QUALITY MANAGEMENTAN OVERVIEW

PEM 2007-09NICMAR

October 2007

One of the most important issues that businesses have focused on in the last 20-30 years has been quality.

As markets have become much more competitive - quality has become widely regarded as a key ingredient for success in business.

Meaning of Quality

Webster’s Dictionary degree of excellence of a thing

American Society for Quality totality of features and characteristics

that satisfy needs Consumer’s and Producer’s

Perspective

This is a modern definition of quality

•This is a traditional definition

•Quality of design

•Quality of conformance

•

What is quality?

Quality is first and foremost about meeting the needs and expectations of customers. It is important to understand that quality is about more than a product simply "working properly".

QUALITY Quality is the ability of a product or

service to consistently meet or exceed customer expectations.

“Quality is defined as meeting or exceeding

customers requirements now and in the future, i.e. the product or service is fit for the customer’s use.”

quality as representing all the features of a product or service that affect its ability to meet customer needs.

If the product or service meets all those needs - then it passes the quality test. If it doesn't, then it is sub-standard.

What is Quality?

Fitness for Use Conformance to Specifications Producing the Very Best Products Excellence in Products and Services Total Customer Satisfaction Exceeding Customer Expectations Quality improvement starts with reducing

Product VARIABILITY.

1 What is Quality? Inspection (Detection)

Quality Control (Detection using statistics)

Quality Assurance (Prevention) Zero Defects e.g. ISO 9001:2000

Total Quality Management e.g. EFQM Excellence Model

Statistical Quality Control (SQC) The application of statistical techniques to

the control of quality (SPC, Acceptance Sampling, etc.)

Statistical Process Control (SPC) The application of statistical techniques to

the control of processes (sometimes considered a subset of SQC)

Total Quality Management (TQM) An all-encompassing approach to quality

consistent with Deming’s “14 points”

Some definitions-

Definitions from Definitions from Quality Systems TerminologyQuality Systems Terminology, American , American Society for Quality Control, ANSI/ASQC A3-1987Society for Quality Control, ANSI/ASQC A3-1987

Statistical Process Control How do we reduce Product Variability?

We use Statistical Process Control ! (SPC)

Statistical Process Control: The application of statistical techniques to the control and improvement of processes.

Meaning of Quality:Consumer’s Perspective Fitness for use

how well product or service does what it is supposed to

Quality of design designing quality

characteristics into a product or service

A Mercedes and a Ford are equally “fit for use,” but with different design dimensions

Dimensions of Quality:Manufactured Products Performance

basic operating characteristics of a product; how well a car is handled or its gas mileage

Features “extra” items added to basic features, such as

a stereo CD or a leather interior in a car Reliability

probability that a product will operate properly within an expected time frame; that is, a TV will work without repair for about seven years

Dimensions of Quality:Manufactured Products (cont.)

Conformance degree to which a product meets pre–

established standards Durability

how long product lasts before replacement

Serviceability ease of getting repairs, speed of repairs,

courtesy and competence of repair person

Dimensions of Quality:Manufactured Products (cont.) Aesthetics

how a product looks, feels, sounds, smells, or tastes

Safety assurance that customer will not suffer

injury or harm from a product; an especially important consideration for automobiles

Perceptions subjective perceptions based on brand

name, advertising, and the like

Dimensions of Quality:Service

Time and Timeliness How long must a customer wait for service,

and is it completed on time? Is an overnight package delivered

overnight? Completeness:

Is everything customer asked for provided? Is a mail order from a catalogue company

complete when delivered?

Dimensions of Quality:Service (cont.)

Courtesy: How are customers treated by employees? Are catalogue phone operators nice and

are their voices pleasant? Consistency

Is the same level of service provided to each customer each time?

Is your newspaper delivered on time every morning?

Dimensions of Quality:Service (cont.)

Accessibility and convenience How easy is it to obtain service? Does a service representative answer you calls

quickly? Accuracy

Is the service performed right every time? Is your bank or credit card statement correct every

month? Responsiveness

How well does the company react to unusual situations?

How well is a telephone operator able to respond to a customer’s questions?

