Quality management

QualityQuality
ManagementManagement
Confidential to SoftTech Engineers Pvt. Ltd. Pune

Quality is the ability of a product or service to
consistently meet or exceed customer expectations.
9-2
What is Quality

Evolution of Quality Management
• 1924 - Statistical process control charts
• 1930 - Tables for acceptance sampling
• 1940’s - Statistical sampling techniques
• 1950’s - Quality assurance/TQC
• 1960’s - Zero defects
• 1970’s - Quality assurance in services
9-3Confidential to SoftTech Engineers Pvt. Ltd. Pune

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

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
9-6
Contributor
Deming
Juran
Feignbaum
Crosby
Ishikawa
Taguchi
Ohno and
Shingo
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
Continuous improvenment
Quality

Principles of Quality Management
• Quality management is becoming increasingly important to
the leadership and management of all organisations.
• It is necessary to identify Quality Management as a distinct
discipline of management and lay down universally
understood and accepted rules for this discipline.

"A quality management principle is a comprehensive and
fundamental rule / belief, for leading and operating an
organisation, aimed at continually improving performance
over the long term by focusing on customers while
addressing the needs of all other stake holders".

The Eight Principles are:
1. Customer-Focused Organisation
2. Leadership
3. Involvement of People
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Factual Approach to Decision Making and
8. Mutually Beneficial Supplier Relationships.

Principle 1: Customer Focused Organisation
Organizations depend on their customers and therefore should
understand current and future customer needs, meet customer
requirements and strive to exceed customer expectations.

Applying the principle of customer-focused organisation leads to
the following actions:
• Understanding the whole range of customer needs and
expectations for products, delivery, price, dependability, etc.
• Ensuring a balanced approach among customers and other
stakeholders (owners, people, suppliers, local communities and
society at large) needs and expectations.
• Communicating these needs and expectations throughout the
organisation,
• Measuring customer satisfaction and acting on results, and
• Managing customer relationships.

Beneficial applications of this principle include:
For policy and strategy formulation, making customer needs and
the needs of other stakeholders understood throughout the
organisation;
For goal and target setting, ensuring that relevant goals and targets
are directly linked to customer needs and expectations;
For operational management, improving the performance of the
organisation to meet customer needs;
For human resources management, ensuring the people have the
knowledge and skills required to satisfy the organisation’s
customers.

Principle 2: Leadership
Leaders establish unity of purpose and direction of the
organisation. They should create and maintain the internal
environment in which people can become fully involved in
achieving the organisation’s objectives.

Applying the principle of leadership leads to the following actions:
• Being proactive and leading by example,
• Understanding and responding to changes in the external
environment,
• Considering the needs of all stakeholders including customers,
owners, people, suppliers, local communities and society at large,
• Establishing a clear vision of the organisation’s future,
• Establishing shared values and ethical role models at all levels of the
organisation,
• Building trust and eliminating fear,

• Providing people with the required resources and freedom to act
with responsibility and accountability,
• Inspiring, encouraging and recognizing people’s contributions,
• Promoting open and honest communication,
• Educating, training and coaching people,
• Setting challenging goals and targets, and
• Implementing strategy to achieve these goals and targets.

For policy and strategy formulation, establishing and communicating
a clear vision of the organisation’s future;
For goal and target setting, translating the vision of the organisation
into measurable goals and targets;
For operational management, empowered and involved people
achieve the organisation’s objectives;
For human resource management, having an empowered, motivated,
well informed and stable workforce.

Principle 3: Involvement of people
People at all levels are the essence of an organisation and their full
involvement enables their abilities to be used for the organisation’s
benefit.

Applying the principle of involvement of people leads to the
following actions by the people:
• Accepting ownership and responsibility to solve problems,
• Actively seeking opportunities to make improvements,
• Actively seeking opportunities to enhance their competencies,
knowledge and experience,
• Freely sharing knowledge and experience in teams and groups,
• Focusing on the creation of value for customers,

• Being innovative and creative in furthering the organisations
objectives,
• Better representing the organisation to customers, local
communities and society at large,
• Deriving satisfaction from their work, and be enthusiastic and proud
to be part of the organisation.

