Quality

Dr. Manoj Gadre

 Lecture Outline

 Meaning of Quality
 Total Quality Management
 Quality Improvement and Role of
Employees
 TQM in Service Companies
 Cost of Quality
 Meaning of Quality
 Webster’s Dictionary
 degree of excellence of a thing

 American Society for Quality

 totality of features and
characteristics that satisfy needs

 Consumer’s and Producer’s

Perspective
 Technical Definition

American Society for Quality (ASQ)

1. The characteristics of a product or service that
bear on its ability to satisfy stated or implied
needs
2. Product or service free from
deficiencies.
 Meaning of Quality:
Consumer’s Perspective
 Fitness for use
 how well product or
service does what it is
supposed to
 Quality of design
 designing quality
characteristics into a
product or service
 A Mercedes and a Ford are
equally “fit for use,” but with
different design dimensions
 Dimensions of Quality:
Manufactured Products
 Performance
 basic operating characteristics of a product;
how well a car is handled or its gas mileage
 Features
 “extra” items added to basic features, such as a
stereo CD or a leather interior in a car
 Reliability
 probability that a product will operate properly
within an expected time frame; that is, a TV will
work without repair for about seven years
 Dimensions of Quality:
Manufactured Products (cont.)
 Conformance
 degree to which a product meets pre–established
standards
 Durability
 how long product lasts before replacement
 Serviceability
 ease of getting repairs, speed of repairs, courtesy
and competence of repair person
 Dimensions of Quality:
Manufactured Products (cont.)
 Aesthetics
 how a product looks, feels, sounds,
smells, or tastes
 Safety
 assurance that customer will not suffer
injury or harm from a product; an
especially important consideration for
automobiles
 Perceptions
 subjective perceptions based on brand
name, advertising, and the like
 Dimensions of Quality:
Service by Evan’s and
Lindsay
 Time and Timeliness
 How long must a customer wait for service, and
is it completed on time?
 Is an overnight package delivered overnight?

 Completeness:
 Is everything customer asked for provided?
 Is a mail order from a catalogue company
complete when delivered?
 Dimensions of Quality:
Service (cont.)
 Courtesy:
 How are customers treated by employees?
 Are catalogue phone operators nice and are
their voices pleasant?

 Consistency
 Is the same level of service provided to each
customer each time?
 Is your newspaper delivered on time every
morning?
 Dimensions of Quality:
Service (cont.)
 Accessibility and convenience
 How easy is it to obtain service?
 Does a service representative answer you calls quickly?
 Accuracy
 Is the service performed right every time?
 Is your bank or credit card statement correct every month?
 Responsiveness
 How well does the company react to unusual situations?
 How well is a telephone operator able to respond to a
customer’s questions?
 Meaning of Quality:
Producer’s Perspective

 Quality of Conformance
 Making sure a product or service is
produced according to design
 if new tires do not conform to specifications, they
wobble
 if a hotel room is not clean when a guest checks
in, the hotel is not functioning according to
specifications of its design
1912
 Meaning of Quality:
A Final Perspective

 Consumer’s and producer’s

perspectives depend on each other
 Consumer’s perspective: PRICE
 Producer’s perspective: COST
 Consumer’s view must dominate
 Meaning of Quality
Meaning of Quality

Producer’s Perspective Consumer’s Perspective

Quality of Conformance Quality of Design

Production • Conformance to • Quality characteristics Marketing

specifications • Price
• Cost

Fitness for
Consumer Use
 Total Quality Management

 Commitment to quality throughout organization

 Principles of TQM
 Customer-oriented
 Leadership
 Strategic planning
 Employee responsibility
 Continuous improvement
 Cooperation
 Statistical methods
 Training and education
 Quality Gurus

 Willam Edwards Deming

 Joseph M Juran
 Philip B Crosby
 Karou Ishikawa
 Shigeo Shingo
 Genichi Taguchi
 Armand V. Feigenbaum
 1. The so-called 'Quality Gurus' of total quality
management (TQM) do NOT include one of the
following:

a. Joseph M Juran
b. Kaoru Ishikawa
c. W Edwards Deming
d. Bill Cosby
 Quality Gurus
 Walter Shewart
 In 1920s, developed control charts

 Introduced the term “quality assurance”

 W. Edwards Deming
 Developed courses during World War II to teach statistical
quality-control techniques to engineers and executives of
companies that were military suppliers

