Introduction to

Quality

DHVTSU- Sto. Tomas Campus

Contents
Defining Quality
History of Quality
Definition of TQM
 Defining Quality
•  Perfection
•  Consistency
•  Eliminating Waste
•  Speed of delivery
•  Compliance with policies and procedures
•  Providing a good, usable product
•  Doing it right the first time
•  Delighting or pleasing customers
•  Total customer service and satisfaction
Six Different Perspectives of
Quality
•  Transcendent (Judgmental)
Perspective
One common notion of
quality, often used by consumers,
is that it is synonymous with
superiority or excellence.
Six Different Perspectives of
Quality
•  Product Perspective
Another definition of quality is
that it is related to the quantity of
some product attribute, such as
the thread count of a shirt or bed
sheet, or the number of different
features in an automobile or a cell
phone
 Six Different Perspectives of
Quality
•  User Perspective
Individuals have different wants and
needs, and hence, different expectations
of a product. This leads to a user-based
definition of quality- fitness for intended
use, or how well the product performs its
intended function.
Six Different Perspectives of
Quality
•  Value Perspective
The relationship of product
benefit to price.
Six Different Perspectives of
Quality
•  Manufacturing Perspective
Consumers and organizations
want consistency in goods and
services.
 Six Different Perspectives of
Quality
•  Customer Perspective
Totality of features and
characteristics of a product or service
that bears on its ability to satisfy given
needs. This definition draws heavily on
the product and user definitions and is
driven by the need to create satisfied
customers
History of Quality Management
v  The age of craftsmanship
-  During the Middle Ages in Europe, the
skilled craftsperson served both as
manufacturer and inspector.
-  In the 18th century, a French gunsmith
named Honore Blanc developed a system
for manufacturing muskets to a standard
pattern using interchangeable parts.
History of Quality Management
v  The Early 20th Century
-  Frederick W. Taylor (father of
Scientific management)- his
works led to a new philosophy of
production. Taylor’s innovation
was to separate the planning
function from the execution
function
History of Quality Management
v  The Early 20th Century
-  Henry Ford Sr. one of leaders of
the second Industrial Revolution
developed many of the
fundamentals of what we now call
“total quality practice” in the early
1990s.
History of Quality Management
v  The Early 20th Century
-  The Western Electric group, led
by Walter Shewart, ushered in the
era of statistical quality control
(SQC), the application of
statistical methods for controlling
quality.
History of Quality Management
v  Post-World War II
-During the late 1950s, the shortage
of civilian goods in the United States
made production a top priority.
-Dr.Joseph Juran and Dr. E. Edwards
Deming, introduced statistical quality
control techniques to Japanese
History of Quality Management
v  Post-WorldWar II
-The Japanese integrated quality
throughout their organizations and
developed a culture of continuous
improvement (sometimes referred to
by the Japanese term kaizen)
History of Quality Management
v  The US “Quality Revolution”
-The decade of the 1980s was a
period of remarkable change and
growing awareness of quality by
consumers, industry, and government.
 History of Quality Management
v  The US “Quality Revolution”
-As technology advanced and
products became more complex, the
likelihood of a quality problem
increased.
- Judgments changed society’s
attitude from “let the buyer buyer
beware” to “let the producer beware”
 History of Quality Management
v  The US “Quality Revolution”
-W. Edwards Deming (1980) is one of
the most influential individuals in the
quality revolution made a program
entitled “If Japan Can… Why Can’t
We?” It reveals Deming’s key role in the
developement of Japanese quality.
 History of Quality Management
v  Early Successes
-NASA (1985) announced an
Excellence Award for Quality and
Productivity.
-Baldridge Award (1987) was
established to provide quality leadership
 History of Quality Management
v  From Product Quality to TQM
-General Electric (1970s) task force
studied consumer perceptions of the
quality of various GE product lines.
- They recognized that the ”quality of
management” is as important as the
“management of quality”.
 History of Quality Management
v  From Product Quality to TQM
-General Electric (1970s) task force
studied consumer perceptions of the
quality of various GE product lines.
- They recognized that the ”quality of
management” is as important as the
“management of quality”.
 History of Quality Management
v  From Product Quality to TQM
-As organizations came to recognize
scope of quality, the concept of Total
quality management (TQM), or simply
total quality (TQ) emerged.
- Definition of Total Quality was coined.
 History of Quality Management
v  From Product Quality to TQM
Total Quality (TQ) is a people-focused
management system that aims at
continual increase in customer
satisfaction at continually lower cost.
TQ is a total system approach (not a
separate area or program) and an
integral part of high-level strategy,
 History of Quality Management
v  From Product Quality to TQM
.. It works horizontally across functions
and departments, involves all
employees, top to bottom, and extends
backward and forward to include the
supply chain and the customer chain.
TQ stresses learning and adaptation to
continual change as keys to
organizational success.
 History of Quality Management
v  Emergence of Six Sigma
Six Sigma is a customer-focused, results-
oriented approach to business improvement
that integrates many traditional quality
improvement tools and techniques that have
been tested and validated over the years,
with a bottom-line and strategic orientation
that appeals to senior managers, thus
gaining their support.
 Quality in Manufacturing
v  Manufacturing Systems
-Marketing and Sales. Milton
Hershey, the founder of Hershey
Foods Corporation, understood the
relationship between quality and sales.
He used to say, “Give them quality.
That’s the best advertising in the
world.”
 Quality in Manufacturing
v  Product Design and Engineering
Under-engineered products will
fail in the marketplace because they
will not meet customer needs.
Products that are over engineered,
that is, those that exceed the
customer requirements, may not
find a profitable market.
 Quality in Manufacturing
v  Purchasing and Receiving
The quality of purchased parts and
services and the timeliness of their
delivery are critical.
 Quality in Manufacturing
v  Production Planning and Scheduling

