From the producer's perspective: According to Philip Crosby "Conformance to

requirements”
From the customer's perspective: According to Juran "Fitness to use"
 Upstream processes relating to our dealing with suppliers—negotiating, selecting,
and improving supplier performance
 Downstream processes — delivesring products and services and serving
customers.
 What is Quality
 Transcendent: Quality is something that is intuitively understood but nearly
impossible to communicate
 Product-based: Quality is found in the components and attributes of a product.
 User-based: If the customer is satisfied, the product has good quality.
 Manufacturing-based: If the product conforms to design specifications, it has good
quality.
 Value-based: If the product is perceived as providing good value for the price, it
has good quality.
Garvin’s Product Quality Dimensions
1. Performance refers to the efficiency with which a product achieves its intended
purpose.
2. Features are attributes of a product that supplement the product’s basic
performance. These include many of the “bells and whistles” contained in
products.
3. Reliability refers to the propensity for a product to perform consistently over its
useful design life.
4. Conformance is perhaps the most traditional dimension of quality.
5. Durability is the degree to which a product tolerates stress or trauma without
failing.
6. Serviceability is the ease of repair for a product.
7. Aesthetics are subjective sensory characteristics such as taste, feel, sound, look,
and smell.
8. Perceived quality is based on customer opinion.
PZ&B’s Service Quality Dimensions
1. Tangibles include the physical appearance of the service facility, the equipment,
the per-sonnel, and the communication materials.
2. Service reliability differs from product reliability in that it relates to the ability of
the ser vice provider to perform the promised service dependably and accurately.
3. Responsiveness is the willingness of the service provider to be helpful and prompt
in pro viding service.
4. Assurance refers to the knowledge and courtesy of employees and their ability to
inspire trust and confidence.
 5. Consumers of services desire empathy from the service provider. In other words,
the customer desires caring, individualized attention from the service firm. A
maxim in the res taurant industry is that “if you are in it for the money, you
probably won’t survive.”
One important attribute of a strategic plan is functional alignment or consistency.
A Supply Chain Perspective
1. Supply chain management grew out of the concept of the value chain. The value
chain includes inbound logistics, core processes, a n d outbound logistics.
2. Upstream activities include all of those activities involving interaction with
suppliers.
3. Downstream activities include shipping and logistics, customer support, and
focusing on delivery reliability. Supply chain management has also focused more
attention on after-sale service.
4. Supplier qualification involves evaluating supplier performance to determine
whether or not they are worthy providers.
5. Supplier development activities include evaluating, training, and implementing
systems with suppliers.
6. Acceptance sampling may be needed to determine whether supplier acceptance
sampling may be needed to determine whether supplier
7. International sourcing is an important supply chain issue with many companies
especially in China.
8. Core process activities include traditional process improvement as well as value
stream mapping.
9. Six Sigma is a procedure for implementing quality improve ment analysis to
reduce costs and improve product, service, and process design.
10. The steps in Six Sigma include define, measure, analyze, improve, and control
(DMAIC) –related activities.
11. A major tool used in Six Sigma is the design of experiments (DOE).
An Engineering Perspective
1. Two of the major emphases in engineering are the areas of product design and
process design.
2. Product design engineering involves all those activities associated with developing
a product from concept development to final design and implementation.
3. Product design is the key because quality is assured at the design stage.
4. Concurrent engineering involves the formation of cross-functional teams.
5. Life testing is a facet of reliability engineering that determines whether a product
will fail under controlled conditions during a specified life.
An Operations Perspective: The operations management view of quality is rooted in the
engineering approach.
A Strategic Management Perspective
1. Strategy refers to the planning processes used by an organization to achieve a set
of long-term goals.
2. An orga-nization's mission states why the organization exists.
3. The core values of an organization refer to guiding operating principles that
simplify decision making in that organization.
4. Alignment refers to consistency between different opera tional subplans and the
overall strategic plan.
A Marketing Perspective
1. The term marketing has referred to activities involved with directing the flows of
products and services from the producer to the consumer.
2. The marketing perspective on quality is unique because the customer is the focus
of marketing-related quality improvement.
THE THREE SPHERES OF QUALITY
Activities relating to quality control include the following:
1. Monitoring process capability and stability
2. Measuring process performance
3. Reducing process variability
4. Optimizing processes to nominal measures
5. Performing acceptance sampling
6. Developing and maintaining control charts
Quality assurance refers to activities associated with guaranteeing the quality of a prod
uct or service. Quality assurance activities include tasks such as
1. Failure mode and effects analysis
2. Concurrent engineering
3. Experimental design
4. Process improvement
5. Design team formation and management
6. Off-line experimentation
7. Reliability/durability product testing
Quality management involves the processes that overarch and tie together the quality
control and assurance activities. Activities such as:
1. Planning for quality improvement
2. Creating a quality organizational culture
3. Providing leadership and support
4. Providing training and retraining
5. Designing an organizational system that reinforces quality ideals
 6. Providing employee recognition
7. Facilitating organizational communication
Upstream activities include all of those activities involving interaction with suppliers.
Downstream activities include customer support and focusing on delivery reliability.
Operations was the first functional field of management to adopt quality as its own.