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Quality Basics

The document discusses definitions of quality and approaches to quality management. It defines quality as meeting customer requirements and outlines different perspectives including the customer, producer and government. It discusses pioneers in quality like Deming, Juran and Crosby and their definitions. The text advocates for a shift from reactive to proactive quality approaches like Total Quality Management to prevent defects and satisfy customers given increased global competition. TQM aims to design quality into products and processes rather than just inspecting for defects.

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Anchal Chhabra
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© © All Rights Reserved
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Download as PPT, PDF, TXT or read online on Scribd
157 views

Quality Basics

The document discusses definitions of quality and approaches to quality management. It defines quality as meeting customer requirements and outlines different perspectives including the customer, producer and government. It discusses pioneers in quality like Deming, Juran and Crosby and their definitions. The text advocates for a shift from reactive to proactive quality approaches like Total Quality Management to prevent defects and satisfy customers given increased global competition. TQM aims to design quality into products and processes rather than just inspecting for defects.

Uploaded by

Anchal Chhabra
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 17

Total Quality Management 1

Total and Quality Basics



Chapter One
Total Quality Management
2
Defining Quality
quality is a subjective term for which
each person has his or her own
definition

Whats your definition?
Total Quality Management
3
Defining Quality
In technical usage, quality can have
two meanings:
the characteristics of a product or service
that bear on its ability to satisfy stated or
implied needs, and
a product or service free of deficiencies


Total Quality Management
4
Defining Quality - Gurus
Deming - non-faulty systems
Out of the Crisis
Juran - fitness for use
Quality Control Handbook
Crosby - conformance to
requirements
Quality is Free
Total Quality Management
5
Defining Quality- Different Views
Customers view (more subjective)
the quality of the design (look, feel, function)
product does whats intended and lasts
Producers view
conformance to requirements (Crosby)
costs of quality (prevention, scrap, warranty)
increasing conformance raises profits
Governments view
products should be safe
not harmful to environment
Total Quality Management
6
Stouts View


Quality =
Performance
Expectation
Total Quality Management
7
Value-based Approach
Manufacturing
dimensions
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived quality
Service dimensions
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Total Quality Management
8
Our Textbook Definition
Armand Feigenbaum -
author: Total Quality Control (1961)
quality is a customer determination based
on the customers actual experience with
the product or service, measured against
his or her requirements - stated or
unstated, conscious or merely sensed,
technically operational or entirely
subjective - and always representing a
moving target in a competitive market.
Total Quality Management
9
Shift to Quality
Pre-World War II 1945 1990s
Isolated
Economies
Focus on
quantity
Period of
change from
quantity to
quality
Global
Economy
Focus on
quality
Total Quality Management
10
History of Quality Paradigms
Customer-craft quality paradigm:
design and build each product for a particular customer.
producer knows the customer directly.
Mass production and inspection quality paradigm:
focus on designing and building products for mass
consumption.
larger volumes will reduce costs and increases profits.
push products on the customer (limit choices).
quality is maintained by inspecting and detecting bad
products.
TQM or Customer Driven Quality paradigm:
potential customers determine what to design and build.
higher quality will be obtained by preventing problems
Total Quality Management
11
Need for a New Strategy
Foreign markets have grown
Import barriers and protection are not the
answer.
Consumers are offered more choices
They have become more discriminating.
Consumers are more sophisticated
They demand new and better products.
Total Quality Management
12
Why Quality Improvement?
Global Competition
Economic and political boundaries are
slowly vanishing
The 1950s slogan Built by Americans for
Americans is very far from reality in the
2000s.
Total Quality Management
13
Why Quality Improvement?
On the stroke of midnight on December
31, 1992, the United States will become
the second-largest economy in the world
for the first time in a century.
Quote from a 1990 Xerox quality conference.
More than corporate profits are at risk;
the challenge is to the American
standard of living.
Total Quality Management
14
Why Quality Improvement?
It pays
Less rework, fewer mistakes, fewer
delays, and better use of time and
materials
In United States today, 15 to 20% of
the production costs are incurred in
finding and correcting mistakes.
Total Quality Management
15
How Do Organizations Compete?
Most common competitive measures:
Quality (both real and perceived)
Cost
Delivery (lead time and accuracy)
Other measures
safety,
employee morale,
product development (time-to-market,
innovative products)
Total Quality Management
16
Contrasting Approaches
Passive /
Reactive
Setting
acceptable
quality levels
Inspecting to
measure
compliance
Proactive / Preventive
Design quality in
products and processes
Identify sources of
variation (processes
and materials)
Monitor process
performance
Total Quality Management
17
The Quality Hierarchy
Inspection
Quality Control
Quality Assurance
Total Quality
Management
SPC: Statistical Process Control

Incorporates QA/QC activities
into company-wide system
aimed at satisfying the customer
Actions to insure products or
services conform to company
requirements
Operational techniques to make
inspection more efficient and to
reduce the costs of quality.
Inspect products
Prevention
Detection
SPC
SQC

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