• For policy and strategy formulation, people effectively contributing
to improvement of the policy and strategies of the organisation;
• For goal and target setting, people sharing ownership of the
organisation’s goals;
• For operational management, people being involved in appropriate
decisions and process improvements;
• For human resource management, people being more satisfied with
their jobs and being actively involved in their personal growth and
development, for the organisation’s benefit.

Principle 4: Process approach
A desired result is achieved more efficiently when activities and
related resources are managed as a process.

Applying the principle of process approach leads to the following
actions:
• Defining the process to achieve the desired result,
• Identifying and measuring the inputs and outputs of the process,
• Identifying the interfaces of the process with the functions of the
organisation,
• Evaluating possible risks, consequences and impacts of processes on
customers, suppliers and other stakeholders of the process,

• Establishing clear responsibility, authority, and accountability for
managing the process,
• Identifying the internal and external customers, suppliers and other
stakeholders of the process
• When designing processes, consideration is given to process steps,
activities, flows, control measures, training needs, equipment,
methods, information, materials and other resources to achieve the
desired result.

For policy and strategy formulation, utilizing defined processes
throughout the organisation will lead to more predictable results,
better use of resources, shorter, cycle times and lower costs;
For goal and target setting, understanding the capability of processes
enables the creation of challenging goals and targets;
for operational management, adopting the process approach for all
operations results in lower costs, prevention of errors, control of
variation, shorter cycle times and more predictable outputs;

For human resource management establishing cost efficient
processes for human resource management, such as hiring, education
and training, enables the alignment of these processes with the needs
of the organisation and produces a more capable workforce.

Principle 5: System approach to management
Identifying, understanding and managing a system of interrelated
processes for a given objective improves the organisation’s
effectiveness and efficiency.

Applying the principle of system approach to management leads to
the following actions:
• Defining the system by identifying or developing the processes that
affect a given objective,
• Structuring the system to achieve the objective in the most efficient
way,
• Understanding the interdependencies among the processes of the
system,
• Continually improving the system through measurement and
evaluation, and
• Establishing resource constraints prior to action.

• For policy and strategy formulation, the creation of comprehensive
and challenging plans that link functional and process inputs;
• For goal and target setting, the goals and targets of individual
processes are aligned with the organisation’s key objectives;
• For operational management, a broader overview of the
effectiveness of processes which leads to understanding the causes of
problems and timely improvement actions;
• For human resource management, provides a better understanding
of roles and responsibilities for achieving common objectives thereby
reducing cross functional barriers and improving teamwork.

Principle 6: Continual improvement
Continual improvement should be a permanent objective of the
organisation.

Applying the principle of continual improvement leads to the
following actions:
• Making continual improvement of products, processes and systems
an objective for every individual in the organisation,
• Applying the basic improvement concepts of incremental
improvement and breakthrough improvement,
• Using periodic assessments against established criteria of excellence
to identify areas for potential improvement,
• Continually improving the efficiency and effectiveness of all
processes,
• Promoting prevention based activities,

• Providing every member of the organisation with appropriate
education and training, on the methods and tools of continual
improvement such as:
• The Plan-Do-Check-Act cycle,
• Problem solving, process re-engineering, and process innovation,
• Establishing measures and goals to guide and track improvements,
and recognizing improvements.

For policy and strategy formulation, creating and achieving more
competitive business plans through the integration of continual
improvement with strategic and business planning;
For goal and target setting, setting realistic and challenging
improvement goals and providing the resources to achieve them;
For operational management, involving people in the organisation in
the continual improvement of processes;
For human resource management, providing all people in the
organisation with the tools, opportunities, and encouragement to
improve products, processes and systems.

Principle 7: Factual approach to decision making
Effective decisions are based on the analysis of data and information.
Applying the principle of factual approach to decision making leads
to the following actions:
• Taking measurements and collecting data and information relevant
to the objective,
• Ensuring the data and information are sufficiently accurate, reliable
and accessible,
• Analysing the data and information using valid methods,
• Understanding the value of appropriate statistical techniques, and
making decisions and taking action based on the results of logical
analysis balance with experience and intuition.

