Chap 1amended

Chapter 1
Differing Perspectives
on Quality
By
Dr. Nezar AL-Samhi
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-1

Differing Perspectives on Quality
Chapter 1
Introduction
Recognizing Different Perspectives on Quality
➢ Quality Management involves flows like river (upstream and

downstream).
➢ Flows have to operate effectively, effectively and with outstanding

quality. The sum of these flows constitute the supply Chain.
➢ The supply chain encompasses many differing functions and

processes from raw materials stage to after sale service.
➢ To execute all these processes we need expertise and quality

with the requirements of :
➢ flexible cross functional problem solving
➢ Employees who can adapt to changing markets.(
Chapter 1
1- What is Quality?
There are several quality dimensions, one of the most respected was
compiled by David Garvin of the Harvard Business School.
1- Transcendent
2- Product based 5-Value based
Definitions are
3- User-based 4- Manufacturing based

Chapter 1
1- What is Quality?
David Garvin found that most definitions of quality were:

1. Transcendent: intuitively understood but impossible to
communicate like beauty or love.
2. Product based: quality is component and attribute of a
product.
3. User-based: if the customer is satisfied, the product has good
quality.
4. Manufacturing based: if the product conforms to design
specifications, it has a good quality.
5. Value based: if the product is perceived as providing good
value, it has good quality.(

1. What is Quality?
Garvin’s Product Quality Dimensions
Using the five definitions of quality, Garvin developed a list of 8 quality

dimensions:
➢ Performance ➢ Durability
➢ Features ➢ Serviceability
➢ Reliability ➢ Aesthetics
➢ Conformance ➢ Perceived Quality
©
1. What is Quality?
➢Performance ➢Efficiency with

➢Feature which a product
➢Reliability
achieves its
intended purpose
➢Conformance
(

1. What is Quality
➢Performance ➢ Attributes that

➢Features supplement the
➢Reliability
product’s basic
performance
➢Conformance

1. What is Quality
➢Performance ➢Product’s
➢Features propensity to
➢Reliability
perform consistently
over the product’s
➢Conformance
useful life.

1. What is Quality
➢Performance ➢Adherence to
➢Features quantifiable
➢Reliability
specifications
➢Conformance

1. What is Quality
➢ Abilityto tolerate ➢Durability

stress or trauma ➢ Serviceability
without failing ➢ Aesthetics
➢ Perceived Quality
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 10

1. What is Quality
➢ The ease and low ➢Durability

cost of repair for a ➢ Serviceability
product ➢ Aesthetics

1. What is Quality
➢ Degree to which ➢Durability

product attributes ➢ Serviceability
are matched to ➢ Aesthetics
consumer
preferences

1. What is Quality
➢ Quality as the ➢Durability

customer perceives ➢ Serviceability
it…image, ➢ Aesthetics
recognition, word of
mouth.

1. What is Quality
PZ&B’s Service Quality Dimensions
◼ Service quality is even more difficult to define, because of the

variation created by high customer involvment.
◼ Parasuraman, Zeithamel, and Berry (PZ&B), three marketing

professors from Texas A&M University published a set of service
dimensions:
➢ Tangibles
➢ Service Reliability
➢ Responsiveness
➢ Assurance
➢ Empathy

1. What is Quality
➢ Tangibles ➢Physical
➢ Service Reliability appearance of the
➢ Responsiveness
facility, equipment,
personnel and
➢ Assurance
communications
➢ Empathy materials

1. What is Quality
➢Tangibles ability of the ➢The

➢ Service Reliability service provider to
➢ Responsiveness
perform the
promised service
➢ Assurance
dependably and
➢ Empathy accurately

1. What is Quality
➢ Tangibles ➢The willingness of

➢ Service Reliability the provider to be
➢ Responsiveness
helpful and prompt
in providing service
➢ Assurance
➢ Empathy

1. What is Quality
➢Tangibles knowledge ➢The

➢ Service Reliability and courtesy of the
➢ Responsiveness
employees and their
ability to inspire
➢ Assurance
trust and confidence
➢ Empathy

1. What is Quality
➢Tangibles ➢Caring
➢ Service Reliability individualized
➢ Responsiveness
attention from the
service firm
➢ Assurance
➢ Empathy

1. What is Quality?
Why does it matter that different definitions of
quality exist?
Problem with having multiple dimensions
Communication.
Different department may have different understanding of the quality
Strategic plan will not be in alignment

What is Quality?
2. Differing Functional Perspectives on Quality
Functional Perspectives on quality include:

1. Supply Chain Management
2. Engineering
3. Operations
4. Strategic Management
5. Marketing
6. Financial/Accounting
7. Human resources

What is Quality?
1. Supply Chain Management

➢ There are many important quality related activities that are
part of the supply chain management such as: logistics,
processes, Human resource management, Information
systems, purchasing and even the supplier qualifications.
➢ Six Sigma is a procedure for implementing quality
improvement to reduce cost and improve product service and
design.
➢ The steps of the six sigma include: define, measure, analyze,
improve and control (DMAIC)

What is Quality?
1. H
Design Life cycle
2. Engineering
Applying mathematical
problem-solving skills
and modeling techniques
➢ Product Design
➢ Process Design

What is Quality?
◼ Statistical Process Control
(SPC) is concerned with
monitoring process capability
and stability.
◼ Shewhart’s Control Process:

