CORE CONCEPTS OF QUALITY. Definitions of Quality What is quality? Is important that we all agree...

CORE CONCEPTS OF QUALITY

Definitions of QualityDefinitions of Quality

What is quality?What is quality?

Is important that we all agree on a Is important that we all agree on a definition of quality?definition of quality?

Why do definitions differ?Why do definitions differ?

EngineeringEngineering Operations/SystemsOperations/Systems Marketing Marketing FinanceFinance


EngineeringEngineering– Product design engineeringProduct design engineering– Concurrent engineeringConcurrent engineering– Life testingLife testing– RedundancyRedundancy– Statistical Process ControlStatistical Process Control

Why do definitions differ?Why do definitions differ? Operations/Systems ViewOperations/Systems View

– Quality is the base on which lasting Quality is the base on which lasting improvements in other competitive improvements in other competitive dimensions are establisheddimensions are established

Cost

Speed

Dependability

Quality

Sand Cone Model from Ferdows and Demeyer, J of Operating Mgt, Vol.9, 2, 1990)


MarketingMarketing– Relationship managementRelationship management– Customer focus—does it add value for the customer?Customer focus—does it add value for the customer?– Facilitating interactionsFacilitating interactions

Organization

Intermediary

Customer

payment

product

Why do definitions differ?Why do definitions differ? FinanceFinance

– Law of diminishing returns Law of diminishing returns (below)(below)

– Deming’s chain reaction Deming’s chain reaction (next slide)(next slide)

Total Quality Costs

Cost of improving quality

Quality

Cost

Min. Cost

Losses due to poor quality

Optimal Quality

Deming Chain ReactionDeming Chain Reaction

Improve quality

Costs decrease

Productivity improves

Increase market share with better quality and lower prices

Stay in business

Provide jobs and more jobs

Definitions of QualityDefinitions of QualityDefinitions of QualityDefinitions of Quality Transcendent definitionTranscendent definition: excellence: excellence Product-based definitionProduct-based definition: :

Quantities of product attributesQuantities of product attributes User-based definitionUser-based definition: fitness for : fitness for

intended useintended use Value-based definitionValue-based definition: quality vs. price: quality vs. price Manufacturing-based definitionManufacturing-based definition: :

Conformance to specificationsConformance to specifications ISO 9000:2000 Definition:ISO 9000:2000 Definition:

“The degree to which a set of inherent characteristics fulfils the requirement”

Requirement : Need or expectations that is stated, generally implied or obligatory

Quality Characteristic• A distinguishing feature is called a

characteristic

e.g. physical, sensory, behavioral, functional

• Permanent characteristic which is inherent in a product, process or system is called Quality Characteristic

• Assigned characteristic e.g. Price, owner, is not a quality characteristic of a process, product or system.

Product Quality DimensionsProduct Quality Dimensions Performance Performance ((basic operating characteristics)basic operating characteristics)

Features Features ((“extra” items added to basic features)“extra” items added to basic features)

Reliability Reliability ((probability product will operate over time)probability product will operate over time)

Conformance Conformance ((meeting pre-established standards)meeting pre-established standards)

Durability Durability ((life span before replacement) life span before replacement)

Serviceability Serviceability ((ease of getting repairs, speed & ease of getting repairs, speed & competence of repairs)competence of repairs)

Aesthetics Aesthetics ((look, feel, sound, smell or taste)look, feel, sound, smell or taste)

Safety Safety (freedom from injury or harm)(freedom from injury or harm)

Perceived Quality Perceived Quality ((subjective perceptions based on subjective perceptions based on brand name, advertising, etc)brand name, advertising, etc)

What Quality is NOT

• Quality is not absolute

• Quality is not unique

• Quality is not static

• Quality is not by chance

In the era of Scientific age :In the era of Scientific age :

• Quality must be defined

• Should be measurable

• Should be achievable

• Should link to customer satisfaction

Six Sigma: "Number of defects per million opportunities."

