Management of

Quality
 Quality
 The ability of a product or service to consistently meet or
exceed customer expectations
 For a decade or so, quality was an important focal point in
business. After a while, this emphasis began to fade as other
concerns took precedence
 There has been a recent resurgence in attention to quality
given recent experiences with the costs and adverse attention
associated with highly visible quality failures:
 Auto recalls
 Toys
 Produce
 Dog food
 Pharmaceuticals
 Walter Shewart
 “Father of statistical quality control”
 Control charts
 Variance reduction
 W. Edwards Deming
 Special vs. common cause variation
 The 14 points
 Joseph Juran
 Quality Control Handbook, 1951
 Viewed quality as fitness-for-use
 Quality trilogy – quality planning, quality control, quality
improvement
 Armand Feigenbaum
 Quality is a “total field”
 The customer defines quality
 Philip B. Crosby
 Zero defects
 Quality is Free, 1979
 Kaoru Ishikawa
 Cause-and-effect diagram
 Quality circles
 Recognized the internal customer
 Genichi Taguchi
 Taguchi loss function

 Taiichi Ohno and Shigeo Shingo

 Developed philosophy and methods of kaizen
 Performance – main characteristics of the product
 Aesthetics – appearance, feel, smell, taste
 Special features – extra characteristics
 Conformance – how well the product conforms to design
specifications
 Reliability – consistency of performance
 Durability – the useful life of the product
 Perceived quality – indirect evaluation of quality
 Serviceability – handling of complaints or repairs
 Consistency – quality doesn’t vary
 Convenience – the availability and accessibility of the service
 Reliability – ability to perform a service dependably, consistently, and
accurately
 Responsiveness – willingness to help customers in unusual situations and
to deal with problems
 Time – the speed with which the service is delivered
 Assurance – knowledge exhibited by personnel and their ability to convey
trust and confidence
 Courtesy – the way customers are treated by employees
 Tangibles – the physical appearance of facilities, equipment, personnel, and
communication materials
 Consistency – the ability to provide the same level of good quality repeatedly
 Expectancy – meet (or exceed) customer expectations
 Audit service to identify strengths and weaknesses
 In particular, look for discrepancies between:
1. Customer expectations and management perceptions of those
expectations
2. Management perceptions, customer expectations, and service-
quality specifications
3. Service quality and service actually delivered
4. Service actually delivered and what is communicated about the
service to customers
5. Customers’ expectations of the service provider and their
perceptions of provider delivery
 Quality of design
 Intention of designers to include or exclude features in a product or service
 Quality of conformance
 The degree to which goods or services conform to the intent of the
designers
 Ease-of-use and user instructions
 Increase the likelihood that a product will be used for its intended purpose
and in such a way that it will continue to function properly and safely
 After-the-sale service
 Taking care of issues and problems that arise after the sale
 Top management  Everyone in the
 Design organization has some
responsibility for quality,
 Procurement
but certain areas of the
 Production/operations
organization are involved
 Quality assurance in activities that make
 Packaging and shipping them key areas of
 Marketing and sales responsibility
 Customer service
 Enhanced reputation for quality
 Ability to command premium prices
 Increased market share
 Greater customer loyalty
 Lower liability costs
 Fewer production or service problems
 Lower production costs
 Higher profits
 Loss of business
 Liability
 Productivity
 Costs
 Appraisal costs
 Costs of activities designed to ensure quality or uncover
defects
 Prevention costs
 All TQ training, TQ planning, customer assessment,
process control, and quality improvement costs to
prevent defects from occurring
 Failure costs - costs incurred by defective
parts/products or faulty services
 Internal failure costs
 Costs incurred to fix problems that are detected before the
product/service is delivered to the customer
 External failure costs
 All costs incurred to fix problems that are detected after the
product/service is delivered to the customer
 Substandard work
 Defective products
 Substandard service
 Poor designs
 Shoddy workmanship
 Substandard parts and materials

