Foster mq5 ch02

Chapter 2
Quality Theory
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-1

Quality Theory
Chapter 2
 What is Theory?
 Leading Contributors to Theory
 Viewing Quality Theory from a Contingency
Perspective
 Resolving the Differences in Quality
Approaches
 Theoretical Framework for Quality
Management
Quality Theory
What is Theory?
A “coherent group of general propositions

used as principles of explanation for a
class of phenomena.”
Random House Webster’s College Dictionary 2011

Quality Theory
What is Theory?
A Theoretical Model Relating Quality

Improvement to Worker Morale

Quality Theory
What is Theory?
For a theory to be complete it must have 4

elements:
 What
 How
 Why
 Who - Where - When

Quality Theory
What is Theory?
What
Involves which variables or factors are included
in the Model.
The Variables are the “What” of the model below

Quality Theory
What is Theory?
How
The nature, direction and extent of the relationship among
the variables.
This is represented by the arrow and plus sign in the model
below

Quality Theory
What is Theory?
Why
The Theoretical glue that holds the model together.

Quality Theory
What is Theory?
Who - Where - When

Place contextual bounds on the model.

Quality Theory
What is Theory?
Theories are established in one of two ways:
 Induction
 Generated by observation and description
 Deduction
 Most commonly used
 Researchers propose a model based on prior research and design an
experiment to test the theoretical model
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 10

Quality Theory
Leading Contributors to Theory
W. Edwards Deming
Deming
14 Points for Management
Poor quality was not the fault of labor

Poor quality resulted from poor management of
the system for continual improvement

Quality Theory
Deming
1. Create a consistency of purpose toward

improvement of product and service with the aim
to become competitive, stay in business and
provide jobs

Quality Theory
Deming
2. Adopt a new philosophy: We are in a new

economic age

Quality Theory
Deming
3. Cease dependence on mass inspections to

improve quality

Quality Theory
Deming
4. End the practice of awarding business on the

basis of price tag alone.

Quality Theory
Deming
5. Improve constantly and forever the system of

production and service, to improve quality and
productivity, and thus constantly decrease cost.

Quality Theory
Deming
6. Institute training on the job.

Quality Theory
Deming
7. Improve leadership.

Quality Theory
Deming
8. Drive out fear so that everyone may work

effectively for the company.

Quality Theory
Deming
9. Break down barriers between departments.

Quality Theory
Deming
10. Eliminate slogans, exhortations and targets

for the workforce that ask for zero defects and
new levels of productivity.

Quality Theory
Deming
11. Eliminate work standards on the factory floor

Quality Theory
Deming
12. Remove barriers that rob workers of their

right to pride in the quality of their work.

Quality Theory
Deming
13. Institute a vigorous program of education and

self improvement.

Quality Theory
Deming
14. Put everybody in the company to work to

accomplish the transformation.

Quality Theory
Juran
The Juran Trilogy
Planning
Control
Improvement

Quality Theory
Juran
The Juran Trilogy
Planning
Control
Improvement
Provide the operating forces with the means of

producing products that meet the customers
needs.

Quality Theory
Juran
The Juran Trilogy
Planning
Control
Improvement
Control vs. Breakthrough

Quality Theory
Juran
The Juran Trilogy
Planning
Control
Improvement
The Hierarchy of Languages
Project by project improvement

Quality Theory
Juran
Pareto’s Law or the 80/20 rule
The majority of quality problems are the result of

relatively few causes.

Quality Theory
Ishikawa
Training
Democratizing Statistics
Company-wide quality control
Complete involvement of the workforce in
improving quality and performance

Quality Theory
Feigenbaum
Three step process to improve quality

Leadership
Quality technology
Organizational commitment
Major impediments to improving quality

Hothouse quality
Wishful thinking
Producing overseas
Confining quality to the factory
Quality Theory
Crosby
Zero Defects approach

Emphasizes the behavior and motivational
aspects of quality improvement
Human resource approach

Quality Theory
Taguchi
The Taguchi method provides
 A basis for determining the functional relationship between
controllable product or service design factors and the outcomes of a
process.
A method for adjusting the mean of a process by optimizing
controllable variables.
A procedure for examining the relationship between random noise in
the process and product or service variability.
Unique aspects of Taguchi method
Definition of quality
Quality loss function (QLF)
Robust design
Quality Theory
The Rest of the Pack
Camp
Covey
Peters
Hammer & Champy

Quality Theory
Viewing Quality Theory from a Contingency Perspective
There is a mass of contradictory information… it

is best to focus on fundamental Questions:
What are our strengths?

What are our competencies?
In what areas do we need to improve?
What are our competitors doing to improve?
What is our organizational structure?

Quality Theory
Resolving the Differences in Quality Approaches: An Integrated View
Core Variables
 Leadership  Role of Quality
 Information Analysis Department
 Strategic Planning  Environmental
characteristics and
 Employee
Improvement constraints
 Quality Assurance of
 Philosophy Driven
products and  Quality Breakthrough
services  Project/team-based
 Customer role in improvement
Quality
Quality Theory
Resolving the Differences in Quality Approaches: An Integrated View
A Categorization of Quality Management Content Variables

Quality Theory
Theoretical Framework for Quality Management
Quality management
begins with leadership
Leadership, quality
assurance,
philosophy, and
employees are
encompassed by a
focus on the customer
A Theoretical Framework for Quality Management

Quality Theory
Summary
 What is Theory?
 Leading Contributors to Theory
 Viewing Quality Theory from a
Contingency Perspective
 Resolving the Differences in Quality
Approaches
 Theoretical Framework for Quality
Management
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transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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Chapter 2

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-1

A “coherent group of general propositions

Random House Webster’s College Dictionary 2011

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-3

A Theoretical Model Relating Quality

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-4

For a theory to be complete it must have 4

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-5

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-6

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-7

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-8

Who - Where - When

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2-9

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 10

Poor quality was not the fault of labor

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 11

1. Create a consistency of purpose toward

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 12

2. Adopt a new philosophy: We are in a new

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 13

3. Cease dependence on mass inspections to

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 14

4. End the practice of awarding business on the

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 15

5. Improve constantly and forever the system of

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 16

6. Institute training on the job.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 17

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 18

8. Drive out fear so that everyone may work

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 19

9. Break down barriers between departments.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 20

10. Eliminate slogans, exhortations and targets

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 21

11. Eliminate work standards on the factory floor

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 22

12. Remove barriers that rob workers of their

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 23

13. Institute a vigorous program of education and

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 24

14. Put everybody in the company to work to

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 25

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 26

Provide the operating forces with the means of

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 27

Control vs. Breakthrough

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 28

The Hierarchy of Languages

Project by project improvement

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 29

Pareto’s Law or the 80/20 rule

The majority of quality problems are the result of

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 30

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 2 - 31

Three step process to improve quality

Major impediments to improving quality