Concept of Quality

History of Quality
• Skilled craftsmanship: during Middle Ages quality
depends on skill of apprentice, journeyman, and
master.
• Industrial Revolution: rise of 100 % inspection and
separate quality departments (Productivity and cost
consideration begins)
• Quality Control during World War II
• Quality Assurance
• QMS and Lean, Six Sigma
Historical Development in Quality
Quality Management
System/TQM

• Quality planning
• Customer Satisfaction
• Supplier Relationship
Quality Assurance • Involving people
• Process control • continual Improvement
• 7 tools of Quality • Process based approach
• Supplier • Organization wide quality
assessment
Quality Control • Product Certification
• Product
Testing and
Inspection
Product • SQC
inspection
 Quality Management: Vocabulary
“Quality: Degree to which a set of inherent
characteristics fulfils requirements”

 Quality Management: coordinated activities to direct

and control an organization with regard to quality.
 Quality control: part of quality management focused
on fulfilling quality requirements.
 Quality Assurance: part of quality management
focused on providing confidence that quality
requirements will be fulfilled.
Contd…
 Requirements: Need or expectation that is stated,
generally implied or obligatory
NOTE : “Generally implied” means that it is custom or common practice for the
organization, its customers and other interested parties , that the need or
expectation under consideration is implied. Requirements can be generated by
different interested parties .
 Inspection : examination of a product design, product,
process or installation and determination of its conformity
with specific requirements or, on the basis of professional
judgement, with general requirements
Contd…
 Quality Improvement: part of quality management
focused on increasing the ability to fulfill quality
requirements
 Efficiency: relationship between the result achieved and
the resources used
 Effectiveness: extent to which planned activities are
realized and planned results achieved
 Continual Improvement: recurring activities to increase
the ability to fulfill requirement.
Contd…
 Customer: organization or person that receives a
product
Ex: Consumer, client, end user, retailer, beneficiary and
purchaser.
(Internal and external customer )
 Interested Party: Person or group having an interest
in the performance and success of an organization.
Ex: Owner, Banker, union, society, government, people
in organization ,suppliers etc
 Quality Perspectives
transcendent &
product-based user-based
needs
Marketing
Customer

value-based Design
products
and manufacturing-
services based
Manufacturing
Distribution
Information flow
Product flow
 Definitions
• Transcendent—“Quanlity cannot be defined, you know
what it is.” or Excellence
• Product-based—“Differences in quality amount to
differences in the quantity of some desired ingredient or
attribute.”
• User-based—“Quality consists of the ability to satisfy
wants.” or “In the final analysis of the market place, the
quality of a product depends on how well it fits patterns of
consumer preference.” or
• “Quality is fitness for use.” (Juran 1974)
Contd…
 Manufacturing-based—“Quality (means) conformance to
requirements.” (Crosby 1979) or “Quality is the degree to
which a specific product conforms to a design or
specification.”
 Value-based—“Quality is the degree of excellence at an
acceptable price and the control of variability at an
acceptable cost.”
 ISO 9000:2015 : “Degree to which a set of inherent
characteristics of an object fulfill requirements.”
 Gurus of Quality
1. Dr. Walter Shewhart
2. W. Edwards Deming
3. Philip B. Crosby
4. Joseph M. Juran
5. Kaoru Ishikawa
6. Armand V. Feigenbaum
7. Genichi Taguchi
Dr. Walter Shewhart(1891–1967)
 Believe in decision should be made on perfect knowledge of
the situation.

 While working at Bell Laboratories in the 1920s and 1930s, Dr.

Shewhart was the first to encourage the use of statistics to
identify, monitor, and eventually remove the sources of
variation found in repetitive processes.
Contd…
 His work combined two aspects of quality: the subjective
aspect, what the customer wants; and the objective side,
the physical properties of the goods or services, including
the value received for the price paid

 He recognized that when translating customer

requirements to actual products and services, statistical
measures of key characteristics are important to ensure
quality.
Contd…
 Dr. Shewhart concentrated his efforts on manufacturing
processes, his ideas and charts are applicable to any process
found in manufacturing/nonmanufacturing environments.

