Module 1

Assessment Report
Armando del Mundo
Phd-TM Student
June 22, 2020
 
 People have found many ways to describe quality.
Some of the most popular definitions for quality are
listed below.
• A degree of excellence
• Conformance to requirements
• Totality of characteristics which act to satisfy a need
• Fitness for use
• Fitness for purpose
• Freedom from defects
• Delighting customers

Product quality perception comes from your design specifications

and the manufacture standards achieved. Service quality perception
comes from your service process design and standard of delivery.
 How can quality be measured for the following
products?

Measuring the quality service will depend on the reputations,

brand promises and the quality of services being offered to the
customers regardless of types of service industry. Based on the
list of indicators to measure the service quality discussed in
module 1, the SERVQUAL model fits from the given indicators
and considered widely used in various industries (retailing,
restaurants, banking, telecommunication industry, airline
catering, local government, hotels, hospitals, and education).

This model has 5 five service quality dimensions;

Tangibles, Reliability, Responsiveness, Assurance
and Empathy.
Services How to be measured
Telephone service • Sales (Assurance, Tangibility)
• Service management (Reliability)
- provision
- alteration
- service support
- repair
- cessation
• Call technical quality (Responsiveness)
- connection/establishment
- information transfer
- connection release
• Billing (Assurance and Emphaty)
Services How to be measured
Telephone service • Physical facility, Complete and modern-looking
equipment, and Complete Spare Part Available
(Tangible)
• Provide their services in their promised time,
Personal information security, Speed,, Use
original Products , and Handling faults in cars
(Reliability)
• Politeness of the Staff, Knowledgeable staff
reasonable pricing, and Informative explained
(Assurance)
• Give personal attention to its customers, Focus
on customer expectations, Easy to get
information, Delivery quality, and Payment
options (Empathy)
Services How to be measured
Enrollment/registration • System used for Enrolment and Procedures and
Guidelines in place (Tangible)
• Ability of the Registration and Admission
department to response to customers request
on time (Responsiveness)
• Ability to deliver the desired service
dependably, accurately and consistently and
compliance with the existing procedures and
guidelines , Security of records and back up
(Reliability)
• Ability to show personal care and attention to
students (Emphaty)
• Ability to convey trust and confidence to
customers through the services provided
(Assurance)
 Which of Deming’s 14 points do you agree with and which ones do you
disagree with?
AGREE
 Constancy of Purpose (It is constant improvement of
product and services and developing a continuous plan
(short term and long term)
 A New Philosophy (Adapting changes for
improvements)
 Away with Mass Inspection (Inspections are costly
and unreliable so better to focus in the process
aspect)
 Forever Improving (Continuously improve your
systems and processes including providing
education, and trainings that helps to improve
processes)
 Leadership (Management should lead, not
supervise.)
 Pull Down Barriers (Teamwork is needed throughout
the company.)
 Eliminate Sloganising (Means, letting the people
know exactly what you want and how to it s
achieved)
 Pride of Workmanship
 Self-Improvement
 Transformation is Everybody’s Job
DISAGREE
 Reliability of supplier (Having a single supplier
helps to build trust and relationships but having
an alternative(back up) suppliers can be better in
some ways.
 Train and Train and Train (this can be merged in Forever
improving, part of the improvement is to train people’s
kills, ability, knowledge to do better)
 Drive Out Fear (This can be added under
leadership. Supervisor and manager should
ensure that their staff are not afraid to express
their opinions and ideas and feel your staff
being valued and trusted. These are some
responsibilities of being a leader)
 Get Rid of Quotas (This one is case to cased basis;
it depends on how you communicate to your staff
to achieve the goals. Having a quota is just
setting a goal in the company and incentives and
recognitions after of this.)
 