Principle 7: Factual approach to decision making
For policy and strategy formulation, strategies based on relevant data
and information are more realistic and more likely to be achieved;
For goal and target setting, using relevant comparative data and
information to set realistic and challenging goals and targets;
For operational management, data and information are the basis for
understanding both process and system performance to guide
improvements and prevent future problems;
For human resource management, analysing data and information
from sources such as people surveys, suggestions and focus groups to
guide the formulation of human resource policies.

Principle 8: Mutually beneficial supplier relationships
An organisation and its suppliers are interdependent, and a mutually
beneficial relationship enhances the ability of both to create value.

Applying the principle of mutually beneficial supplier relationships
leads to the following actions:
• Identifying and selecting key suppliers,
• Establishing supplier relationships that balance short-term gains with
long-term considerations for the organisation and society at large,
• Creating clear and open communications, initiating joint
development and improvement of products and processes, jointly
establishing a clear understanding of customers’ needs,
• Sharing information and future plans, and recognizing supplier
improvements and achievements.

For policy and strategy formulation, creating competitive advantage
through the development of strategic alliances or partnerships with
suppliers;
For goal and target setting, establishing more challenging goals and
targets through early involvement and participation of suppliers;
For operational management, creating and managing supplier
relationships to ensure reliable, on-time, defect-free delivery of
supplies;
For human resource management, developing and enhancing
supplier capabilities through supplier training, and joint improvement
efforts

Dimensions of Quality
9-38
• 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
• Durability - useful life of the product/service
• Perceived Quality - indirect evaluation of quality (e.g. reputation)
• Serviceability - service after sale

Examples of Quality Dimensions
9-39
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)
9-40
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 Quality
• Convenience
• Reliability
• Responsiveness
• Time
• Assurance
• Courtesy
• Tangibles

Examples of Service Quality
Dimension Examples
1. Convenience Was the service center conveniently located?
2. Reliability Was the problem fixed?
3. Responsiveness Were customer service personnel willing and able to
answer questions?
4. Time How long did the customer wait?
5. Assurance Did the customer service personnel seem
knowledgeable about the repair?
6. Courtesy Were customer service personnel and the cashier
friendly and courteous?
7. Tangibles Were the facilities clean, personnel neat?
9-42

Challenges with Service Quality
• Customer expectations often change
• Different customers have different expectations
• Each customer contact is a “moment of truth”
• Customer participation can affect perception of quality
• Fail-safing must be designed into the system

Determinants of Quality
9-44
Service
Ease of
use
Conforms
to design
Design

Determinants of Quality (cont’d)
9-45
• 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 business
• Liability
• Productivity
• Costs

Responsibility for Quality
• Top management
• Design
• Procurement
• Production/operations
• Quality assurance
• Packaging and shipping
• Marketing and sales
• Customer service

Costs of Quality
• Failure Costs - costs incurred by defective parts/products or
faulty services.
• Internal Failure Costs
– Costs incurred to fix problems that are detected before
the product/service is delivered to the customer.
• External Failure Costs
– All costs incurred to fix problems that are detected after
the product/service is delivered to the customer.

Costs of Quality (continued)
• Appraisal Costs
– Costs of activities designed to ensure quality or
uncover defects
• Prevention Costs
– All TQ training, TQ planning, customer assessment,
process control, and quality improvement costs to
prevent defects from occurring

Ethics and Quality
• Substandard work
– Defective products
– Substandard service
– Poor designs
– Shoddy workmanship
– Substandard parts and materials
9-50
Having knowledge of this and failing to correct
and report it in a timely manner is unethical.

