QUALITY MANAGEMENT AND CUSTOMER

SERVICE

Unit 1 : Introduction
“ Introduction to Quality”

Week : 01.2
QUALITY MANAGEMENT AND
CUSTOMER SERVICE
U N IT 1 : I N TRODUCTION TO Q UALITY A ND C U STOMER S E RVICE
“ TOTAL Q UALITY A ND TQM”
WEEK: 0 1 . 1
UNIT’S LEARNING OUTCOME
•Describe and contextualize quality in given situations.
•The ability to apply knowledge of mathematics, science,
and engineering in the solution of complex engineering
problems.
•The ability to créate, select and use modern engineering
and information technology techniques skills, resources and
tools, including prediction and modeling, with an
understanding of their limitations.
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Prepared by Prof Augusto Choy
Introduction to Quality
WHAT IS Q UALITY
Q UALITY C HARAC TERISTIC S
SHORT HISTORY OF Q UALITY
 Unit 1 : INTRODUCTION TO QUALITY AND CUSTOMER SERVICE

INTRODUCTION

◦ Course Introduction

◦ Introduction to Quality

◦ Quality Control, Quality Assurance and Quality

Improvement

◦ Total Quality Management (TQM)

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Introduction to Total
Quality
WHAT IS TOTAL QUALITY
PRINCIPLES OF TOTAL QUALITY
TQM INFRASTRUCTURES AND
PRACTICES
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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Short history of Quality
•Craftspeople were fully responsible for quality, until the industrial revolution. When
quality became a technical, as opposed to managerial, function. From the 1930’s the
use of Statistical Quality Control and mathematics to solve complex problems –
Operations Research, were introduced.
•This technical, rather than managerial, view of quality carried on in Western industry
until about 1980, when the concept of performance excellence introduces the
alignment and integration quality principles into all business activities.
•From the 1980’s, a Total Quality approach has become widespread.
•Quality Frameworks such as Lean, Six Sigma, Baldridge and ISO:9001 were introduced
during this time.
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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Before Total Quality
• As Western manufacturing based on Fordism had the core
problem of that, on a practical day-to-day level, quality was
always pitted against productivity, and productivity always
won.
• Managers knew about quality problems and wanted to fix
them, but pressure was always on to meet production
quotas, and their jobs were measured by these statistics.
• TQ evolved from earlier concepts of total quality control and
companywide quality assurance programs as practiced in
Japan.
• These were adopted by the west from about 1980 onwards.

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 What is Total Quality
Total quality (TQ) is:
“a total, company-wide effort--through full involvement of the entire workforce and a focus on
continuous improvement--that companies use to achieve customer satisfaction.”
Total quality is grounded on three core principles:
◦ a focus on customers;
◦ participation and teamwork; and
◦ continuous improvement and learning.

TQ is supported by an integrated organizational infrastructure, a set of management practices, and a set

of tools and techniques

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Total Quality Management (TQM)
The basic principles that justify TQM are:
◦ Customer satisfaction: It is the heart of the concept of quality that must
be implemented in an organization that aspires to total quality, which
means, among other things, open the largest possible number of
channels to hear good feedback from our customers about our products.
◦ Continuous improvement: when the product is delivered to the
customer, is being continually re-designed and re-developed, i.e. the
production system of the company must be based on continuous
feedback from customers, constantly adapting to their opinions,
continually incorporating the improvements and, therefore, providing an
ongoing improvement of the production processes of the organization.

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Total Quality Management (TQM)
◦ Fact-based management: the statements made on
any aspect of the production system must be based
on facts, not opinions; They must be measurable
numerically, so that they are able to be accepted by
the entire organization.
◦ People-based management: an organization
interacts with many people, as suppliers, employees
and customers. TQ is based on the idea that nobody
really knows the relationship between the
production system and its suppliers and customers
than the workers themselves.

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Total Quality Management (TQM)

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 TQM’s Organizational Infrastructure
Principles
The Quality Philosophies of Deming, Juran and Crosby and others

Practices
Customer Strategic Management Process Total Participation
Focus Focus by Fact Orientation
Employee Leadership
Engagement
Tools
Customer Quality planning Data and Control Charting Performance Vision and
Engagement & Information monitoring Presence
Implementation Statistical Theory
Voice of the Performance Teamwork Sustaining a
Customer measurement quality culture
Quality Tools
Training
Customer /
Supplier
Continuum Short Case: TQM AT EUROCAMP TRAVEL
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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 TQM at Eurocamp Travel
TQM Practices Action First attempt Second attempt
Implementation Used a consultant Company-led
Overseen by Senior managers Departments
Leadership
Sustainability Momentum not High level of
sustained enthusiasm
Team composition Senior managers All grades of employees
Employee Engagement Team selection Selected Voluntary
Training Trained teams Trained all levels of
employees
Understanding of processes Little Great
Focus ‘Important’ projects Internal processes
Process Orientation
Approach to process ‘top-down’ ‘bottom-up’
improvement
Success Unsuccessful Successful

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Quality at the personal level
Personal initiative has a positive impact on business
success
Quality begins with personal attitudes
Quality-focused individuals often exceed customer
expectations
Attitudes can be changed through awareness and effort
(e.g., personal quality checklists)

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Session Summary
•In the Fordist manufacturing productivity - quality trade off, production
volumes always won.
•Following competition by Japanese firms, TQ began to be adopted by
Western firms.
•TQ is based on three core principles:
◦ a focus on customers;
◦ participation and teamwork; and
◦ continuous improvement and learning.
•It requires an infrastructure of basic management systems to function
effectively and to put into effect the principles of TQ.

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Videos
Deming part 1:
https://www.youtube.com/watch?v=GHvnIm9UEoQ
Total Quality Management
http://www.youtube.com/watch?v=OSA1q107IYg
Total Quality Management (TQM) As Practiced By Ikea:
https://www.youtube.com/watch?v=r5fXU4nyRok

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 References

Evans, J. R. and Lindsay, W. M. (2011) Managing

for Quality and Performance Excellence, 8th
Edition. Mason, OH: Cengage Learning. [TS156
Q3E93 2015]

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy
 Thank-you

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Source: Evans, J.R. and Lindsay, W. M. (2011) Managing for Quality and Performance Excellence Prepared by Prof Augusto Choy