 Statistical process control charts are more than a tool. They

provide a framework for monitoring the behavior of a process
and provide a feedback loop that enables organizations to
achieve dramatic process improvements
W. Edwards Deming(1900–1993)
 Founding father of Quality Management
 His mission is to teach optimal management strategies and
practices for organizations focused on quality
 Dr. Deming encouraged top level management to get
involved in the process of creating an environment that
supports continuous improvement.
 Dr. Deming considered quality and process improvement
activities as the catalyst necessary to start an economic
chain reaction
Contd…
Contd…
 Dr. Deming, quality must be defined in terms of customer
satisfaction.
 Listening to the voice of the customer and utilizing the
information learned to improve products and services is an
integral part or multidimensional.
 Dr. Deming’s philosophies focus heavily on management
involvement, continuous improvement, statistical analysis,
goal setting, and communication.
Contd…
 According to Dr. Deming, process improvement is best
carried out in three stages

 Stage 1:
Get the process under control by identifying and
eliminating the sources of uncontrolled variation.
Remove the special causes responsible for the
variation.
Contd…
 Stage 2:
Once the special causes have been removed and the
process is stable, improve the process. Investigate
whether or not waste exists in the process. Tackle the
common causes responsible for the controlled variation
present in the process. Determine if process changes
can remove them from the process.
 Stage 3:
Monitor the improved process to determine if the
changes made are working.
Deming 14 points for Management
 Create constancy of purpose towards improvement of
product and service, with aim to become competitive and
to stay in business, and to provide jobs.
 Adopt the new philosophy.
 Cease dependence on inspection to achieve quality.
Eliminate the need for inspection on a mass basis by
building quality into the product in the first place.
 End the practice of awarding business on the basis of price
tag. Instead, minimize total cost. Move toward a single
supplier for any one item, on long-term relationship of
loyalty and trust.
Contd…
 Improve constantly and forever the system of production
and service, to improve quality and productivity, and thus
constantly decrease costs.
 Institute training on the job.
 Institute leadership. The aim of supervision should be to
help people, machines and gadgets to do better job.
Supervision of management is in need of overhaul, as well
as supervision of production workers.
 Drive out fear, so that everyone may work effectively for
the company.
Contd…
 Break down barriers between departments. People in
research, design, sales and production must work as team,
to foresee problems of production and in use that may be
encountered with the product or service.
 Eliminate slogans, exhortations, and targets for the work
force asking for zero defects and new levels of
productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and
low productivity belong to the system and thus lie beyond
the power of the work force.
Contd…
 Remove barriers that rob the hourly worker of his
right to pride workmanship. The responsibility of
supervisors must be changed from sheer numbers to
quality.
 Remove barriers that rob people in management and in
engineering of their right to pride of workmanship. This
means, inter alia, abolishment of the annual or merit
rating and management of objectives.
Contd…
 Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
 Eliminate management by objective. Eliminate management
by numbers, numerical goals. Substitute leadership.
 Institute a vigorous program of education and self –
improvement.
 Put everybody in the company to work to accomplish
the transformation. The transformation is everybody
job.
Joseph M. Juran(1904–2008)
• creating awareness of the need to improve,
• making quality improvement an integral part of each
job,
• providing training in quality methods,
• establishing team problem solving, and
• recognizing results.
Contd…
 Juran’s Trilogy on Quality:

❖ Quality planning
 Establish quality goals
 Identify who the customers are
 Determine the needs of the customers
 Develop product features that respond to customers’ needs
 Develop processes able to produce the product features
 Establish process controls; transfer the plans to the
operating forces
Contd…
❖ Quality Control
• Evaluate actual performance

