Chapter 1

Introduction to Quality

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1

 Modern Importance of Quality
“The first job we have is to turn out quality
merchandise that consumers will buy and keep
on buying. If we produce it efficiently and
economically, we will earn a profit, in which
you will share.”
- William Cooper Procter

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 Quality Assurance
...is any action directed toward providing
customers with goods and services of
appropriate quality.

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 History of Quality Assurance (1 of 2)
• Skilled craftsmanship during Middle Ages
• Industrial Revolution: rise of inspection and
separate quality departments
• Statistical methods at Bell System
• Quality control during World War II
• Quality management in Japan

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 4

 History of Quality Assurance (2 of 2)
• Quality awareness in U.S. manufacturing
industry during 1980s: “Total Quality
Management”
• Malcolm Baldrige National Quality Award
(1987)
• Quality in service industries, government,
health care, and education
• Current and future challenge: keep progress in
quality management alive

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 5

 Contemporary Influences on
Quality
• Parterning
• Learning systems
• Adaptability and speed of change
• Environmental sustainability
• Globalization
• Knowledge focus
• Customization and differentiation
• Shifting demographics
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 Definitions of Quality
• Transcendent definition: excellence
• Product-based definition: quantities of
product attributes
• User-based definition: fitness for intended
use
• Value-based definition: quality vs. price
• Manufacturing-based definition:
conformance to specifications
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 Quality Perspectives
transcendent &
product-based user-based
needs
Marketing
Customer

products value-based Design

and manufacturing-
services based
Manufacturing
Distribution

Information flow
Product flow
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 Customer-Driven Quality
• “Meeting or exceeding customer
expectations”
• Customers can be...
– Consumers
– External customers
– Internal customers

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 9

 Total Quality
• People-focused management system
• Focus on increasing customer satisfaction
and reducing costs
• A systems approach that integrates
organizational functions and the entire
supply chain
• Stresses learning and adaptation to change
• Based on the scientific method
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 Principles of Total Quality
• Customer and stakeholder focus
• Participation and teamwork
• Process focus and continuous
improvement

...supported by an integrated organizational

infrastructure, a set of management practices,
and a set of tools and techniques
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 Customer and Stakeholder Focus
• Customer is principal judge of quality
• Organizations must first understand
customers’ needs and expectations in order
to meet and exceed them
• Organizations must build relationships with
customers
• Customers include employees and society at
large
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 Participation and Teamwork
• Employees know their jobs best and
therefore, how to improve them
• Management must develop the systems and
procedures that foster participation and
teamwork
• Empowerment better serves customers, and
creates trust and motivation
• Teamwork and partnerships must exist both
horizontally and vertically
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 Process Focus and Continuous
Improvement
• A process is a sequence of activities
that is intended to achieve some result

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 Continuous Improvement
• Enhancing value through new products and
services
• Reducing errors, defects, waste, and costs
• Increasing productivity and effectiveness
• Improving responsiveness and cycle time
performance

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 Deming’s View of a
Production System
Suppliers of
materials and Design and
equipment Redesign
Consumer
Receipt and test research
of materials
Consumers
A Production, assembly
B inspection
C Distribution
D Tests of processes, machines, methods
INPUTS PROCESSES OUTPUTS

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 Learning
• The foundation for improvement …
Understanding why changes are successful
through feedback between practices and
results, which leads to new goals and
approaches
• Learning cycle:
– Planning
– Execution of plans
– Assessment of progress
– Revision of plans based on assessment findings
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 Infrastructure, Practices, and
Tools
Infrastructure
Leadership Strategic HRM Process Data and information
Planning mgt. management

Practices Performance Training

appraisal

Tools Trend chart

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 TQ Infrastructure
• Customer relationship management
• Leadership and strategic planning
• Human resources management
• Process management
• Data and information management

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 Competitive Advantage
• Is driven by customer wants and needs
• Makes significant contribution to business
success
• Matches organization’s unique resources with
opportunities
• Is durable and lasting
• Provides basis for further improvement
• Provides direction and motivation
Quality supports each of these characteristics
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 Quality and Profitability
Improved quality Improved quality
of design of conformance

Higher perceived Higher Lower

value prices manufacturing and
service costs
Increased market Increased
share revenues

Higher profitability
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 Evidence that Quality Impacts
Business Results
• General Accounting Office study of
Baldrige Award applicants
• Baldrige stock study (see
www.quality.nist.gov)
• Hendricks and Singhal study of quality
award winners
• Performance results of Baldrige Award
winners
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 GAO TQ Model
Reliability Overall satisfaction
Product and Customer
service quality On-time delivery satisfaction Customer retention
Error/defects Complaints

Leadership for Market share

continuous Competitiveness
improvement Profits

Costs
Quality systems and
Cycle time
employee involvement Organization Turnover
benefits Satisfaction
Safety & health
Productivity
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 Three Levels of Quality
• Organizational level: meeting external
customer requirements
• Process level: linking external and
internal customer requirements
• Performer/job level: meeting internal
customer requirements

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 Quality and Personal Values
• Personal initiative has a positive impact
on business success
• Quality begins with personal attitudes
• Quality-focused individuals often exceed
customer expectations
• Attitudes can be changed through
awareness and effort (e.g., personal
quality checklists)
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