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



In this session we will be looking at:

Concept of Quality

DefinitionDimensions of Quality

Evolution of TQM

Components of TQMDeveloping a Quality Culture



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.



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”



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.



Expressed as a relationship, quality can bestated as follows:

Q = P/E where Q is quality

P is performance and

E is expectations.



Quality, in ISO 9000: 2000, is defined as thedegree to which a set of inherent characteristics fulfills requirements .



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.



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



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



8. Aesthetics Sensory (sounds, feels,looks etc)

9. Perceived Past performance,Quality or brand, other intangibles

Reputation



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.



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).



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.



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.



The evolution of quality management fromthere can be classified into four stages:



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.



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.



4. Total quality management:

Here every employee and everydepartment is responsible for qualitycontrol and assurance and not just theQuality Assurance department.



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.



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.



4. Continuous improvement of thebusiness and production processes.

5. Treating suppliers as partners

6. Establish performance measures forthe processes.



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.



Some of the salient differences between

the old and TQM approaches is set outbelow:



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



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



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.



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



7. Inadequate attention to internal andexternal customers.

8. Inadequate empowerment and team

work 9. Failure to continually improve.

Documents

Sessions 1 & 2 - Introduction to Quality Management