Philip B. Crosby: "Conformance to requirements." The requirements may not fully represent customer expectations; Crosby treats this as a separate problem.

Joseph M. Juran: "Fitness for use." Fitness is defined by the customer.

Noriaki Kano and others, present a two-dimensional model of quality: "must-be quality" and "attractive quality." The former is near to "fitness for use" and the latter is what the customer would love, but has not yet thought about. Supporters characterize this model more succinctly as: "Products and services that meet or exceed customers' expectations."

Robert Pirsig: "The result of care."

Other definitions of quality

Genichi Taguchi, with two definitions:

a. "Uniformity around a target value." The idea is to lower the standard deviation in outcomes, and to keep the range of outcomes to a certain number of standard deviations, with rare exceptions.

b. "The loss a product imposes on society after it is shipped." This definition of quality is based on a more comprehensive view of the production system.

American Society for Quality: "A subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings:

a. The characteristics of a product or service that bear on its ability to satisfy stated or implied needs;

b. A product or service free of deficiencies."


Peter Drucker: "Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for."

W. Edwards Deming: concentrating on "the efficient production of the quality that the market expects," and he linked quality and management: "Costs go down and productivity goes up as improvement of quality is accomplished by better management of design, engineering, testing and by improvement of processes."

Gerald M. Weinberg: "Value to some person".


“ “The first job we have is to turn out The first job we have is to turn out quality merchandise that consumers quality merchandise that consumers will buy and keep on buying. If we will buy and keep on buying. If we produce it efficiently and economically, produce it efficiently and economically, we will earn a profit, in which you will we will earn a profit, in which you will share.” share.”

- William Cooper Procter- William Cooper Procter

Modern Importance of QualityModern Importance of QualityModern Importance of QualityModern Importance of Quality

A Historical Perspective of QualityA Historical Perspective of Quality

InspectionInspection Statistical Quality ControlStatistical Quality Control Quality AssuranceQuality Assurance Strategic Quality ManagementStrategic Quality Management

Historical PerspectiveHistorical PerspectivePrimaryPrimary

ConcernConcernView ofView of

QualityQuality EmphasisEmphasis MethodsMethods

InspectionInspection DetectionDetection A problem A problem to be solvedto be solved

Product Product uniformityuniformity

Gauging & Gauging & measuringmeasuring

Statistical Statistical Quality Quality ControlControl

ControlControl A problem A problem to be solvedto be solved

Product Product uniformity with uniformity with fewer fewer inspectionsinspections

Statistical Statistical toolstools

QualityQuality

AssuranceAssuranceCoordinationCoordination Proactively Proactively

solve solve problemproblem

Production Production chain designed chain designed to prevent to prevent failuresfailures

Programs Programs and systemsand systems

Strategic Strategic Quality Quality ManagementManagement

Strategic Strategic ImpactImpact

CompetitiveCompetitive

opportunityopportunityMarket and Market and consumer consumer needsneeds

Strategic Strategic planning, planning, goal setting goal setting

Quality ControlQuality Control

...is based on the scientific ...is based on the scientific method and includes analysis, method and includes analysis, relation, and generalizationrelation, and generalization

Monitoring process capability and stabilityMonitoring process capability and stability Measuring process performanceMeasuring process performance Reducing process variabilityReducing process variability Optimizing processOptimizing process Performing acceptance samplingPerforming acceptance sampling Developing and maintaining control chartsDeveloping and maintaining control charts

Quality AssuranceQuality Assurance ...is any action ...is any action

directed toward directed toward providing customers providing customers with goods and with goods and services of services of appropriate quality.appropriate quality.