“a hypothesis is specified that the
process meets a given
specification, data about the
process are gathered, and a
hypothesis test is performed to
see if the process is stable
The engeneering view focuses on

statistics and technical
specification.
What is Quality?
1. H
2. Engineering
3. Operations Management
4. Operations
Management
➢ Uses the systems

view that underlies
modern quality
management thinking
The product quality is

seen as the result of
the interactions of
different variables
such as: machines, Conversion System Model of Operations Management
labor, procedures,
planning and
management.
What is Quality?
1. H
2. Engineering
➢ Firms establish a planned course of

action to achieve quality objectives
➢ Course of action must be cohesive

and coherent in terms of goals,
policies, plans, and sequencing to
achieve quality improvement
➢ Aids an organization to achieve a

sustainable competitive advantage
Generic strategic Planning Process

What is Quality?
2.Differing Functional Perspectives on Quality
1. H
2. Engineering
6. Marketing
➢ Focuses on perceived
quality of goods and
services
➢ The primary marketing

tools for influencing
customers perception of
quality are price and
advertising Marketing System
➢ The customer is the

focus of marketing-
related quality
improvement 1 - 27
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
What is Quality?
1. H
2. Engineering
4.
5.
Operations Management
Strategic Management
Deming Value Chain
6. Marketing
7. Financial
➢ Relies more on quantified,

measurable, results-oriented
thinking
➢ Identify and measure costs of

quality by conducting trade-
off and break-even analysis
➢ The pursuit of quality does

not safeguard a company
against bad management

What is Quality?
Financial
➢ Law of diminishing returns

What is Quality?
Financial
➢ Law of diminishing returns
➢ According to this law, the pursuit of higher quality will result in
higher expenditures.
➢ To invest beyond the minimum cost level will result in
noneconomic decision.

What is Quality?
1. H
2. Engineering
6. Marketing
7. Financial
8. Human Resources
➢ Employee empowerment
➢ Organizational design
➢ Job analysis
➢ Quality management flourishes where the workers’ and

company’s needs are closely aligned

3. The Three Spheres of Quality
The Three Spheres of Quality

Quality Management is broken into:
1- Analysis phase is broken into its fundamental

2- Relation phase involves understanding the relationships between
the parts
3- Generalization phase involves perceiving how interrelationships
apply to larger phenomenon of quality being studied.
1- Analysis Phase
2- Relation
3- Generalization

Quality control process is broken into:
1- Analysis phase is broken into its fundamental

2- Relation phase involves understanding the relationships between
the parts
3- Generalization phase involves perceiving how interrelationships
apply to larger phenomenon of quality being studied.
◼ Quality control include the following:
◼ •Monitoring process capability and stability
◼ •Measuring process performance
◼ •Reducing process variability
◼ •Optimizing processes to nominal measures
◼ • Performing acceptance sampling
◼ •Developing and maintaining control charts 1 - 34
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Quality Assurance refers to:
1- Guaranteing the quality of a product or service.
2- This view states that quality control is reactive than proactive

because they detect problems after occuring

Quality assurance refers to activities associated
with guaranteeing the quality of a product or service.
Often, these activities are design-related of products, services

and processes.
This view of quality states that quality control is reactive rather

than proactive by detecting quality problems after they occur.
Given this, the best way to ensure quality is in the design of

products, services, and processes.
Quality assurance activities include tasks such as • Failure
mode and effects analysis • Concurrent engineering •
Experimental design • Process improvement • Design
team formation and management • Off-line experimentation
• Reliability/durability
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. product testing 1 - 36
Quality Management is the sum of
1- Quality control
2- Quality assurance

What is Quality?
`
Other Perspectives on Quality:
➢ Value-Added Perspective on Quality

A customer-based perspective that involves the concept of value.
A value-added perspective that involves a subjective assessment of
efficacy.
➢ Cultural Perspective on Quality

International marketers have noted differences in tastes and
preferences between cultures and nations. The quality of product
is seen differently from one culture to another

What is Quality?
Chapter 1 Review
`
➢ There are different perspectives on quality
➢ There is disagreement on the definition of quality
➢ Functional perspectives on quality vary greatly
➢ Quality control, quality assurance and quality
management focus on different aspects of quality
➢ Quality improvement requires a complex mix of
system design, organizational design, rewards
design, and process design

`
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transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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Chapter 1

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-1

➢ Quality Management involves flows like river (upstream and

➢ Flows have to operate effectively, effectively and with outstanding

➢ The supply chain encompasses many differing functions and

➢ To execute all these processes we need expertise and quality

2- Product based 5-Value based

3- User-based 4- Manufacturing based

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-3

David Garvin found that most definitions of quality were:

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-4

Using the five definitions of quality, Garvin developed a list of 8 quality

➢Performance ➢Efficiency with

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-6

➢Performance ➢ Attributes that

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-7

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-8

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1-9

➢ Abilityto tolerate ➢Durability

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 10

➢ The ease and low ➢Durability

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 11

➢ Degree to which ➢Durability

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 12

➢ Quality as the ➢Durability

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 13

◼ Service quality is even more difficult to define, because of the

◼ Parasuraman, Zeithamel, and Berry (PZ&B), three marketing

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 14

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 15

➢Tangibles ability of the ➢The

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 16

➢ Tangibles ➢The willingness of

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 17

➢Tangibles knowledge ➢The

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 18

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 19

Problem with having multiple dimensions

Different department may have different understanding of the quality

Strategic plan will not be in alignment

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 20

Functional Perspectives on quality include:

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 21

1. Supply Chain Management

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 22

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 23

◼ Shewhart’s Control Process:

The engeneering view focuses on

➢ Uses the systems

The product quality is

➢ Firms establish a planned course of

➢ Course of action must be cohesive

➢ Aids an organization to achieve a

Generic strategic Planning Process

➢ The primary marketing

➢ The customer is the

➢ Relies more on quantified,

➢ Identify and measure costs of

➢ The pursuit of quality does

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 28

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 29

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 30

➢ Quality management flourishes where the workers’ and

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 1 - 31