The document is a presentation on quality management. It discusses the key principles of quality management including customer focus, leadership, involvement of people, process approach, system approach to management, continual improvement, factual approach to decision making, and mutually beneficial supplier relationships. It also outlines the dimensions of quality including performance, features, reliability, durability, conformance, serviceability, aesthetics, and perceived quality. The presentation provides examples and benefits for applying each quality management principle.

1. QUALITY
Management
Your Company Name

2. Agenda
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Our Vision
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CAROL SMITH
CEO
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ANITA SMITH
CEO
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JOHN SMITH
CEO
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MARY SMITH
CEO
Our Team
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01
02
03
04
05
About Us
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6. OPTION 01
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Our Goal

7. QUALITY MANAGEMENT
ensures that an organization, product
or service is consistent. It is the ability
of a product or service to consistently
meet or exceed customers
expectations.
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Quality Management Definition

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Quality Assurance
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Quality Control
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Quality Planning
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Quality Improvement
Quality
Management
Four Main Components Of Quality Management
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9. 06
05
04
01
02
03
1970 - Statistical Process Control Charts
1920 - Statistical Process Control Charts
1950 - Statistical Process Control Charts
1930 - Statistical Process Control Charts
1940 - Statistical Process Control Charts
1960 - Statistical Process Control Charts
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Evolution Of Quality Management

10. INSPECTION by
an inspection team
it’s about PREVENTION
rather than just detection
Quality Is Seen As EVERYONE’S
Job, Not Just A Small Team Of
Inspectors!
QUALITY CONTROL Usually Takes
Place At End Of Production Process
QUALITY ASSURANCE Focuses On
Prevention Where Samples Of Part
Finished Goods Are Checked At
Different Times In Production Process
Production Process
Production Process
CHECK QUALITY
Quality Control Vs. Quality Assurance
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11. Customer-focused ORGANISATION
 Leadership
 Involvement Of People
 Process Approach
 System Approach To Management
 Continual Improvement
 Factual Approach To Decision Making
 Mutually Beneficial Supplier Relationships
01
02
03
06
04
05
07
08
Principles Of
Quality
Management
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8 Principles Of Quality Management

12.  Where Possible, They Should Aim To
Exceed Customer Expectations.
 This Standard Relates To Customer
Needs And Customer Service.
 A Business Should Understand Their
Customers And Seek To Meet Their
Requirements.
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Customer Focus

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Benefits Of Customer Focus
 Marking Customer Needs And The
Needs Of Other Stakeholders
Understood Throughout The
Organisation
 Ensuring That Relevant Goals And
Targets Are Directly Linked To
Customer Needs And Expectations
 Improving The Performance Of The
Organisation To Meet Customer
Needs
 Ensuring The People Have The
Knowledge And Skills Requires To
Satisfy The Organization's Customer
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include

14.  A Business Should Have Clear
Objectives And Employees
Should Be Actively Involved In
Achieving This.
 This Standard Relates To The
Direction Of The Organization.
Leadership
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15. www.companyname.com 15
Benefits Of Leadership
 Establishing And Communicating A
Clear Vision Of The Organisation’ S
Future.
 Translating The Vision Of The
Organisation Into Measurable Goals
And Targets.
 Empowered And Involved People
Achieve The Organisation's
Objectives.
 Having An Empowered, Motivated,
Well Informed And Stable
Workforce.
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include

16.  This Principle Recognizes
That An Organization Is
Nothing Without Its Staff
 That Their Abilities Should
Be Used To Full Effect For
Business Success.
Involvement Of People
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17. www.companyname.com 17
Benefits Of Involvement Of People
 People Effectively Contributing To
Improvement Of The Policy And
Strategies Of The Organisation;
 People Sharing Ownership Of The
Organisation’s Goals
 People Being Involved In
Appropriate Decisions And Process
Improvements
 People Being More Satisfied With
Their Jobs And Being Active
Involved In Their Personal Growth
And Development For The
Organisation’s Benefit.
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include

