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Learning Objectives
TOPIC 1
INTRODUCTION TO QUALITY • Able to analyse the different history
of quality experience between US
and Japan.
1.1 Emergence of Quality Consciousness
• Able to identify the difference
1.2 Definition of Quality between QA and QC.
1.3 Quality Control & Quality Assurance • Able to understand the basic
1.4 Total Quality Management (TQM) concept of TQM in the organisation.
1.5 Key Elements of Total Quality • Able to explain the key elements of
Total Quality

Introduction 1.1 Emergence of Quality

Consciousness
● Important issues in manufacturing
and service:
• 1450 bc – Pyramid
● Productivity – measures of efficiency defined as
the amount of output achieved per unit input. Prior to the 20th centuries :
● Cost of production.
● Quality of good and service that create customer 1. Middle Ages in Europe
satisfaction
- Era of Workmanship
● P, C and Q effect profitability.
● But No Q - no sales, no sales – no 2. Middle of the 18th century
profit, No profit – no business, no - The idea of Quality was brought in to
business- no job. USA,
● Q attain competitive advantages. but was rejected.

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4. After / Post World War II

3. 1900s - 20th century:
• 1940s-1950s, Quality was not a top priority of top
• 1900s - Frederick Taylor ushered Industrial Managers in USA.
Revolution. • Dr Joseph Juran and Dr Edwards Deming,
• 1911 - Taylor published a book ‘Principles of introduced statistical quality control techniques
Scientific Mgt’. to the Japanese.
• 1920 - Western Electric introduced Statistic
Quality Control (SQC). • Main concern – Upper Management rather than
• 1926 - Henry Ford’s book “My Life & Work”. quality specialists alone.
• 1930s - Walter Shewhart designed SPC. • 1950s and 1960s, ‘made in Japan’ was associated
• 1931 - Shewhart published a book on Quality with inferior products.
(Economic Control of Quality of
Manufactured Product). • 1970s, Japanese products were able to penetrate
• 1944 - 1st journal to promote and apply Q into Western markets.
concepts. • 1980s, was a period of growing awareness of
quality.
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4. After / Post World War II Summary of the Emergence of Quality

● 1980 - Hewlett Packard found Japanese chips – ● THEN NEW LEADERSHIP REALIZED & CHANGED
Zero Failure! (US – 11-19 Failures! ). FOCUS TO Q – TILL NOW..
● 1980 - If Japanese can Why can’t We’ (US TV
Program)
● More Companies quest for Q.
● 1982 - Henry Ford visited Japan & realized they
used his book. He went back US to search for the
book. ● Thousands of professional Q books were written
& published.
● 1986 – High awareness of Q esp. after Explosion
of Challenger – killing all the 7 astronauts!
● 1980s - “Consumer Product Safety Commission” - ● Now Q Awards by Federal Government to
Remarkable Change – Increase awareness of Q by; recognize achievement in – Business, Education,
government, consumers & industries. Non Profit Education, Health Care.
● 1989 - Xerox – 5 years of KAIZEN – won Malcolm
Baldridge National Quality Award (MBNQA). ● Q of Mgt as important as Mgt of Q.
● 1990s - Xerox better Q but later declined
because less participation by top management. ● Small Q to BIG Q (from manufacturing to more
area).

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1.2 Definition of Quality

Anything pertaining to:-
 There is no single definition of quality. Quality is Perfection Fast delivery Efficiency
situational.
● “The totality of features and characteristics of a Providing a good, usable product Timely
product or service that bears on its ability to
satisfy given needs.” Eliminating waste Consistency Inspection
Measurement Doing it right the first time
Control Delighting or pleasing customers
Total customer service and satisfaction
● By the end of 1980s, the definition has been made Compliance with policies and procedures
simpler by many companies as:
Continuous Improvement Appearance
‘Quality is meeting or exceeding customer
satisfaction’.

• Transcendent quality / excellence.

1.1.1 Defining Quality • You just know it when you see it.
(Perspectives of Quality) Judgmental • Abstract and subjective.
Perspective • Cannot be the basis for decision
making.
• Immeasurable.
Judgmental Product-Based
User-Based
Perspective Perspective • Specific, measurable variable.
Perspective
(goodness of (product attribute, • Higher amounts of product
product) measurable)
(fitness for use) Product-
Based characteristic are equivalent to higher
Perspective quality.
• Quality is often mistakenly assumed to
be related to price.
Customer
Value-Based Manufacturing- Perspective
Perspective Based (meeting / • Presumption that quality is determined
(usefulness to Perspective exceeding by what a customer wants.
price). (conformance to customers’ User-Based
specification). • Quality is defined as fitness for
expectation) Perspective intended use or how well the product
performs its intended function.

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• The relationship of usefulness or

Value-Based satisfaction to price. Integrating Perspectives on
Perspective • Offers greater usefulness or satisfaction Quality – the Value Chain
at a comparable price.
Transcendent quality & needs Marketing (User
• Conformance to specifications. product based quality
based)
Manufacturing- • Specifications are targets and tolerances (from customers)
Based determined by designers of goods and
Perspective
services.
Feedbacks
Customer
on Design (Value
Perspective
P&S based)
• The totality of features and
characteristics of a product/service
that bears on its ability to satisfy
Customer given needs. Distribution (to
Perspective • Need to identify the customers; customers) Manufacturing
internal and external. (Manufacturing based)
• Basis for coordinating the entire Information flow
value chain.
Product flow

1.3 Quality Control (QC)

Quality is a confusing
concept, and viewed in Also called statistical Q control, is
different criteria based on the managerial process during
their individuals roles in the which actual process performance
production-marketing value is evaluated and actions are taken
chain. to unusual performance. It is a
process to ensure whether a
product meets predefined
standards and requisite action are
taken if the standards are not met.

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QC measures both products and processes for 1.3.1 Quality Assurance (QA)
conformance to Q requirements including both the
specific requirements prescribed by the product
specification and general requirements prescribed by Any action directed toward providing
QA, through this process: consumers with products (goods &
services) of appropriate quality’ and
1. Identifies acceptable limits for significant Q meet consumer requirements.
attributes;
QA is usually measurement and
2. Identifies whether those limits (conform to inspection activity before and
requirements) or fall outside the (exhibit defects); during execution of manufacturing
or service associated with.
3. Act on the differences.

1.4 Total Quality Management 1.4.1 Principles of TQM

• ‘Wide performance excellence rather than 1. Customer focus
based on one discipline only’.
2. Teamwork
• ‘A way of managing to improve effectiveness,
3. Continuous improvement
flexibility & competitiveness of a business as a 4. Leadership
whole. It is also a method of removing waste.’ 5. Process approach
(Roslina, 2006)
6. System approach to management
• ‘The unyielding & continually improving effort 7. Factual approach to decision
by every one in an organisation to understand, making
meet and exceed the expectations of 8. Mutual beneficial supplier
customers.’ relationship
(Procter & Gamble)

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1.4.2 TQ Practices 1.5 Key Elements of TQ

• Represent the approaches that organisations
Continual
use to achieve the principles. Strategically
process
Long-term
based commitment
• For e.g. in customer focus – research their improvement
needs & expectations, systematically managing THANK YOU!!!!!!!
customer relationships, etc. Customer Unity of
Teamwork
focus purpose
1.4.3 TQ Techniques
Employee
• Include a wide variety of tools to plan work Obsession Education &
involvement &
with quality training
activities, collect data, analyse results, empowerment
monitor progress and solve problems.
• One of the most important techniques – basic Freedom
Scientific Peak
through
statistics. approach
control
performance

End of Topic 1