Meaning of Quality:Producer’s Perspective

Quality of Conformance Making sure a product or service is

produced according to design if new tires do not conform to

specifications, they wobble if a hotel room is not clean when a guest

checks in, the hotel is not functioning according to specifications of its design

Meaning of Quality:A Final Perspective

Consumer’s and producer’s perspectives depend on each other

Consumer’s perspective: PRICE Producer’s perspective: COST Consumer’s view must dominate

Fitness forConsumer Use

Fitness forConsumer Use

Producer’s PerspectiveProducer’s Perspective Consumer’s PerspectiveConsumer’s Perspective

Quality of ConformanceQuality of Conformance

• Conformance to specifications

• Cost

Quality of DesignQuality of Design

• Quality characteristics• Price

MarketingMarketingProductionProduction

Meaning of Quality Meaning of Quality

Meaning of Quality

Quality Gurus Walter Shewart

In 1920s, developed control charts Introduced the term “quality assurance”

W. Edwards Deming Developed courses during World War II to teach

statistical quality-control techniques to engineers and executives of companies that were military suppliers

After the war, began teaching statistical quality control to Japanese companies

Joseph M. Juran Followed Deming to Japan in 1954 Focused on strategic quality planning

Quality Gurus (cont.) Armand V. Feigenbaum

In 1951, introduced concepts of total quality control and continuous quality improvement

Philip Crosby In 1979, emphasized that costs of poor quality far

outweigh the cost of preventing poor quality In 1984, defined absolutes of quality management—

conformance to requirements, prevention, and “zero defects”

Kaoru Ishikawa Promoted use of quality circles Developed “fishbone” diagram Emphasized importance of internal customer

Evolution of Quality Management

1924 - Statistical process control charts1930 - Tables for acceptance sampling1940’s - Statistical sampling techniques1950’s - Quality assurance/TQC1960’s - Zero defects1970’s - Quality assurance in services

Gurus!

The Quality Gurus

Walter Shewhart “Father of statistical quality control”

W. Edwards Deming Joseph M. Juran Armand Feignbaum Philip B. Crosby Kaoru Ishikawa Genichi Taguchi

Key Contributors to Quality Management

Contributor

Deming Juran Feignbaum Crosby Ishikawa Taguchi

Known for

14 points; special & common causes of variation Quality is fitness for use; quality trilogy Quality is a total field Quality is free; zero defects Cause-and effect diagrams; quality circles Taguchi loss function

Quality

Table 9.2

The early 50s Three gurus who took the

message to Japan

Deming

Juran

Feigenbaum

Guru summaries adapted from Prof Tony BendellAvailable at:www.cems.uwe.ac.uk/~jmcobby/industrialstats/qualitygurus.pdfand fromhttp://www.qmtzone.f9.co.uk/html/guru.html

Dr W Edwards Deming

Deming (1900-1994) is arguably the most famous of

all the Quality Gurus and is often credited with Japan's

rise to industrial dominance.

He was born in 1900 and was awarded a doctorate in

mathematical physics in 1928 by Yale University.

His approach to quality draws heavily on Shewhart's

concept of statistical process control.

Deming's work had initially no impact in America

primarily because in the postwar booming market,

everything built was sold.

Dr W Edwards Deming

For many years at the start of his career he worked as a statistician for the US Government Service, specialising in statistical sampling techniques.

After the war, in 1946, he went to Japan as an Adviser to the Japanese Census. The Union of Japanese Scientists and Engineers (JUSE) invited him to lecture on quality control techniques to engineers and senior managers. His contribution to rebuilding the Japanese economy was recognized by the Emperor who awarded him the Second Order of the Sacred Treasure (Bendell, 1991).

Dr W Edwards Deming

His main message to the Japanese was that

variability is inherent in any process and is due to

two types of causes, namely, special causes

which are easily assignable, identifiable and

solvable by operators themselves, and common

causes which are due to design and operation

and only management can eliminate. Deming

argues that 94 per cent of the quality problems

are the responsibility of management

Dr W Edwards Deming

Throughout the 1950s, Deming conducted many lectures in Japan on statistical methods.

Included in these lectures were many of the principles now constituting the "company-wide" approach or TQM.

