Management of Quality

Imranul Hoque
Professor
Department of Marketing
Jagannath University, Bangladesh.
Quality Gurus

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Quality Gurus

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Quality Definitions

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Quality Definitions

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Quality Definitions

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Key Contributions to Quality Management by Quality Gurus

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 What Quality is?

“The ability of a product or service to consistently meet or

exceed customer expectations” -Stevenson
 What Quality is?

 WOW
 Quality is perfection
 Degree of excellence
 Quality is the absence of problems
 Quality is zero defect
 Quality is acceptable performance
 Quality is meeting goals
 Customer returns and product doesn’t
 Never having to say you're sorry
Evolution of Quality Concepts

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 Dimensions of Product Quality
Performance—main characteristics of the product

Aesthetics—appearance, feel, smell, taste

Special features—extra characteristics

Conformance—how well a product corresponds to design specifications

Reliability—dependable performance

Durability—ability to perform over time

Perceived quality—indirect evaluation of quality (e.g., reputation)

Serviceability—handling of complaints or repairs

Consistency—quality doesn’t vary

 Dimensions of Quality: Examples

Performance—Everything works: fit and finish, ride, handling, acceleration

Aesthetics—Exterior and interior design

Special features— Convenience: placement of gauges

High tech: GPS system
Safety: anti-skid, airbags

Conformance—Car matches manufacturer’s specifications

Reliability— Infrequent need for repairs

 Dimensions of Product Quality: Examples

Durability— Useful life in miles, resistance to rust

Perceived quality— Top-rated

Serviceability— Ease of repair

Consistency— Quality doesn’t vary from car to car

 Dimensions of Service Quality
Convenience—the availability and accessibility of the service

Reliability—the ability to perform a service dependably, consistently, and accurately

Responsiveness—the willingness of service providers to help customers in unusual situations and to deal
with problems

Time—the speed with which service is delivered

Assurance—the knowledge exhibited by personnel who come into contact with a customer and their ability
to convey trust and confidence
 Dimensions of Service Quality

Courtesy—the way customers are treated by employees who come into contact with
them

Tangibles—the physical appearance of facilities, equipment, personnel, and

communication materials

Consistency—the ability to provide the same level of good quality repeatedly

Expectations—meet (or exceed) customer expectations

 Dimensions of Service Quality: Examples
Convenience— Was the service center conveniently located?

Reliability— Was the problem fixed and will the “fix” last?

Responsiveness— Were customer service personnel willing and able to answer questions?

Time— How long did the customer have to wait?

Assurance— Did the customer service personnel seem knowledgeable about the repair?
 Dimensions of Service Quality

Courtesy— Were customer service personnel and the cashier friendly and courteous?

Tangibles— Were the facilities clean? Were personnel neat?

Consistency— Was the service quality good, and was it consistent with previous
visits?

Expectations— Were customer expectations met?

 Determinants of Quality
1. Quality of Design: Intention of designers to include or exclude features in a product or service.

2. Quality of conformance: The degree to which goods or services conform to the intent of the designers.

3. Ease of use: Ease of use and user instructions increase the chances, but do not guarantee, that a product
will be used for its intended purposes and in such a way that it will continue to function properly and safely

4. Service after delivery

 Responsibility for Quality
1. Top management

2. Design

3. Procurement

4. Production/operations

5. Quality assurance

6. Packaging and shipping

7. Marketing and sales

8. Customer service
 Cost of Poor Quality
1. Loss of Business

2. Liability

3. Productivity

4. Costs
Root-Cause Analysis
• A root cause analysis (RCA) can incorporate a wide range of quality
methods that ultimately help identify what, how, and why an event
occurred so that you can take the necessary steps to ensure that it does
not repeat.

• The RCA process includes four basic steps:

1. Collecting relevant information about the nonconformance
2. Charting the causal factors
3. Pinpointing root causes
4. Developing and recommending solutions or corrective actions to address the root
cause
 Problem Solving Tools

•Ishikawa diagrams/Cause and Effect/Fishbone diagrams

•Pareto charts/Pareto diagrams
•5W and 2H (Who, What, Where, When, Why, How, How often)
•Statistical Process Control
•Scatter plots
•Check sheet
•Histograms
•FMEA (Failure Mode and Effects Analysis) 
•Flowcharts or Process Maps
Fishbone Diagrams
• One of the easiest lean methodologies to use is the fishbone diagram,
also commonly referred to as an Ishikawa or cause-and-effect diagram.
• This simple method helps an improvement team discover various
potential causes for a nonconformance and is often used in combination
with brainstorming activities. 

• Creating a fishbone diagram is beneficial because it:

1. Is a team exercise that incorporates the ideas of all members
2. Helps sort ideas into organized categories
3. Results in an easily understood visual of the potential root causes of a
nonconformance
Fishbone Diagrams

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Fishbone Diagrams

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Fishbone Diagrams

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Fishbone Diagrams

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 Why Why Analysis
•The vehicle will not start. (the problem)
•Why? - The battery is dead. (First why)
•Why? - The alternator is not functioning. (Second why)
•Why? - The alternator belt has broken. (Third why)
•Why? - The alternator belt was well beyond its useful service life and not
replaced. (Fourth why)
•Why? - The vehicle was not maintained according to the recommended
service schedule. (Fifth why, a root cause)
Thank you so much for your patience