Quality Management 002 Lecture Slides.pdf

Introduction to the Concept of Quality Management

1. Week Two:
Introduction to the Concept of Quality Management
QUALITY MANAGEMENT
DR EBENEZER ODURO ANTIRI

2. 2
-Quality can be defined as the degree of excellence or
superiority of a product, service, or process when it meets or
exceeds the established standards, requirements, or
expectations.
-It signifies the capability of a product or service to consistently
deliver the desired level of performance and meet the needs of the
customer.
-Quality is a fundamental aspect of any organization's success, and
ensuring high-quality outcomes is essential for building customer
trust, satisfaction, and loyalty.
Definition of Quality
Q U A L I T Y D E F I N E D

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Who is a customer?
-A customer is any organization or individual who makes quality
judgments about, or has expectations regarding, an output.
What is quality based on the customer?
-Quality is providing customers with products and services that
consistently meet their needs and expectations.
-It can also be said to be doing the right thing the first time, always
striving for improvement and always satisfying the customer
-High quality is therefore achieved by continual improvement in terms of
customers' expectations; not just the competition.
Quality as defined by the customer
Q U A L I T Y D E F I N E D

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-Value is the worth or usefulness of a product or service to a
customer.
-It is a combination of quality, price, features, and benefitsthat a
customer perceives when making a decision.
-Organizations need to understand and deliver value to customers to
create customer satisfaction and loyalty.
-Providing value often involves aligning product or service features
with customer needs and preferences.
-For survival and to strive in a competitive market place, there is the
need to provide Superior Value to customers.
Value
Q U A L I T Y , V A L U E & O R G A N I Z A T I O N A L E X C E L L E N C E

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To achieve business excellence it is about developing the ability to
consistently provide superior value which consists of 3 elements;
-Superior Quality
-Superior Cost
-Superior Service.
Superior value is achieved when a product or service consistently
exceeds customer expectations, delivering a combination of superior
quality, superior cost, and superior service.
Superior Value
Q U A L I T Y , V A L U E & O R G A N I Z A T I O N A L E X C E L L E N C E

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-Superior Quality: Superior quality ensures that products or services
consistently meet or exceed stringent standards, inspiring customer
confidence and loyalty.
-Superior Cost: Superior cost involves providing products or services
at a competitive price without compromising on quality, maximizing
value for customers.
-Superior Service: Superior service goes beyond meeting basic
customer needs, offering personalized attention and prompt assistance,
leaving a lasting positive impression.
Superior Value
Q U A L I T Y , V A L U E & O R G A N I S A T I O N A L E X C E L L E N C E

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-Organizational excellence refers to the continuous pursuit of
improvement, innovation, and superior performance in all
aspects of an organization.
-It encompasses various dimensions, including quality, efficiency,
productivity, customer satisfaction , and employee engagement .
-Achieving organizational excellence requires a holistic approach that
involves all levels and functions within the organization.
-It involves the implementation of quality management practices.
Organisational Excellence
Q U A L I T Y , V A L U E & O R G A N I S A T I O N A L E X C E L L E N C E

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-Quality is a critical component of delivering value to
customers. By providing high-quality products or services,
organizations enhance customer perceptions of value.
-When organizations consistently deliver value, they can build
customer loyalty, increase market share, and improve financial
performance.
Relationship between Quality, Value, and Organizational Excellence
Q U A L I T Y , V A L U E & O R G A N I S A T I O N A L E X C E L L E N C E

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-Organizational excellence, which encompasses quality and
value, is a strategic objective that drives sustainable success
and long-term competitiveness.
-Organizations that focus on quality, value, and organizational
excellence can achieve operational efficiency, cost reduction,
and continuous improvement.
Relationship between Quality, Value, and Organizational Excellence
Q U A L I T Y , V A L U E & O R G A N I S A T I O N A L E X C E L L E N C E

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-Total Quality involves continuous improvement of activities
involving everyone in the organization, managers and workers
in a totally integrated effort towards improving performance in
every functional level.
-To maximize competitiveness of an organization, satisfy goals such
quality, cost, schedules, mission, need, suitability and increase
customer satisfaction.
-When it comes to With Total Quality, the customer is in the driver’s
seat.
Total Quality Defined
T O T A L Q U A L I T Y A P P R O A C H