18. The Process Approach Relates To
Efficiency And The Understanding
That Appropriate Processes Will
Speed Up Activities.
01
04
03
02
Process
Approach
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Process Approach

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Benefits Of Process Approach
 Utilizing Defines Processes Throughout
The Organization Will Lead To More
Predictable Results Better Use Of
Resources Shorter Cycle Times And
Lower Costs
 Understanding The Capability Of
Processes Enables The Creation Of
Challenging Goals And Targets
 Adopting The Process Approach For All
Operation Results In Lower Costs
Prevention Of Errors Control Of Variation
Shorter Cycle Times And More Predictable
Outputs
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
Beneficial
Applications Of
The Principle
Include

20.  "Identifying, Understanding
And Managing Interrelated
Processes As A System
Contributes To The
Organization's Effectiveness
And Efficiency In Achieving
Its Objectives.” This Means
That Multiple Processes Are
Managed Together As A
System Which Should Lead
To Greater Efficiency.
System Approach To Management
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21. www.companyname.com 21
 The Creation Of Comprehensive And
Challenging Plans That Link Functional
And Process Inputs
 The Goals And Targets Of Individual
Processes Are Aligned With The
Organization's Key Objective
 A Broader Overview Of The Effectiveness
Of Processes Which Leads To
Understanding The Causes Of Problems
And Timely Improvement Action
 Provides A Better Understanding Of Roles
And Responsibilities For Achieving
Common Objectives Thereby Reducing
Cross Functional Barriers And Improving
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include
Benefits Of System Approach To Management

22.  This Principle Is Very
Straight Forward: Continual
Improvement Should Be An
Active Business Objective.
01
02
Continual Improvement
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23. www.companyname.com 23
Benefits Of Continual Improvement
 Strategies Based On Relevant Data And
Information Are More Realistic And More
Likely To Be Achieved
 Using Relevant Comparative Data And
Information To Set Realistic And
Challenging Goals And Target
 Data And Information Are The Basis For
Understanding Both Process And System
Performance To Guide Improvements And
Prevent Future Problems
 Analysing Data And Information From
Sources Such As People Surveys
Suggestion And Focus Groups To Guide
The Formulation Of Human Resource
Policies
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include

24. A Logical Approach, Based On
Data And Analysis, Is Good
Business Sense. Unfortunately, In
A Fact Paced Workplace,
Decisions Can Often Be Made
Rashly, Without Proper Thought.
The Efficiency That Will Have
Been Imbued In The Organization
After The Implementation Of Prior
Principles Will Allow Decisions To
Be Made With Clarity.
Factual Approach To Decision Making
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25. www.companyname.com 25
 Creating And Achieving More Competitive
Business Plan Through The Integration
Of Continual Improvement With Strategic
And Business Planning
 Setting Realistic And Challenging
Improvement Goals And Providing The
Resources To Achieve Them
 Involving People In The Organisation In
The Continual Improvement Of
Processes
 Providing All People The Organization
With The Tools, Opportunities And
Encouragement To Improve Products
Processes And Systems.
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include
Benefits of Factual Approach to Decision Making

26. Mutually Beneficial Supplier Relations
Mutually Beneficial
Supplier Relations
This Principle Relates To Supply Chains
And Acknowledges That The Relationship
Between An Organization And Its Suppliers
Is Interdependent. A Strong Relationship
Between The Two Will Enhance
Productivity And Encourage Seamless
Working Practices.
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27. www.companyname.com 27
 Strategies Based On Relevant Data And
Information Are More Realistic And More
Likely To Be Achieved
 Using Relevant Comparative Data And
Information To Set Realistic And Challenging
Goals And Target
 Data And Information Are The Basis For
Understanding Both Process And System
Performance To Guide Improvements And
Prevent Future Problems
 Analysing Data And Information From
Sources Such As People Surveys
Suggestion And Focus Groups To Guide
The Formulation Of Human Resource
Policies
For Policy And Strategy Formulation 01
For Goal And Target Setting 02
For Operation Management 03
For Human Resource Management 04
Beneficial
Applications Of
The Principle
Include
Benefits of Mutually Beneficial Supplier Relations