Whilst much of Deming's message to the Japanese reflected his statistical background, his work extended far beyond statistical methods.

Dr W Edwards Deming

He encouraged the Japanese to adopt a systematic approach to problem solving, later to become known as the PDCA (Plan, Do, Check, Action) cycle.

He also urged senior managers to become more actively involved in quality improvement programmes.

It was not until the 1970s that managers in the West began to consider whether Deming's methods could do for their companies what they had done for the Japanese.

Dr W Edwards Deming

The PDCA cycle

PLAN

DOCHECK

ACT

Dr Joseph Juran Born 1904 in the Balkans,

naturalised American

Went to Japan in the early 50s

Highly respected internationally,

particularly in Japan

Concerned with the wider aspects

of management, beyond quality

Dr Joseph Juran Manufacturing-based approach

Introduced the concept of the

internal customer

See Kelemen p28 for his 8 step

planning map.

Dr Joseph Juran Quality trilogy

Quality Control Quality Planning

Quality Improvement

Holding the gains

Breakthrough Pareto analysis

Project by project

Dr Armand Feigenbaum Two key texts:

‘Quality Control: Principles, Practice and Administration’ 1951

‘Total Quality Control: Engineering and Management’ 1961

Value-based approach “best for the customer use at the

right selling price” (in Kelemen 2005 p29)

Dr Armand Feigenbaum Total quality:

“Quality is neither a department, nor a technique, nor a philosophy. It is a fundamental way of managing. Central to this is the recognition that, without quality, your customers…are simply not going to buy from you.”

www.managementfirst.com/quality/interviews/feigenbaum

Dr Armand Feigenbaum Costing quality:

Prevention costs – planning systems and processes to avoid defects before they happen

Appraisal costs – inspection and quality control

Internal failure costs – scrap, rework External failure costs – warranty

costs, complaints

From the late 50s Three Japanese gurus who

developed the message

Ishikawa

Taguchi

Shingo

Guru summaries adapted from Prof Tony BendellAvailable at:www.cems.uwe.ac.uk/~jmcobby/industrialstats/qualitygurus.pdfand fromhttp://www.qmtzone.f9.co.uk/html/guru.html

Dr Kaoru Ishikawa

Professor Ishikawa (1915-1989) studied Applied

Chemistry at the Engineering Department of

Tokyo University.

During his life he was awarded many prizes

for his work and writings on Quality Control and is

best known as the pioneer of the Quality Circle

movement in Japan during the 1960s.

Dr Kaoru Ishikawa

Like many of the Japanese "gurus", Ishikawa was keen to promote the use of statistical techniques in commerce and industry.

In particular, Ishikawa believed that all employees should have a basic training in techniques such as:

       * Bar Charts and Histograms       * Pareto Analysis       * Scatter Diagrams       * Cause and Effect Analysis

Quality circles: A voluntary group of some 5-10 workers from

the same workshop who meet regularly and are led by a foreman, assistant foreman, work leader or one of the workers.

Their aim is to: contribute to the improvement and development of

the enterprise by dealing with problems and looking for ways to improve the quality of the process and product

Respect human relations and build a happy workshop offer job satisfaction via the drawing out of each

person’s capabilities to achieve their potential.

Dr Kaoru Ishikawa

Dr Kaoru Ishikawa

The ‘Fishbone’ or ‘Ishikawa’ diagram

Methods Equipment

Materials People

Result

Dr Kaoru Ishikawa

Away from his technical contributions, Ishikawa was a strong advocate of the Company-Wide movement.

He saw this approach as implying that:

"quality does not only mean the quality of the product, but also of after-sales services, management, the company itself and the human beings who work in it".

Dr Genichi Taguchi During the Second World War he worked in

the Navigation Institute of the Imperial Japanese Navy and then the Institute of Statistical Mathematics at the Ministry of Education.

In 1950 he joined the Nippon Telephone and Telegraph Company and during his 12 year stay developed many of his methods.

Dr Genichi Taguchi In the early 1970s Taguchi developed the concept

of the "Quality Loss Function" and by the end of that decade was highly acclaimed in his own country.

It was not until 1980 that Western companies, particularly in the USA began to implement Taguchi's methods. The most notable of these being Xerox, Ford and ITT.