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-Assists organizations achieve successful organizational strategy
-Strategically based
-Customer focus (internal& external)
-Obsession with quality
-Scientific approach to decision making & problem
-Long term commitment
-Team Work
Key elements of Total Quality Approach
T O T A L Q U A L I T Y A P P R O A C H

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-Continuous process improvement: with the assistance of Research &
Development, products are developed and services delivered by
people using processes within environments.
-To continually improve the quality of products and services it
is necessary to continually improve systems.
-Education & training
-Freedom through control: Involving and empowering employees is
critical to Total Quality.
-It usually mistakenly see employee involvement as a loss of
management control when in fact control is fundamental to Total
Quality.
Key elements of Total Quality Approach
T O T A L Q U A L I T Y A P P R O A C H

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-Total Quality movement has its roots in the time and motion studies
done by Frederick Taylor in the 1920sin which there was division of
labour.
-There was creation of separate quality department though it was
unstable.
-Quality Engineering was introduced in 1920 and resulted in the use
of statistical methods to control quality leading to control charts and
statistical process control (six sigma).
Brief Historyof Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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-In the 1950sReliability Engineering was established and involved
inspections and resulted in nothing more than cutting out bad parts.
-World War II had an impact on quality forced countries such as
Unites States of America and Japan to produce quality goods.
-Japan adopted quality concepts through the use of total quality
management concepts by gurus such as Deming, Juranand Crosby.
-Japan has a success story in relation to producing top quality
products and many universities and colleges started teaching Total
Quality approach in the 1990s.
Brief Historyof Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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-The evolution of Quality Management has been marked by the
development of various methodologies and approaches that have
significantly shaped modern quality practices.
-From statistical control charts and acceptance sampling to total
quality control and zero defects, these advancements have led to
improved product and service quality, increased customer
satisfaction, and better overall business performance
Evolution of Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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1924 -Statistical Process Control Charts:
-Developed by Walter A. Shewhart at Bell
Telephone Laboratories.
-Introduced the concept of using statistical
control charts to monitor and control processes.
-Provided a visual method to identify variations
and maintain process stability.
-Marked the beginning of data-driven decision
making in quality management.
Evolution of Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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1930 -Tables for Acceptance Sampling:
-Developed by Harold F. Dodge and Harry G. Romig.
-Introduced acceptance sampling plans to inspect a
sample of products to determine if the entire lot
meets quality standards.
-Efficient method for inspecting large quantities of
products without checking each individual item.
-Widely adopted in industries to ensure product
quality and reduce inspection costs.
Evolution of Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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1950’s-Quality Assurance/Total Quality Control ( TQC)
-Armand V. Feigenbaum introduced the concept of Total
Quality Control in the 1950s.
-Emphasized the involvement of all employees in maintaining
and improving quality.
-Introduced the idea of quality as a responsibility for everyone
in the organization.
Laid the foundation for later quality management approaches,
such as Total Quality Management (TQM).
Evolution of Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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1960’s-Zero Defects
-Proposed by Philip Crosby in the 1960s.
-Advocated for a commitment to producing
products with zero defects.
-Focused on prevention rather than inspection,
promoting a culture of doing things right the first
time.
-Popularized the idea that quality is achievable and
vital for the success of any organization.
Evolution of Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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1970’s-Quality Assurance in Services
-With the growing importance of the service industry, quality
management principles extended beyond manufacturing.
-Quality assurance concepts were applied to service processes to
improve customer satisfaction and loyalty.
-Pioneered the integration of quality management practices into
various service sectors, such as healthcare, hospitality, and financial
services.
Evolution of Quality Management
H I S T O R Y O N T O T A L Q U A L I T Y D E V E L O P M E N T

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-Quality is a critical aspect of every organization's success, influencing
customer satisfaction, competitiveness, and brand reputation.
-Different perspectives and views on quality have evolved over time,
shaping how organizations approach quality management.
-Diverse views reflect the evolving nature of quality management and
it is important to adopt a flexible approach to align with
organizational values.
Introduction
V I E W S O N Q U A L I T Y

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-Traditional View: Focus on meeting standards and specifications.
Goal:Achieving compliance with minimum standards.
-Modern View : Shift towards customer satisfaction and exceeding
expectations.
Goal: Delivering value through continuous improvement.
-Transcendent View : Quality as an inherent, abstract, and
subjective concept.
Goal:Achieving excellence beyond quantifiable measures.
Product-Based View: Emphasis on tangible product attributes and
features.
Goal: Meeting specific technical specifications.
Different Views on Quality
V I E W S O N Q U A L I T Y