28. www.companyname.com 28
Performance Quality 1
Features Quality 2
Reliability Quality 3
Durability Quality 4
Conformance Quality 5
Aesthetics Quality 7
Perceived Quality
Serviceability Quality 6
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Dimensions Of Quality

29. The Dimensions: Performance and Features
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FEATURES
PERFORMANCE
• A Quality Product Will Perform As Expected By
The User And As Specified By The Manufacturer.
If Products Do Not Do As Buyers Expect, Users
Will Be Disappointed And Frustrated. Worse Still
Poor Performing Products Get Negative Reviews
And Lose Sales And Reputation.
• Features Are Additional Characteristics That
Enhance The Appeal Of The Product Or Service
To The User. What Additional Benefits Will Be
Added To The Product? Will They Be They
Tangible Or Non-tangible Benefits. For Example
This Could Be After Sales Service, Or
Guarantees. Some Features Will Be Present In
All Products But Other Features Will Only Be
Found In "Quality" Products. For Example All
Cars Have Wheels, Steering Wheel, Gears,
Windows And Seats But Only Some Cars Have
Heated Seats, Assisted Parking And Bluetooth.

30. The Dimensions: Reliability and Durability
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• The Product Consistent? Will It Perform Well
Over Its Expected Lifetime And Perform
Consistently? Many Brands Have Developed
Trust With Customers Because Of Their
Reputation For Reliability.
• Durability Measures The Length Of A Product’s
Life. When The Product Can Be Repaired,
Estimating Durability Is More Complicated. The
Item Will Be Used Until It Is No Longer
Economical To Operate It. Technically, Durability
Can Be Defined As The Amount Of Use One Gets
From A Product Before It Deteriorates
DURABILITY
RELIABILITY

31. The Dimensions: Serviceability and Aesthetics
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• Serviceability Refers To The Promptness,
Courtesy, Proficiency And Ease In Repair When
The Product Breaks Down And Is Sent For
Repairs.
• Aesthetic Aspect Of A Product Is Comparatively
Subjective In Nature And Refers To Its Impact On
The Human Senses Such As How It Looks,
Feels, Sounds, Tastes And So On, Depending
Upon The Type Of Product. Automobile
Companies Make Sure That In Addition To
Functional Quality, The Automobiles Are Also
AESTHETICS
SERVICEABILITY

32. The Dimensions: Conformance and Perceived Quality
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• It Is The Degree To Which The Product
Conforms To Pre- Established
Specifications. All Quality Products Are
Expected To Precisely Meet The Set
Standards.
• An Equally Important Dimension Of Quality
Is The Perception Of The Quality Of The
Product In The Mind Of The Consumer.
Honda Cars, Sony Walkman And Rolex
Watches Are Perceived To Be High Quality
Items By The Consumers.
PERCEIVED QUALITY
CONFORMANCE

33. www.companyname.com 33
Service GAP Model
Expected Service
Perceived Service
Service
Delivery(Including Per-
And Post Contacts)
Translation Of
Perceptions Into Service
Quality Specifications
Management
Perceptions Of
Consumer Expectations
• World Of Mouth
• Personal Needs
• Post Experience
External
Communication To
Customers
Gap 2
Gap 3
Gap 4
Gap 5
Customer
Gap 1
Provider

