QCONHAB

PRELIM Period

ACCESS Computer College

Mission
To educate the students by means of curriculum grounded on practical application and
technological integration alongside the philosophy of the total academic, co and extra –
curricular experiences. We strive to prepare competent graduates aimed at changing the nation
through competency and values fulfilling the duty to our faculty, employees, students and
society as a true educational institution.

Vision
To be the nation’s premier choice of school for tertiary level education and technical and
vocational training.

Personal Goals and Objectives

Basic Concepts of Quality

 Quality
 Quality Control
 Quality Assurance
 Quality Management
 Total Quality Management
 ISO System

Quality
It is the totality of features and characteristics of a product that bears on it’s ability to
satisfy the stated or implied needs ---ASQC ( American Society for Quality Control)
Implied needs are statements by the customer of problems, difficulties, and
dissatisfactions with a current product or service.
Stated Needs are basic or advanced urges or demands that lead us to take an
appropriate action to fulfil them. Or in terms of marketing if we consider, needs are the gaps
which the companies try to fulfil with their products and services.

Examples:

 Stated Need- My recruiters are not good at interviewing. I need a program to up-skill
them.

 Implied Need- The program should directly improve interviewing capability.

 Stated Need- I want a phone with 32 GB memory and 15 MP camera.

 Implied Need- I should be able to make calls with the phone.


  If you go to Subway and ask for a footlong on whole wheat the stated need is that it be a
footlong and that it be of whole wheat. What you didn't state, but is typically implied, is
that it will be fresh bread, not the day old stale stuff in the back.

Implied needs are the intangible, customer focused (as opposed to requirement focused)
expectations.

What is Quality?

Q: Quest for Excellence

U: Understanding Customer needs
A: Action to achieve customers appreciation
L: Leadership Determination to be Leader
I : Involving all people
T : Team spirit to work for common goal
Y : Yard stick measure Progress.
Quality means staying in business.

Garvin’s definition of Quality:

 User- based : “ in the eyes of the beholder”. If the customer is satisfied, the product has
good quality.
 Manufacturing-based: “Right the first time” .If the product conforms to design
specifications, it has ggod quality
Get it right the first time so that there is no need for an inspector or supervisor to
check all work and identify errors of oversights.
 Product-Based: Precise measurement. Quality is found in the components and
attributes of a product
 Value-based : If the product is perceived as providing good value for the price, it has
good quality
 Transcendent definition
Quality I something that is intuitively understood but nearly impossible to
communicate such as beauty or love.

Dimensions of Quality: By David A. Garvin- Eight critical dimensions or categories of

quality that can serve as a framework for strategic analysis:
 Performance - Performance refers to a product's primary operating characteristics. This
dimension of quality involves measurable attributes; brands can usually be ranked
objectively on individual aspects of performance.
 Features: convenience, high tech- Features are additional characteristics that enhance
the appeal of the product or service to the user.
 Reliability- Reliability is the likelihood that a product will not fail within a specific time
period. This is a key element for users who need the product to work without fail.
 Conformance - the degree to which a product’s design and operating characteristics
meet established standards. This dimension owes the most to the traditional approaches
to quality pioneered by experts like Juran.
 Durability -Durability measures the length of a product’s life. When the product can be
repaired, estimating durability is more complicated. The item will be used until it is no
 longer economical to operate it. This happens when the repair rate and the associated
costs increase significantly.
 Serviceability - the speed, courtesy, competence, and ease of repair.
 Aesthetics- Aesthetics is the subjective dimension indicating the kind of response a user
has to a product. It represents the individual’s personal preference.
 Perceived Quality - Perceived Quality is the quality attributed to a good or service based
on indirect measures.

Importance of Quality:
 Lower Costs (less labor, rework, scrap)
 Motivated employees
 Market Share
 Reputation
 International Competitiveness
 Revenues generation increased (ultimate goal)

Quality Policy:
The overall quality intentions and directions of an organization as regards quality, as
formally expressed by top management.
This means that the people in charge of the business will decide what the organization
will aim to do about quality. This will ensure that the organization can cooperate with an
assurance of quality.