Failure mode and effect analysisConcurrent engineeringExperimental designProcess improvementDesign team formation and managementOff-line experimentationReliability / durability product testing

Quality Management SystemQuality Management System

...is the ...is the processes that processes that tie together the tie together the control and control and assurance assurance activitiesactivities

Planning for quality improvementCreating a quality organizational cultureProviding leadership and supportDesigning an organizational system that reinforces quality idealsProviding employee recognitionFacilitating organization communication

Quality Quality Control/Assurance/managementControl/Assurance/management

InspectionSelection

Detection

Prevention

Continuous

improvement

QualityControl

QualityAssurance

QualityManagement

Quality PlanningPart of Quality management focused on setting quality objectives and specifying necessary operational processes and related sources to fulfill the quality objectives

Quality Improvement:Part of Quality Management focused on increasing the ability to fulfill quality requirements

Evolution of TQM – New FocusEvolution of TQM – New Focus

Total Quality ManagementTotal Quality Management

People-focused management systemPeople-focused management system Focus on increasing customer satisfaction Focus on increasing customer satisfaction

and reducing costsand reducing costs A systems approach that integrates A systems approach that integrates

organizational functions and the entire organizational functions and the entire supply chainsupply chain

Stresses learning and adaptation to Stresses learning and adaptation to changechange

Based on the scientific methodBased on the scientific method

Principles of Total QualityPrinciples of Total Quality

Customer and stakeholder focusCustomer and stakeholder focusParticipation and teamworkParticipation and teamworkProcess focus and continuous Process focus and continuous

improvementimprovement

...supported by an integrated organizational infrastructure, a set of management practices,and a set of tools and techniques

Customer and Stakeholder Customer and Stakeholder FocusFocus

Customer is principal judge of Customer is principal judge of qualityquality

Organizations must first understand Organizations must first understand customers’ needs and expectations customers’ needs and expectations in order to meet and exceed themin order to meet and exceed them

Organizations must build Organizations must build relationships with customersrelationships with customers

Barriers to TQMBarriers to TQM

Assuming that implementing TQM will quickly and Assuming that implementing TQM will quickly and completely cure all the organization’s illscompletely cure all the organization’s ills

Top mgt’s failure to demonstrate its commitmentTop mgt’s failure to demonstrate its commitment Middle mgt’s failure to recognize new leadershipMiddle mgt’s failure to recognize new leadership Middle mgt threatened by perceived loss of power to Middle mgt threatened by perceived loss of power to

employeesemployees Obsession about internal quality activitiesObsession about internal quality activities Failing to provide resources to improvement teamsFailing to provide resources to improvement teams Adopting “off-the-shelf” quality program without Adopting “off-the-shelf” quality program without

modificationmodification Failure to link quality goals to financial returns and Failure to link quality goals to financial returns and

compensationcompensation

Participation and TeamworkParticipation and Teamwork Employees know their jobs best and Employees know their jobs best and

therefore, how to improve themtherefore, how to improve them Management must develop the Management must develop the

systems and procedures that foster systems and procedures that foster participation and teamworkparticipation and teamwork

Empowerment better serves Empowerment better serves customers, and creates trust and customers, and creates trust and motivationmotivation

Teamwork and partnerships must Teamwork and partnerships must exist both horizontally and verticallyexist both horizontally and vertically

Process Focus and Continuous Process Focus and Continuous ImprovementImprovement

A A processprocess is a sequence of is a sequence of activities that is intended to activities that is intended to achieve some resultachieve some result

Continuous Improvement Continuous Improvement

Enhancing value through new Enhancing value through new products and servicesproducts and services

Reducing errors, defects, waste, and Reducing errors, defects, waste, and costscosts

Increasing productivity and Increasing productivity and effectivenesseffectiveness

Improving responsiveness and cycle Improving responsiveness and cycle time performancetime performance

10-Steps to continuous quality improvement10-Steps to continuous quality improvement

1. Create awareness of the need and opportunity for quality 1. Create awareness of the need and opportunity for quality improvementimprovement

