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Dr. Lemma Dendena T.
1
ay
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INTRODUCTION TO QUALITY
• Quality Theory
• Quality and Global Competitiveness• ualit Masters
• Designing Quality Products• Designing for Quality Services
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CONTENTS
Quality Theories
• Quality From Engineering Perspective
• e n ons o ua y
• Quality Theories and Tools
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INTRODUCTION
Customer
xpec a on
ENVIRONMENT PEOPLE
QUALITY
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INTRODUCTION
How do we measure quality?
Product orProduct orservice…service…
CharacteristicsCharacteristics RequirementsRequirements
Performance
Features
Performance
Features
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INTRODUCTION
Products and services
- .
• Service :-refer to work done for clients or stakeholders that
.
• Industries that produce goods (products):- include
a riculture, minin , manufacturin , and construction.
• Service industries include banking, communications,
wholesale and retail trade, all professional services such as
eng neer ng an me c ne, a consumer serv ces, an agovernment services.
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Introduction
Industries producing goods (products)
Agriculture Mining
Manufacturing Construction
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Introduction
Service Industries
Banking Communications trade
ConsultancyHealth
Government
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INTRODUCTION
Quality measurement
– The degree of compliance of a process or itsoutcome with a redetermined set of criteria whichare presumed essential to the ultimate value it
provides
• Subjective
– who benefits from a process or its outcome.
• Pain relief provided
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QUALITY
FROM ENGINEERIG PERSPECTIVE Two Main Aspects
Product designProduct design Process design
Design
es ng
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QUALITY
FROM ENGINEERIG PERSPECTIVE
Traditional engineeringTraditional Project Development Cycle
Short time to define the productLong time to design and redesign
⇒ Long overall design time
Key to shorten the overall design time
•define the product better
•document the design process better
⇒ Shorter overall design time
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QUALITY
FROM ENGINEERIG PERSPECTIVETraditional Product Development Cycle (PDCA)
• -
to improve results.• DO :- Implement the new processes.
• CHECK :- Measure the results of the new processesand compare the results against the expected results to
.
• ACT :- Analyze the differences to determine their cause.Decide where to apply changes.
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QUALITY
FROM ENGINEERIG PERSPECTIVEConcurrent Engineering
disciplines are committed to work interactively toconceive, approve, develop and implement productprograms that meet predetermined objectives.
Cross Functional Cooperation
Developer Salesperson ⇒Reduced overall
Anal stAccountant
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QUALITY
FROM ENGINEERIG PERSPECTIVE• The basic premises for concurrent engineering
– ’ -
into careful consideration in the early design phases – The preceding design activities should all be
occurring at the same time, or concurrently.
• It allows for errors and redesigns to bescovere ear y n e es gn process w en e
project is still in a more abstract stage.
– Elements of a product’s life-cycle: Functionality, Producibility,Assembly, Testability, Maintenance , Environmental impact,
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Disposal and recycling
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QUALITY
FROM ENGINEERIG PERSPECTIVE• Value engineering (VE) is a systematic method
" "
services by using an examination of function.•
cost.
• Value can therefore be increased b eitherimproving the function or reducing the cost.
Function :- What something does not what something is
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QUALITY
FROM ENGINEERIG PERSPECTIVE• Value Engineering
–
War II. – Problem
• Shortage of skilled labor, raw materials and component parts
– Solution ,components
– Results achieved
• Reduced costs and/or improved product quality
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QUALITY
FROM ENGINEERIG PERSPECTIVE• Value Engineering ( Introduced by GE)
Cost
sunct on
Value=
ValueValue
unc on s
Cost
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DEFINITIONS OF QUALITY
• General – No sin le definition
– ISO 9000• Quality should be defined relative to a set of requirements
– osep . uran• Fitness for use where fitness is always defined by the
customer – re er c m
• Performance to the standard expected by the customer
• To the customer this means “ best value for money”
• Example FEDEX
ISO = the International Organization for Standardization
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ISO 9000 = Set of standards for quality management
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DEFINITIONS OF QUALITY
Attributes of Product QualityGarvin (1984) from Harvard Universit ro oses ei htcritical attributes of quality that can serve as a frameworkfor strategic analysis
1. PerformanceA product's primary operating characteristics.
.Extra items added to the performance which supplementtheir basic functioning
.The probability a product functions over timeMeasure of reliability: mean time to first failure
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DEFINITIONS OF QUALITY
4. Conformance
'
and operating characteristics meet establishedstandards.
