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QUẢN TRỊ CHẤT LƯỢNG

TOTAL QUALITY MANAGEMENT
mynt@uef.edu.vn
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Chapter 1: INTRODUCTION TO QUALITY

CONCEPTS

1.1 Definitions of Quality

1.2 Importance of quality with
competitiveness and customers
1.3 Managing quality
1.4 Quality in all functions

Watch video for opening subject

http://media.asq.org/109163/web.mp4
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CONCEPTS
What is quality?
Dictionary has many definitions: “Essential
characteristic,” “Superior,” etc.

Some definitions that are accepted in various

organizations:
“Quality is customer satisfaction,”
“Quality is Fitness for Use.”
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CONCEPTS

What is a customer?
Anyone who is impacted by the product or process
delivered by an organization.
External customer: The end user as well as intermediate
processors. Other external customers may not be
purchasers but may have some connection with the product.
Internal customer: Other divisions of the company that
receive the processed product.
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CONCEPTS

What is a product?
The output of the process carried out by the
organization. It may be goods (e.g. automobiles,
smart phone..), software (e.g. a computer code, a
report) or service (e.g. banking, insurance)
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CONCEPTS

What is quality?
Quality starts with understanding customer
needs and ends when those needs are satisfied.
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CONCEPTS
How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from deficiencies.

Product features – Refers to quality of design.

Examples in manufacturing industry: Performance, Reliability,
Durability, Ease of use, Esthetics etc.
Examples in service industry: Accuracy, Timeliness, Friendliness
and courtesy …
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CONCEPTS
How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from deficiencies.

Freedom from deficiencies – Refers to quality of conformance.

Higher conformance means fewer complaints and increased
customer satisfaction.
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KJ METHOD (Kawakita Jiro)
• Divergent Thinking: Brainstorm and list as many
ideas as possible according to established goals.
• Convergent Thinking: Select or combine ideas to
get the ideas that best match the requirements of the
problem.
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Why Quality?
The reasons that make quality a top priority
for most organizations

In 5 minutes each group write 3 groups of ideas

the best you choose
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Why Quality?
Reasons for quality becoming a cardinal priority for most
organizations:
Competition – Today’s market demand high quality products at
low cost. Having `high quality’ reputation is not enough!
Internal cost of maintaining the reputation should be less.
Changing customer – The new customer is not only
commanding priority based on volume but is more demanding
about the “quality system.”
Changing product mix – The shift from low volume, high price
to high volume, low price have resulted in a need to reduce
the internal cost of poor quality.
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One of the main factors for Samsung to be able to make a strong

transformation and rise is its ability to manage product quality extremely well.
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In addition to the philosophy of taking high-quality products as a

core value instilling in employees' thoughts, Samsung also needs
another factor to produce high-class products, namely modern
machinery.
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https://youtu.be/ijGVR7JaTc8
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Why Quality?
Product complexity – As systems have become more complex,
the reliability requirements for suppliers of components have
become more stringent.
Higher levels of customer satisfaction – Higher customers
expectations are getting spawned by increasing competition.
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Why Quality?

" Rolls-Royce and highest quality".

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Quality perspectives
Everyone defines Quality based on their own perspective
of it. Typical responses about the definition of quality would
include:
▪ Perfection
▪ Consistency
▪ Eliminating waste
▪ Speed of delivery
▪ Compliance with policies and procedures
▪ Doing it right the first time
▪ Delighting or pleasing customers
▪ Total customer satisfaction and service
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AND CUSTOMER
▪ The reputation enjoyed by an organization is built by
quality, reliability, delivery and price. Quality is the most
important of these competitive weapons.
▪ Reputation for poor quality last for a long time, and good
or bad reputations can become national or international.
The management of quality can be learned and used to
improve reputation.
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AND CUSTOMER

▪ Quality is meeting the customer requirements, and this

is not restricted to the functional characteristics of the
product or service.
▪ Reliability is the ability of the product or service to
continue to meet the customer requirements over
time.
▪ Organizations delight the customer by consistently meeting
customer requirement, and then achieve a reputation of
excellence and customer loyalty.
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BUILDING THE QUALITY CHAINS