2. Set goals for continuous improvement2. Set goals for continuous improvement

3. Build an organisation to achieve goals by establishing a quality 3. Build an organisation to achieve goals by establishing a quality council, identifying problems, selecting a project, appointing council, identifying problems, selecting a project, appointing teams and choosing facilitatorsteams and choosing facilitators

4. Give everyone training4. Give everyone training

5. Carry out projects to solve problems5. Carry out projects to solve problems

6. Report progress - enables experience and learning to be 6. Report progress - enables experience and learning to be shared/sense of achievementshared/sense of achievement

7. Show recognition7. Show recognition

8. Communicate results8. Communicate results

9. Keep a record of successes - for reference9. Keep a record of successes - for reference

10. Incorporate annual improvements into the company’s regular 10. Incorporate annual improvements into the company’s regular systems and processes and thereby maintain momentumsystems and processes and thereby maintain momentum

Competitive AdvantageCompetitive AdvantageCompetitive AdvantageCompetitive Advantage Is driven by customer wants and needsIs driven by customer wants and needs Makes significant contribution to business Makes significant contribution to business

successsuccess Matches organization’s unique resources with Matches organization’s unique resources with

opportunitiesopportunities Is durable and lastingIs durable and lasting Provides basis for further improvementProvides basis for further improvement Provides direction and motivationProvides direction and motivation

Quality supports each of these characteristics

Quality and ProfitabilityQuality and ProfitabilityQuality and ProfitabilityQuality and Profitability

Improved quality of design

Higher perceived value

Increased market share

Higher prices

Increased revenues

Improved quality of conformance

Lower manufacturing and

service costs

Higher profitability

QUALITY AND COMPETITIVENESS

• Remain in business• Retain employees• Active technical progress• Reach and develop new market• Make profit

QUALITY & COMPETITIVENESS

% of sub standard items 10% 5%

Total cost 100 100

Cost of standard item 90 95

Cost of sub standard item 10 5

Unit cost 1.11 1.05

QUALITY AND COMPETITIVENESS

When the % of sub standard items falls from 10% to 5% productivity increased by 5.5% unit cost is reduced by 5.5% production capacity increased by 5.5%.

Com

petit

iven

ess

Com

petit

iven

ess

False

True

Quality Quality

When quality improves competitiveness improves.

Growth of Modern Quality ManagementGrowth of Modern Quality Management

Manufacturing quality

Improvedproduct designs

Servicequality

Performanceexcellence

Quality in ServicesQuality in Services

ServiceService is defined as “any primary is defined as “any primary or complementary activity that or complementary activity that does not directly produce a does not directly produce a physical product – that is, the non-physical product – that is, the non-goods part of the transaction goods part of the transaction between buyer (customer) and between buyer (customer) and seller (provider).”seller (provider).”

Critical Differences between Critical Differences between Service and ManufacturingService and Manufacturing

Customer needs and Customer needs and performance standards are more performance standards are more difficult to identify and measuredifficult to identify and measure

Services requires a higher Services requires a higher degree of customizationdegree of customization

Output is intangibleOutput is intangible

Critical Differences between Service Critical Differences between Service and Manufacturingand Manufacturing

Services are produced and Services are produced and consumed simultaneouslyconsumed simultaneously

Customers are often involved in Customers are often involved in actual processactual process

Services are more labor-intensive Services are more labor-intensive than manufacturingthan manufacturing

Services handle large numbers of Services handle large numbers of transactionstransactions

Components of Service Components of Service System QualitySystem Quality

EmployeesEmployees Information technologyInformation technology

Leaders in the Quality RevolutionLeaders in the Quality Revolution

W. Edwards DemingW. Edwards Deming Joseph M. JuranJoseph M. Juran Philip B. CrosbyPhilip B. Crosby Armand V. FeigenbaumArmand V. Feigenbaum Kaoru IshikawaKaoru Ishikawa Genichi TaguchiGenichi Taguchi

This process of defining a customer-focused vision, stating the objectives and integrating quality goals into the company's strategic and annual business plans is often called strategic quality planning. For many years, it was one of the Malcolm Baldrige National Quality Award criteria as a model of business excellence, not just quality management. In some companies, this process is called hoshin kanri, or translated (poorly) as policy deployment, policy management or even hoshin planning.

