Chapter 1:

The Total Quality Approach to

Quality Management
What is Quality?
• One way to understand quality as a consumer-driven concept is
to consider the example of eating at a restaurant. How will you
judge the quality of the restaurant? Most people apply such
criteria as the following:
• Service
• Response time
• Food preparation
• Environment or atmosphere
• Price
• Selection
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What is Quality?
• Quality has been defined in a number of ways:
• Fred Smith, CEO of Federal Express, defines quality as
“performance to the standard expected by the customer.”
• The General Services Administration (GSA) defines quality as
“meeting the customer’s needs the first time and every time.”
• Boeing defines quality as “providing our customers with products
and services that consistently meet their needs and expectations.”
• The U.S. Department of Defense (DOD) defines quality as “doing
the right thing right the first time, always striving for improvement,
and always satisfying the customer.”

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What is Quality?
• Although there is no universally accepted definition of
quality, enough similarity does exist among the definitions
that common elements can be extracted:
• Quality involves meeting or exceeding customer expectations.
• Quality applies to products, services, people, processes, and
environments.
• Quality is an ever-changing state (i.e., what is considered quality
today may not be good enough to be considered quality
tomorrow).

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What is Quality?
• With these common elements extracted, the following
definition of quality can be set forth:
• Quality is a dynamic state associated with products, services,
people, processes, and environments that meets or exceeds
expectations and helps produce superior value.
• The dynamic state element speaks to the fact that what is
considered quality can and often does change as time passes and
circumstances are altered.

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The Total Quality Approach Defined
• Just as there are different definitions of quality, there are
different definitions of total quality.
• The DOD defines the total quality approach as follows:
• Total quality consists of the continual improvement of people,
processes, products (including services), and environments. With
total quality anything and everything that affects quality is a target
for continual improvement. When the total quality concept is
effectively applied, the end results can include organizational
excellence, superior value, and global competitiveness.
The Total Quality Approach Defined
• Total quality is a much broader concept that encompasses
not just the results aspect but also the quality of people and
the quality of processes.
• Total quality is an approach to doing business that attempts
to maximize an organization’s competitiveness through the
continual improvement of the quality of its products,
services, people, processes, and environments.
Key Elements of Total Quality
• The total quality approach has two components: the what and the how
of total quality.
• The total quality approach has the following characteristics:
• strategically based
– based on a well defined strategic plan
• customer focus
– customers should be the driver
• obsession with quality
– once defined, all the components struggle to meet or exceed the defined quality
• Scientific approach
– Use of hard data in establishing benchmarks, monitoring performance, and making
improvements.
• long-term commitment
– required full understanding and commitment for long time
Key Elements of Total Quality
• Teamwork
– all the department and components should be aligned and directed toward
the shared goal.
• employee involvement and empowerment
– should be given authority to make decisions
• Continual process improvement
– To exceed customer expectations, the systems and processes must be
continually assessed and improved
• freedom through control
– The more control there is over a process, the more the employees can be
empowered and free to spend time eliminating
• unity of purpose.
– Eliminate/reduce the adversarial relationship between labor and management
Product Quality Dimensions
• Performance – Efficiency with which a product achieves its
intended purpose
• Features – Attributes of a product that supplement the product’s
basic performance
• Reliability – The propensity for a product to perform consistently
over its useful design life
• Conformance – Commitment to certain numeric dimensions for
the product’s performance

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Product Quality Dimensions
• Durability – The degree to which a product tolerates stress or
trauma without failing
• Serviceability – The ease of repair for a product
• Aesthetics – The degree to which product attributes are matched
to consumer preferences
• Perceived quality – A customer’s understanding of the goodness
of a product

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Service Quality Dimensions
• Tangibles – The physical appearance of the service facility, the
equipment, the personnel, and the communication materials
• Service reliability – The ability of the service provider to perform the
promised service dependably and accurately
• Responsiveness – The willingness of the service provider to be helpful
and prompt in providing service
• Assurance – The knowledge and courtesy of employees and their
ability to inspire trust and confidence
• Empathy (Sympathy) – Caring, individualized attention from the
service firm

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Total Quality Pioneers
• Total quality is not just one individual concept. It is a number
of related concepts pulled together to create a
comprehensive approach to doing business.
• Many people contributed in meaningful ways to the
development of the various concepts that are known
collectively as total quality.
• The three major contributors are:
1. W. Edwards Deming
2. Joseph M. Juran
3. Philip B. Crosby
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The Deming Cycle
• The Deming Cycle was developed to link the production of a
product with consumer needs and focus the resources of all
departments (research, design, production, marketing) in a
cooperative effort to meet those needs.

