Chapter 1 - Foundations of Quality PDF

Chapter 1: FOUNDATIONS OF QUALITY Nguyễn Thị Hoàng Mai Discussion What is a quality mobile phone? 2 Content of Chapter 1 I Concepts of quality II Concepts of quality management III Deming's quality management theory 3 The concept of QUALITY 4 Definitions of Quality Quality means...

Chapter 1: FOUNDATIONS OF QUALITY Nguyễn Thị Hoàng Mai Discussion What is a quality mobile phone? 2 Content of Chapter 1 I Concepts of quality II Concepts of quality management III Deming's quality management theory 3 The concept of QUALITY 4 Definitions of Quality Quality means different to different people “Quality should be aimed at the needs of the customer, present and future” (Dr Edward Deming) “Fitness for use or purpose is a definition of quality that evaluates how well the product performs for its intended use” (Joseph Juran) 5 Definitions of Quality “Quality is the total composite of product and services characteristics of marketing, engineering, manufacturing and maintenance through which the product and service in use will meet the expectations of the customer” (Armand V. Feigenbaum) “Quality is the conformance to requirements/ specifications. This is a definition of quality to find out, how well a product or service meets the targets and tolerances determined by its designers.” (Philip Crosby) 6 Definitions of Quality Garvin’s approaches to defining Quality 1. The Transcendent Approach - Quality is recognized through learning and experience defined in terms of innate excellence. 2. The Product-based Approach - Quality is the degree to which a product possesses a specified set of attributes necessary to fulfill a stated purpose - Quality is precise and measurable; it can be ranked on various attributes and is an inherent part of the product. 3. The Manufacturing-based Approach - Quality is defined as conformance to specifications; reduce costs by reducing the number of deviations with a focus on engineering and manufacturing practices. 4. The User-based Approach - The customer’s voice is incorporated during product design. - Customer satisfied with quality. 5. The Value-based Approach - Quality is defined as performance or conformance at an acceptable cost. 7 Dimensions of Quality Garvin’s Eight Dimensions of Product Quality Dimension Description Example for Personal Computer Performance A product’s primary operating characteristics Speed; hard drive size Features Characteristics that supplement basic functioning Wireless mouse, touch screen Reliability Probability of a product malfunctioning within a Mean time between failures specific time period Conformance The degree to which a product’s design and mouse, monitor, keyboard operating characteristics meet established included standards 8 Dimensions of Quality Garvin’s Eight Dimensions of Product Quality Dimension Description Example for Personal Computer Durability Expected product life Time to technical obsolescence Serviceability Speed, courtesy, competence and ease of repair Availability of customer service and replacement parts Aesthetics How a product looks, feels, sounds, tastes or smells Computer housing colour scheme Perceived quality Reputation and other indirect measures of quality Brand name; advertising 9 Dimensions of Quality SERVQUAL Dimensions of Service Quality (developed by a group of American authors, Parasuraman, Valarie Zeithaml and Len Berry, in 1988) Dimension Description Example from the Banking Sector Reliability Ability to perform the promised service with dependable and accurate results Promised deadlines met Assurance Knowledge and courtesy of employees and their ability to inspire trust and confidence safe environment around ATMs; polite tellers Tangibles Physical facilities, equipment and appearance of personnel ATM access; lobby layout Empathy Caring, individualized attention provided by the firm to its customers Personal attention to customers Responsiveness Willingness to help customers and provide prompt service Respond quickly to customer requests 10 Types of quality 11 The concept of QUALITY MANAGEMENT 12 Quality Management All activities of the overall management function that determine the quality policy, objectives, and responsibilities and implement them by such means as quality planning, quality control, and quality improvement within the quality system. 13 Juran’s Quality Trilogy 14 Juran’s Quality Trilogy 15 Deming's quality management theory 16 The Deming Cycle: PDCA Cycle • The Deming cycle is also known as the Deming wheel or the PDCA (Plan-Do-Check-Action) cycle. • Plan: When a problem is detected in product design and development, find the causes of the problem. • Do: A pilot project is done, or implemented. • Check: The results of the effort are observed and analyzed against the plan. • Action: The cycle starts again with planning an improvement. One documents and standardizes the process concerned and provides training to employees in the new procedures. • It is a problem-solving process adopted by firms engaged in continuous improvement. 17 Deming’s 14 Points on Quality Management 1. Constancy of purpose: Create constancy of purpose towards improvement of product and service. 2. The new philosophy: We can no longer live with commonly accepted levels of delay, mistakes and defective workmanship. 3. Cease dependence on mass inspection: Instead, require statistical evidence that quality is built in. 4. End lowest tender contracts: End the practice of awarding business contracts solely on the basis of price tags. Instead, go for meaningful measures of quality along with price. 5. Improve every process: Constantly improve every process involved in the stages of planning, production and service. Search continually for problems. 6. Institute training on the job: Institute modern methods of training on the job, including management to make maximum use of all employees. 7. Institute leadership: Adopt and institute leadership. The responsibilities of managers and supervisors must be changed to emphasize on quality rather than quantity. 18 Deming’s 14 Points on Quality Management 8. Drive out fear: Encourage effective two-way communication and other means so that all employees are able to work effectively and ensure greater productivity for the company. 9. Breakdown barriers: Breakdown barriers between people in different divisions. They must work in teams to tackle problems that may be encountered. 10. Eliminate exhortations: Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods 11. Eliminate arbitrary numerical targets: Eliminate work standards that prescribe numerical quotas. Substitute these with aids and helpful supervision and use statistical methods for continual improvement of quality and productivity. 12. Permit pride of workmanship. 13. Encourage education: Institute a vigorous programme of education and encourage self-improvement. 14. Top management’s commitment: Create a structure in top management that will push on the above points every day 19 Thanks for your attention