In the United States, this process is known as ‘Strategic Quality Management’

Elements of Strategic Quality Management

Hideo Sugiura, former chairman of Honda Motor Co., described four elements or "sacred obligations" of management:

• Have a clear vision of where the company is going. This must be clearly stated and communicated to every member of the organization in language he or she understands.

• Define clearly the small number of key objectives that must be achieved for the company to realize its vision.

• Translate these key objectives throughout the entire organization so that each person knows how performing his or her job helps the company achieve objectives.

• Provide a fair and honest appraisal so that each and every employee knows how his or her performance has contributed to the organization's efforts to achieve the key objectives, accompanied by guidance on how the individual can improve this performance.

Strategic Quality Management

1. Define strategic goals in a few key areas: customer focus, operational efficiency (costs), new-product development, financial success, personnel development and environmental responsibility.

2. Specify measures for the goals, sub-goals, annual goals and supporting projects.

3. Use strategic quality planning as a tool, a means to an end, and not as the goal itself. It must be an endeavor that involves people throughout the organization. It must capture existing activities, not just add more activities to already overflowing plates.

4. Help senior managers face difficult decisions, set priorities and eliminate many current activities, not just start new ones.

5. Form a clear picture of where the organization is going (VISION), why it is going there (MISSION) and what activities are necessary to get there (GOALS)


VISION: What the organisation wants to be in future

MISSION: Statement of organisation direction to achieve vision

QUALITY POLICY: Statement of principle to achieve

vision, mission of an organisation

QUALITY OBJECTIVES: This spells about specific

task to be performed to achieve quality policy.

QUALITY POLICY

The overall intentions and direction of an organisation related to quality as

formally expressed by top management

Note: 1) Policy is a statement of principle

2) Top management: Person or group of people who directs & controls an organisation at the highest level.

• Each objective will be :

S - Specific

M - Measurable

A - Achievable

R - Realistic

T - Time frame

• Whereas policy provide broad guidelines, quality objectives define specific goals

• Goals forms the basis of detailed planning

‘In Search of Excellence’- by Tom Peters and Robert Waterman (1982) concluded 8 keys to excellence ‘that were shared by all 43 excellent companies (with above the 50% in 4 of the 6 performance metrics for 20 consecutive years). They are :

> A bias for action — Do it. Try it. Don’t waste time studying it with multiple reports and committees. > Customer focus — Get close to the customer. Know your customer. > Entrepreneurship — Even big companies act and think small by giving people the authority to take initiatives. > Productivity through people — Treat your people with respect and they will reward you with productivity. > Value oriented CEOs — The CEO should actively propagate corporate values throughout the organization. > Stick to the knitting — Do what you know well. > Keep things simple and lean — Complexity encourages waste and confusion. > Simultaneously centralized and decentralized — Have tight centralized control while also allowing maximum individual autonomy.

Arie de Geus (1997) undertook a study of companies that had prospered for 50 years or more and identified four key traits. They are:

Sensitivity to the business environment — the ability to learn and adjust

Cohesion and identity — the ability to build a community with personality, vision, and purpose

Tolerance and decentralization

— the ability to build relationships Conservative financing

LEARNING ORGANISATION

Reasons why strategic plans fail• Failure to understand the customer

why do they buy is there a real need for the product inadequate or incorrect marketing research

• Inability to predict environmental reaction what will competitors do

fighting brands price wars

will government intervene • Over-estimation of resource competence

can the staff, equipment, and processes handle the new strategy

failure to develop new employee and management skills • Failure to coordinate

reporting and control relationships not adequate organizational structure not flexible enough

