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Chapter 1 - Foundations of Quality Management
Chapter 1 - Foundations of Quality Management
Chapter 1 - Foundations of Quality Management
INDUSTRIAL EXPERIENCES
Research Interests: Supply chain 2007 Sales supervisor at Kimberly – Clark
management, Lean production, 2014 Process improver at Thien Tu call
Operations management. center
2020 Purchasing & inventory manager at
Innocar Canada
COURSE OBJECTIVE
Through this course, students are
able to explain contemporary
perspectives on quality
management and apply statistical COURSE ASSESSMENT
tools in controlling process to
improve quality in production • Quiz : 15%
organizations.
• Group assignment : 15%
• Exams (multiple-choice)
Learning Outcomes
1. Interpret quality, quality • Mid- exam (chapters 1,2): 30%
management and cost of • Final Exam (chapters 3, 4) : 40%
quality
2. Interpret and apply
statistical tools in controlling ** Mid-exam & Final Exam: 2 cheat sheets
processes (2-sided handwriting A4 paper)
3. Interpret and apply
inspection and sampling plan
4. Demonstrate communication
and teamwork skills in group
assignment
TEXT BOOKS
SCHEDULE
• Submit your reports and prepare the presentation in accordance with Ms.
Mai’s instructions.
RULES
1. YOU GET A BONUS OF 1.0 POINT FOR YOUR FINAL
EXAM IF YOU ARE PRESENT FOR ALL CLASSES.
2. YOU ARE NOT ALLOWED TO TAKE THE FINAL
EXAM IF YOU ARE ABSENT FOR MORE THAN 3
CLASSES (MAXIMUM ALLOWED ABSENCE IS 3
CLASSES)
3. NO MORE THAN 15 MINUTES BEING LATE
4. BE ACTIVE FOR DISCUSSION
5. HARD STUDY AND FUNNY TIME
7
INDUSTRIAL QUALITY CONTROL
CHAPTER 1
FOUNDATIONS OF QUALITY
What is Quality ?
Definitions of Quality
I. Transcendent Definition:
"Quality is neither mind nor matter, but a third entity independent of the two…even through
Quality cannot be defined, you know what it is."
"Quality refers to the amounts of the unpriced attributes contained in each unit of the priced
attribute."
"Quality is fitness for use." (J.M. Juran, ed., Quality Control Handbook, p2).
TOTAL QUALITY MANAGEMENT
(TQM)
Quality means different to different people. There are five ways of looking at quality definitions
V. Value-Based Definition:
"Quality means best for certain customer conditions. These conditions are (a) the actual use and
(b) the selling price of the product."
What is TQM?
TQM is the enhancement to the traditional way of
doing business.
It is a proven technique to guarantee survival in the
world-class competition.
TQM is for the most part common sense.
Analyzing three words (TQM), we have:
Quality - The prime task of any business is to understand the needs of the
customer, then deliver the product or service at the agreed time, place and
price, on every occasion. This will retain current customers, assist in
acquiring new ones and lead to a subsequent increase in market share.
Craftsmanship
At first Japan had a widely held reputation for shoddy exports, and their goods
were shunned by international markets. This led Japanese organizations to
explore new ways of thinking about quality.
Joseph Juran
Deming, who had become frustrated with American managers when most
programs of statistical quality control were terminated once the war and
government contracts came to an end, was invited to Japan in 1954 by the
Union of Japanese Scientists and Engineers (JUSE).
Deming was the main figure in popularizing quality control in Japan and
regarded as national hero in that country.
He believes that quality must be built I into the product at all stages in order
to achieve a high level of excellence.
His thoughts were highly influenced by Walter Shwartz who was the
proponent of Statistical Quality Control (SQC). He views statistics as a
management tool and relies on statistical process control as means in
managing variations in a process.
TOTAL QUALITY MANAGEMENT
(TQM)
W Edwards Deming placed great importance and responsibility on management, at both the
individual and company level, believing management to be responsible for 94% of quality
problems. His fourteen point plan is a complete philosophy of management, that can be applied to
small or large organizations in the public, private or service sectors:
8. Drive out fear, so that everyone may work effectively for the company
9. Break down barriers between departments
10.Eliminate numerical goals, posters and slogans for the workforce asking for new levels of
productivity without providing methods
11.Eliminate work standards that prescribe numerical quotas
12.Remove barriers that stand between the hourly worker and their right to pride of workmanship
13.Institute a vigorous program of education and retraining
14.Create a structure in top management that will push on the above points every day
TOTAL QUALITY MANAGEMENT
(TQM)
Armand V Feigenbaum was the originator of “total quality
control”, often referred to as total quality.
He defined it as:
“An effective system for integrating quality
development, quality maintenance and quality
improvement efforts of the various groups within an
organization, so as to enable production and
service at the most economical levels that allow full
customer satisfaction”.
Several other quality initiatives followed. The ISO 9000 series of quality-management
standards, for example, were published in 1987. The Baldrige National Quality Program
and Malcolm Baldrige National Quality Award were established by the U.S. Congress the
same year. American companies were at first slow to adopt the standards but eventually
came on board.
The major rationale behind establishment of this law was intense foreign competition
especially from Japan.
The award has set a national standard for quality, and hundreds of major corporations
used the criteria in application form as a basic management guide for quality
improvement programs.
Meeting criteria is not an easy matter. A perfect score is 1000
BALDRIGE AWARD POINTS SCALE
Examination Categories/Items _____ Point Values
1.0 Leadership 95
information.
• In 2000 the ISO 9000 series of quality management standards was revised to
increase emphasis on customer satisfaction. Sector-specific versions of the ISO
9000 series of quality management standards were developed for such industries
as automotive (QS-9000), aerospace (AS9000) and telecommunications (TL 9000
and ISO/TS 16949) and for environmental management (ISO 14000).