definition: A comprehensive approach to improving organizational performance,

with a strong emphasis on customer satisfaction. It involves everyone in the
organization and aims for continuous improvement in processes, products, and
services.
●​ Key Features: TQM PRINCIPLES
○​ Customer focus: Identifying and understanding customer needs and
expectations to exceed their satisfaction.
 ○​ Continuous improvement: Constantly refining and enhancing processes
and procedures to improve efficiency and effectiveness.
○​ Employee involvement: Encouraging and empowering employees to take
ownership of their work and contribute to improving quality.
○​ Process approach: Focusing on the entire process, not just individual
steps, to identify and eliminate potential deficiencies.
○​ Systematic approach: Adopting a structured approach to quality
management, including planning, implementation, assessment, and
improvement.
○​
●​ Example: Toyota’s implementation of Kaizen, a core principle of TQM, which
emphasizes continuous, incremental improvements across all levels of the
company.

2. Six Sigma

●​ Definition: A data-driven methodology used to eliminate defects and improve

processes by identifying and removing the causes of variations. Six Sigma
focuses on achieving near-perfect quality (a defect rate of 3.4 defects per million
opportunities).
●​ Key Features:
○​ Value: Identifying the value customers place on a product or service and
focusing on creating that value.
○​ Value stream: Examining how the product or service is created and
delivered to customers and identifying areas of inefficiency.
○​ Flow: Ensuring the smooth flow of work processes by reducing or
eliminating bottlenecks and delays.
○​ Pull: Utilizing customer demand to drive production and delivery to
minimize waste and avoid overproduction.

○​ s
●​ Example: General Electric (GE) adopted Six Sigma to enhance its manufacturing
processes and improve product quality, leading to significant cost reductions and
improvements in customer satisfaction.

3. Lean Management
 ●​ Definition: Focuses on creating value by eliminating waste (anything that does
not add value to the product or service). Lean management aims to streamline
processes, reduce waste, and increase efficiency.
●​ Key Features:
○​ Lean Management
Lean management is a process improvement methodology that aims to eliminate
waste and minimize non-value-added activities in a process. It involves identifying the
value stream of a process and optimizing it to improve efficiency and quality.
Lean Management Principles:

▪​ Value: Creating value for the customer is the first priority.

▪​ Waste elimination: Eliminating waste is a key principle of lean management,

and it includes anything that does not add value to the customer.
▪​ Continuous flow: Lean management emphasizes the importance of creating a
smooth and efficient flow of production through the elimination of bottlenecks
and other obstacles.

▪​ Just In Time (JIT): This is another important aspect of lean management, which
involves producing goods or delivering services only when they are needed by
customers.
▪​

○​
●​ Example: Companies like Toyota and Ford use lean principles to streamline
their production processes, reduce costs, and improve overall efficiency.

4. ISO Standards

●​ Definition: International standards that provide guidelines for various aspects of

quality management. The most common standard is ISO 9001, which specifies
criteria for a quality management system.
●​ Key Features:
○​ Focus on process and quality management standards
○​ Certification process to ensure adherence to quality standards
○​ Customer satisfaction is a central focus
●​ Example: Many companies, such as Samsung and Nestlé, obtain ISO
certification to demonstrate their commitment to quality and to gain a competitive
advantage in the marketplace.
 5. Agile Methodology

●​ Definition: Primarily used in software development, agile methodology focuses

on iterative development, flexibility, and customer collaboration. It emphasizes
delivering small, functional pieces of the product frequently and allowing for
feedback-based improvements.
●​ Key Features:
○​ Iterative approach with short cycles (sprints)
○​ Collaboration with customers and stakeholders
○​ Responding to changes in requirements even late in development
○​ Continuous delivery and improvement
●​ Example: Software development companies like Spotify and Microsoft use
Agile methodology to quickly adapt to customer feedback and deliver updates
efficiently.

Here's how Agile can be applied to quality management:

▪​ Continuous Improvement: Agile promotes continuous improvement through

regular inspection and adaptation.

▪​ Collaboration and Communication: Agile emphasizes collaboration among team

members, stakeholders, and customers.

▪​ Quality as a Team Responsibility: In Agile, quality is everyone's responsibility, not

just a dedicated QA team.

▪​ Continuous Integration and Testing: Agile methodologies emphasize frequent

integration of code changes and regular testing.

Week 3: Defining Total Quality Management (TQM)

Learning Objectives:

●​ Discuss the Primary Elements, Core Concepts, and Benefits of TQM.

●​ Distinguish between Traditional Management and TQM.
●​ Compare and Contrast Reengineering and TQM.