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The Deming Cycle
• The Deming Cycle proceeds as follows:
1. Conduct consumer research and use it in planning the product
(Plan).
2. Produce the product (Do).
3. Check the product to make sure it was produced in accordance
with the plan (Check).
4. Market the product (Act).
5. Analyze how the product is received in the marketplace in terms
of quality, cost, and other criteria (Analyze).

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Deming's 7 Deadly Diseases

1. Lack of constancy of purpose

2.  Emphasis on short-term profits
3. Evaluation of performance, merit rating, or annual review
4. Mobility of top management
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of liability, swelled by lawyers that work on contingency fees

Copyright © 2017 Pearson Education, Inc. 1-16

The Juran Trilogy
• The Juran Trilogy summarizes the three primary managerial
functions:
• Quality Planning
• Quality Control
• Quality Improvement

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The Juran Trilogy
• Quality Planning - Quality planning involves developing the
products, systems, and processes needed to meet or exceed
customer expectations. The following steps are required:
• Determine who the customers are.
• Identify customers’ needs.
• Develop products with features that respond to customer needs.
• Develop systems and processes that allow the organization to
produce these features.
• Deploy the plans to operational levels.

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The Juran Trilogy
• Quality Control - The control of quality involves the following
processes:
• Assess actual quality performance.
• Compare performance with goals.
• Act on differences between performance and goals

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The Juran Trilogy
• Quality Improvement - The improvement of quality should be
ongoing and continual:
• Develop the infrastructure necessary to make annual quality
improvements.
• Identify specific areas in need of improvement, and implement
improvement projects.
• Establish a project team with responsibility for completing each
improvement project.
• Provide teams with what they need to be able to diagnose problems
to determine root causes, develop solutions, and establish controls
that will maintain gains made.
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Juran’s Recommendations for Quality Improvement

1. Build awareness of opportunity to improve

2. Set-goals for improvement
3. Organize to reach goals
4. Provide training, skills, and necessary resources
5. Carryout projects to solve problems
6. Report progress
7. Recognition
8. Communicating results
9. Monitor (keep score)
10.Maintain momentum by making annual improvement part of the regular systems
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Crosby’s Contributions
• Emphasized the zero-defects approach and the behavioral
and motivational aspects of quality improvement rather
than statistical approach
• He is also known for his Quality Vaccine and Crosby’s
Fourteen Steps to Quality Improvement.
• Crosby’s Quality Vaccine consists of three ingredients:
• Determination
• Education
• Implementation
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Crosby’s Four Absolutes of Quality
Management

• Quality means conformance to requirements.

• Quality is achieved by prevention, not appraisal.
• Quality has a performance standard of Zero Defects, not
acceptable quality levels.
• Quality is measured by the Price of Nonconformance, not
indexes.

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Crosby’s Fourteen Steps for Quality Improvement
1. Gain management commitment
2. Form cross-functional quality teams
3. Identify problems
4. Assess the cost of quality
5. Increase quality awareness
6. Correct problems immediately
7. Implement a zero defects approach
8. Train supervisors
9. Hold a “Zero Defects Day”
10. Establish improvement goals
11. Identify obstacles to quality
12. Recognize employees
13. Establish quality councils
14. Repeat all 13 steps continually
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Other Quality Contributors
• Genichi Taguchi

• Robert C. Camp

• Stephen R. Covey

• Michael Hammer

• James Champy
Copyright © 2017 Pearson Education, Inc. 2-25
Quality Certifications
• The American Society for Quality (ASQ) offers certifications in a variety of disciplines
including:
• Manager of Quality/Organizational Excellence
• Quality Engineer
• Quality Technician
• Reliability Engineer
• Software Quality Engineer
• Quality Auditor
• Six Sigma Black Belt
• Six Sigma Green Belt
• Calibration Technician
• Quality Improvement Associate
•…
Manager of Quality/Organizational Excellence

• This certification is for managers who lead and champion

continual process-improvement initiatives, facilitates and
leads team efforts to establish and monitor customer and
supplier relations, supports strategic planning and
deployment efforts, assists in the development of
measurement systems, motivates staff, evaluates staff,
manages projects, manages human resources, analyzes
budgets and finances, evaluates risk, and uses management
tools and techniques.
Quality Engineer
• The Quality Engineer certification is for individuals who
develop and operate quality control systems, apply and
analyze testing and inspection procedures, use metrology
and statistical systems to diagnose and correct quality
problems, understand human factors and motivation,
understand quality cost techniques, develop and administer
management information systems, and audit quality systems
for identifying deficiencies and correcting them.

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Quality Technician
• This certification is for paraprofessionals who—under the
direction of quality engineers and managers—analyze and
solve quality problems, prepare inspection plans and
instructions, select applications for sampling plans, prepare
procedures, train inspectors, perform audits, analyze quality
data, analyze quality costs, and apply basic statistical
methods for process control.

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