Professional Documents
Culture Documents
Introduction to
Quality
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 2
Key Idea
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 3
Quality Assurance
...is any action directed toward providing
customers with goods and services of
appropriate quality.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 4
History of Quality Assurance
(1 of 3)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 6
Key Idea
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 7
History of Quality Assurance
(3 of 3)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 8
Contemporary Influences on
Quality
Globalization
Innovation/creativity/change
Outsourcing
Consumer sophistication
Value creation
Changes in quality
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Defining Quality
Perfection Fast delivery
Providing a good, usable product
Consistency
Eliminating waste
Doing it right the first time
Delighting or pleasing customers
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 11
Quality Perspectives
transcendent &
product-based user-based
needs
Marketing
Customer
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 13
Customer-Driven Quality
External customers
Internal customers
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 14
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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 15
Principles of Total Quality
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 16
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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 17
Key Idea
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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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 19
Key Idea
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 20
Process Focus and Continuous
Improvement
A process is how work creates value for
customers
Processes transform inputs (facilities,
materials, capital, equipment, people,
and energy) into outputs (goods and
services)
Most processes are cross-functional
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 21
Key Idea
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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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 23
Key Idea
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 24
Deming’s View of a
Production System
Suppliers of
Design and
materials and
Redesign
equipment Consumer
Receipt and test research
of materials
A Consumers
Production, assembly
B inspection
C Distribution
D Tests of processes, machines, methods
INPUTS PROCESSES OUTPUTS
Feedback
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 25
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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 26
Infrastructure, Practices, and
Tools
Infrastructure
Leadership Strategic HRM Process Information and knowledge
Planning mgt. management
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 27
TQ Infrastructure
Customer relationship management
Leadership and strategic planning
Human resources management
Process management
Information and knowledge management
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 28
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
Higher profitability
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 30
Key Idea
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 31
Quality and Business Results
Studies
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 32
Key Idea
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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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 34
Quality and Personal Values
Personal initiative has a positive impact on
business success
Quality-focused individuals often exceed
customer expectations
Quality begins with personal attitudes
Attitudes can be changed through awareness and
effort (e.g., personal quality checklists)
Unless quality is internalized at the personal
level, it will never become rooted in the culture of
an organization. Thus, quality must begin at a
personal level (and that means you!).
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 35
Key Idea
In the daily attempt to bring about change in the
individual parts of the organizational universe,
managers, employees, professors, and students
can find that personal quality is the key to unlock
the door to a wider understanding of what the
concept really is all about.
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