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Which Is More Important? Quality Management or Management of Quality
Which Is More Important? Quality Management or Management of Quality
Quality of Management?
Or
Management of Quality?
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Chapter Objectives: At the end of the lesson the
students will be able to:
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Introduction:
What is Quality?
– Merriam Webster’s Collegiate Dictionary,
10th Edition(1994) defines quality as
“an inherent feature; degree of excellence;
and superiority in kind
Some definitions that have gained wide
acceptance in the corporate world
“Meeting or exceeding customer
expectations”
Juran, one of the quality gurus, defined
quality as;
Fitness for Use
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Introduction
Page 5
Introduction
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The Importance of Quality: The Japanese Chain Reaction
Improve Quality
Improve Productivity
Stay in business
What is a customer?
Anyone who is impacted by the product
or services delivered by an organization
External customer- the end user
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Introduction
What is a product?
the output of a process carried by the
organization. It may be goods (e.g.
cellphones), software(e.g. a computer
code, a report) or service (e.g. banking,
insurance
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Introduction
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Introduction
Why Quality?
Reasons why quality is a cardinal
priority for most organizations.
Competition
Changing customer-the new customer is
not only commanding priority based on
volume but is more demanding about the
“quality system”
Changing product mix – the shift from
low volume high price to high volume,
low price resulted in a need to reduce the
internal cost of poor quality.
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Introduction
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History of quality management
…To know the future, know the past!
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History of quality management
…To know the future, know the past!
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History of quality management
Statistical approaches to quality control started at
Western Electric with the separation of inspection
division. Pioneers like Dr. Walter Shewhart, Deming
W.Edwards and Joseph M. Juran were all
employees of Western Electric.
– Dr. Walter Shewart (1891-1967) developed the Plan, Do,
Check Act (PDCA) cycle for continuous improvement which is
in use even today
After World War II, under General MacArthur's Japan
rebuilding plan, Deming and Juran went to Japan.
- Deming W, Edwards (1900-1993) modified PDCA cycle of
Shewart to the Plan, Do, Study and Act (PDSA). He also
advocated the extensive used of statistical quality control theory
to Japanese industry along with Juran.
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History of quality management
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History of quality management
Joseph M. Juran (1904), developed the Statistical
Quality Handbook for Western Electric Company. He
identified Fitness of quality and popularized the
same
Juran travelled to Japan to teach his own theories-
that hands-on management was necessary at all
levels of corporation to ensure quality control and that
problems are opportunities to make improvements.
– His approach is still known today as the Juran Trilogy;
quality planning, quality control and quality improvement
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History of quality management
In Japan the following individual took seed from this
training and went on to developed their own major
contributions to what is now Total Quality
Management:
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History of quality management
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History of quality management
Next 20 odd years, when top managers in USA
focused on marketing, production quantity and
financial performance, Japanese managers
improved quality at an unprecedented rate.
Market started preferring Japanese products and
American companies suffered immensely.
America woke up to the quality revolution in early
1980s. Ford Motor Company consulted Dr. Deming
to help transform its operations.
(By then, 80-year-old Deming was virtually unknown
in USA. Whereas Japanese government had
instituted The Deming Prize for Quality in 1950.)
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History of quality management
Managers started to realize that “quality of
management” is more important than
“management of quality.” Birth of the term Total
Quality Management (TQM).
– TQM – Integration of quality principles into
organization’s management systems.
Early 1990s: Quality management principles
started finding their way in service industry. FedEx,
The Ritz-Carton Hotel Company were the quality
leaders.
TQM recognized worldwide: Countries like
Korea, India, Spain and Brazil are mounting efforts
to increase quality awareness.
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The Deming 14 Point Philosophy
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Deming’s 14 Point Management
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Juran’s Quality Trilogy
Quality Trilogy –
1. Quality planning: Process of preparing to meet
quality goals. Involves understanding customer
needs and developing product features.
2. Quality control: Process of meeting quality
goals during operations. Control parameters.
Measuring the deviation and taking action.
3. Quality improvement: Process for breaking
through to unprecedented levels of
performance. Identify areas of improvement and
get the right people to bring about the change.
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Major Quality Concepts
1. Balance Scorecard – Robert Kaplan and David
Norton, suggest that a business’s executive team
measure progress in four areas that are equally
important
• knowledge
• financial performance
• Internal business process and
• Learning/growth
Using the knowledge to focus the entire organization and its
various programs on “balancing” the scorecard
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Major Quality Concepts
2. ISO Standards - The International Standardization
Organization (ISO).
- headquartered in Switzerland
- more than 100 nations are “members”, that define
and agree on, and abide by a wide rang of product
and process safety and quality standards
- the idea behind ISO certification is that products
made in different nations be compatible for use in
others.
- this allows manufacturers to buy parts from
suppliers in other countries.
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Major Quality Concepts
- The Quality Management Systems (QMS)
standards are know as “ISO 9000” family of
standards; (ISO 9000-2000, ISO 9001-2000, ISO
9004-2000); the environmental management system
are ISO 14000 and so on.
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Major Quality Concepts
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Major Quality Concepts
5. Quality Circles – based on a Japanese method of
grouping people together in “Quality Control” (QC),
meetings where they shared their expertise and worked
to solved a problem or improve process.
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Major Quality Concepts
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