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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, but was rejected.
● Q attain competitive advantages.

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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.
1.Judgmental 1.Product-Based
1.User-Based
Perspective Perspective • Specific, measurable variable.
Perspective
(goodness of (product attribute, Product- • Higher amounts of product
(fitness for use)
product) measurable) characteristic are equivalent to higher
Based
Perspective quality.
• Quality is often mistakenly assumed to
be related to price.
1.Customer
1.Value-Based 1.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.

1.4.1 Principles of TQM

1.4 Total Quality Management (ISO 9001 : 2015)
• ‘Wide performance excellence rather than
based on one discipline only’.
1. Customer focus

• ‘A way of managing to improve effectiveness, 2. Engagement of people

flexibility & competitiveness of a business as a 3. Continuous improvement
whole. It is also a method of removing waste.’
4. Leadership
(Roslina, 2006)
5. Process approach
• ‘The unyielding & continually improving effort 6. Evidence-based decision making
by every one in an organisation to understand,
meet and exceed the expectations of 7. Relationship management
customers.’
(Procter & Gamble)

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1.4.2 TQ Practices In Sum….

• Represent the approaches that organisations
use to achieve the principles. TQ
E.g. Principle 1 –
• For e.g. in customer focus – research their Customer Focus Principles
needs & expectations, systematically managing
customer relationships, etc. Support

E.g. Principle 1 –
1.4.3 TQ Techniques Researching TQ Practices
customer needs
• Include a wide variety of tools to plan work
activities, collect data, analyse results, Support
monitor progress and solve problems.
• One of the most important techniques – basic E.g. Principle 1 – TQ
statistics.
Survey; Interview Techniques

1.5 Key Elements of TQ

Strategically
Continual
Long-term
End of Topic 1
process
based commitment
improvement

THANK YOU!!!!!!!
Customer Unity of
Teamwork
focus purpose

Employee
Obsession Education &
involvement &
with quality training
empowerment

Freedom
Scientific Peak
through
approach performance
control