Presentation 01 - Introduction to Quality

8/6/2019 Presentation 01 - Introduction to Quality

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3/4/20

BUS 592BUS 592‐‐ Dr. Dr. AbdelghaniAbdelghani

An introduction to

Quality Theory

Re‐engineering and TQM

Approaches to Organizational Change told as a

"Tale of Three Villages"



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Tale of Three Villages

The chiefs of three villages each set out to

build a bridge across a wide chasm. If they

could build this bridge, the trade that camewould enrich the lives of villagers for

generations to come.


The first chief told his workers, "Go forth and work. Dowhatever is necessar to build that brid e."

The villagers established a frenzied pace, for this chief abused those workers who did not follow his commands.

The first chief boasted to the other two leaders about thespeed of his construction. Unfortunately, because no onecoordinated these worker's efforts, the bridge was a

.collapsed.



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The second chief was watching this mess and decided tolearn from the first chief's mistakes. She organized herworkers into teams, and gave them a plan to build abridge.

At first, these workers had success, and built the bridgestraight as an arrow far over the chasm. She boasted tothe two other chiefs about the accomplishments of her

wor ers.

Unfortunately, the next major storm destroyed thebridge for the chief did not know how to build structural

supports. Her workers became discouraged andabandoned their efforts.


The third chief was watching their efforts and decided to

earn rom t e ot er c e s' m sta es.

He sent his workers to the other villages to learn what they had done, and what they hadn't done.

His workers then developed a plan. In their first step, they did not build the bridge at all, but focused on

creating the support columns they would need.

When they completed this task, they rapidly finished

the bridge.



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Lessons learned !

Many organizations are like the first village in

implementing Total Quality Management

(TQM). They start with vague directives with

little clarity on what to do. Their successes are

sporadic and likely to fail.

Lessons learned !

Other organizations are like the second village, and

ecome v ct ms o t e r own success. T e r n t a qua ty

improvement teams may be so successful they rapidly

create more teams, without the qualitative organization‐

wide changes necessary to sustain a permanent effort.

Some of these changes are obvious, in that companies

must facilitate, recognize and encourage these teams.



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quality……..

Quality definition “Quality”: An elusive term

“Quality”: Perceived relative value

“Quality”: A multi‐dimensional concept

10



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Quality as “perceived value”High

Are you an idiot?

Run of the mill

Value

Great Value

R el a t i v eP r i c e

11

You get what

you pay for

Deal of the

Century

Relative QualityInferior Superior

Low

Quality Gurus W. Edwards Deming

Joseph M. Juran

Philip B. Crosby

Armen Fiegenbaum

W. A. Shewhart

12



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W. Edwards Deming

The 14 principles

Emphasis on “prevention”

Emphasis on “variation”

Emphasis on statistical‐based analysis

13

Emphasis on improving the system

Joseph M. Juran Quality Control Handbook Emphasis on management

Trilogy of quality

14



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Philip B. Crosby Zero defect

“Quality is Free” and “Quality is Still Free” are

his two famous books.

Defines “quality” as “conformance”

15

Quality Programs (or buzzwords?!!)

16



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INSTITUTING BEST PRACTICES &

CONTINUOUS

IMPROVEMENT Searching out & adopting “best practices” is

integral to effective implementation

Benchmarking has spawned new approaches

to improving strategy execution

Reengineering

Total quality management ‐ TQM

INSTITUTING BEST PRACTICES & CONTINUOUS IMPROVEMENT

Quality improvement programs are tools for implementing strategies keyed to Defect‐free manufacture

Superior product quality

Superior customer service

Total customer satisfaction

ent y ng mp ement ng est pract ces

is a journey, not a destination; it’s an

exercise in doing things in a world‐class

manner!



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WHAT IS TOTAL QUALITY MANAGEMENT ‐

TQM? Creating a TOTAL QUALITY CULTURE bent

on CONTINUOUSLY IMPROVING the

performance of every task and value‐chain

activity!

Business Process Reengineering“To succeed at reengineering, you have to have

a visionary, a motivator, and a leg breaker”

Michael HammerReengineering the Corporation: A Manifesto for

Business Revolution

20



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Process Redesign (reengineering) [BPR]

The fundamental rethinking of business

processes to bring about dramatic

Relies on reevaluating the purpose of the

process and questioning both the purpose and

the underlying assumptions

Re uires reexamination of the basic rocess

and its objectives

Focuses on activities that cross functional lines

Any process is a candidate for redesign

BPR

Does the reengineering consultant see the

glass as half full or half empty?

22

Neither!

It’s the wrong size of glass!



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Steps in BPR State a case for action

Identify the process for re‐engineering

Evaluate the enablers (Information technology, Human resources,

Organizational structure)

Understand the current process

Create a new process design

Im lement the new re‐en ineered rocess

23

Start all over

IMPLEMENTING A CONTINUOUS IMPROVEMENT PHILOSOPHY

Instill enthusiasm & commitment to doing

things right from top to bottom of firm

Strive to achieve little steps forward each

day: Kaizen

Ignite employee efforts to be creative in

improving performance of value‐chain

ac v es Preach there is no such thing as good enough

& everyone must be involved

Reform the corporate culture



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BEST PRACTICE PROGRAMS

Aim at

Improved efficiency

Reduced costs

Better product quality

Greater customer satisfaction

regarded as

“Best in industry” or

“Best in world

REENGINEERING & TQM

Reengineering vs. TQM programs REENGINEERING seeks one‐time quantum gains

on order of 30 to 50% or more

TQM seeks ongoing incremental improvement

Reengineering & TQM are not mutually

exclusive

rs , reeng neer ng s use o pro uce a goo

basic design yielding dramatic improvements

Then, TQM is used to perfect process, gradually

improving efficiency



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’

Overview

Differing Perspectives on Quality

What is Quality?

