Quality

OBJECTIVE

understand the meaning of quality

appreciate what quality costs are and the role of concepts in improving
quality

understand the key elements of the total quality management (TQM)

model

Quality – You know it when you see it

Fit for purpose

Meets the customer’s requirements

Delighting the customer

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 The Various Definitions of Quality

o Quality is important for at least two reasons

– It effects all the other dimensions of performance.
– It contributes to increased profitability.

o There are five basic approaches to defining quality

– Manufacturing based Error free and to specification .
– User-based Products which are fit for purpose.
– Product-based Possession of desirable attributes.
– Value-based Related to the value of the product.
– Transcendent Synonymous with innate excellence

o Quality could also be defined as “consistent conformance to customers’

expectations”.

o Quality can only be designed and then built in. This requires the commitment of
operational staff, and that requires the commitment of all management.

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 Quality Characteristics of Goods and Services

o Functionality Does the job for which it is intended.

o Durability Useful life of the product.

o Recovery Ease and efficiency of correction and resolution.

o Appearance Aesthetic appeal, look, feel, sound and smell.

o Contact Appropriate person to person contacts and interactions.

o Reliability Consistent performance over time

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 Quality of Design and Conformance

Marketing Innovation Customer

People and Skills

Equipment
Materials
Methods

Specification

Standard of
Quality of design
conformance

Quality

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 Quality Costs

o Quality Related Costs

– INTERNAL – wasted time –
rework – scrap – repair – bad
feelings
Failure costs – EXTERNAL – Customer
complaints – claims – lost
orders – lost goodwill

o Appraisal
– Inspection – measurement –
testing - checking
Appraisal costs
o Prevention
Prevention costs – Training – Process control –
systems / process design –
product design – problem
Increasing ability to
solving
meet customer
requirements
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 The Leaders (The Gurus)

W Edwards Deming Problem solving, management issues,

14 points.

Joseph Juran Quality must be planned and be an

integral part of management control.

Armand Feigenbaum Originator of Total Quality Control

Kaoru Ishikawa Simplification and spread of statistical

tools.

Shigeo Shingo Minimum Prototyping, SMED, TPS

Taiichi Ohno Vice President Toyota, TPS.

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 Deming - 14 Points

“Improvement of quality transfers waste

of man hours and of machine time into
1. Create constancy of purpose. the manufacture of good product and
2. Adopt a new philosophy. better service. The result is a chain
3. Cease dependence on inspection. reaction - lower costs, better competitive
4. End awarding business on price. position, happier people at work, jobs
5. Improve constantly. and more jobs.”
6. Institute training. Out of the Crisis W. E. Deming. 1982
7. Institute leadership.
8. Drive out fear.
9. Break down barriers between departments. The PDCA Cycle
10. Eliminate slogans and numerical targets.
11. Eliminate quotas, work standards and MbO. P
12. Remove barriers that rob people of their A D
right to pride of workmanship.
13. Institute an education and self improvement C
program.
14. Put everyone in the company to work to The basis for
accomplish the transformation. continuous
improvement

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 Juran - Quality Planning Road Map

1. Identify who the customers are.

2. Determine customers’ needs.
3. Translate those needs into our language.
4. Develop a product that responds to those needs.
5. Optimise those products so that they meet our needs as well as
customer needs.
6. Develop a process which is able to produce the product.
7. Optimise the process.
8. Prove that the process can produce the product under operating
conditions.
9. Transfer the process to operations.
J M Juran (?)

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 Feigenbaum - Total Quality Control

‘The agreed company-wide and plant wide operating work structure, documented in effective,
integrated technical and managerial procedures, for guiding the co-ordinated actions of the
people, the machines and the information of the company and plant in the best and most
practical ways to assure customer quality satisfaction and economical costs of quality.’
Feigenbaum A. V., Total Quality Control. 1985

is a company wide process.

is what the customer says it is.
and cost are a sum not a difference.
requires individual and team zealotry.
is a way of managing.
QUALITY and innovation are mutually dependent.
is an ethic.
requires continual improvement.
is the most cost effective and least
capital intensive route to productivity.
is implemented with a total system
connected to customers and suppliers

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 Shigeo Shingo - Taiichi Ohno - Kaoru Ishikawa

The Seven (old) Tools of Quality Management

Quality Circles

The Toyota Production System

Single Minute Exchange of Dies (SMED)

Poke Yoke (error proofing)

Quality Function Deployment

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 The 7 (old) Tools of Quality - Quality Circles

Cause and Effect

Pareto

Pareto Charts
Cause and Effect Diagrams
Flow Charts
Flow charts
Check Sheets Check sheets No

Scatter Diagrams Yes

Histograms
XX

Shewart’s Control Charts Scatter diagrams

X X
X X
X
X
X X X
X X
X X X
(Statistical Process Control) X X X X
X X

Histograms
6s
SPC
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 So far then, it appears to be better ............

o to produce with people than without.

o to use all of the person.
o to build slack into the system.
o to exert local control over work and for local workers to exert it, in effect
for control to move down.
o if system dictated activities are not overt.
o to move to village production units or communities of producers.
o to remember that the person, is as critical as the process, is as critical as
the product.

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 Quality Chains

C
Business environment

S upplier

C C ustomer

S
ustomer
S upplier
upplier
C ustomer

S upplier

C ustomer

S Oakland JS.,. Total Quality Management, 1994.