 After the war, began teaching statistical quality control to

Japanese companies
 Joseph M. Juran
 Followed Deming to Japan in 1954

 Focused on strategic quality planning

 Proposed definition- fitness for use

3. Which of the following would most
commentators regard as one of the
‘quality gurus’?

a. Joe Pine
b. Joseph Juran
c. Terry Hill
d. Henri Gantt
e. Charles Ha
 Quality Gurus (cont.)
 Armand V. Feigenbaum
 In 1951, introduced concepts of total quality control and
continuous quality improvement

 Philip Crosby
 In 1979, emphasized that costs of poor quality far outweigh the
cost of preventing poor quality
 In 1984, defined absolutes of quality management—conformance
to requirements, prevention, and “zero defects”

 Kaoru Ishikawa
 Promoted use of quality circles
 Developed “fishbone” diagram
 Emphasized importance of internal customer
2. The concept of total quality control, i.e. that quality must be
attended to at all stages of the industrial cycle and throughout
the organization, is the creation of which of the following
pioneers?

a. Genichi Taguchi
b. Joseph M Juran
c. Armand Feigenbaum
d. W Edwards Deming
 Other quality gurus
 Shigeo Shingo
 Poka Yoke
 Genichi Taguchi
Remove variation in process
 Loss function (degree of deviation)
 Design of experiments
Which of the following would most
commentators not regard as a ‘quality
guru’?

 FW Taylor
 Arnaud Feigenbau
 Charles Handy
 Joseph Juran
 Genichi Taguchi
 Philip Crosby
 W.E. Deming
 Deming’s 14 Points

1. Create constancy of purpose

2. Adopt philosophy of prevention
3. Cease mass inspection
4. Select a few suppliers based on
quality
5. Constantly improve system and
workers
 Deming’s 14 Points (cont.)

6. Institute worker training

7. Instill leadership among
supervisors
8. Eliminate fear among employees
9. Eliminate barriers between
departments
10. Eliminate slogans/targets
 Deming’s 14 Points (cont.)

11. Remove numerical quotas

12. Enhance worker pride
13. Institute vigorous training and
education programs
14. Develop a commitment from top
management to implement
above 13 points
Deming Wheel: PDCA
Cycle

4. Act 1. Plan
Institutionalize Identify
improvement; problem and
continue develop plan
cycle. for
improvement.

3. Study/Check 2. Do
Assess plan; is it Implement
working? plan on a test
basis.
 TQM and…

 … Partnering
 a relationship between a company and
its supplier based on mutual quality
standards
 … Customers
 system must measure customer
satisfaction
 … Information Technology
 infrastructure of hardware, networks,
and software necessary to support a
quality program
 Quality Improvement
and Role of Employees

 Participative
problem solving
 employees involved in
quality management
 every employee has
undergone extensive
training to provide quality
service to Disney’s guests
Quality Circle Organization
8-10 members
Same area
Supervisor/moderator

Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis

Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem
Analysis
Cause and effect
Data collection
and analysis
 Strategic Implications of
TQM

 Strong leadership
 Goals, vision, or mission
 Operational plans and policies
 Mechanism for feedback
 TQM in Service
Companies
 Principles of TQM apply equally well to
services and manufacturing
 Services and manufacturing
companies have similar inputs but
different processes and outputs
 Services tend to be labor intensive
 Service defects are not always easy to
measure because service output is not
usually a tangible item
 Quality Attributes in
Service
 Benchmark
 “best” level of quality
achievement one
company or
companies seek to
achieve
 Timeliness
 how quickly a service
is provided “quickest, friendliest, most
accurate service
available.”
 Seven Quality Control Tools

 Pareto Analysis  Scatter Diagram

 Flow Chart  SPC Chart
 Check Sheet  Cause-and-Effect
 Histogram Diagram
 Pareto Analysis

NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %
 70
(64)

Percent from each cause

60 Pareto Chart
50

40

30

20
(13)
(10)
10 (6)
(3) (2) (2)
0

Causes of poor quality

 Flow Chart

Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish
Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |
Histogram

20

15

1
0

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
 Scatter Diagram
Y

X
 Control Chart
24
UCL = 23.35
21
Number of defects

18 c = 12.67

15

12

6
LCL = 1.99
3
2 4 6 8 10 12 14 16
Sample number
 Cause-and-Effect Diagram
Measurement Human Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment Materials Process