• Failure to obtain senior management commitment failure to get management involved right from the start failure to obtain sufficient company resources to accomplish

task

Reasons why strategic plans fail

Failure to obtain employee commitment Failure to obtain employee commitment – new strategy not well explained to employees new strategy not well explained to employees – no incentives given to workers to embrace no incentives given to workers to embrace

the new strategy the new strategy Under-estimation of time requirements Under-estimation of time requirements

– no no critical pathcritical path analysis done analysis done Failure to follow the plan Failure to follow the plan

– no follow through after initial planning no follow through after initial planning – no tracking of progress against plan no tracking of progress against plan – no consequences for above no consequences for above

Failure to manage change Failure to manage change – Inadequate understanding of the internal resistance Inadequate understanding of the internal resistance

to change to change – Lack of vision on the relationships between Lack of vision on the relationships between

processes, technology and organization processes, technology and organization Poor communications Poor communications

– Insufficient information sharing among stakeholders Insufficient information sharing among stakeholders Exclusion of stakeholders and delegates Exclusion of stakeholders and delegates

The quality movement can trace its roots back to medieval Europe, The quality movement can trace its roots back to medieval Europe, where craftsmen began organizing into unions called where craftsmen began organizing into unions called guildsguilds in the late in the late 13th century. 13th century.

Until the early 19th century, manufacturing in the industrialized world Until the early 19th century, manufacturing in the industrialized world tended to follow this craftsmanship model. The factory system, with its tended to follow this craftsmanship model. The factory system, with its emphasis on product inspection, started in Great Britain in the mid-emphasis on product inspection, started in Great Britain in the mid-1750s and grew into the 1750s and grew into the Industrial RevolutionIndustrial Revolution in the early 1800s. in the early 1800s.

In the In the early 20th centuryearly 20th century, manufacturers began to include quality , manufacturers began to include quality processes in quality practices. processes in quality practices.

After the United States entered After the United States entered World War IIWorld War II, quality became a critical , quality became a critical component of the war effort: Bullets manufactured in one state, for component of the war effort: Bullets manufactured in one state, for example, had to work consistently in rifles made in another. example, had to work consistently in rifles made in another.

The armed forces initially inspected virtually every unit of product; The armed forces initially inspected virtually every unit of product; then to simplify and speed up this process without compromising then to simplify and speed up this process without compromising safety, the military began to use sampling techniques for inspection, safety, the military began to use sampling techniques for inspection, aided by the publication of military-specification standards and training aided by the publication of military-specification standards and training courses in courses in Walter Walter Shewhart’sShewhart’s statistical process control techniques. statistical process control techniques.

The birth of total quality in the United States came as a direct response to the The birth of total quality in the United States came as a direct response to the quality revolution in Japan following World War II. quality revolution in Japan following World War II.

A BRIEF HISTORY OF QUALITY

A BRIEF HISTORY OF QUALITY (contd..) The Japanese welcomed the input of Americans The Japanese welcomed the input of Americans Joseph M. Joseph M. JuranJuran and and

W. Edwards DemingW. Edwards Deming and rather than concentrating on inspection, and rather than concentrating on inspection, focused on improving all organizational processes through the focused on improving all organizational processes through the people who used them.people who used them.

By the 1970s, U.S. industrial sectors such as automobiles and By the 1970s, U.S. industrial sectors such as automobiles and electronics had been broadsided by Japan’s high-quality competition. electronics had been broadsided by Japan’s high-quality competition. The U.S. response, emphasizing not only statistics but approaches that The U.S. response, emphasizing not only statistics but approaches that embraced the entire organization, became known as total quality embraced the entire organization, became known as total quality management (TQM). management (TQM).

1987 - The International Organization for Standardization (ISO) establishes ISO 9000 Series Quality System Standards.