34.  Is The Distance Between What Customers Expect And What
Managers Think They Expect - Clearly Survey Research Is A
Key Way To Narrow This Gap.
 Is Between Management Perception And The Actual Specification Of
The Customer Experience - Managers Need To Make Sure The
Organization Is Defining The Level Of Service They Believe Is
Needed.
 Is From The Experience Specification To The Delivery Of The
Experience - Managers Need To Audit The Customer Experience
That Their Organization Currently Delivers In Order To Make Sure It
Lives Up To The Spec.
 Is The Gap Between The Delivery Of The Customer Experience And What
Is Communicated To Customers - All Too Often Organizations Exaggerate
What Will Be Provided To Customers, Or Discuss The Best Case Rather
Than The Likely Case, Raising Customer Expectations And Harming
Customer Perceptions.
 Is The Gap Between A Customer's Perception Of The Experience And The
Customer's Expectation Of The Service - Customers' Expectations Have Been
Shaped By Word Of Mouth, Their Personal Needs And Their Own Past
Experiences. Routine Transactional Surveys After Delivering The Customer
Experience Are Important For An Organization To Measure Customer
Perceptions Of Service.
GAP 1
GAP 2
GAP 3
GAP 4
GAP 5
The Five Gaps That Organizations Should Measure Manage And Minimize
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Design
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Ease Of Use
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Conforms To Design
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Service
Determinants of Quality
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36. Service
Quality
Customer
Expectation
Often Change
Different
Customers Have
Different
Expectations
Each Customer
Contact Is A “
Moment Of Truth”
Fail-safing Must
Be Designed Into
The System
01
02
03
04
Challenges With Service Quality
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37. Loss Of
Business
Liability
Productivity
(Rework,
Defective Output
That Must Be
Scrapped)
Costs
(Rework, Scrap,
Warranty Cost,
Etc.)
The
Consequences
Of Poor Quality
Consequences Of Poor Quality
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38. Responsibility
for Quality
Quality
Assurance
Top
Management
Procurement
Marketing
And
Sales
Responsibility For Quality
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39. Total Cost
Of Quality
Cost Of Good
Quality
Cost Of Poor
Quality
Prevention
Appraisal
Internal Failure
External Failure
Cost For Quality
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40. External failure
Internal Failure
Prevention
Appraisal
Quality Improvement
Cost For Quality Graph
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41. Substandard
Substandard
Service
Poor
Designs
Substandard Parts
And Materials In The
Boxes.
Defective
Products
Ethics And Quality
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42. Projected Profit
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20%
35%
40%
55%
65%
75%
Financial
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43. Safety
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Dashboard
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Financial
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Dashboard
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44. Text Text Text
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Comparison
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45. $ 2,500,000
$ 1,300,000
$ 4,100,000
$ 3,100,000
$ 5,400,000
Location
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TEXT HERE
2013
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TEXT HERE
2014
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TEXT HERE
2015
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TEXT HERE
2016
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TEXT HERE
2017
Timeline
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Quotes
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48. Building A
Balanced
Team
Release
Planning
Cross
Organizational
Planning
Quantitative
Market
Analysis
Define
Value
Anchors
Field
Readiness
& Rollout
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Post it

49. W
S
O T
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Weaknesses
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Opportunities
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Threats
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Strengths
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Puzzle Swot

50. Text here
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www.companyname.com 50
Quality Target

51. 02
03
04
05
06
07
01
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Circular

52. Commitment
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Direction
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Capability
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Venn
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53. PRAISE AND
REWARD
CONFRONT AND
WARN
DOCUMENT AND
SEPARATE
COACH AND
ENCOURAGE
Poor
Good Good Poor
Attitude Effort
Production
Matrix
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54. Below Average
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Satisfactory
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Very Good
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Excellent
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Outstanding
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Silhouettes
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55. Product
Mix
A
B
C
D
A
B
A
B
C
A
B
C
D
A
B
A
B
C
A
B
Product
Line
Product
Line
Product
Line
Product
Line
Product
Type
Product
Type
Product
Type
Product
Type
Product
Type
Product
Type
Product
Type
Swimlanes
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56. Text Here
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Your Text Goes Here
Bulb For Idea
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This slide is
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This slide is
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This slide is
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This slide is 100% editable. Adapt it to your
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This slide is 100% editable. Adapt it to your
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This slide is 100% editable. Adapt it to your
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