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-User-Based View: Quality determined by customer satisfaction and
perception.
Goal: Delivering exceptional value.
-Manufacturing-Based View: Focus on process control and defect
reduction.
Goal: Consistent production with minimal defects.
-Value-Based View: Quality linked to the value proposition offered to
customers.
Goal: Providing superior value to justify the price.
-Holistic View: Integration of various perspectives, internal and
external.
Goal: Achieving organizational excellence.
Different Views on Quality
V I E W S O N Q U A L I T Y

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-Walter Shewhart:
•Revered as the "Father of statistical quality control," Shewhart
introduced statistical methods to control and improve processes,
laying the foundation for modern quality management.
•His work led to the development of control charts, promoting data-
driven decision making and quality improvement.
-W. Edwards Deming:
•A renowned quality management expert, Deming emphasized the
importance of a systems approach and the role of management in
improving quality.
•His 14 Points for Management and the Plan-Do-Check-Act (PDCA)
cycle became fundamental principles in Total Quality Management
(TQM).
Different Views on Quality
T O T A L Q U A L I T Y G U R U S

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-Joseph M. Juran:
•Juran, a quality management pioneer, emphasized the concept of quality
planning, improvement, and cost management.
•Known for the JuranTrilogy, he advocated for quality as a strategic
imperative, focusing on customer needs and continuous improvement.
-Armand Feigenbaum:
•Feigenbaum coined the term "Total Quality Control," highlighting the
involvement of all employees in quality efforts.
•He emphasized the importance of prevention over inspection and promoted a
holistic view of quality management.
-Philip B. Crosby:
•Crosby advocated for the "Zero Defects" philosophy, stressing the
importance of doing things right the first time.
•His focus on prevention, quality improvement, and employee commitment
became integral to quality management practices.
Different Views on Quality
T O T A L Q U A L I T Y G U R U S

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-Kaoru Ishikawa:
•Ishikawa was a key figure in promoting Total Quality Management
(TQM) in Japan and worldwide.
•He introduced the Ishikawa or Fishbone Diagram , enabling
organizations to identify and address the root causes of quality
issues.
-Genichi Taguchi:
•Taguchi's contributions to quality engineering emphasized robust
design and optimization techniques.
•He developed the Taguchi Loss Function, stressing the financial
impact of poor quality and the need for reducing variation.
Different Views on Quality
T O T A L Q U A L I T Y G U R U S

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-Quality initiatives are essential for organizations seeking to improve
their products, services, and overall performance.
-However, the journey of implementing quality initiatives is not
without challenges.
-We shall now explores some common errors encountered when
starting quality initiatives.
Introduction
E R R O R S W H E N S T A R T I N G Q U A L I T Y I N I T I A T I V E S

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-Lack of Top Management Support.
-Inadequate Planning and Goal Setting.
-Neglecting Employee Involvement.
-Overlooking the Current Quality Baseline.
-Rushing Implementation Without Pilot Projects.
Errors
E R R O R S W H E N S T A R T I N G Q U A L I T Y I N I T I A T I V E S

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-Overemphasis on Tools and Techniques.
-Failure to Communicate the Purpose.
-Ignoring Data Collection and Analysis.
-Inconsistent Training and Development.
-Short-Term Focus and Quick Fixes
-Failure to Recognize and Celebrate Achievements.
Errors
E R R O R S W H E N S T A R T I N G Q U A L I T Y I N I T I A T I V E S

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-Technology Integration : The future of quality management will
witness increased integration of technologies like Artificial
Intelligence (AI), Internet of Things (IoT), and data analytics.
-Customer-Centricity: Quality management will focus more on
meeting ever-evolving customer expectations and personalized
experiences.
-Agile and Lean Approaches : Agile and Lean methodologies will
play a crucial role in adapting to rapidly changing market demands and
fostering continuous improvement.
F U T U R E O F Q U A L I T Y M A N A G E M E N T

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-Risk Management and Resilience : Quality management will be
closely tied to risk management to address uncertainties and
disruptions effectively.
-Global Collaboration: With businesses becoming increasingly
globalized, quality professionals will need to understand diverse
cultures and practices for effective collaboration.
F U T U R E O F Q U A L I T Y M A N A G E M E N T

32. Any questions?
Thanks!
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