Quality System:
The organizational structure, responsibilities, procedures, processes and resources for
implementing quality management.

Quality Control:
It is the operational techniques and activities that are used to fulfill the requirements for
quality.
This is the checks and measures to determine whether the quality system is working and
that the standards of quality are being met.

Quality Assurance:
It is all the systematic and planned actions which are necessary to provide adequate
confidence that a product or service will satisfy the given requirement for quality.
Once all the decisions, systems and checks are proven to be sound, as assurance can
be given to customers that products and services of the organization are up to a level of quality.

Quality Management:
It is a systematic set of operating procedures which is company wide, documented,
implemented and maintained while ensuring the growth of business in a consistent manner.
This means that the people who are concerned with the day to day running of the
organization will put in place a quality system that will achieve the aims of the quality policy.

Total Quality Management:

 It is the latest approach
 It is the process of individual and organizational development the purpose of which is to
increase the level of satisfaction of all the stakeholders
QM vs QA
The basic concept of Quality Assurance and Quality Management is to encourage the
individual operator to be responsible for their own work.

The Prime Focus of

Quality Management Quality Assurance
Achieving results that satisfy the Demonstrating that the requirements for
requirements for quality. quality have been (and can be) achieved.
Motivated by stakeholders internal to the Motivated by stakeholders, especially
organization, especially the organization’s customers, external to the organization.
management
Goal is to satisfy all stake holders Goal is to satisfy all customers
Effective, efficient, and continually improving, Confidence in the organization’s’ products is
overall quality-related performance is the the intended result
intended result
Scope covers all activities that affect the total Scope of demonstration covers activities that
quality-related business of the organization directly affect quality-related process and
product results

Historical Background
The Oldest term ---- Quality
Quality Control
Quality Assurance (1970s)
Quality Management

Quality Timeline
1800’s
Standardization and Quality control

1904-1915
Zero Quality control; Quality Trilogy;TQM
Fishbone diagram
1920-30
Statistical Analysis
1950-80
Management by Quality ; Quality control
1990’s
Value Chain
Continuous improvement
1999-Now: Lean Quality Improvements

Hierarchial Structure
Total Quality Management

Quality Management
 Quality Assurance (GMP + Original product design and development)

Good manufacturing Practice

Quality control

Consciousness
The condtion of being conscious.The normal state of being awake and able to
understand what is happening around you; A person’s mind and thoughts; Knowledge that is
shared by a group of people.
Source; http://www.merriam-webster.com/dictionary/consciouness

Habits
A habit is a routine of behavior that is repeated regularly and tends to occur
subconsciously.
In the American journal of Psychology (1903) it is defined in this way. “A habit, from the
standpoint of psychology, is a more or less fixed way of thinking, willing, or feeling acquired
through previous repetition of a mental experience. “Habitual behavior often goes unnoticed in
persons exhibiting it, because a person does not need to engage in self-analysis when
undertaking routine tasks. Habits are sometimes compulsory. The process by which new
behaviours become automatic is habit formation. Old habits are hard to break and new habits
are hard to form because the behavioural patterns we repeat are imprinted in our neural
pathways, but it is possible to form new habits through repetition.

Processes
a series of actions or steps taken in order to achieve a particular end.

Examples include:
 Manufacturing – a product assembly process, a quality assurance process, a
corrective/preventive maintenance process.
 Finance – an invoicing process, a billing process, a risk management process.
 Health – a medical assessment, a drug approval.
 Banking – customer on-boarding, credit check.
 Computing - a computer program, or running a program concurrently with other
programs

Quality Consciousness
https://qualityandinnovation.com/2011/10/21/what-is-quality-consciousness/