Quality Awards
• Malcolm Baldrige National Quality Award
08/01/16 Confidential to SoftTech Engineers Pvt. Ltd. Pune

Quality Awards
• Benefits of Baldrige Competition
• Financial success
• Winners share their knowledge
• The process motivates employees
• The process provides a well-designed quality system
• The process requires obtaining data
• The process provides feedback

Quality Awards
• European Quality Award
Prizes intended to identify role models
• Leadership
• Customer focus
• Corporate social responsibility
• People development and involvement
• Results orientation

Quality Awards
• The Deming Prize
• Honoring W. Edwards Deming
• Japan’s highly coveted award
• Main focus on statistical quality control
(The Deming Prize is a Japanese award given to companies to recognize their
efforts in quality improvement. The award is named after W. Edwards Deming, who
visited Japan after World War II upon the request of Japanese industrial leaders and
engineers.
While there, he gave a series of lectures on quality. The Japanese considered
him such an important quality guru that they named the quality award after him.)

Quality Certification
• ISO 9000
– Set of international standards on quality management
and quality assurance, critical to international business
• ISO 14000
– A set of international standards for assessing a
company’s environmental performance

ISO 9000 Standards
Requirements
– System requirements
– Management
– Resource
– Realization
– Remedial

ISO 9000 Standards
In December 2000 the first major changes to ISO 9000 were made, introducing the
following three new standards:
ISO 9000:2000–Quality Management Systems–Fundamentals and Standards: Provides the
terminology and definitions used in the standards. It is the starting point for
understanding the system of standards.
ISO 9001:2000–Quality Management Systems–Requirements: This is the standard used for
the certification of a firm’s quality management system. It is used to demonstrate the
conformity of quality management systems to meet customer requirements.
ISO 9004:2000–Quality Management Systems–Guidelines for Performance: Provides
guidelines for establishing a quality management system. It focuses not only on
meeting customer requirements but also on improving performance.

ISO 9000 Quality Management Principles
• Customer focus
• Leadership
• People involvement
• Process approach
• A systems approach to management
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relationships

ISO 14000
• ISO 14000 - A set of international standards for assessing a
company’s environmental performance
• Standards focus on three major areas
– Management systems standards measure systems development
and integration of environmental responsibility into the overall
business.
– Operations standards include the measurement of consumption
of natural resources and energy.
– Environmental systems standards measure emissions, effluents,
and other waste systems.

Total Quality Management
A philosophy that involves everyone in an organization in a
continual effort to improve quality and achieve customer
satisfaction.
9-61
T Q M

The TQM Approach
1. Find out what the customer wants
2. Design a product or service that meets or exceeds
customer wants
3. Design processes that facilitates doing the job right the
first time
4. Keep track of results
5. Extend these concepts to suppliers

Elements of TQM
1. Continual improvement
2. Competitive benchmarking
3. Employee empowerment
4. Team approach
5. Decisions based on facts
6. Knowledge of tools
7. Supplier quality
8. Champion
9. Quality at the source
10. Suppliers

Continuous Improvement
• Philosophy that seeks to make never-ending
improvements to the process of converting
inputs into outputs.
• Kaizen: Japanese
word for continuous
improvement.

Quality at the Source
The philosophy of making each worker
responsible for the quality of his or her
work.

Six Sigma
• Statistically
– Having no more than 3.4 defects per million
• Conceptually
– Program designed to reduce defects
– Requires the use of certain tools and techniques
9-66
Six sigma: A business process for improving quality, reducing
costs, and increasing customer satisfaction.

Six Sigma Programs
• Six Sigma programs
– Improve quality
– Save time
– Cut costs
• Employed in
– Design
– Production
– Service
– Inventory management
– Delivery

Six Sigma Management
• Providing strong leadership
• Defining performance metrics
• Selecting projects likely to succeed
• Selecting and training appropriate people

Six Sigma Technical
• Improving process performance
• Reducing variation
• Utilizing statistical models
• Designing a structured improvement strategy

Six Sigma Team
• Top management
• Program champions
• Master “black belts”
• “Black belts”
• “Green belts”

