FIRST PART

SLIDE #1

The ability of a product or service to consistently meet or exceed customer expectations

SLIDE #2

• Prior to the 1970s and 1980s, quality was not a focal point of U.S. companies

• Foreign competition, due in part to a focus on quality, was able to capture

significant shares of U.S. markets

• Since the 1980s, quality has been increasingly embraced by U.S. executives

SLIDE #3

Quality Contributors

• Walter Shewart

– “Father of Statistical Quality Control”

– Control charts

– Variance reduction

• W. Edwards Deming

– Special vs. common cause variation

– The 14 points

• Joseph Juran

– Quality Control Handbook, 1951

– Viewed quality as fitness-for-use

– Quality trilogy– quality planning, quality control, quality improvement

SLIDE #4

• Armand Feigenbaum

– Quality is a “total field”

– The customer defines quality

• Philip B. Crosby

– Zero defect

– Quality is Free, 1979

• Kaoru Ishikawa

– Cause-and-effect diagram

– Quality circles

– Recognized the internal customer

• Genichi Taguchi

– Taguchi loss function

• Taiichi Ohno and Shigeo Shingo

– Developed philosophy and methods of kaizen

 SECOND PART

SLIDE #1

Quality Certification

International Organization for Standardization ISO

• ISO 9000

– Set of international standards on quality management and quality assurance, critical to

international business

• ISO 14000

– A set of international standards for assessing a company’s environmental performance

• ISO 24700

– Pertains to the quality and performance of office equipment that contains reused

components

• ISO 9000: 2000

– The standard aims to evaluate a firm’s ability to effectively design, produce, and deliver quality
products and services.

SLIDE #2

Quality Principles:

• Principle 1 Customer focus

• Principle 2 Leadership

• Principle 3 Involvement of people

• Principle 4 Process approach

• Principle 5 System approach to management

• Principle 6 Continual improvement

• Principle 7 Factual approach to decision making

• Principle 8 Mutually beneficial supplier relationships

SLIDE #3
 • A philosophy that involves everyone in an organization in a continual effort to
improve quality and achieve customer satisfaction.

SLIDE #4

TQM Approach

1. Find out what the customer wants

2. Design a product or service that meets or exceeds customer wants

3. Design processes that facilitate doing the job right the first time

4. Keep track of results

5. Extend these concepts throughout the supply chain

SLIDE #5

TQM Elements

1. Continuous improvement

2. Competitive benchmarking

3. Employee empowerment

4. Team approach

5. Decision based on fact, not opinion

THIRD PART

SLIDE #1

Quality Circles

Quality Circles

– Groups of workers who meet to discuss ways of improving products or processes

• Less structured and more informal than teams involved in continuous

improvement

• Quality circle teams have historically had relatively little authority to make any but

the most minor changes

– Work best when decisions are based on consensus

• Methods:

– List reduction
 – Balance sheet approach

– Paired comparison

SLIDE #2

Benchmarking Process

• Identify a critical process that needs improving

• Identify an organization that excels in this process

• Contact that organization

• Analyze the data

• Improve the critical process

SLIDE #3

FOURTH PART

SLIDE #1

Centralized vs. On-Site Inspection

• Effects on cost and level of disruption are a major issue in selecting centralized vs. on-site
inspection

– Centralized

• Specialized tests that may best be completed in a lab

-More specialized testing equipment

-More favorable testing environment

-On-Site

• Quicker decisions are rendered

• Avoid introduction of extraneous factors

• Quality at the source

SLIDE #2

Statistical Process Control (SPC)

• identifies special causes of variation and seeks corrective action

– Quality of Conformance

• A product or service conforms to specifications

• A tool used to help in this process:

– SPC

• Statistical evaluation of the output of a process

• Helps us to decide if a process is “in control” or if corrective action is needed