Definitions of quality

Conformance to requirements. - Philip Crosby

Fitness for use. - J. Juran

Delighted customers by continuously meeting &
improving upon needed requirements. -
J. Macdonald

Quality of a product is defined as minimum loss
imparted by the product to society from the time
the product shipped. - Taguchi
The total composite product & service ch. of
marketing, engineering, manufacture maintenance
through which product/ service will meet
expectation of the customer. - A. Feigenbaum

The degree of conformance of all relevant
features & characteristics of product to all of the
aspects of a customers need, limited by the price
& delivery he or she will accept. - John Groock

The totality of features & characteristics of a
product/service that bear on its ability to satisfy
stated or implied needs


Quality : Misconceptions
Better quality requires higher cost.

Quality is innately perceived as separating good bad.

Increased quality can be achieved through
investment in technology.

Quality is confined to the product and therefore
manufacturing process.

Quality is responsibility of quality manager & his
dept.

WHAT QUALITY IS WHAT QUALITY IS NOT
Customer satisfaction &
Fulfilled expectations
Finding bad parts
Everyones Responsibility
Something that the top tells
the middle to do the bottom
Giving people the tools &
training they need to do
their jobs
Signs, posters and lip
service about the
importance of quality
Keeping the process
under control
Inspecting quality into
the parts
Controlling quality at
the source
Adding more inspectors
Defect prevention driven Defect inspection driven
Meeting the demands of
the customer
Meeting the demands
of inspector
Doing it right the
first time
Theres never enough time
to do it right but always
enough time to do it over
Continuos improvement
Relaxing improvement
efforts after achieving
defect reduction goals
Solidly supported by an
involved top management
Delegated to first line
supervision
A concept integrated
throughout the organization
in all company operations
Demanding quick fixes
& defect free parts
Supported by control tools Driven by quality control tools
80% management controllable 80% worker controllable
Quality guru Strengths of approach Weakness of approach
Juran















Emphasizes the need
to move away from
quality type & slogans

Stresses the role of
the customer both
internal & external


Management
involvement
& commitment are
stressed.




Does not relate to
other work on
leadership & motivation

Seen by some as
underlying the
contribution of the worker
by rejecting bottom
up initiatives.

Seen as being stronger
on control systems
than the human
dimensions in
organization.
Crosby













Provides clear
methods which are
easy to follow.

Worker participation
is recognized as
important

Strong on explaining
quality & motivating
people to start the
quality process.




Seen by some as
implying that workers
are to blame for
quality problems

Zero defects
sometimes seen as
risk avoidance.

Insufficient stress given
to statistical methods.

Seen by some as emphasizing
slogans & platitudes rather
than recognizing
genuine difficulties.
Deming














Provides a systematic
& functional logic which
identifies stages in
quality improvements.

Stresses that management
comes before technology

Leadership & motivation
are recognized as important.

Emphasizes role of statist-
ical & quantitative methods

Recognizes the different
contexts of Japan & America

Action plan &
methodological principles
are sometimes vague.

The approach to
leadership & motivation
Is seen by
some as idiosyncratic.

Does not treat
situations which are
potential or coercive




Feigenbaum














Provides a total
approach to quality
control

Places the emphasis
on the importance
of management

Includes socio-technical
systems thinking

participation by all
staff is promoted.



Doesnt discriminate
between different
kinds of quality
context

Doesnt bring
together the
different management
theories into one
coherent whole





Ishikawa














Strong emphasis on the
importance of people and
participation in the
problem solving process.

Blend of statistical and
people oriented
techniques.

Introduces the idea of
quality control circles.





Some of his problem
solving method seen
as simplistic.

Does not deal
adequately with moving
quality circles from
idea to action.








Taguchi
















Approach pulls quality
back to the design stage.

Recognizes quality as a
social issues as well as
an organizational one.

Methods are developed
for practicing engineers.









Difficult to apply
where performance
is difficult to measure.

Quality is seen by
primarily controlled by
specialties rather
than mangers & workers.







Total quality management & continuos
improvement of work progress