5. ura ty
It is a measure of product life. Lifespan before.
6. Serviceability
, ,
repair.
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DEFINITIONS OF QUALITY
7. Aesthetics
, , , , ,
etc.It is a subjective dimension of quality.
8. Perceived Quality
Subjective perceptions based on brand names,a ver s ng, e c.
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DEFINITIONS OF QUALITY
Attributes of Service Quality
1.Tangibles
2.Service reliability3.Responsiveness
. ssurance
5.Empathy
6.Availabilit
7.Professionalism
8.Timelines
9.Completeness10.Pleasantness
Parasumaran, Zeithamel and Berr 1988 , Texas A&M Universit
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DEFINITIONS OF QUALITY
1. Tangibles - physical elements of the service such asfacilities and equipment.
2. Service Reliability - dependability, accurate performance
3. Responsiveness - the willingness to help customers and
provide prompt service.
4. Assurance - the ability to inspire trust and confidence
5. Empathy - the degree to which customers are treated asindividuals.
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DEFINITIONS OF QUALITY
6. Availability :- services are easily accessible orobtainable
7. Professionalism :- the skill, competence, or character
8. Timeliness :- customers waiting time, completed onme
9. Com leteness :- customer et all the asked for
10. Pleasantness :- whether the service brings feelings of
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p easure, en oymen , or sa s ac on
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DEFINITIONS OF QUALITY
• General
–
– ISO 9000• Quality should be defined relative to a set of requirements
– Joseph M. Juran
• Fitness for use where fitness is always defined by the
– Frederick Smith
• Performance to the standard expected by the customer
• To the customer this means “ best value for money”• Example FEDEX
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QUALITY MASTERS AND
UALITY THEORIESQuality Masters(Quality Gurus)
• . war s em ng
• Joseph M Juran
• Armand V. Feigenbaum
•
• Kaoru Ishikawa
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W. Edward Deming
William Edwards Demming
– Deming is perhaps the best-known quality pioneer.
– His approach to quality was statistically based,
’ – ar y n s career, e wor e a es ern ec r c s,
– During World War II, he worked with U.S. defense
industries to im rove the ualit of militar itemsthrough statistical processes.
– After World War II, Deming went to Japan under
governmen sponsors p o ass s w a popu a oncensus
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W. Edward Deming
W Edwards Deming 14 points for Management:
. rea e cons ancy o purpose owar s mprovemen .
Replace short-term reaction with long-term planning.2. Ado t the new hiloso h :-The im lication is that
management should actually adopt his philosophy,
rather than merely expect the workforce to do so.. ease epen ence on nspec on o ac eve qua y.
Build quality into the product in the first place.
4. End awardin business on the basis rice ta
Move towards a single supplier for any one item.Multiple suppliers mean variation between feedstocks.
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W. Edward Deming
W Edwards Deming 14 points for Management, cont .
. -
strive to reduce variation.
-.
inadequately trained, they will not all work the same
wa and this will introduce variation.
7. Improve leadership :-Deming makes a distinction
between leadershi and mere su ervision. The latter
is quota- and target-based.
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W. Edward Deming
W Edwards Deming 14 points for Management, cont .
- -
productive in the long term, because it preventsworkers from acting in the organization's best.
9. Break down barriers between departments :-the
conce t of the 'internal customer', that eachdepartment serves not the management, but theother departments that use its outputs.
. -workforce; Instead, focus on the system morale.
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W. Edward Deming
W Edwards Deming 14 points for Management, cont .
-
production. It encourages delivery of poor-qualitygoods.
12. Remove barriers to pride :- Remove barriers that
rob people of pride of workmanship13. Institute education and self-improvement
14. Put everybody to work :- Include every one in the
company to accomplish the transformation.
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W. Edward Deming
Deming “7 deadly diseases”.. ac o constancy o purposeac o constancy o purpose
2.2.Emphasis on shortEmphasis on short--term profitsterm profits
3.3.Evaluation of performance, merit rating or annualEvaluation of performance, merit rating or annual
reviewreview4.4.Mobility of managementMobility of management
5.5.Runnin a com an on visible fi ures aloneRunnin a com an on visible fi ures alone
6.6.Excessive medical costs for employee health careExcessive medical costs for employee health care
..
