Introduction to Quality
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The document provides an extensive overview of quality management, including definitions of quality, the evolution of quality practices, and the importance of customer-driven quality. It discusses various dimensions and views of quality, service quality determinants, and the relationship between quality and competitive advantage. Additionally, it highlights the role of quality in production systems and its impact on profitability and organizational effectiveness.
Introduction to Quality
- 1. Total Quality Management Chapter 1 Introduction to Quality Chapter1 1
- 2. Introduction to Quality What is Quality? •Traditional thinking would say that Quality is conference to specifications,that is does the product do what it designed to do? •One is Quality Assurance which is the "prevention of defects", such as the deployment of a Quality Management System and preventative activities like FMEA. •The other is Quality Control which is the "detection of defects", most commonly associated with testing which takes place within a Quality Management System typically referred to as Verification and Validation. Cont Chapter1 2
- 3. Introduction to Quality • "Conformance to requirements". The difficulty with this is that the requirements may not fully represent what the customer wants; Crosby treats this as a separate problem. • "Fitness for use". Fitness is defined by the customer. • A two-dimensional model of quality. The quality has two dimensions: "must-be quality" and "attractive quality". The former is near to the "fitness for use" Chapter1 3
- 4. Evolution of Quality Management Chapter1 4
- 5. Evolution of Quality Management Chapter1 5
- 6. Evolution of Quality Management Chapter1 6
- 7. Evolution of Quality Management Chapter1 7
- 8. Quality Movement in India Quality movement was consolidated in Indian industries in the 1980s by pioneering efforts of Confederation of Indian Industries. •Walter Shewhart ,father of statistical control visited India in 1947-48 & initiated SQC movements through visiting many factories. •The year 1987 brought the ISO900 standards into reality •Visible strategies emerged from the Europian market Chapter1 8
- 9. Quality-What it stands for? Q: Quest for Excellence U: Understanding Customer needs A: Action to achieve customers appreciation L: Leadership Determination to be leader. I: Involving all people T: Team spirit to work for common goal Y : Yard stick measure progress Quality means staying in business Chapter1 9
- 10. Quality Definitions Garvin’s Definitions of Quality Manufacturing Based Definition •If the product conforms to design specifications, it has good quality. Value-Based Definition •If the product is perceived as providing good value for the price, it has good quality. Chapter1 10 Cont
- 11. Quality Definitions Garvin’s Definitions of Quality •Transcendent Definition •Quality is something that is intuitively understood but nearly impossible to communicate such as beauty or love. •Product-Based Definition •Quality is found in the components and attributes of a product. •User-Based Definition •If the customer is satisfied, the product has good quality. Chapter1 11
- 12. Quality Definitions Quality is defined as: •The ability of product or services to meet customer needs. •The totality of features and characteristics of a product or services that bears on its ability to satisfy stated or implied needs. •Meeting or exceeding Customer requirements now and in future Cont. Chapter1 12
- 13. Quality Definitions Other definitions of Quality are: •Quality is a measure of how closely a goods or service confirms to specified standards or specifications •Quality is meeting or exceeding customers requirement. •Quality can be described as doing right things,right time ,first time & every time •Quality is a means to an end Chapter1 13
- 14. Quality Definitions Service Quality is determined by: •Reliability •Responsiveness •Competence •Access •Communication •Courtesy •Security •Understanding •Tangibles Chapter1 14
- 15. Quality Definitions Old Quality is New Quality is About Product About Organization Technical Strategic For inspectors For Every one Led by experts Led by Management High grade Appropriate grade About control About Improvement Chapter1 15
- 16. Five Views of Quality •Transcendental View •Product Based View •User Based View •Manufacturing Based view •Value Based View Chapter1 16
- 17. Quality Dimensions Performance Features Reliability Conformance Durability Serviceability Aesthetics Perceived Quality Cont…. Chapter1 17
- 18. Quality Dimensions •Performance Refers to the efficiency with which a product achieves its intended purpose. •Features Attributes of a product that supplement a product’s basic performance. •Reliability The propensity for a product to perform consistently over its useful design life. •Conformance Numerical dimensions for a product’s performance, such as capacity, speed, size, durability, color, or the like. Chapter1 Cont.. 18
- 19. Quality Dimensions •Durability The degree to which a product tolerates stress or trauma without failing. •Serviceability •Ease of repair. •Aesthetics •Subjective sensory characteristics such as taste, feel, sound, look, and smell. •Perceived Quality •Based on customer opinion. Customers imbue products and services with their understanding of their goodness. Cont Chapter1 19
- 20. Quality Dimensions •Include the physical appearance of the service facility, the equipment, the personnel, and the communication material. •Service Reliability •Differs from product reliability in that it relates to the ability of the service provider to perform the promised service dependably and accurately. •Responsiveness •The willingness of the service provider to be helpful and prompt in providing service. Chapter1 20
