Jo Ann General

Fundamentals of
Quality and Total
Quality Management

Operations Management
Learning Objectives
➢ Understand the core of Total Quality Managemenet

➢ Determine the definition, history, and importance of quality

➢ Distinguish the Deming, Juran and Crosby Philosophies in relation

to Productivity, Competitiveness and Strategy

Operations Management
 What is the core of
Quality ?

Operations Management
Customer Satisfaction
Utmost customer satisfaction is a primary need for a product (whether
its goods or service). It is therefore necessary for products and services
to meet or exceed customer expectations.

Operations Management
Customer Satisfaction

Marketing/sales have a great impact on the

opinions of customers and their perception of
quality.

Thus, this widens the gap between the

operations/manufacturing team and the sales and
marketing team.

Operations Management
 Quality is the totality of features and characteristics of a product or service that bear on
its ability to satisfy given needs.

Operations Management
The quality of the experience will be remembered
long after the price has been forgotten.
 Total Quality Management

Operations Management
History
The history of quality management can be traced all the way back to The Middle Ages. Work completed by journeymen and apprentices were
evaluated and inspected by the skilled worker to ensure that quality standards were met in all aspects of the finished product, ensuring
satisfaction of the buyer.

And while the history of quality management has gone through a number of changes since that time, the end goal is still the same.

Operations Management
It was during the 1920’s when quality management systems, as we
know them today, started to surface. The focus of quality
management was on the end product, it was the first time that
statistical theory was applied to product quality control.

Product quality control was determined through inspections. This

involved measuring, examining and testing the products, processes
and services against specific requirements to ensure that each
element adhered to set standards and guidelines.

Images: Lawson, Helen (2013). On the production line in the 20s and 30s: Forgotten photographs chart the progress of industry at castings company in
Derby. Retrieved from https://www.dailymail.co.uk/news/article-2287998/Rare-photographs-1920s-life-Britains-important-industrial-firms-
time-sitting-untouched-boxes-local-library.html. Retrieved on September 2, 2022.

Operations Management
Companies started to experience difficulties in following through
with quality control standards. It became evident that there was a
great need for change and development.

Change and development were brought forth during the 1940’s by

industry leaders and experts like Deming, Dodge, Juran and
Kawasaki. This would be the beginning of Total Quality
Management as we know it today.

Inspections were now carried out by production personnel. They

were responsible for inspections during specific production
intervals. This would change the focus from simply inspecting the
end product to actually preventing end product problems through
early detection on the production line.

Images: Martinez, Edecio (2012). Rare color photos: 1940s working women. Retrieved from
https://www.cbsnews.com/pictures/rare-color-photos-1940s-working-women/40/. Retrieved on September 2, 2022.

Operations Management
 The Great Philosophers of Quality

Joseph Moses Juran William Edwards Deming Philip Bayard Crosby Kaoru Ishikawa

Operations Management
 Joseph Moses Juran
Juran is an American-Romanian engineer who
dedicated his life to quality management. He is widely
regarded as the founding father of many of the key
quality management programs used by organizations
today.

The Juran Trilogy, also called Quality Trilogy, was

presented by Dr. Joseph M. Juran in 1986 as a means
to reduce poor quality

Operations Management
In essence, the Juran Trilogy is a universal way of
thinking about quality—it fits all functions, all levels,
and all product and service lines. The underlying
concept is that managing for quality consists of three
universal processes:

Quality Planning
Quality Improvement
Quality Control

Operations Management
 👉🏿 Identify customers
👉🏿 Determine customer needs
👉🏿 Develop product that can respond to those needs
👉🏿 Optimize the product features and prove its capability

👉🏿 The process must product under operating

conditions with minimal inspection.
👉🏿 The organization must determine what to
measure, what data is needed to know if the
process is working
👉🏿 This where goals are set for performance.
It requires getting feedback by measuring
actual performance and improving
performance to those that does not meet the
goals
👉🏿Repair (reactive) - fix what is broken
👉🏿Refinement (proactive) - continually
improve a process that isn't broken or the
continous pursuit of perfection
👉🏿Renovate - being innovative and creative to
improve quality
👉🏿Reinvention - recreating something or
starting over with a clean state

Operations Management
 William Edwards Deming
is widely acknowledged as the leading management thinker in the
field of quality. He was a statistician and business consultant
whose methods helped hasten Japan's recovery after the Second
World War and beyond.

It was during the 1940’s that Japan caught wind of Total Quality
Management. At that time, Japanese products were considered
poor quality imitations. Hearing about the success of quality
management in the west, Japan employed the assistance of
quality management experts like Deming and Juran.

Little did the Western culture know at that time, Japan would
soon push the envelope and set new standards in TQM.

Operations Management
 Philip Bayard Crosby
"Phil" Crosby was a businessman and author who contributed to
management theory and quality management practices.

In 1979, based on all the experience he had acquired over the

years, he decided to found Philip Crosby Associates (PCA) based
in Winter Park, Florida. PCA generated many admirers and, in
short time, several companies like GM, Chrysler, Motorola, Xerox,
and hundreds of corporations around the world came to PCA and
Crosby to learn about Quality Management and implement it.

"Quality is free. It's not a gift, but it's free. The

'unquality' things are what cost money."

Operations Management
 Kaoru Ishikawa
Kaoru Isikawa is considered as the Father or Japanese Quality. He
was a Japanese professor, advisor and motivator with respect to
the innovative developments within the field of quality
management. The fishbone diagram identifies numerous
potential causes for an effect or problem.

This fishbone diagram variation is most commonly use in

manufacturing and allows to organize potential causes of a
problem into these categories: Man, Materials, Machine, Methods,
Measurements and Environment.

In a few cases, two more categories are include:

Management/Money and Maintenance.

Operations Management
Kaoru Ishikawa is best known for the development of the concept of the fishbone diagram, which is also known
as the “Ishikawa diagram“, and the

Operations Management
Assignment:
Research and study

Deming's 14 Points.
Pick five principles and explain each one in your own words.
Additionally, give three examples for each principle.
 Luthra, Sunil, Garg, Dixit, Agarwal, Ashish, Mangla, Sachin (2021). Total
Quality Management. Chennai India: Deanta Global Publishing Services

Stevenson, William (2018). Operations Management (13ed). New York, New

York: McGraw-Hill Education.

Quality Management System (n.d). The History of Quality Management.

Retrieved from https://qualitymanagementsystem.com/total-quality-
management/the-history-of-quality-management/. Retrieved on
September 02, 2022.

DeFeo, Joseph (2019). The Juran Trilogy: Quality Planning. Retrieved from
https://www.juran.com/blog/the-juran-trilogy-quality-planning/. Retrieved
on September 2, 2022.

Bl UK (N.d). Philip Crosby. Retrieved from https://www.bl.uk/people/philip-

crosby. Retrieved on September 2, 2022.