By the last decade of the 20th century, TQM was considered a fad by By the last decade of the 20th century, TQM was considered a fad by many business leaders. many business leaders. But while the use of the term TQM has But while the use of the term TQM has faded somewhat, particularly in the United States, its practices faded somewhat, particularly in the United States, its practices continue.continue.

In the few years since the turn of the century, the quality movement In the few years since the turn of the century, the quality movement seems to have matured seems to have matured beyond Total Qualitybeyond Total Quality. New quality systems . New quality systems have evolved from the foundations of Deming, Juran and the early have evolved from the foundations of Deming, Juran and the early Japanese practitioners of quality, and quality has moved beyond Japanese practitioners of quality, and quality has moved beyond manufacturing into service, healthcare, education and government manufacturing into service, healthcare, education and government sectors.sectors.

Beyond Total QualityBeyond Total Quality By the end of the 1990s Total Quality By the end of the 1990s Total Quality

Management (TQM) was considered little more Management (TQM) was considered little more than a fad by many American business leaders than a fad by many American business leaders (although it still retained its prominence in (although it still retained its prominence in Europe). Europe).

While use of the term TQM has faded somewhat, While use of the term TQM has faded somewhat, particularly in the United States, quality expert particularly in the United States, quality expert Nancy Tague says: “Enough organizations have Nancy Tague says: “Enough organizations have used it with success that, to paraphrase Mark used it with success that, to paraphrase Mark Twain, the reports of its death have been greatly Twain, the reports of its death have been greatly exaggerated.”exaggerated.”

As the 21st century begins, the quality movement As the 21st century begins, the quality movement has matured. Tague says new quality systems has matured. Tague says new quality systems have evolved beyond the foundations laid by have evolved beyond the foundations laid by Deming, Juran and the early Japanese Deming, Juran and the early Japanese practitioners of quality. practitioners of quality.

Some examples of this maturation: Some examples of this maturation: In 2000 the In 2000 the ISO 9000ISO 9000 series of quality management standards was series of quality management standards was

revised to increase emphasis on customer satisfaction. revised to increase emphasis on customer satisfaction.

Beginning in 1995, the Malcolm Baldrige National Quality Award Beginning in 1995, the Malcolm Baldrige National Quality Award added a business results criterion to its measures of applicant added a business results criterion to its measures of applicant success. success.

Six Sigma, a methodology developed by Motorola to improve its Six Sigma, a methodology developed by Motorola to improve its business processes by minimizing defects, evolved into an business processes by minimizing defects, evolved into an organizational approach that achieved breakthroughs – and organizational approach that achieved breakthroughs – and significant bottom-line results. When Motorola received a Baldrige significant bottom-line results. When Motorola received a Baldrige Award in 1988, it shared its quality practices with others. Award in 1988, it shared its quality practices with others.

Quality function deployment was developed by Yoji Akao as a Quality function deployment was developed by Yoji Akao as a process for focusing on customer wants or needs in the design or process for focusing on customer wants or needs in the design or redesign of a product or service. redesign of a product or service.

Sector-specific versions of the ISO 9000 series of quality Sector-specific versions of the ISO 9000 series of quality management standards were developed for such industries as management standards were developed for such industries as automotive (QS-9000), aerospace (AS9000) and automotive (QS-9000), aerospace (AS9000) and telecommunications (TL 9000 and ISO/TS 16949) and for telecommunications (TL 9000 and ISO/TS 16949) and for environmental management (ISO 14000). environmental management (ISO 14000).

Quality has moved beyond the manufacturing sector into such Quality has moved beyond the manufacturing sector into such areas as service, healthcare, education and government. areas as service, healthcare, education and government.

Barry Goldwater said….

The pursuit of quality for the sake of quality is no virtue. The pursuit of quality for the sake of customer loyalty and profit is no vice.

CORE CONCEPTS OF QUALITY. Definitions of Quality What is quality? Is important that we all agree...

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