Quality

Philosophy and
Management
Strategies

Quality
What is Quality
"meeting the customers requirements
Fitness for use
Inversely proportional to variability (modern quality)
Its has become one of the most important consumer decision
factors in the selection among competing products and
services.

Dimensions of Quality
The quality of a product can be evaluated in many ways referred to as
dimensions of quality.
1. Performance: Will the product do the intended job?
2. Reliability: How often does the product fail?
3. Durability: How long does the product last?
4. Serviceability: How easy is it to repair the product?
5. Aesthetics: What does the product look like?
6. Features: What does the product do?
7. Perceived quality: What is the reputation of the company or
its product?
8. Conformance to standards: Is the product made exactly as
the designer intended?

Quality Improvement
What is Quality Improvement
The reduction of variability in processes and products.
Excessive variability in process performance often results in
waste.
Reduction of waste.

Quality Philosopher
Individuals who have been identified as making a
significant contribution to improving the quality of goods
and services.
o Walter A. Shewhart Shewhart cycle also know as
plan-do-check-act (PDCA)
o W. Edwards Deming 14 Points for management
o Joseph M. Juran General management approach
as well as statistics
o Armand Feigenbaum Total Quality Control
o Philip Crosby Preached that quality is free.
o Genichi Taguchi Emphasized the minimization of
variation.
o Kaoru Ishikawa Developed problem-solving tools
such as the cause-and-effect (fishbone) diagram.

Quality Philosophy
a. Deming Philosophy (W. Edwards Deming)
The most recognized name in quality management.
Based on Deming, responsibility for quality lies with
management.
The opportunities for quality improvement does requires
management action and not at workforce or operator level.
The Deming philosophy is an important framework for
implementing quality and productivity improvement.

Demings 14 points
1.Create a constant purpose toward improvement of
products and services become competitive, stay in
business, provide jobs.
2.Adopt the new philosophy reject old belief that some
defective, poor workmenship, unstable process are
tolerated.
3.Cease dependence on inspection to achieve quality
Understand the purpose of inspection to reduce the cost
and improve the processes.
4.Vendors should be chosen based of ability to supply
quality products, and not solely on ability to supply lowcost products. End the practice of awarding business on
the basis of price tag alone.

Demings 14 points
(cont..)
6. Practice modern training and OTJ training train
workforce/operator in the tools. Address that quality
need to improve.
7. Improve leadership supervision should focus on
helping the employee to improve the system, make
decision about process.
8. Drive out employees fear Create an environment of
innovation.
9. Break down barriers between department Optimize
the team efforts towards the aims and purposes of the
company.
10. Eliminate targets, slogans and numerical goals for the
workforce forcing the operator to achieve daily target

Demings 14 points
(cont..)
12.Remove the barriers that discourage
employees from doing their job Remove the
barriers that rob pride of workmanship.
13.Implement education and self-improvement
use of the basic SPC problem solving tools (eg:
control chart)
14.Create a structure in top management that will
vigorously advocate the first 13 points. Take
action to accomplish the transformation.

b. Juran Philosophy (Joseph M. Juran)

Unlike Deming who emphasizes statistics and the role of
management, Juran's strengths are in the implementation
and organization.
Juran defined quality as:
product performance that results in customer satisfaction;
freedom from product deficiencies, which avoids customer
dissatisfaction. summarized as "fitness for use."
The Juran quality management philosophy focuses on three
Juran Trilogy
components:
Planning
Control
Improvement

Juran Trilogy
1.

Quality planning: Process of preparing to meet quality

goals. Involves understanding customer needs and
developing product features. Planning process must
include planning for quality improvement.

2.

Quality control: Process of meeting quality goals during

operations. Control parameters. Measuring the deviation
and taking action. Used SPC as tools for control

3.

Quality improvement: Aims to achieve performance and

quality levels that are higher than current levels. It can
be either continuous or by breakthrough. Process for
breaking through to unprecedented levels of
performance. Identify areas of improvement and get the
right people to bring about the change.

c. Feigenbaum Philosophy (Armand V. Feigenbaum )

Developed Total Quality Control which later was
adopted by the Japanese and renamed it as CompanyWide Quality Control, while it has evolved into Total
Quality Management (TQM).
recognized that consumers needs, requirements and
expectations change over time and with different
situations.
Concerned with organizational structure and a
systems approach to improve the quality.

 Proposed three-step-approach to improve quality:

(i) Quality Leadership: Management should take the
lead in enforcing quality efforts. It should be based on
sound planning.
(ii) Management Quality Technology: The
traditional quality program should be replaced by the
latest quality technology for satisfying the customers
in future. Statistical methods and other technical /
engineering methods.
(iii) Organisational Commitment: Motivation and
continuous training of the total work force tells about
the organisational commitment towards the
improvement of the quality of the product and the
services.

Management Strategies
Total Quality Management (TQM)
Quality Systems and Standards
The Malcolm Baldrige National Quality Award
Six-Sigma
DMAIC
DFSS

What is TQM
TQM involves the application of quality management
principles to all aspects of the organization, including
customers and suppliers, and their integration with the
key business processes.
It is an approach which involves continuous improvement
by everyone in the organization.
TQM is a principle which involves the mutual cooperation
of everyone that aids the business process of an
organization and it involves all the stake holders of an
organisation.

BENEFITS OF TQM IMPLEMENTATION

Allow to
make
decision

Reduce
scrap,
rework