Differing Functional Perspectives on Quality

The Three Spheres of Quality

Other Perspectives on Quality

Arriving at a Common Perspective

1 ‐ 28 1 -28

(



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What is Quality?

Project Quality Dimensions

Performance

Features

Reliability

Conformance

Durability

Serviceability

Aesthetics

Perceived Quality

1 ‐ 29 1 -29

©

What is Quality?Project Quality Dimensions

er ormance

Feature

Reliability

Conformance

c ency wwhich a productachieves itsintended purpose

1 ‐ 30 1 -30

(



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What is Quality

Project

Quality

Dimensions

er ormance

Features

Reliability

Conformance

r u es a

supplement the

product’s basic

performance

1 ‐ 31 1 -31

What is QualityProject Quality Dimensions

Performance

Features

Reliability

Conformance

Perform

consistently over the

product’s useful life.

1 ‐ 32 1 -32



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What is Quality

Project

Quality

Dimensions

er ormance

Features

Reliability

Conformance

erence o

quantifiable

specifications

1 ‐ 33 1 -33


o era e s ress or

trauma without failing

ura y

Serviceability

Aesthetics

Perceived Quality

1 ‐ 34 1 -34



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What is Quality

Project

Quality

Dimensions

pro uc sserviceable if it canbe repaired easilyand cheaply

ura y

Serviceability

Aesthetics

Perceived Quality

1 ‐ 35 1 -35


u ec ve

characteristics such

as taste, feel, sound, look.

ura y

Serviceability

Aesthetics

Perceived Quality

1 ‐ 36 1 -36



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What is Quality

Project

Quality

Dimensions

ua y as e

customer perceives

it…image, recognition, word of mouth.

ura y

Serviceability

Aesthetics

Perceived Quality

1 ‐ 37 1 -37

What is QualityService Quality Dimensions

ang es

Service Reliability

Responsiveness

Assurance

Empathy

1 ‐ 38 1 -38



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2

What is Quality

Service

Quality

Dimensions

ang es

Service Reliability

Responsiveness

Assurance

Empathy

ys ca appearance

of the facility,

equipment, personnel and compunctions

equipment

1 ‐ 39 1 -39


ang es

Service Reliability

Responsiveness

Assurance

Empathy

e a y o e

service provider to

perform the promised

service

1 ‐ 40 1 -40



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2

What is Quality

Service

Quality

Dimensions

ang es

Service Reliability

Responsiveness

Assurance

Empathy

e w ngness o

the provider to be

helpful and prompt in

providing service

1 ‐ 41 1 -41


ang es

Service Reliability

Responsiveness

Assurance

Empathy

e now e ge an

courtesy of the

employees and their ability to inspire trust and confidence

1 ‐ 42 1 -42



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2

What is Quality

Service

Quality

Dimensions

ang es

Service Reliability

Responsiveness

Assurance

Empathy

ar ng

individualized

attention from the

service company

1 ‐ 43 1 -43

What is Quality?

Why does it matter that different definitions of quality exist?

1 ‐ 44 1 -44



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2

What is Quality?

Differing Functional Perspectives on Quality

Operations

Perspective

Uses the Systems View that underlies modern

Quality

1 ‐

471 -47

thinking

What is Quality?Differing Functional Perspectives

on QualityStrate ic Mana ement

For Quality Management to be pervasive in a firm

it needed to be included in all of the firm’s business

processes including strategic Planning

1 ‐ 48 1 -48



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2

What is Quality?

Differing

Functional

Perspectives

on Quality

Deming: Quality Improvement is linked to reduction

of defects and improved organizational performance

1 ‐ 49 1 -49


on QualityFinancial

Deming: Quality Improvement is linked to reduction of defects and improved organizational performance

Juran: Quality related costs can result in lost sales

because of a poor reputation for reliability

1 ‐ 50 1 -50



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2

What is Quality?

Differing

Functional

Perspectives

on Quality Human Resources

It is impossible to implement quality without the

commitment and action of the employees

1 ‐ 51 1 -51


on Quality

ar e ng

Marketers focus on perceived quality or quality as

the customer views it.

1 ‐ 52 1 -52



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2

What is Quality?

Other Pers ectives on Qualit :`

Value‐Added Perspective on Quality

Cultural Perspective on Quality

1 ‐ 53 1 -53

What is Quality?

What is Qualit ?

The Three Spheres of Quality Quality

Management

1 ‐ 54 1 -54

Quality

Assurance

Quality

Control



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What is Quality?

There are different perspectives on quality`

There is disagreement on the definition of quality

Quality control, quality assurance and quality

management focus on different aspects of quality

Quality improvement requires a complex mix of factors

1 ‐ 55 1 -55

Presentation 01 - Introduction to Quality

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