• Compare actual performance with quality goals

• Act on the difference

❖ Quality Improvement
• Prove the need

• Establish the infrastructure

• Identify the improvement projects

• Establish project teams

• Provide the teams with resources, training, and motivation

to: Diagnose the causes, Stimulate remedies
• Establish controls to hold the gains
Phillip B. Crosby(1926-2001)
 “Quality is free. It’s not a gift, but it is free. What costs
money are the non quality things - all the actions that
involve not doing jobs right the first time.”
 Crosby’s philosophy is seen by many to be encapsulated
in his four “Absolute Truths of Quality Management.”
Contd…
❖ The Definition of Quality is conformance of requirements.
a) Establish the requirements that employee’s are to meet.
b) Supply the resources that the employee's need in order to
meet those requirements.
c) Spend all its time encouraging and helping the employee’s to
meet those requirements.
“Quality is defined as conformance to requirement, not as
“goodness” or “elegance.”

❖ The system of quality Prevention

Contd…
❖ The Performance Standard is Zero Defects
Standard is understood and communicated to all
and direct to achieve DIRFT (Do it right first time)

❖ The measurement of quality is the price of non

conformance .
Armand Vallin Feigenbaum(1922-2014)
 Feigenbaum’s philosophy of quality has a four-step
approach.
▪ Step 1: Set quality standards
▪ Step 2: Appraise conformance to standards
▪ Step 3: Act when standards are not met
▪ Step 4: Plan to make improvements

“best for the customer use and selling price,”

“Quality Control is coordinated effort of Organization”

 Kaoru Ishikawa(1915–1989)
 Quality must be defined broadly. Attention must be
focused on quality in every aspect of an organization,
including the quality of information, processes, service,
price, systems, and people.
 Dr. Ishikawa felt that all individuals employed by a
company should become involved in quality problem
solving.
 Dr. Ishikawa promoted the use of quality circles, teams
that meet to solve quality problems related to their own
work
Contd…
 He advocated the use of seven quality tools:
1. Histograms
2. Check sheets
3. Scatter diagrams
4. Flowcharts
5. Control charts
6. Pareto charts
7. Cause-and-effect, or fish-bone diagrams.
 Quality Circles
 Voluntarism: Circles are to be created on voluntary basis,
and not by a command from above.
 Self-development: Circle members must be willing to
study.
 Mutual development: Circle members must aspire to
expand their horizons and cooperate with other circles.
 Eventual total participation: Circles must establish their
ultimate goal of full participation of all workers in the
same workplace.
 Six fundamentals which form the
Japanese Quality Paradigm
 All employees should clearly understand the objectives
and business reasons behind the introduction and
promotion of company-wide quality control.

 The features of the quality system should be clarified at all

levels of the organization and communicated in such a
way that the people have confidence in these features.

