This course will allow students to understand total quality concepts and techniques for managing, controlling, and improving quality.

1. Understanding
Quality

2. TOPICS
Quality and Strategy
What is a Customer?
Quality Strategy
Total Quality Management
Defining Quality
Views of Quality
Total Quality Perspective
Hindrances to TQM
Value of Quality
Implications of Quality
Cost of Quality (COQ)
Leaders in Quality
Generalization and
Application

3. WHAT IS A CUSTOMER?
A person or company
who purchases goods
or services.

4. QUALITY AND STRATEGY
Win
Customers
Jay Heizer and Barry Render
Operations Management, 10th Edition, Global Edition, Chapter 6
Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.

5. QUALITY STRATEGY
Customer
Practices
or Culture
Principles
and
Processes
People or
Employee

6. HOW TO ACHIEVE TQM
Organizational Practices
Yields: What is important and
what is to be accomplished.
Quality Principles
Yields: How to do what is
important and to be accomplished.
Employee Fulfillment
Yields: Employee attitudes that can
accomplish what is important.
Customer Satisfaction
Yields: An effective organization
with a competitive advantage.
Flow of Activities
to Achieve TQM
Jay Heizer and Barry Render
Operations Management, 10th Edition, Global Edition, Chapter 6
Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.

7. DEFINING QUALITY
Supposed you eat
on a restaurant how
will you judge its
quality?
Example

8. DEFINITION OF QUALITY
“The totality of features and
characteristics of a product or
service that bears on its
ability to satisfy stated or
implied needs”.
Adopted by the American Society for Quality (ASQ, at www.asq.org)

9. VIEWS OF QUALITY
Traditional View
1.Productivity vs. quality
2.How is quality is
measured
3.Attitude toward defects
4.Responsibility for
quality
Total Quality Perspective
1.How is quality defined
2.How is quality achieved
3.Quality as a function
4.Supplier relationships

10. TOTAL QUALITY
PERSPECTIVE
Focuses on continual
improvement of
products, processes
and people during
product development

11. HINDRANCES TO TOTAL
QUALITY
Taking a narrow, dogmatic
approach.
Confusion about the differences
among education, awareness,
inspiration, and skill-building.

12. VALUE OF QUALITY
•Improved
response
•Flexible
pricing
•Improved
reputation
•Increased
productivity
•Lower rework
and scrap costs
•Lower
warranty costs
Sales
Gains
via
Reduced
Costs
via
Improved Quality
Increased Profits
Jay Heizer and Barry Render
Operations Management, 10th Edition, Global Edition, Chapter 6
Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.

13. WHY QUALITY IS
IMPORTANT?
Company Reputation
Implications of Quality
Jay Heizer and Barry Render
Operations Management, 10th Edition, Global Edition, Chapter 6
Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.
Product Liability Global Implications

14. COST OF QUALITY (COQ)
Jay Heizer and Barry Render
Operations Management, 10th Edition, Global Edition, Chapter 6
Pearson/Prentice Hall, Inc. Company, 2011 Education Inc.
• Prevention Costs
• Appraisal Costs
• Internal Failure
• External Costs

15. QUALITY GURUS
W. Edwards Deming Joseph M. Juran Philip B. Crosby
Armand V.
Feigenbaum

16. Aristotle
“Quality is not an act it is a habit”