Taguchi had made little impact in Europe until the Institute of Statisticians organised a conference in London in 1987 to discuss his methods.

Dr Genichi Taguchi

The UK Taguchi Club, (now the Quality Methods Association) was formed later that year.

Taguchi's methodology is geared towards pushing the concepts of quality and reliability back into the design stage, ie, prior to manufacturing.

His method provides an efficient technique for designing product tests prior to beginning manufacturing.

Taguchi methodology is fundamentally a prototyping technique that enables engineers/designers to produce a robust design which can survive repetitive manufacturing in order to deliver the functionality required by the customer. 

Shigeo Shingo Shigeo Shingo is the least known

Japanese quality writer in the West. His approach emphasizes production rather than organizational issues, and it is thus manufacturing-based. He believed that statistical methods detect errors too late in the manufacturing process. Shingo's method emphasises 'zero defects' through good engineering and process investigation and rectification (Shingo, 1986).

Shigeo Shingo His method, poka-yoke or zero defects,

stops the process whenever a defect occurs, defines the cause and prevents the recurring source of the defect. The method relies on a process of continuously monitoring potential sources of error. The machines used in this process are equipped with feedback instrumentation that identifies errors before they become defects, so remedial action can be taken.

From the 70s Later American gurus

Crosby

Peters

Guru summaries adapted from Prof Tony BendellAvailable at:www.cems.uwe.ac.uk/~jmcobby/industrialstats/qualitygurus.pdfand fromhttp://www.qmtzone.f9.co.uk/html/guru.html

Phil Crosby Philip Crosby is perhaps the most well marketed

andcharismatic of the American Quality Gurus.

He is a graduate of the Western Reserve University, and after serving with the US Navy in the Korean war, he held a variety of quality control jobs.

He spent fourteen years working his way up within ITT, eventually becoming Corporate VP and Director of Quality, with worldwide responsibilities. 

Phil Crosby In 1979 Crosby published his famous "Quality

is Free" book, and as a result of that success, left ITT to form his own company, Philip Crosby Associates Inc.

Crosby's name is most strongly associated with the "Do it Right First Time" and "Zero Defects" concepts.

Crosby believes that most companies spend up to 5% of their operating revenues in correcting mistakes which need not have been made in the first place. 

Phil Crosby

He does not subscribe to the view that

workers should take primary

responsibility for quality. He places

great emphasis on the "top-down"

approach, stressing that senior

management is entirely responsible

for quality  

Phil Crosby Crosby defines quality as conformance to

requirements which the company itself has established for its products based directly on its customers' needs. Quality is an inherent characteristic of the product, not an added element. Crosby argues that management is to blame for the vast majority of the quality problems within an organization. Moreover, the most important performance measurement within an organization is the cost of quality and it is cheaper to get things right first time.

Phil Crosby Crosby defines Four Absolutes of Quality Management:

1. Quality is defined as conformance to requirements, not "goodness" or "elegance".

2. The system for causing quality is prevention, not appraisal.

3. The performance standard must be Zero Defects, not "that's close enough".

4. The measurement of quality is the price of non-conformance.

See Kelemen p37 for his 14 steps to quality improvement

Tom Peters Tom Peters is an American consultant who has

researched into the secrets of most successful

American companies. In his most popular book,

In Search of Excellence (with Waterman, 1982)

he presents Excellence as a universal icon that

can guide businesses and sift through winners

and losers. Excellence is synonymous with

quality yet it is indefinable through objective and

rational methods of research.

Tom Peters In a second book, A Passion for

Excellence (1985), Peters and Austin identify leadership as central to the quality improvement process. They see management by walking about (MBWA) as the basis of leadership for it enables the leader to keep in touch with the workers, customers and suppliers.

Tom Peters In his third book, Thriving on Chaos

(1987) he prescribes ways of bringing

about a management revolution in

the West. Such ways tend to focus on

the end-user as the most important

factor in judging quality efforts.

Quality management

Quality management is concerned with controlling activities with the aim of ensuring that products and services are fit for their purpose and meet the specifications.