Key Concepts:
●​ Primary Elements of TQM (Mnemonic: FBR-T - Foundation, Bricks,
Recognition, Trust):
○​ Foundation: Built on Ethics, Integrity, and Trust.
○​ Building Bricks: Leadership, Teamwork, and Training.
○​ Recognition: Encourages satisfaction and productivity.
○​ Trust: Continuous improvement through communication.
●​ Core Concepts of TQM (Mnemonic: SCIPMP):
○​ S: Customer Satisfaction: Focused on internal and external customer
needs.
○​ C: Continuous Improvement: Iterative progress fosters innovation.
○​ I: Measurement: Performance measurement drives improvement.
○​ P: Prevention: Aim for defect-free results with zero defects policy.
○​ M: People Make Quality: Create an environment for quality-focused work.
○​ P: Synergy in Teamwork: Collaboration amplifies results.
●​ Benefits of TQM: (Mnemonic: CCBB - Culture, Customers, Business, Better
Employees)
○​ C: Creates a Good Corporate Culture: Customer-centric philosophy.
○​ C: Better Reviews from Customers: Enhances loyalty and reputation.
○​ B: Better Employee Performance: Training boosts morale and efficiency.
○​ B: Business Process Improvement: Drives operational efficiency.
●​ Comparison:
○​ TQM vs. Traditional Management:
■​ TQM: Emphasizes collaboration, incremental improvements, and
process quality. Example: Toyota uses Kaizen methodology,
encouraging employees to suggest process improvements and
collaborate to ensure high product quality.
■​ Traditional: Focuses on results, often ignoring the quality of
processes. Example: A factory prioritizing production targets over
quality checks, leading to high output but more defects.
○​ TQM vs. Reengineering:
■​ TQM: Continuous, incremental improvements. Example: A
company like Toyota uses TQM principles to continuously enhance
production efficiency through Kaizen (continuous improvement)
while maintaining consistent product quality.
■​ Reengineering: Radical redesign for significant change. Example:
Ford Motors implemented reengineering by replacing its outdated
procurement process with an integrated electronic data system,
reducing costs and improving supplier relationships.
Week 4: Strategic Dimensions of Quality: Total Quality Management (TQM)

Learning Objectives:

●​ Identify the Eight (8) Dimensions of Product Quality.

●​ Name the Five (5) Dimensions of Service Quality.
●​ Differentiate the Dimensions of Product and Service Quality.

Key Concepts:

●​ Quality is Multi-Dimensional:
○​ Definition: Product and service quality comprise several dimensions
determining how customer requirements are met.
○​ Evaluating all dimensions helps assess how well services or products fulfill
customer needs.
●​ Dimensions of Product Quality (Mnemonic: PFRCDSAP):
○​ P: Performance - Primary operating characteristics of a product.
■​ Example: Smartphone speed or display clarity.
○​ F: Features - Added characteristics enhancing a product’s appeal.
■​ Example: A smartwatch’s heart rate monitoring feature.
○​ R: Reliability - Likelihood of a product functioning without failure.
■​ Example: A car with a 5-year warranty.
○​ C: Conformance - Degree to which a product meets established quality
standards.
■​ Example: Pharmaceutical products meeting FDA specifications.
○​ D: Durability - Measure of product life.
■​ Example: Durable appliances lasting over a decade.
○​ S: Serviceability - Ease of service or repair.
■​ Example: Quick and efficient laptop repairs under warranty.
○​ A: Aesthetics - How a product looks, feels, sounds, tastes, or smells.
■​ Example: Premium design of luxury watches.
○​ P: Perceived Quality - Customer perception influenced by brand
reputation.
■​ Example: Apple products perceived as high-quality due to their
reputation.
●​ Dimensions of Service Quality (Mnemonic: TREAS):
○​ T: Tangibles - Physical appearance of facilities, equipment, and personnel.
■​ Example: Clean and professional-looking hotel staff uniforms.
○​ R: Reliability - Ability to deliver promised services dependably and
accurately.
■​ Example: A courier service delivering packages on time.
 ○​ E: Empathy - Caring, personalized attention to customers.
■​ Example: Nurses addressing patients’ specific concerns
compassionately.
○​ A: Assurance - Knowledge and courtesy of employees to inspire trust.
■​ Example: Certified mechanics providing car maintenance.
○​ S: Responsiveness - Willingness to assist customers and provide prompt
service.
■​ Example: Restaurant staff quickly addressing customer complaints.
●​ Service Quality Gap:
○​ Definition: The difference between customers’ expectations and actual
delivery of services.
○​ Organizations conduct surveys and research to identify gaps and improve
service delivery.