▪ Throughout all organizations there are a series of internal

suppliers and customers. These form the so called “quality
chains”, the core of company wide quality improvement.
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MANAGING QUALITY
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BUILDING THE QUALITY CHAINS

There are two distinct but interrelated aspects of quality, design

and conformance to design.
▪ Quality of design is a measure of how well the product or service is
designed to achieve the agreed requirements.
▪ Quality of conformance to design is the extent to which the
product or service achieves the design.
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MANAGING QUALITY

Quality of design
Quality of design is a measure of how well the product or
service is designed to achieve the agreed requirements.

The most important feature of the design, with regard to

achieving quality, is the specification.

Specifications must also exist at the internal supplier-

customer interfaces if one is to achieve a total quality
performance.
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MANAGING QUALITY

Organizations should
assess how much
time they spend
doing the right
things right.
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MANAGING QUALITY

A process is the
transformation of a
set of inputs into
outputs that satisfy
customer needs and
expectations, in the
form of products,
information or
services. Everything
we do is a process, so
in each area or
function of an
organization there will
be many processes
taking place.
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MANAGING QUALITY

The output from a

process is that which is
transferred to
somewhere or to
someone – the
customer.

At every supplier-
customer interface
then there resides a
transformation
process.

Clearly to produce an output that meets the requirements of the

customer, it is necessary to define, monitor and control the inputs
to the process, which in turn may be supplied as output from an
earlier process.
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MANAGING QUALITY
Quality control then is essentially the activities and techniques
employed to achieve and maintain the quality of a product, process, or
service. It includes a monitoring activity, but is also concerned with
finding and eliminating causes of quality problems so that the
requirements of the customer are continually met.
Quality assurances broadly the prevention of quality problems
through planned and systematic activities (including documentation).
These will include the establishment of a good quality management
system and the assessment of its adequacy, the audit of the operation of
the system and the review of the system itself.
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MANAGING QUALITY
Controlling the production process will be experienced
engineers. From checking screen quality, call sound, camera, to
assembling the smallest details, it is all done by humans, not
entirely dependent on machines. From here, it is possible to
promptly detect errors that arise and produce the most
complete product.
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MANAGING QUALITY
▪ Asking the question “ Have we done the job correctly?” should
be replaced by asking “ Are we capable of doing the job
correctly?”
▪ A strategy of detection with one of prevention.
▪ Everything we do is a process, which is the transformation of
a set of inputs into the desired outputs.
▪ In every organization there are some core business
processes that must be performed especially well if the
mission and objectives are to be achieved.
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MANAGING QUALITY

▪ Inspection is not quality control. The latter is the

employment of activities and techniques to achieve
and maintain the quality of a product, process or
service to quality assurance.

▪ Quality assurance is the prevention of quality

problems through planned and systematic
activities.
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QUALITY IN ALL FUNCTIONS

For an organization to be truly effective, each component of it

must work properly together. Each part, each activity, each
person in the organization affects and is in turn affected by
others.
Errors have a way of multiplying, and failure to meet the
requirements in one part or area creates problems elsewhere,
leading to yet more errors, yet more problems and so on. The
benefits of getting it right first time everywhere are
enormous.
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QUALITY IN ALL FUNCTIONS
Business is now so complex and employs so many
different specialist skills that everyone has to rely on the
activities of others in doing their jobs.
The commitment of all members of an organization is a
requirement of ‘organization-wide quality improvement’.
Everyone must work together at every interface to
achieve improved performance and that can only happen if
the top management is really committed.
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QUALITY IN ALL FUNCTIONS

All members of an organization need to work

together on organization – wide quality
improvement. The co-operation of everyone at
every interface is necessary to achieve
improvement in performance, which can only
happen if the top management is really
committed.
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Chapter highlights

▪ Quality, competitiveness and customer

▪ Understanding and building quality chains
▪ Managing quality
▪ Quality starts with understanding the needs
▪ Quality in all functions
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