Six Sigma Process
• Define
• Measure
• Analyze
• Improve
• Control
9-71
DMAIC

Obstacles to Implementing TQM
• Lack of:
– Company-wide definition of quality
– Strategic plan for change
– Customer focus
– Real employee empowerment
– Strong motivation
– Time to devote to quality initiatives
– Leadership

• Poor inter-organizational communication
• View of quality as a “quick fix”
• Emphasis on short-term financial results
• Internal political and “turf” wars
9-73
Obstacles to Implementing TQM

Criticisms of TQM
1. Blind pursuit of TQM programs
2. Programs may not be linked to strategies
3. Quality-related decisions may not be tied to market
performance
4. Failure to carefully plan a program

Basic Steps in Problem Solving
1. Define the problem and establish an improvement goal
2. Define measures and collect data
3. Analyze the problem
4. Generate potential solutions
5. Choose a solution
6. Implement the solution
7. Monitor the solution to see if it accomplishes the goal

The PDSA Cycle
9-76
Plan
Do
Study
Act

The Process Improvement Cycle
9-77
Implement the
Improved process
Select a
process
Study/document
Seek ways to
Improve it
Design an
Improved process
Evaluate
Document

Process Improvement
Process Improvement: A systematic approach to improving a
process
• Process mapping
• Analyze the process
• Redesign the process

Process Improvement and Tools
• Process improvement - a systematic approach to
improving a process
– Process mapping
– Analyze the process
– Redesign the process
• Tools
– There are a number of tools that can be used for
problem solving and process improvement
– Tools aid in data collection and interpretation, and
provide the basis for decision making

Basic Quality Tools
• Flowcharts
• Check List
• Histograms
• Pareto Charts
• Scatter diagrams
• Control charts
• Cause-and-effect diagrams
• Run charts

Basic Quality Tools
Flowcharts
• A flowchart is a schematic diagram of the sequence of steps
involved in an operation or process. It provides a visual tool
that is easy to use and understand.
• By seeing the steps involved in an operation or process,
everyone develops a clear picture of how the operation
works and where problems could arise.

Basic Quality Tools
Checklist
• Checklists are a simple way of gathering data so that decisions
can be based on facts, rather than anecdotal evidence.
• It is a simple yet effective fact-finding tool that allows the worker
to collect specific information regarding the defects observed.

Basic Quality Tools
Histogram
• A histogram is a chart that shows the frequency distribution
of observed values of a variable.

9-84
80% of the
problems
may be
attributed to
20% of the
causes.
80% of the
problems
may be
attributed to
20% of the
causes.
Smeared
print
Numberofdefects
Off
center
Missing
label
Loose Other
Pareto Analysis: Few quality problems are important, whereas many
others are not critical.
Basic Quality Tools

Scatter diagrams are graphs that show how two variables are
related to one another. They are particularly useful in detecting the
amount of correlation, or the degree of linear relationship, between
two variables.
Basic Quality Tools

Control Chart: The charts are made by plotting in sequence the
measured values of samples taken from a process.
Basic Quality Tools
970
980
990
1000
1010
1020
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL

Cause-and-Effect Diagram: They are charts that identify potential
causes for particular quality problems. They are often called fishbone
diagrams because they look like the bones of a fish. The “head” of the
fish is the quality problem.
Basic Quality Tools

Run Chart
9-88
Time (Ho urs )
0.44
0.46
0.48
0.5
0.52
0.54
0.56
0.58
1 2 3 4 5 6 7 8 9 10 11 12
Time (Hours)
Diameter
Basic Quality Tools

Tracking Improvements
9-89
UCL
LCL
LCL
LCL
UCL
UCL
Process not centered
and not stable
Process centered
and stable
Additional improvements
made to the process

Methods for Generating Ideas
• Brainstorming
• Quality circles
• Interviewing
• Benchmarking
• 5W2H (Who, What, When, Where, Why, How, How Much)

Quality Circles
• Team approach
– List reduction
– Balance sheet
– Paired comparisons

Benchmarking Process
• Identify a critical process that needs improvement
• Identify an organization that excels in this process
• Contact that organization
• Analyze the data
• Improve the critical process

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