The document discusses the concept of quality in organizations, emphasizing various definitions and misconceptions about quality, including its cost and management. It outlines key principles from quality leaders such as Deming's 14 points and Juran's trilogy on quality planning, control, and improvement, advocating for a collective organizational responsibility towards quality. Additionally, it highlights the importance of stakeholder involvement, effective communication, and the role of quality professionals in driving improvements and fostering a culture of quality.

2. Content
• What is Quality
• Quality in an organization
• What got us here?
• Deming – 14 points
• Dr. Juran – Trilogy
• Quality Improvement
• Quality Professional
• How can you make a difference?

3. What is 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
 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

4. What is Quality?

5. What is wrong?
 Thinking that Quality is expensive; it lowers productivity
 Thinking that Quality is intangible; it cannot be managed
 Thinking that Poor quality means poor workers
 Thinking that Quality is the responsibility of quality department only
 Thinking that Quality is a Department
 Thinking that Quality is role specific
 Thinking that Quality is someone else’s job
 Thinking that Quality is not a major issue; it has little impact on the company

6. What is not Quality?
 Quality is not a “cost center”
 Quality is not final inspection
 Quality is not something that someone else has in their job description

7. Where do we go from here?
We must go back to the past………. Back to the basics
Basics …………..
Which Quality leaders have been advocating from many years

8. Deming -------- 14 Points
 From Deming's 14 Points :
 Create constancy of purpose
 Adopt a new philosophy
 Drive Out Fear
 Break down barriers between departments
 Remove barriers that rob workers…of their right to pride of workmanship
 Institute a vigorous program of education and self improvement

9. QI* Company
Ordinary Company
QI* Company
Quality is expensive.
Quality leads to lower costs.
Inspection is the key to quality.
Inspection is too late. Workers should
produce defect-free goods, right at first time
Defects are caused by workers.
Most defects are caused by the system
Rewarding the best performers and
punishing the worst will lead to
greater productivity and creativity
Most variation is caused by the systems that
judge, punish, destroy teamwork.
Profits are made by keeping
revenue high and costs down.
Profits are generated by loyal customers.
*QI = Quality Improvement

10. Dr. Juran -------- Trilogy
From Dr. Juran’s Trilogy:
 Quality Planning:
 Determine who the customers are.
 Determine the needs of the customers.
 Develop product features that respond to customer’s needs.
 Develop processes that are able to produce those product features.
 Quality Control:
 Evaluate actual Quality Performance.
 Compare actual performance to quality goals.
 Act on the differences

11. Dr. Juran -------- Trilogy
From Dr. Juran’s Trilogy:
 Quality Improvement:
 Establish the infrastructure needed to secure quality improvement
 Identify specific needs for improvement – the improvement projects
 Provide the resources, motivation, and training to teams

12. Quality Improvement

13. Customers – Internal & External
 The Voice of the Customer describes the spoken and unspoken true needs
of the recipient of one’s goods or services.
 The customer can be both internal and external, and its voice cannot be
overlooked.
 Who are your external customers?
 Who are your internal customers?

14. Quality Improvement

15. Quality Improvement - Pathway
 Stakeholder involvement:
 Quality Circles
 Process Improvement Teams
 Information Sharing
 Communication Pathways:
 Feedback Systems (more than just a suggestion box)
 Customer Satisfaction Index-Internal Customers
 Effective Audits
 Training and Mentoring:
 Quality Training
 Team Training
 Mentoring Programs

16. Quality Improvement - Pathway
Be a Quality Professional

17. Quality Improvement
What is a Quality Professional?
 A Quality Professional is ANY person that has a passion, zeal, and
discipline for:
 Doing the right things at the right times…for the right reasons.
 Empowering others through training, communication, better tools,
and mentorship.
 Focused on improving systems, processes, and performance as a
result of heeding the Voice Of the Customer.

18. Quality Improvement
How can you make a difference?
 Starting point for improvement - recognize the need
 Be an agent for change in your organization
 Show people how to prevent problems, not just identify them
 Promote quality’s image - Inside & outside
 Constantly learn more about quality
 Educate, train, and support those who do the work