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 Customers and Suppliers

o Who are my immediate customers?

o What are their true requirements?
o How do or can I find out what their requirements are?
o How can I measure my ability to meet their requirements?
o Do I have the necessary capability to meet the requirements? (If not what must
change?)
o Do I continually meet the requirements? (If not what prevents this?)
o How do I monitor changes in requirements?

o Who are my immediate suppliers?

o What are my true requirements? (Also. What are their requirements)
o How do I communicate my requirements?
o Can my suppliers measure and meet my requirements?
o How do I inform them of changes in my requirements?

Customers can be free!

or have a degree of constraint placed upon them
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 Expectations (again!)
1. What does my customer expect of me ?
2. What do I expect from my customer ?
3. What do I think my customer expects of me?
4. What does my customer think my expectations are?

4
One supplier
Three customers 4
Twelve expectations 1 2

4
Wherever possible 3
make expectations explicit. 2

3
3
1
1

Machin J L J., 1980. Expectations Approach.

Improving Managerial Communication and Performance. McGraw Hill.

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 Total Quality Management Model

Teams

Culture Communication
Process

Customer
Supplier

Systems Tools
Commitment
Oakland JS., 1994.
Total Quality Management,
Butterworth and Heinemann.

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 “Quality and the Chain Reaction”

o What is the central principal of the TQM

approach to quality improvement?

o How does the supplier/customer quality chain

help us improve quality ?

o What would you see as being the biggest

implementation problem that would need to
be overcome in order to adopt TQM?

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 The Standards. Quality as Conformance – Documented Systems

o A fully documented quality system will

ensure that two major requirements
Write down what you do are met:

– CUSTOMER'S REQUIREMENTS For

Justify what you do
Do what is written
Record what you did
confidence in the ability of the supplier
to deliver consistently desired product
or service
Corrective
loop
– ORGANISATION'S REQUIREMENTS
Internal and external quality at optimal
cost

Review what you did – EFFICIENT UTILISATION of

RESOURCES
• Material
Revise what you will do
• Technology
• People

In other words – we are setting conformance standards against which we can be measured and against
which, we can measure others.
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 Adair’s philosophy of working

J. Adair. The Action Centred Leader (1973)

Objective
Results
Task

Team Individual
Discipline
Training Responsibility
Cooperation Recognition

To develop an environment that will capitalise on

all resources to make continuous improvements
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 Independence to interdependence through teamwork

Little sharing
Independence of ideas
& information

This develops into

I
Exchange of
basic information
exchange of N
T feeling and
& ideas sharing data D
E
I
A The turning point
for the team V
M Trust approach I
W the elimination of fear
D
O A progressive
U
R Free development which

communication
accelerates rapidly A
K following establishment
of trust L
S
Critical for continuing
Interdependence improving & real
problem solving

www.dti.gov.uk/quality/people
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 A Structure for Managing Quality

Chief Executive TQM Implementation

Training for Quality

Quality Council Teamwork for Quality

Control for Quality

Capability for Quality S

System for Quality
U
Design for Quality
P
Process Quality Teams P
TQM Steering Committees Planning for Quality
O
Measurement of Quality
R
Cost of Quality
T
Quality improvement teams Policy on Quality
or quality circles Commitment to Quality

Understanding of Quality

Broad employee involvement Oakland JS., 1994.

Total Quality Management.

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 Business Excellence Model - EFQM

E LEADERSHIP (10%)
N
A
B
PEOPLE
L PLANNING (8%) RESOURCES (9%)
MANAGEMENT (9%)
E
R
S

PROCESSES (14%)

R PEOPLE CUSTOMER COMMUNITY

E SATISFACTION (9%) SATISFACTION (20%) SATISFACTION (6%)
S
U
L
T UNIT RESULTS (15%)
S

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 Business Excellence Model - EFQM (2)

Leadership : how our business leaders behave in support

of excellence
Policy and Strategy : how we produce plans and make them
happen
People: how we recruit, train, develop and involve
people
Partnership & resources : how we manage and use our resources
Processes: processes are a clear and understood way in
which we do things in our business
Customer results: are we meeting our customers’ needs? Are
they satisfied?
People results: are we satisfied employees?
Society results: are we meeting the needs of the community?
Are they satisfied?
Performance indicators: are we meeting our targets?

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 Quality Systems and Must …

o There must be agreed requirements, for both internal and external customers.
o Customers’ requirements must be met first time every time.
o Failure must be recognised and recovered from.
o There must be a focus on the prevention of problems, rather than an
acceptance (and pride) in being able to fire fight.
o Quality improvement can only result from planned management action
o Every process (and activity) must be identified and ‘must’ add value.
o Everybody must be involved, from all levels and across all activities.
o There must be an emphasis on measurement to help to assess and to meet
requirements and objectives.
o A culture of continuous improvement must be established
o An emphasis must be placed on promoting activity.

(Adapted from Flood 1993)

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 We Covered

o The meaning of quality

o Definitions of quality

o A very brief look at the costs of quality

o The Gurus: – Deming, Juran, Feigenbaum, Ishikawa, Oakland

o Customer Supplier chains

o Expectations

o Models for implementation

o Documented systems – Conformance (very, very briefly)

o The EFQM model (very, very briefly)

o The steps to implementation

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