The correct materials, tools,

and equipment must be
available at the proper time and
in the proper places in order to
maintain a smooth flow of
production.
 Quality in Manufacturing
v  Manufacturing and Assembly
The role of manufacturing and
assembly in producing quality is to
ensure that the product is made
correctly.
 Quality in Manufacturing

v  Tool
Engineering
The tool engineering function is
responsible for designing and
maintaining the tools in
manufacturing and inspection.
 Quality in Manufacturing
v  Industrial Engineering and Process
Design
The job of industrial engineers and
process designers is to work with
product design engineers to
develop realistic specifications.
 Quality in Manufacturing
v  Finish Goods Inspection and Testing
If quality is built into the product
properly, inspection should be
unnecessary except for auditing and
functional testing.
 Quality in Manufacturing
v  Packaging, Shipping and
Warehousing
Packaging, shipping, and
warehousing – often termed
logistics activities – are the
functions that protect quality after
goods are produced.
 Quality in Manufacturing
v  Installation and Service
Users must understand the product
and have adequate instruction for
proper installation and operation.
Quality in Service Organization
Service organizations include all
nonmanufacturing organizations such as
hotels, restaurants, financial and legal
services and transportation, except such
industries as agriculture, mining and
construction.
Pure service businesses deliver
intangible products.
 Quality in Business Support
Functions
v  Finance and Accounting-
Finance must authorize sufficient
budgeting for equipment, training
and other means of assuring
quality. Financial studies can help
to expose the cost of poor quality
and opportunities for reducing it.
 Quality in Business Support
Functions
v  Legal Services – A firm’s legal
department attempts to guarantee
that the firm complies with law and
regulations regarding such things as
product labeling, packaging, safety,
and transportation designs.
 Quality in Business Support
Functions
v  Quality Assurance – Quality
assurance specialists perform
special statistical studies and
analyses and may be assigned to
work in any of the manufacturing or
business support functions.
 Foundations of
Quality
Management

DHVTSU- Sto. Tomas Campus

Contents
Deming Philosophy
Juran Philosophy
Crosby Philosophy
 Deming Philosophy
v  The Deming philosophy focuses on
continuous improvements in product and
services quality by reducing uncertainty
and variability in design, manufacturing
and service processes driven by
leadership of top management.
v  Deming postulated that higher quality
leads to higher productivity, which in turn
leads to long-term competitive strength.
v  Dr. W. Edwards Deming (1990-1993)
 Deming’s 14 points
1.  Create a vision and demonstrate
commitment
2.  Learn the new philosophy
3.  Understand Inspection
4.  Stop making decisions purely on the
basis of cost
5.  Improve constantly and forever
6.  Institute training
7.  Institute leadership
 Deming’s 14 points
8.  Drive out fear
9.  Optimize the efforts of team
10. Eliminate Exhortations
11. Eliminate numerical quotas and
management by objectives (MBO)
12. Remove barriers to pride in workmanship
13. Encourage education and self
improvement
14.  Take action
 Deming’s System of profound
knowledge
1. Appreciation for a system
2. Understanding variation
3. Theory of Knowledge
4. Psychology
Deming’s System of profound
knowledge

System is a set of functions or

activities within an organization
that work together for the aim of
organization.
Deming’s System of profound
knowledge
Theory of Knowledge The
branch of philosophy
concerned with the nature
and scope of knowledge , its
pre-suppositions and basis,
and the general reliability of
claims to knowledge.
Deming’s System of profound
knowledge
Psychology Psychology helps
us understand people,
interactions between people
and circumstances,
interactions between leaders
and employees, and any
system of management.
 Juran Philosophy
v Joseph Juran (1994-2008)
v Writer of the book Quality
Control Handbook
v  Pioneered in the
development of statistical
method for quality.
 Juran’s Quality Trilogy
v  Quality planning- the process of preparing
to meet quality goals
v  Quality control - the process of meeting
quality goals during operations
v  Quality improvement – the process of
breaking through to unprecedented levels
of performance.
 Juran’s breakthrough
sequence
v  Proof of the need
v  Project identification
v  Organization for breakthrough
v  Diagnostic journey
v  Remedial journey
v  Holding the gains
 Crosby Philosophy
v  Philip B Crosby (1926-2001)
v  The essence of Crosby’s quality
philosophy is embodied in what
he calls the Absolute Quality
Management and the Basic
Elements of Improvement.
 Crosby’s Absolutes Quality of
Management
v  Quality means conformance to requirements
not elegance
v  There is no such thing as quality problem
v  There is no such thing as the economics of
quality: doing the job right the first time is always
cheaper.
v  The only performance measurement is the cost
of quality, which is the expense of non
conformance
v The only performance standard is “Zero Defects
(DZ)”