The totality of features and characteristics • Competition

of a product or service that bear on its

ability to satisfy stated or implied needs. • Productivity

• Cost

THE
I M P O R TA N T O F 8 DIMENSIONS
QUALITY OF QUALITY

PERFORMANCE
Product primary characteristic- speed of car, picture clarity- TV

CHAPTER 9 FEATURES
Supplement to a product’s basic function – Car: power windows.
QUALITY
RELIABILITY
Creating an organizational culture committed to the Probability of not functioning during specified period.
continuous improvement of skills, teamwork, processes,
product and service quality, and customer satisfaction CONFORMANCE
Product design and operating characteristics not meet established standards.
TOTAL QUALITY MANAGEMENT
(TQM)
DURABILITY
FISHBONE Measure of product life.

TOOL FOR GLOBAL SERVICE ABILITY

Diagram used to organize and
COMPETITION Speed and ease of repair.
show visually the possible
1.Customer-Driven Standards causes of a problem.
External customer TOOLS AESTHETIC
User of an item who is not a part of the organization FOR TQM How product looks, feels, tastes and smells.
that supplies the item.
PERCEIVED QUALITY
Internal customer
As seen by customer
User of an item who is a member of, or employee of, BENCHMARKING
the organization that supplies the item.
Process of finding the best available product
2. Management and Labor Commitment
features, processes, and services
- Management must develop an organizational
culture in which all workers are committed to the 1. Competitive benchmarking
philosophy. Studying products, processes, or business performance of competitors in
the same industry in the aspects of pricing, quality, and technical features.
3.Organization and Coordination of Effects
 Benchmarking 2. Process benchmarking
 Kaizen Studying the aspects of distribution, order entry, or employee training. It
compares companies across any industry.
4.Employee Participation
• Quality Circle
• Special-Purpose Team 3. Strategic benchmarking
How a company competes and seeks the winning strategies that have
proven to bring successes.
 JURAN’S 10 STEPS
DEMING’S 14 TO QUALITY
POINTS IMPROVEMENT

1. Build awareness of both the need for improvement

• Create a constancy of purpose toward improvement
and the opportunity for improvement
• Adopt the new philosophy
2. Set goals for improvement
• Stop depending on inspection to achieve quality -- build in quality from
3. Organize to meet the goals that have been set
the start
• Stop awarding contracts on the basis of low bids 4. Provide training

• Improve the system continuously to improve quality and thus 5. Implement projects aimed at solving problems
constantly reduce costs 6. Report progress
• Institute training on the job 7. Give recognition
• Institute leadership
8. Communicate the results
• Drive out fear so that everyone may work effectively.
9. Keep score
• Break down barriers between departments so that people can work as
a team. 10. Maintain momentum by building improvement into
the company’s regular systems
• Eliminate slogans and targets for the workforce
• Eliminate quotas and management by objectives
• Remove barriers to pride of workmanship
• Institute a strong program of education and self-improvement
• Make the transformation everyone’s job