2. Outline
Quality Definition
Quality Control
Quality Assurance
Continuous Improvement
Dimensions of Quality (1. Quality of Goods , 2. Quality of Service )
Total Quality Management (TQM)
Problem Solving and continuous improvement
Comparing the cultures of TQM and traditional organizations
Management of Quality 2
3. Quality
The ability of a Good or Service to consistently meet or exceed customer
expectations.
3
4. Quality Control
Monitoring , testing , and correcting quality problems After they occur.
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5. Quality Assurance
Providing confidence that a product’s quality will be good by preventing
defects Before they occur.
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6. Continuous improvement
The evolution of quality took a dramatic shift from quality control and
assurance to a strategic management approach to quality in the 1980s, called
total quality management (TQM). This approach places greater emphasis on
customer satisfaction, and it involves all levels of management as well as
workers (all functions of the organization) in a continuing effort to increase
quality (called Continuous Improvement, never-ending improvements to key
processes as part of TQM )
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7. Juran’s 10 steps for
Continuous improvement
1. Build awareness for the need and opportunity for quality improvement.
2. Set goals for improvement.
3. Organize people to reach the goals.
4. Provide training throughout the organization.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the regular
systems and processes of the company.
Source: Joseph M. Juran, ‘the quality trilogy’ Quality Progress,
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8. Dimensions of Quality
1. Quality of Goods
The aspects or Dimensions of Quality of Goods include:
Dimension Definition
1. Performance Main characteristics or function of the product
2. Aesthetics Appearance, feel, smell, taste
3. Special features Extra characteristics or secondary functions
4. Safety Reduction or elimination of risk of injury or harm
5. Reliability Consistency of performance over time (not failing for certain length of time)
6. Durability Long life
7. Perceived Quality Subjective evaluation of quality (e.g., reputation, image )
8. Service after sale Warranties, maintenance, and handling of complaint
9. Latent Quality Assumed quality (not expressed by customers but important)
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9. Dimensions of Quality
2. Quality of Services
The dimensions of quality of goods above don’t adequately describe service quality.
Instead, Service quality is often described using the following dimensions.
Dimension Definition
1. Tangibles The physical appearance of facility, equipment, personnel, and communication
materials.
2.Convenience The availability and accessibility of the service.
3. Reliability The ability to perform a service dependably, consistently, and accurately for a
certain length of time.
4. Responsiveness The willingness of service provider to help customers in unusual situations and to
deal with problems.
5. Time The speed with which service is delivered.
6. Assurance The knowledge exhibited by personnel and their ability to convey trust and
confidence.
7. Courtesy The customers are treated by employees.
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10. 2. Quality of Services
Illustrates the dimensions of service quality for HVAC
Dimension Examples
1. Tangibles Clean facilities and neat personnel
2.Convenience Convenient location of repair shop and duty time
3. Reliability Problem fixed right every time
4. Responsiveness Willing and able to answer questions
5. Time Reasonable wait time
6. Assurance Staff knowledgeable about the repair
7. Courtesy Friendly and courteous treatment of customers by staff
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11. Total Quality Management (TQM)
An approach to quality management that involves everyone in an organization in
quality management and continual effort to improve quality and customer
satisfaction.
We can describe the TQM approach as follows:
1. Find out what customer want.(surveys, focus groups, interviews, etc.)
2. Design a product that will meet (or exceed )what customer want.
3. Design process that facilitate doing the job right the first time (called ‘Quality at
the source’).determine where mistakes are likely to occur and try to prevent them
(called Poka-yoke or fail-safing )
4. Keep track of results (TQM is data driven), and use them guide improvement in the
system. Never stop trying to improve (called ‘Continuous improvement’)
5. Extend these concepts to suppliers / partners. (Distributers , Sub contractors )
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12. Problem Solving And Continuous Improvement
Plan-Do-Study-Act Cycle
The Plan-Do-Study-Act (PDSA) Cycle, also referred to as the Deming cycle, is
the problem-solving and quality improvement methodology used in continuous
improvement.
There are six basic steps in the PDSA cycle:
1. Define the problem
2. Collect data
3. Analyze the problem.
4. Generate potential solutions.
5. Choose a solution and implement it.
6. Monitor the solution to see if it accomplishes the goal.
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14. Comparing the cultures of TQM and traditional
organizations
Aspect Traditional TQM
Overall mission Maximize return on investment Meet or exceed customer expectations
Objectives Emphasis on short term Balance of long term and short term
Management Not always open, sometimes
inconsistent objectives
Open; encourages employee input;
consistent objectives
Role of manager Issue orders; enforce Coach, remove barriers, build trust
Customer Requirements Not highest priority; may be
unclear
Highest priority; important to identify
and understand
Problems Assign blame; punish Identify and resolve
Problem solving Not systematic; individuals Systematic; teams
Improvement Erratic Continuous
Supplier relations Adversarial Partners
Jobs Narrow; specialized; much
individual effort
Broad, more general; much team effort
Focus Product-oriented Process-oriented