Quality assurance

Quality assurance is about how a business can design the way a product of service is produced or delivered to minimize the chances that output will be sub-standard. The focus of quality assurance is, therefore on the product design/development stage.

QUALITY ASSURANCEWhy focus on these stages? The idea is

that - if the processes and procedures used to produce a product or service are tightly controlled - then quality will be "built-in". This will make the production process much more reliable, so there will be less need to inspect production output (quality control).

QUALITY ASSURANCE

Quality assurance involves developing close relationships with customers and suppliers. A business will want to make sure that the suppliers to its production process understand exactly what is required - and deliver!

Quality Assurance vs. Strategic Approach

Quality Assurance Emphasis on finding and correcting defects before reaching market

Strategic Approach Proactive, focusing on preventing mistakes from occurring

Greater emphasis on customer satisfaction

Dimensions of quality

QUALITY

Performance

Features

Reliability

Aesthetics

Response

Serviceability

Durability

Conformance

Dimensions of Quality

Performance - main characteristics of the product/service

Aesthetics - appearance, feel, smell, taste

Special Features - extra characteristics

Conformance - how well product/service conforms to customer’s expectations

Reliability - consistency of performance

Dimensions of Quality (Cont’d)

Durability - useful life of the product/service

Perceived Quality - indirect evaluation of quality (e.g. reputation)

Serviceability - service after sale

Examples of Quality Dimensions

Dimension

1. Performance 2. Aesthetics 3. Special features

(Product) Automobile

Everything works, fit & finish Ride, handling, grade of materials used Interior design, soft touch Gauge/control placement Cellular phone, CD player

(Service) Auto Repair

All work done, at agreed price Friendliness, courtesy, Competency, quickness Clean work/waiting area Location, call when ready Computer diagnostics

Examples of Quality Dimensions (Cont’d)

Dimension

5. Reliability 6. Durability 7. Perceived quality 8. Serviceability

(Product) Automobile

Infrequency of breakdowns Useful life in miles, resistance to rust & corrosion Top-rated car Handling of complaints and/or requests for information

(Service) Auto Repair

Work done correctly, ready when promised Work holds up over time Award-winning service department Handling of complaints

Service QualityTangiblesConvenienceReliabilityResponsivenessTimeAssuranceCourtesy

Examples of Service Quality

Dimension Examples1. Tangibles Were the facilities clean, personnel

neat?

2. Convenience Was the service center conveniently located?

3. Reliability Was the problem fixed?

4. Responsiveness

Were customer service personnel willing and able to answer questions?

5. Time How long did the customer wait?

6. Assurance Did the customer service personnel seem knowledgeable about the repair?

7. Courtesy Were customer service personnel and the cashierfriendly and courteous?

Determinants of Quality (cont’d)

Quality of design Intension of designers to include or exclude features in a product or service

Quality of conformance The degree to which goods or services conform to the intent of the designers

The Consequences of Poor Quality

Loss of businessLiabilityProductivityCosts

Purchasing & Inventory

AssessmentOccurrence

Management

Information Management

Process Improvement

Customer Service

Facilities & Safety

The Quality System

Organization Personnel Equipment

Documents & Records

Process Control (QC & EQA) &

Specimen Management

Competitive Advantage The terminology used in the field of strategic management that might possibly garner the prize for the most overworked and least understood catch-phrase is "competitive advantage." The extension of that phrase into "sustainable competitive advantage" is currently an elaboration of ambiguity.

that which one firm can do better than another to satisfy customer requirements.

Some benefit value provided by a product or company, often unique to the organization concerned, that gives it superiority in the market place.

Condition which enables a company

to operate in a more efficient otherwise higher-quality manner than the companies it competes with, and which results in benefits accruing to that company.

process by which a company studies the actions of its major competitors in order to determine what specific strategies they are following and how those strategies affect its own; also used by marketers as they try to develop competitive advantages, ...

Order Qualifiers and Winners

Order winners are the criteria that differentiates the products and services of one firm from another

criterion that differentiates your service/product above the competition price, quality, reliability

Order qualifiers

are the basic criteria that permit the firms products to be considered as candidates for purchase by customers

screening criterion that allows your products to be considered delivery on-time, reliability, general

quality