 The existential question that motivated this line of inquiry: If ISO 8402:1994 says that
quality is the “totality of characteristics of an entity that bear upon its ability to satisfy stated
and implied needs,” then what if that entity is YOU? What are the totality of characteristics
 of YOU that bear upon YOUR ABILITY to satisfy the stated and implied needs of your
stakeholders?
 The term “quality consciousness” was first used, from what I can find, in a 1947
keynote by C.R. Sheaffer to the first convention of the American Society for Quality
Control (ASQC), the predecessor to ASQ. To answer the question “what does top
management expect from quality control [people and organizations]” he notes that a change
in quality consciousness is expected. Attitudes must shift from an acceptance of what’s
good enough to the constant pursuit of making things better. People must be able to take
pride in their high-quality work. (from Borawski, 2006)
 Consciousness, according to the Random House dictionary, is 1) awareness of one’s own
thoughts feelings, and surroundings, 2) the full activity and engagement of the senses, and
3) the thoughts and feelings of individuals and groups.
 Based on this definition, I believe that quality consciousness can be summed up by the “3
A’s” – Awareness, Alignment, and Attention. Quality consciousness implies awareness of
yourself and the environment around you (including what constitutes quality and high
performance for people, processes and products – most importantly, YOU). It also suggests
that you must achieve alignment of your consciousness with the consciousness of the
organization, which will aid in full activity and engagement of the senses. Your attention
must be selectively focused onto what you can accomplish in the present moment according
to that alignment (which implies that you are able to effectively filter the rapid and
voluminous streams of information coming at you).
 From reviewing the literature, I find that there are four elements that contribute to
developing awareness, finding alignment, and focusing attention. These are Action,
Reflection, Interaction, and Education. I’ll go into more detail in the article on how these
are all related.
 I think that quality consciousness is exactly what Deming was after… and that it’s the
moral of the story of his 14 points. But whereas the unit of analysis for his 14 points was the
organizational level, we need to internalize those points within ourselves. What if Deming’s
14 points were geared towards YOU developing your quality consciousness… what do you
think he would have said differently?
 The absence of focus on developing a quality consciousness is, I believe, the
distinguishing factor between companies that have implemented the Toyota Production
System successfully (ie. Toyota) and companies that have implemented the Toyota
Production System with limited results (e.g. pretty much everyone else).
 A personal path for developing quality consciousness might include asking yourself
the following questions: What do YOU need to expand your awareness? To enhance your
mood and affect so that you’re aware of the vast landscape of innovative potentials
available to you (e.g. http://qualityandinnovation.com/2011/09/29/why-positive-
psychology-is-essential-for-quality/)? What do YOU need to align yourself with your
organization? What do YOU need to be able to focus your attention on the most productive
thing you can do at any given moment – resulting in effortless action, optimal flow and
productivity, and positive affect that will cycle back to expanding your awareness even
more?
Quality consciousness habits and processes are part of a management philosophy that
seeks to improve quality constantly rather than just to meet a certain set goal. Companies
employ quality consciousness processes on an organizational level to improve their products. In
addition, individuals benefit when they build quality consciousness habits into their thoughts and
behaviors.

Three components of quality consciousness exist on an individual level. The first step is for the
individual to develop awareness of her environment and the meaning of quality within it. The
second step requires the individual to align her individual quality goals with those of the
organization for which she works. The final step for the individual is to pay attention to what can
be done to improve quality in the present moment, blocking out distractions and negativity.

Toyota uses quality consciousness processes. For generations, Toyota has continually refined
its production methods, focusing on eliminating waste and improving efficiency following its
philosophy of "daily improvement."

In the 1980s, U.S. managers implemented quality consciousness processes after learning of the
work of W. Edwards Deming, an engineer and a consultant who influenced Japanese
managers. In his 1982 book, "Out of the Crisis," Deming outlined 14 points for managers. He
urged managers to set quality goals for employees rather than relying on quota-based
production metrics. Quality-based goals allow employees to take pride in their work instead of
experiencing an adversarial relationship with management.

ISO System
A set of Quality Standards governing the documentation requirement of a system
ISO 9001:2008
ISO 14000:2004
ISO 17025
SA 8000