 The company should define a long-term quality plan and

carry it out systematically.
Contd…
 The continuous improvement cycle should be
continuously applied throughout the whole company for at
least three to five years to develop standardized work.
Both statistical quality control and process analysis should
be used, and upstream control for suppliers should be
developed and effectively applied.
 The walls between departments or functions should be
broken down, and cross-functional management should be
applied.
 Everyone should act with confidence, believing his or her
work will bear fruit.
Genichi Taguchi(1924–2012 )
 Dr. Genichi Taguchi developed methods that seek to
improve quality and consistency, reduce losses, and
identify key product and process characteristics before
production.
 Dr. Taguchi’s methods emphasize consistency of
performance and significantly reduced variation.
 Dr. Taguchi introduced the concept that the total loss to
society generated by a product is an important dimension
of the quality of a product.
Contd…
His concept of product development has three stages:
 System design stage:
reasoning involving both product and process
 Parameter stage:
parameter design.
 Tolerance design stage:
tolerance design, enables the recognition of factors that
may significantly affect the variability of the product.
 Summary
 Dr. Shewhart developed statistical process control charts
as well as the concepts of controlled and uncontrolled
variation.
 Dr. Deming is known for encouraging companies to
manage for quality by defining quality in terms of
customer satisfaction. Dr. Deming created his fourteen
points as a guide to management.
 Dr. Juran’s process for managing quality includes three
phases: quality planning, quality control, and quality
improvement.
Contd…
 Dr. Feigenbaum defined quality as “a customer
determination which is based on the customer’s 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—always representing a moving target in a
competitive market.”
Contd…
 Crosby describes four absolutes of quality and five
erroneous assumptions about quality. To Crosby, there
is a difference between a delighted customer and one
who is merely satisfied.
 Dr. Ishikawa encouraged the use of the seven tools of
quality, including the one he developed: the cause and
effect diagram.
 Dr. Taguchi is known for his loss function describing
quality and his work in the area of design of
experiments.
 Quality Characteristics
• The quality characteristic embraces the form, fit and
function attributes relative to its purpose.
• Any feature or characteristic of a product or service that is
needed to satisfy customer needs or achieve fitness for use
is a quality characteristic.
• When dealing with products the characteristics are almost
always technical characteristics, whereas service quality
characteristics have a human dimension.
Product Characteristics
 Service Characteristics
• Accessibility • Responsiveness
• Credibility • Comfort
• Accuracy • Reliability
• Dependability • Competence
• Promptness • Flexibility
• Courtesy • Security
Eight Quality Characteristics
• Performance: a product’s primary operating
characteristics.
• Features: the “bells and whistles” of a product.
• Reliability: the probability of a product’s surviving over
a specified period of time under stated conditions of use.
• Conformance: the degree to which physical and
performance characteristics of a product match pre-
established standards.
Contd…
• Durability: the amount of use one gets from a product
before it physically deteriorates or until replacement is
preferable.
• Serviceability: the ability to repair a product quickly and
easily.
• Aesthetics: how a product looks, feels, sounds, tastes, or
smells.
• Perceived quality: subjective assessment resulting from
image, advertising, or brand names.
Satisfactory and Unsatisfactory Quality
Contd…
• Needs, requirements and expectations are constantly
changing

• Performance needs to be constantly changing to keep

pace with the needs

• Quality is the difference between the standard stated,

implied or required and the standard reached
Contd…
• Satisfactory quality is where the standard reached is
within the range of acceptability defined by the required
standard

• Superior quality is where the standard reached is above

the standard required

• Inferior quality is where the standard reached is below the

standard required
Quality & Profitability
Improved quality of Improved quality of
design (Performance) conformance

Higher perceived value Higher prices Lower manufacturing

and service costs

Increased market share Increased

revenues

Higher profitability
Quality Function Deployment
• QFD is a methodology used to ensure that customers’
requirements (Voice of Customer) are met throughout the
product design process and in the design and operation of
production systems.
• QFD is both a philosophy and a set of planning and
communication tools that focuses on customer
requirements in coordinating the design, manufacturing,
and marketing of goods.
Contd…
• QFD helps product objectives to be understood and
interpreted correctly during the production process.

• QFD helps to determine the causes of customer

dissatisfaction and is a useful tool for competitive analysis
of product quality by top management.

• QFD allows companies to simulate the effects of new

design ideas and concepts.
Contd…
❖ Identify customer wants
❖ Identify how the good/service will satisfy customer wants
❖ Relate customer wants to product how’s
❖ Identify relationships between the firm’s how’s
❖ Develop importance ratings
❖ Evaluate competing products
❖ Compare performance to desirable technical attributes
Contd…
 “QFD refers to a system for designing a product or
service by translating the customer’s needs into
appropriate technical requirements at each stage
with the participation of members of all function of
the supplier organization.”
 House of Quality
 The house of quality, identifies and classifies customer
desires, identifies the importance of those desires,
identifies engineering characteristics which may be
relevant to those desires, correlates the two, allows for
verification of those correlations, and then assigns
objectives and priorities for the system requirements

 It is a part of Quality Function Deployment (QFD)

Fig: House of Quality
 Weekly Assignment
 Define Quality Management.
 Describe the history of Quality in brief with example.
 Summarize the view of Quality Gurus.
 Explain Quality Characteristics.
 Explain Quality Function Deployment.
Thank You