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.
Areas Crosby Deming Juran
Definition of  It is conformance to requirements, not  Meeting and  Quality mission of the
Quality as goodness exceeding the company is “fitness
 It is management’s job to set the customer’s for the use as
requirements and communicate to need and perceived by the
employee expectations customers.
and then  The mission of
continuing to individual
improve departments are to
work according to
specifications
designed to achieve
fitness for use.
Degree of Senior  Quality improvement starts from the  Quality is made  Majority of Quality
management top in the board problems are the
involment  Senior management is 100% responsible room. fault of poor
for the problems with Quality and their management rather
continuance. than poor
workmanship.
 
Performance  Performance standard must be zero Eliminates  
standard/Goal defect, not that’s close enough. management by
Setting  Encourage individuals to establish numbers, numerical
improvement goals for themselves and goals. Substitute
their groups. leadership.
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.
Areas Crosby Deming Juran
General Approach  The system for causing    
Quality is prevention not
appraisal.
 
(The secret of the prevention is
to look at the process and
identify opportunities for error.)

Statistical Process      The concept of control is one

Control or Quality of “holding” the status quo”:
Control(QC) keeping a planned process in
its planned state so that it
remains able to meet the
operating goals.

Improvement  Quality improvement is  Put everyone in the  Quality improvement is not

Basis built on getting everyone to
do it right the first time
(DIRFT)
 Quality improvements is a
process not a program and
it takes a long time for its to 
become a normal part of
the scene.
company to work to fire fighting, or removing a
accomplish the sporatic spike. More than
transformation. The that quality management
transformation is raises quality performance to
every body’s job. break through levels.
Repeated use PDSA  All quality improvement takes
cycle. place project by project.
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.

Areas Crosby Deming Juran

Team work    Management must break down  
barriers between departments.
Each dept. must see other
department as internal customer,
when this is practiced the barriers
begin to fall.

Single sourcing of    There should be a single supplier  

supply for any one item, on a long term
relationship of loyalty and trust.
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.
Areas Crosby
Cost of Quality  Measurement of quality is 
the price of non-
conformance, not indexes.
 Price of non-conformance is
by counting everything.
That is spent if everything was
not don’t right the first time.
Training  Orientation to the concept
and procedures of quality
 Direct skill improvement
 Continual quality data
communications
Deming Juran
Companies should look  Cost of Poor Quality
at the toal cost of (COPQ) is the sum of all
product or service cost that would disappear
provided by others, if there were no quality
and not just the problems.
purchase price.  Quality improvement does
  not come free.
Accepting the lowest bid
does not guarantee the
lowest total cost.
 Training should be  
given on the job.
 Everyone should be
trained in basic
statistical methods.
 Training boost morale
because it provides
workers with a greater
sense of security and
value and a lower
stress level.
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.

Areas Crosby Deming Juran

Quality  Share with employee the  Management must eliminate  
awareness measurement of what slogans, exhortations, and
nonconformity is costing to targets asking for zero defects
the company and new level of productivity
from the work force.

Recognition  Individual recognition for  Abolish the annual merit, or  

those who meet their goals
or perform outstanding
performance.
rating system. Instead leader
should learn who is in need of
individual help, whose work
processes show extra good
performance. Improve the
system and shrink the
difference between the people
that belong to the system.
  Contrast and compare the Deming, Crosby, and Juran approaches to
quality improvement.

Areas Crosby Deming Juran

Company Culture  The culture of the  Leadership must be  
company is going to instituted. The aim of
change only when all leadership should be to
employee absorb the help people and
common language of machines do a better
quality and begin to job.
understand their  Drive out the fear so
individual roles in making that everyone may work
quality improvement effectively for the
happen. company.
 

Inspection and  Two factors cause defects  Cease dependence on  Operates errors can be
Defect control and mistakes : Lack of inspection to achieve reduced by : keeping people
knowledge and lack of quality. Eliminate the attentive, training, changing
attention need for mass inspection technology, improving
by building quality into communication,
the product during the establishing accountability,
process in the first place. removing the error-prone
person and motivation.