Having knowledge of this and failing to correct

and report it in a timely manner is unethical.
 Award categories
1. Education
2. Healthcare
3. Manufacturing
4. Nonprofit/government
5. Service
6. Small Business
 Purpose of the award
1. Stimulate efforts to improve quality
2. Recognize quality achievements
3. Publicize successful programs
I. Leadership
II. Strategic planning
III. Customer focus
IV. Measurement, analysis, and knowledge management
V. Workforce focus
VI. Operations focus
VII. Results
  International Organization for Standardization
 ISO 9000
 Set of international standards on quality management and quality
assurance, critical to international business
 ISO 14000
 A set of international standards for assessing a company’s
environmental performance
 ISO 24700
 Pertains to the quality and performance of office equipment that
contains reused components
 ISO 9000
 Quality principles
 Principle 1 Customer focus
 Principle 2 Leadership
 Principle 3 Involvement of people
 Principle 4 Process approach
 Principle 5 System approach to management
 Principle 6 Continual improvement
 Principle 7 Factual approach to decision making
 Principle 8 Mutually beneficial supplier relationships
 A philosophy that involves everyone in an organization
in a continual effort to improve quality and achieve
customer satisfaction

T Q M
1. Find out what the customer wants
2. Design a product or service that meets or exceeds
customer wants
3. Design processes that facilitate doing the job right the
first time
4. Keep track of results
5. Extend these concepts throughout the supply chain
6. Top management must be involved and committed
TQM- MBA students should have
• PLAN—Learn new concepts for quality management
• DO—Learn Six Sigma
• STUDY—Could you solve six sigma problems
• ACT—new plan: Solve a new problem every week in various sectors
 TQM- They relate more

• PLAN—bring flowers every Friday

• DO—buy the flowers
• STUDY—does your better half feel more valued?
• ACT—new plan: send a text once a week telling them one thing you appreciate
about them.
 Process improvement
 A systematic approach to improving a process
 Map the process
 Collect information about the process and identify each step in
the process
 Prepare a flowchart that accurately depicts the process
 Analyze the process
 Ask critical questions about the process
 Ask specific questions about each step in the process
 Redesign the process
 Six Sigma
 A business process for improving quality, reducing costs,
and increasing customer satisfaction
 Statistically
 Having no more than 3.4 defects per million
 Conceptually
 Program designed to reduce defects
 Requires the use of certain tools and techniques
 At its core, Six Sigma is about reducing variation in a
process so that errors (or defects) become extremely
rare. It is based on standard deviation (σ), a key
statistical concept.
 Principles
 Reduction in variation is an important goal
 The methodology is data driven; it requires data validation
 Outputs are determined by inputs
 Only a critical few inputs have a significant impact on outputs
 DMAIC
 Define: Set the context and objectives for improvement
 Measure: Determine the baseline performance and capability of
the process
 Analyze: Use data and tools to understand the cause-and-effect
relationships of the process
 Improve: Develop the modifications that lead to a validated
improvement of the process
 Control: Establish plans and procedures to ensure that
improvements are sustained
 Flowchart
 Check sheet
 Histogram
 Pareto chart
 Scatter diagram
 Control chart
 Cause-and-effect diagram
PARETO ANALYSIS-
A restaurant receives customer complaints over a month. The
manager wants to identify the most common issues using Pareto
Analysis.

Complaint Type Frequency (No. of Complaints)

Slow Service 50
Cold Food 30
Wrong Order 20
Rude Staff 10
Noisy Environment 5
Dirty Tables 5
 Cumulative
Complaint Type Frequency Cumulative %
Frequency
Slow Service 50 50 41.67%
Cold Food 30 80 66.67%
Wrong Order 20 100 83.33%
Rude Staff 10 110 91.67%
Noisy
5 115 95.83%
Environment
Dirty Tables 5 120 100%
A factory manager wants to analyze machine breakdowns that cause
production delays. The maintenance team has collected data on
different machine failure types over the past month. Conduct a pareto
analysis for the failure types.

Failure Type Frequency (No. of Occurrences)

Power Failure 15
Conveyor Belt Issue 40
Overheating Motor 25
Software Malfunction 10
Lubrication Problem 30
Sensor Failure 20
 Brainstorming
 Quality circles
 Benchmarking