Sessions 1 & 2 - Introduction to Quality Management
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Transcript of Sessions 1 & 2 - Introduction to Quality Management
8/3/2019 Sessions 1 & 2 - Introduction to Quality Management
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INTRODUCTION TO
QUALITY MANAGEMENT
8/3/2019 Sessions 1 & 2 - Introduction to Quality Management
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In this session we will be looking at:
Concept of Quality
DefinitionDimensions of Quality
Evolution of TQM
Components of TQMDeveloping a Quality Culture
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Concept of Quality & Definition
What is Quality?
Quality is to a product or service whatcharacter and personality are to a humanbeing – difficult to define completely, yet
easy to recognize when absent.
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The definitions of quality as given by threegurus vary considerably:
Deming – “A product or service’s nature or features that reflect capacity tosatisfy expressed or implied statement of
needs”
Crosby – “Conformance to requirements”
Juran – “Fitness for the purpose of use”
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Broadly, when we talk of quality, we thinkin terms of an excellent product or service
that fulfills or exceeds our expectation.The intended use and the selling price arekey parameters for basing our
expectations.
The perception of quality in most cases is
more important than the inherent qualityitself.
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Expressed as a relationship, quality can bestated as follows:
Q = P/E where Q is quality
P is performance and
E is expectations.
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Quality, in ISO 9000: 2000, is defined as thedegree to which a set of inherent characteristics fulfills requirements .
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Degree means that quality can be usedwith adjectives like poor, good, or
excellent. Inherent is defined as existing in
something, especially as a permanent
characteristic.Characteristics can be objective or
subjective, qualitative or quantitative.
Requirement is a need or expectation,stated or implied, by the organization, itscustomers etc.
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Dimensions of Quality
Quality has nine different dimensions.
These are: 1. Performance Primary product or
service
characteristics 2. Features Secondary
characteristics – bells &
whistles 3. Conformance Meeting specifications
or industry standards;
workmanship
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4. Reliability Consistency ofperformance over time,probability of failure
5. Durability Useful life
6. Serviceability Ease of repair
7. Response Speed, courtesy,
competence in face-to-face contacts
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8. Aesthetics Sensory (sounds, feels,looks etc)
9. Perceived Past performance,Quality or brand, other intangibles
Reputation
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In a given situation, depending on the
product and the locale, usually, only a fewof these dimensions might be critical.
For a seasonal fashion accessory like a
ski jacket, aesthetics and performancemay be the critical dimensions while
For a car in the German market, reliability,
conformance, aesthetics and reputationcould be important.
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Marketing has the responsibility to identify
the relative importance of each dimensionof quality.
These dimensions are then translated into
the requirements for the development of anew product or the improvement of anexisting one.
(For example – through the QualityDeployment Function).
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Evolution of Quality Management & TQM
Quality has been written about forhundreds of years.
In the Middle Ages, when guilds existed,the workers of a guild were involved in theentire process of creation of the product.
They were responsible for quality andwere trained to be proud of the quality oftheir creation.
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But the industrial revolution changed all
that.Workers now built only a portion of the
product. When products were not
complicated (initially), quality did not suffervery much.
But with increasing complexity of
manufacturing processes, quality began tosuffer.
Inspection of products after manufacture
became necessary.
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The evolution of quality management fromthere can be classified into four stages:
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1. Inspection: The first stage where firmsfocused on inspecting the
finished products andremoved/replaced defectiveones.
2. Quality control: In this stage firmsfocused on total qualitycontrol, introducing in-process control,improved the efficiencyof their inspectionprocess and reduced
the cost of quality.
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3. Quality assurance:
This involved developing processes thatensured that the product met the
company’s specifications in terms of product performance, features, attributesand satisfied customer requirements.
Product reliability was also focused on.
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4. Total quality management:
Here every employee and everydepartment is responsible for qualitycontrol and assurance and not just theQuality Assurance department.
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TOTAL QUALITY MANAGEMENT (TQM)
At its best, TQM is like a religion – aphilosophy that has been converted tosome tenets that help in following and
implementing the philosophy
TQM may be defined as managing the
entire organization so that it excels on alldimensions of products and services thatare important to the customer.
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TQM requires six basic concepts:
1. A committed and involvedmanagement to provide long-term
top-to-bottom organizational support. 2. An unwavering focus on the
customer, both internally and
externally. 3. Effective involvement and utilization
of the entire work force.
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4. Continuous improvement of thebusiness and production processes.
5. Treating suppliers as partners
6. Establish performance measures forthe processes.
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In an existing organization with an existing
approach to quality management,introducing and establishing the TQMculture is likely to take a long time.
It took Sundaram Clayton about 3 yearsfrom the time they started to fully convertthe organization to imbibe and follow the
tenets of TQM.Usually, small organizations make the
transition much faster than large ones.
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Some of the salient differences between
the old and TQM approaches is set outbelow:
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Quality Element Previous State TQM
Definition Product oriented Customer oriented
Priorities Second to service and
cost First among equals of
service and cost
Decisions Short term Long term
Emphasis Detection Prevention Errors Operations System
Responsibility Quality control Everyone
Problem solving Managers Teams
Procurement Price Life-cycle costs,partnership
Manager’s role Plan, assign, control and
enforce Delegate, coach, facilitate
and mentor
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Typical challenges faced by organizations
while implementing the transition to TQMare listed below:
1. Lack of Management commitment 2. Inability to change organizational culture
– probably the biggest challenge
because
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a. People change when they want toand to meet their own needs.
b. Unless the reasons for change are
spelt out clearly, people will notchange
c. People have to be moved from a
state of fear to trust for change to beaccepted.
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3. Improper planning and communication
4. Lack of continuous education andtraining
5. Incompatible organizational structure
and isolated individuals anddepartments.
6. Ineffective and inadequate
measurement techniques and lack ofaccess to data