Armando del Mundo

Phd-TM Student
June 22, 2020

Module 1 Evaluation
Discussion Questions:

 How can quality be measured for the following products?

Measuring the quality service will depend on the reputations, brand promises and the quality of
services being offered to the customers regardless of types of service industry. Based on the
list of indicators to measure the service quality discussed in module 1, the SERVQUAL model
fits from the given indicators and considered widely used in various industries (retailing,
restaurants, banking, telecommunication industry, airline catering, local government, hotels,
hospitals, and education). This model has 5 five service quality dimensions; Tangibles,
Reliability, Responsiveness, Assurance and Empathy.
Parasuraman et al. (1985, 1988) defined the five dimensions as follows:
1. Tangibility: physical facilities, the appearance of personnel, tools used to perform
the service and other customers in the service facility.
2. Reliability: the ability to provide consistent performance and provide the promised
service accurately and dependably.
3. Responsiveness: employees’ readiness to deliver the service and to giving prompt
service.
4. Assurance: employees’ knowledge to perform the service, employees’ politeness,
respect and consideration, and their ability to inspire trust and confidence.
5. Empathy: Caring, understanding customers’ needs and paying attention, individually,
to the customers.
Below are some service industries be measured
1. Telephone service

• Sales (Assurance, Tangibility)

• Service management (Reliability)
- provision
- alteration
- service support
- repair
- cessation
• Call technical quality (Responsiveness)
 - connection/establishment
- information transfer
- connection release
• Billing (Assurance and Emphaty)

2. Automotive repair
 Physical facility complete, Complete and modern-looking equipment, and
Complete Spare Part Available (Tangible)
 Provide their services in their promised time, Personal information security,
Perform their services right at the first time, Keeping promises, Use original
Products , and Handling faults in cars (Reliability)
 Politeness of the Staff, Knowledgeable staff reasonable pricing, and Informative
explained (Assurance)
 Give personal attention to its customers, Focus on customer expectations, Easy
to get information, Delivery quality, and Payment options (Empathy)

3. Manufacture of PPEs
 Physical facility complete, Equipment and Machines, and Materials (Tangible)
 Providing their services in their promised time and in terms of quality of
materials, production time, and quantity over a period of time(Reliability)
 Customers reject and return. Provide efficient service to customers in terms of
rework or iterations, Willing to help you, Compatible Staff, Quick response to
your request, and Telling Customers exactly the time of Service
(Responsiveness)
 Knowledgeable staff reasonable pricing, and Informative explained (Assurance)
 Customer fill rate, on-time delivery, perfect order percentage. Give personal
attention to its customers, Focus on customer expectations, Easy to get
information, Delivery quality, and Payment options (Empathy)

4. Technical Training
 Appearance of physical facilities, equipment, personnel, and communication
materials/modules, Campus environment (Tangible)
 Ability to perform the promised service dependably and accurately, Curriculum,
Quality of instructor, and Training delivery (Reliability)
 Willingness to help customers and provide prompt service (Responsiveness)
 Knowledge and courtesy of employees and their ability to convey trust and
confidence (Assurance)
 Caring, individualized attention the firm provides its customers(Empathy)
 5. Enrollment/registration
 System used for Enrolment and Procedures and Guidelines in place (Tangible)
 Ability of the Registration and Admission department to response to customers
request on time (Responsiveness)
 Ability to deliver the desired service dependably, accurately and consistently
and compliance with the existing procedures and guidelines (Reliability)
 Ability to show personal care and attention to students (Emphaty)
 Ability to convey trust and confidence to customers through the services provided
(Assurance)

 Which of Deming’s 14 points do you agree with and which ones do you
disagree with?
Deming’s 14 points
AGREE
 Constancy of Purpose (It is constant
improvement of product and services and
developing a continuous plan (short term and
long term)
 A New Philosophy (Adapting changes for
improvements)
 Away with Mass Inspection (Inspections are
costly and unreliable so better to focus in the
process aspect)
 Forever Improving (Continuously improve
your systems and processes including
providing education, and trainings that helps
to improve processes)
 Leadership (Management should lead, not
supervise.)
 Pull Down Barriers (Teamwork is needed
throughout the company.)
 Eliminate Sloganising (Means, letting the
people know exactly what you want and how
to it s achieved)
 Pride of Workmanship
 Self-Improvement
 Transformation is Everybody’s Job
DISAGREE
 Reliability of supplier (Having a single
supplier helps to build trust and
relationships but having an
alternative(back up) suppliers can be
better in some ways.
 Train and Train and Train (this can be
merged in Forever improving, part of the
improvement is to train people’s kills,
ability, knowledge to do better)
 Drive Out Fear (This can be added under
leadership. Supervisor and manager
should ensure that their staff are not
afraid to express their opinions and
ideas and feel your staff being valued
and trusted. These are some
responsibilities of being a leader)
 Get Rid of Quotas (This one is case to
cased basis; it depends on how you
communicate to your staff to achieve
the goals. Having a quota is just setting
a goal in the company and incentives
and recognitions after of this.)
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.

DEMING PHILOSOPHY: Based in improving the products and services by reducing

uncertainty and variability in the design and manufacturing processes. Variation is
considered the only reason for poor quality. Variations in parts of pieces in
manufacturing leads to wear and premature failure. Better quality leads to less rework,
fewer delays and better use of factor inputs. It includes profound knowledge consisting
of four stages -appreciation for a system, some knowledge of theory of variation, theory
of knowledge and psychology.
Demin promoted this cycle with following steps:
Plan: Design a consumer research methodology which will inform business process
components.
Do: Implement the plan to measure its performance.
Check: Check the measurements and report the findings to the decision-makers.
Act/Adjust: Draw a conclusion on the changes that need to be made and implement them.