- 21. Types of Quality •Indifferent Quality:That customer does not notice •Expected Quality:Is the quality that customer expects •One dimensional Quality:is the quality the customer expects but that does not necessarily result in lots of order •Exiting Quality is the quality that exceeds customer requirements Chapter1 21
- 22. Customer driven Quality Quality is meeting or exceeding customer expectations. •Directing attention toward satisfying and delivering value to the customer. •Tools for Influencing Customer Perceptions of Quality •Price and advertising are the primary tools for influencing customer perceptions of quality, but are imperfect mechanisms. Cont.. Chapter1 22
- 23. Customer driven Quality •Focus on Service •Another important contribution of the marketing perspective has been the focus on service. •Customer service surveys are important tools for assessing the multiple dimensions of quality. •In short Customer Driven Quality is meeting or exceeding customer expectation. Chapter1 23
- 24. Quality in production Systems Production is the process of converting the resources available to an organization into products Goods & services.Quality involved in following areas: •Nature of Engineering Perspective •Engineers are interested in applying mathematical problem solving skills and models to the problems of business and industry. •Two of the major emphases in engineering •Product design •Process design Chapter1 24
- 25. Quality in production Systems •Product Design Engineering •Involves all of those activities associated with developing a product from concept development to final design and implementation. •Product design life cycle •Key to quality as quality is assured at the design stage. •Concurrent engineering •The simultaneous performance of product and process design activities. Chapter1 25
- 26. Quality in production Systems •Related Concepts •Life Testing •Is a facet of reliability engineering that concerns itself with determining whether a product will fail under controlled conditions during a specified life. •Is applied so that a back up system can take over for the failed primary system. •Statistical Process Control •Is concerned with monitoring process capability and process stability. Chapter1 26
- 27. Three levels of Quality 1 Organizational Level At organizational level ,quality concerns center ton meeting external customer requirements 2. At process level Organizational units are classified as functions or departments such as marketing design,product 3.Performance level(Job level) These standards include requirements for accuracy,completeness Chapter1 27
- 28. Determinants of Quality Several activities are necessary to achieve Quality they are: • Quality of Design • Quality capability of production processes • Quality of conformance • Quality of customer service •Organization Quality culture Chapter1 28
- 29. Quality & competitive advantage One of the critical drivers of business success is having a unique competitive advantage. •Most managers understand that to attract a larger share of the market, or find enough customers prepared to pay a premium price, they must provide something of greater value than their competition. •For most managers, competitive advantage boils down to providing superior quality and service. Think about it. Is this what you are aiming for? Chapter1 29
- 30. Quality & competitive advantage Competitive advantage denotes a firms ability to achieve market superiority Characteristics of a strong competitive advantage identified by S.C Whelwright are: •It is customer driven needs & wants •It makes significant value to success of business •It matches the organization's unique resources with opportunities in the environment •It is durable and lasting & difficult for competitors to copy Cont.. Chapter1 30
- 31. Quality & competitive advantage •It provides a basis for further development •It provides directions and motivation to the entire organization Customers don’t believe vague claims and they don’t believe you, unless you can back up your statement with irrefutable facts. The same goes for service. What does better service mean? Is it faster, more personal, more user friendly? How can you support your claims? Chapter1 31
- 32. Quality & Profitability Good Quality can also pay off in higher profits Several research studies undertaken by PIMS have found that: •Product Quality is important determinant of business profitability •Business that offer premium quality & services have large market shares •Quality is positively and significantly related to a high return •High Quality producers can usually change premium price Chapter1 32
- 33. Quality as a source of value Many customers regard Quality as a Important source of value •Improved reputation •Easier selling •Legal Implications •Reduced lead time •Enhanced Flexibility •Improved Productivity •Reduced Cost •Employer pride Chapter1 33
- 34. Quality and personal values •Today companies are asking employees to take more responsibility for acting as the point of contact between the organization and the customer,to be team players & to provide more effective & efficient customer service. •Personal Quality may be thought of as personal empowerment. •Personal Quality is an essential ingredient to make quality happens at work place Chapter1 34
- 35. Quality Drives the productive Machine Japanese manufactures are credited with populating the notion that quality drives the productivity machine •This means If the production does it right first time ,& produces product and services which are defect free,Waste is eliminated & costs are reduced. •Productivity & Quality are often closely related •Poor quality can adversely affected if defective parts are reworked. •Poor quality tolls & equipment can lead to injuries &defective output Chapter1 35
- 36. Total Quality Management End Of Chapter 1 Chapter1 36
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