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Joseph M Juran
Joseph M Juran
•
‘Quality does not happen by accident, it has to belanned.’
• The emphasis of his work is on
– planning – organizational issues
– management’s responsibility for quality
– the need to set goals and targets for improvement
• ‘Management controllable defects account for over 80%of the total quality problems’.
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Joseph M Juran
• Juran’s beliefs on quality can be derived from:
–
– quality cannot be consistently improved unless theimprovement is planned.
– planned improvement must be specific andmeasurable
• e e nes qua ty as tness or use or purpose
– It is suggested that this definition is better than’,
product could conform to all specifications but still beunfit for use.
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Joseph M Juran
Juran’s quality trilogy involves quality planning,.
QualitQualitTrilogyTrilogy
QualityQualityQualityQualityQualityQuality
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Joseph M Juran
• Quality planning
–
– Determine the needs of those customers
–
– Develop a product that can respond to those needs
–
and customer needs.
• Develop a process which is able to produce the product
•
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Joseph M Juran
• Quality improvement
–
under operating conditions with minimal inspection
– .
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Joseph M Juran
• Pareto Law
–
economist Vilfredo Pareto – It states that, for many events, roughly 80% of the
effects comes from 20% of the causes
– It is first observed by the Italian economist Vilfredo
20% of the population.
– Other applications example:
• 80% of dissatisfaction is caused by 20% percent of theproblems
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Armand V. Feigenbaum
Armand V. Feigenbaum
expert and businessman• He originated the approach to quality known as Total
Quality Control (TQC)
• Philosophy
or qua y mprovemen
– all functions in an organization should be involved in
– quality should be built into the product rather thanfailure being inspected out.
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Armand V. Feigenbaum
Feigenbaum’s 19 Steps for Improving Quality
. .
2. Big Q quality (company-wide commitment to TQC) is more
line).
3. Control is a management tool with four steps.
4. Quality control requires integration of uncoordinated activities.
5. Quality increases profits
6. Quality is expected, not desired.
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Armand V. Feigenbaum
Feigenbaum’s 19 Steps (cont.)
. .
8. TQC applies to all products and services.
. ua y s a o a e-cyc e cons era on.
10. Control the process.
. tota qua ty system nvo ves t e ent re company-w e
operating work structure.
. ere are many opera ng an nanc a ene s o qua y.
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Armand V. Feigenbaum
Feigenbaum’s 19 Steps (cont.)
.
quality control activities.. .
15. Managers are quality facilitators, not quality cops.
. .
17. Use statistical tools.
. .
19. Control quality at the source.
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Kaoru Ishikawa
Kaoru Ishikawa
• ,
engineering and was an emeritus professor at Tokyo
• Believed that, “firms must make everyone responsible for
statistical analysis and interpretation” to be successful• Described by some as the ‘Father of Quality Circles’ and
as a founder of the Japanese quality movement
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Kaoru Ishikawa
• Assertions
“ –
education” – “The first ste in ualit is to know the
requirements of the customer”
– “The ideal state of quality control is wheninspections is no longer necessary”
– “95% of problems in a company can be solved by
e oo s o qua y a a ana ys s oo s :• Histograms, Pareto Charts, Cause and Effect Diagrams, RunCharts, Scatter Diagrams, Flow Charts/Process Maps,Control Charts
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Philip Crosby
Philip Crosby
of quality control• Zero Defect ZD = ““Do it ri ht first time Do
time””
• Also introduced 14 steps to improve quality,among t ese: – Make it clear management is committed to Q
–
from each department – Raise Q awareness among all staff
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Philip Crosby
Q improvement through Crosby’s 14 steps
.
2. From Q improvement teams with representatives from eachdepartment
3. Determine how to measure where current and potential Qproblem lie
. va ua e e cos o an exp a n use as a managemenTool
6. Take formal actions to correct problems identified throughvarious steps
7. Establish a committee for zero defect program
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Phili C b
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Philip Crosby
8. Trains all employees to actively carry out their part of the Qim rovements
9. Hold a zero-defect day to let all employees realize that therehas been a change
10. Encourage individuals to establish improvement goals forthemselves and their groups
.
12. Trains all employees to actively carry out their part of theQ improvements
13. Establish quality councils to communicate on a regularbasis.
. o a over aga n.
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