2. The common element of the business definitions is
that the quality of a product or service refers to the perception
of the degree to which the product or service meets the
customer's expectations. Quality has no specific meaning
unless related to a specific function and/or object. Quality is a
perceptual, conditional and somewhat subjective attribute
3. Philip B. Crosby: "Conformance to requirements." The
requirements may not fully represent customer expectations;
Crosby treats this as a separate problem.
Joseph M. Juran: "Fitness for use." Fitness is defined by the
customer.
Noriaki Kano and others, present a two-dimensional model of
quality: "must-be quality" and "attractive quality." The former is
near to "fitness for use" and the latter is what the customer
would love, but has not yet thought about. Supporters
characterize this model more succinctly as: "Products and
services that meet or exceed customers' expectations."
Robert Pirsig: "The result of care.“
4. Genichi Taguchi, with two definitions:
a."Uniformity around a target value." The idea is to lower
the standard deviation in outcomes, and to keep the range
of outcomes to a certain number of standard deviations,
with rare exceptions.
b."The loss a product imposes on society after it is
shipped." This definition of quality is based on a more
comprehensive view of the production system.
American Society for Quality: "A subjective term for which
each person has his or her own definition. In technical usage,
quality can have two meanings:
a.The characteristics of a product or service that bear on
its ability to satisfy stated or implied needs;
b. A product or service free of deficiencies."
5. Peter Drucker: "Quality in a product or service is not what
the supplier puts in. It is what the customer gets out and is
willing to pay for.“
W. Edwards Deming: concentrating on "the efficient production
of the quality that the market expects," and he linked quality
and management: "Costs go down and productivity goes up as
improvement of quality is accomplished by better management
of design, engineering, testing and by improvement of
processes.“
Gerald M. Weinberg: "Value to some person".
6. A Brief History of Quality Management
Historical uses of quality management include the
precision involved in building of Egyptian
pyramids, interchangeable parts during Industrial
Revolution, and statistical tools used for quality control
during World War II.
Dr. Joseph Juran and Dr. W. Edwards Deming were
pioneers in the field (more later on these two quality
gurus).
The Japanese integrated quality ideas and methods
throughout their organizations and developed a culture
of continuous improvement.
7. Understanding Quality
Quality can be a confusing concept, partly
because people view quality in relation to
differing criteria based on their individual roles
in the value chain, such as:
perfection,
delighting or pleasing the customer,
eliminating waste,
doing it right the first time, and/or
consistency.
8. Understanding Quality
• Fitness for use is the ability of a good or
service to meet customer needs.
• Quality of conformance is the extent to
which a process is able to deliver output that
confirms to design specifications.
• Specifications are targets and tolerances
determined by designers of goods and
services.
9. Understanding Quality
• Quality Control means ensuring
consistency in processes to achieve
conformance.
• Service Quality is consistently meeting
or exceeding customer expectations
(external focus) and service delivery
system performance criteria (internal
focus) during all service encounters.
10. Understanding Quality
Principles of Total Quality
1. A focus on customers and stakeholders,
2. A process focus supported by continuous
improvement and learning, and
3. Participation and teamwork by everyone
in the organization.
11. W. Edwards Deming
• Focus on bringing about improvements in product
and service quality by reducing uncertainty and
variability in goods and services design and
associated processes (the beginning of his ideas
in 1920s and 1930s).
• Higher quality leads to higher productivity and
lower costs.
• “14 Points” management philosophy.
• Deming Cycle – Plan, Do, Study, and Act.
12. Differences Between Manufacturing
and Service Organizations
Defining quality in manufacturing organizations is often
different from that of services. Manufacturing organizations
produce a tangible product that can be seen,touched, and directly
measured.
players, clothes,
Examples include
computers,and
cars, CD
food items. Therefore, quality
definitions in manufacturing usually focus on tangible product
features.
13. The most common quality definition in manufacturing is
conformance, which is the degree to which a product characteristic
meets preset standards.
Other common definitions of quality in manufacturinginclude
performance—such as acceleration of a vehicle;
reliability—that the product will function as expected without
failure;
features—the extras that are included beyond the basic
characteristics;
Durability—expected operational life of the product; and
serviceability—how readily a product can berepaired.
14. Service organizations produce a product that isintangible.
Usually, the complete product cannot be seen or touched. Rather, it
is experienced.
Examples include delivery of health care, experience of staying
at a vacation resort, and learning at a university. The intangible
nature of the product makes defining quality difficult. Also, since a
service is experienced, perceptions can be highlysubjective.
In addition to tangible factors, quality of services is often
defined by perceptual factors. These include responsiveness to
customer needs, courtesy and friendliness of staff, promptness in
resolving complaints, and atmosphere.
15. Other definitions of quality in services include
time—the amount of time a customer has to wait for the
service; and
consistency—the degree to which the service is the same each time.
For these reasons, defining quality in services can be especially
challenging.
16. Dimensions of quality
for manufacturing versus service organizations
manufacturing service organizations
Conformance tospecifications
Performance
Reliability
Features
Durability
Serviceability
Tangible factors
Consistency
Responsiveness to customerneeds
Courtesy/friendliness
Timeliness/promptness
Atmosphere
17. Types of Quality
•Quality of Design
•Quality of Product
•Quality of Process
•Quality of Systems
•Quality of Service
18.
19. What is Quality ?
•Quality means, products or services made as per
customers requirements
•Customer’s satisfaction
Importance of Quality
•Tough competition
•Educated customer
20. LOSSES DUE TO BAD
QUALITY
Tangible
(1) Increased rejection/rework
(2) Less production/productivity
(3) Higher customer complaints.
Intangible
(1) Loss of goodwill
(2) Conflicts between different
depts.
(3) Loss of morale
Quality and Productivity
(1) Go hand in hand
(2) Quality is key to higher
productivity
21. Effects of Bad Quality
Tangible
•Higher Rejection
•Higher Rework
•Higher no. of customer complaints
•Less production/productivity
Intangible
•Credit down in the market
•Dept. to Dept. quarrels
•Less interest in work
Quality & Productivity
•Supplementary to each other
•Productivity increases with
good Quality