JURAN PHILOSOPHY: The Juran philosophy is based upon the company’s current strategic
planning and minimum risk in rejections. He states in his quality management program that
different employees at different levels of the organization hold different factors as priority –
top management holds money as important and speaks in money terms, workers hold things as
important and mid management holds both the things and money as important and can speak
for in money as well as things terms. His method of quality management focuses on the
interdependencies of functions of manufacturing, process control, testing and feedbacks and
that the quality system needs to be continuous and never ending.
Juran developed an approach for cross-functional management that comprises three
legislative processes: quality planning, quality control and quality improvement.
Quality Planning: This is a process that involves creating awareness of the necessity to improve,
setting certain goals and planning ways to reach those goals. This process has its roots in the
management's commitment to planned change that requires trained and qualified staff.
Quality Control: This is a process to develop the methods to test the products for their quality.
Deviation from the standard will require change and improvement.
Quality Improvement: This is a process that involves the constant drive to perfection. Quality
improvements need to be continuously introduced. Problems must be diagnosed to the root
causes to develop solutions. The Management must analyze the processes and the systems and
report back with recognition and praise when things are done right.
CROSBY PHILOSOPHY: Crosby philosophy on quality management is based upon the absolutes
of quality management and basic elements of improvement .The absolutes of quality
management are: quality is conformance to requirements not elegance, there is no such thing
as a quality problem, no such thing as economics of quality, the only performance measure is
cost of quality, the only performance standard is zero defects , and the basic elements of
improvement include determination, education and implementation.
Crosby defined Four Absolutes of Quality Management, which are
The First Absolute: The definition of quality is conformance to requirements
The Next Absolute: The system of quality is prevention
The Third Absolute: The performance standard is zero defects
The Final Absolute: The measurement of quality is the price of non-conformance

To sum up, below are simplified comparisons of Deming, Crosby, and Juran
approaches to quality improvement.
Areas Crosby Deming Juran
Definition of Quality  It is conformance to  Meeting and  Quality mission of the
requirements, not as exceeding the company is “fitness for
goodness customer’s need and the use as perceived
 It is management’s job expectations and by the customers.
to set the requirements then continuing to  The mission of
and communicate to improve individual
employee departments are to
work according to
specifications
designed to achieve
fitness for use.
Degree of Senior  Quality improvement  Quality is made in the  Majority of Quality
management starts from the top board room. problems are the fault
involment  Senior management is of poor management
100% responsible for rather than poor
the problems with workmanship.
Quality and their
continuance.
Performance  Performance standard Eliminates management
standard/Goal must be zero defect, by numbers, numerical
Setting not that’s close goals. Substitute
enough. leadership.
 Encourage individuals
to establish
improvement goals for
themselves and their
groups.
General Approach  The system for causing
Quality is prevention
not appraisal.
(The secret of the
prevention is to look at the
process and identify
opportunities for error.)
Statistical Process
Control or Quality
Control(QC)
Improvement Basis  Quality improvement is
built on getting
everyone to do it right
the first time (DIRFT)
 Quality improvements
is a process not a
program and it takes a
long time for its to
become a normal part
of the scene.
Team work
Single sourcing of
supply
 The concept of
control is one of
“holding” the status
quo”: keeping a
planned process in its
planned state so that
it remains able to
meet the operating
goals.
 Put everyone in the  Quality improvement
company to work to is not fire fighting, or
accomplish the removing a sporatic
transformation. The spike. More than that
transformation is quality management
every body’s job. raises quality
 Repeated use PDSA performance to
cycle. break through levels.
 All quality
improvement takes
place project by
project.
 Management must
break down barriers
between
departments. Each
dept. must see
other department as
internal customer,
when this is
practiced the
barriers begin to
fall.
 There should be a
single supplier for
any one item, on a
long term
relationship of
loyalty and trust.
Cost of Quality  Measurement of  Companies should  Cost of Poor Quality
quality is the price of look at the toal cost (COPQ) is the sum of
non-conformance, not of product or all cost that would
indexes. service provided by disappear if there
 Price of non- others, and not just were no quality
conformance is by the purchase price. problems.
counting everything.  Quality improvement
That is spent if everything Accepting the lowest bid does not come free.
was not don’t right the first does not guarantee the
time. lowest total cost.
Training  Orientation to the  Training should be
concept and given on the job.
procedures of quality  Everyone should be
 Direct skill trained in basic
improvement statistical methods.
 Continual quality data  Training boost
communications morale because it
provides workers
with a greater sense
of security and value
and a lower stress
level.
Quality awareness  Share with employee  Management must
the measurement of eliminate slogans,
what nonconformity is exhortations, and
costing to the company targets asking for
zero defects and
new level of
productivity from
the work force.
Recognition  Individual recognition  Abolish the annual
for those who meet merit, or rating
their goals or perform system. Instead
outstanding leader should learn
performance. who is in need of
individual help,
whose work
processes show
extra good
performance.
Improve the system
and shrink the
difference between
the people that
belong to the
system.
Company Culture  The culture of the  Leadership must be
company is going to instituted. The aim
change only when all of leadership should
employee absorb the be to help people
common language of and machines do a
quality and begin to better job.
understand their  Drive out the fear so
individual roles in that everyone may
making quality work effectively for
improvement happen. the company.

Inspection and Defect  Two factors cause  Cease dependence  Operates errors can
control defects and mistakes : on inspection to be reduced by :
Lack of knowledge and achieve quality. keeping people
lack of attention Eliminate the need attentive, training,
for mass inspection changing technology,
by building quality improving
into the product communication,
during the process establishing
in the first place. accountability,
removing the error-
prone person and
motivation.