Lecture 2

LECTURE 2
Quality Theory
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.

QUALITY THEORY
What is Theory?
Leading Contributors to Theory
Viewing Quality Theory from a Contingency Perspective
Resolving the Differences in Quality Approaches
Theoretical Framework for Quality Management
2
WHAT IS THEORY?
A “coherent group of general propositions used as principles of

explanation for a class of phenomena.”
Random House Webster’s College Dictionary 2011
3
WHAT IS THEORY?
A Theoretical Model Relating Quality

Improvement to Worker Morale
4
WHAT IS THEORY?
For a theory to be complete it must have 4 elements:
What
How
Why
Who - Where - When
5
WHAT IS THEORY?
What
Involves which variables or factors are included
in the Model.
The Variables are the “What” of the model below
6
WHAT IS THEORY?
How
The nature, direction and extent of the relationship among
the variables.
This is represented by the arrow and plus sign in the model
below
7
WHAT IS THEORY?
Why
The Theoretical glue that holds the model together.
8
WHAT IS THEORY?
Who - Where - When

Place contextual bounds on the model.
9
WHAT IS THEORY?
Theories are established in one of two ways:
 Induction
 Generated by observation and description
 Deduction
 Most commonly used
 Researchers propose a model based on prior research and design an
experiment to test the theoretical model
10
LEADING CONTRIBUTORS TO THEORY
W. Edwards Deming
Deming
14 Points for Management
 Poor quality was not the fault of labor

 Poor quality resulted from poor management
of the system for continual improvement
11
Deming
1. Create a consistency of purpose toward

improvement of product and service with the aim
to become competitive, stay in business and
provide jobs
12
Deming
2. Adopt a new philosophy: We are in a new

economic age
13
Deming
3. Cease dependence on mass inspections to

improve quality
14
Deming
4. End the practice of awarding business on the

basis of price tag alone.
15
Deming
5. Improve constantly and forever the system of

production and service, to improve quality and
productivity, and thus constantly decrease cost.
16
Deming
6. Institute training on the job.
17
Deming
7. Improve leadership.
18
Deming
8. Drive out fear so that everyone may work

effectively for the company.
19
Deming
9. Break down barriers between departments.
20
Deming
10. Eliminate slogans, exhortations and targets

for the workforce that ask for zero defects and
new levels of productivity.
21
Deming
11. Eliminate work standards on the factory floor
22
Deming
12. Remove barriers that rob workers of their

right to pride in the quality of their work.
23
Deming
13. Institute a vigorous program of education and

self improvement.
24
Deming
14. Put everybody in the company to work to

accomplish the transformation.
25
Juran
The Juran Trilogy
Planning
Control
Improvement
26
Juran
The Juran Trilogy
Planning
Control
Improvement
Provide the operating forces with the means of

producing products that meet the customers
needs.
27
Juran
The Juran Trilogy
Planning
Control
Improvement
Control vs. Breakthrough
28
Juran
The Juran Trilogy
Planning
Control
Improvement
The Hierarchy of Languages
Project by project improvement
29
Juran
Pareto’s Law or the 80/20 rule
The majority of quality problems are the result of

relatively few causes.
30
Ishikawa
Training
Democratizing Statistics
Company-wide quality control
Complete involvement of the workforce in
improving quality and performance
31
Feigenbaum
Three step process to improve quality

Leadership
Quality technology
Organizational commitment
Major impediments to improving quality

Hothouse quality
Wishful thinking
Producing overseas
Confining quality to the factory
32
Crosby
Zero Defects approach

Emphasizes the behavior and motivational
aspects of quality improvement
Human resource approach
33
Taguchi
The Taguchi method provides
 A basis for determining the functional relationship between
controllable product or service design factors and the outcomes of a
process.
A method for adjusting the mean of a process by optimizing
controllable variables.
A procedure for examining the relationship between random noise
in the process and product or service variability.
Unique aspects of Taguchi method
Definition of quality
Quality loss function (QLF)
Robust design
34
The Rest of the Pack
Camp
Covey
Peters
Hammer & Champy
35
VIEWING QUALITY THEORY FROM A CONTINGENCY PERSPECTIVE
There is a mass of contradictory information… it

is best to focus on fundamental Questions:
What are our strengths?

What are our competencies?
In what areas do we need to improve?
What are our competitors doing to improve?
What is our organizational structure?
36
RESOLVING THE DIFFERENCES IN QUALITY APPROACHES:
AN INTEGRATED VIEW
Core Variables
 Leadership  Role of Quality Department

 Information Analysis  Environmental characteristics
 Strategic Planning and constraints
 Employee Improvement  Philosophy Driven
 Quality Assurance of  Quality Breakthrough
products and services  Project/team-based
 Customer role in Quality improvement
37
RESOLVING THE DIFFERENCES IN QUALITY APPROACHES:
AN INTEGRATED VIEW
A Categorization of Quality Management Content Variables

38
THEORETICAL FRAMEWORK FOR QUALITY MANAGEMENT
Quality management
begins with leadership
Leadership, quality
assurance,
philosophy, and
employees are
encompassed by a
focus on the customer
A Theoretical Framework for Quality Management

39
SUMMARY
 What is Theory?
 Leading Contributors to Theory
 Viewing Quality Theory from a Contingency
Perspective
 Resolving the Differences in Quality
Approaches
 Theoretical Framework for Quality
Management
40

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LECTURE 2

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.

A “coherent group of general propositions used as principles of

Random House Webster’s College Dictionary 2011

A Theoretical Model Relating Quality

For a theory to be complete it must have 4 elements:

Who - Where - When

 Poor quality was not the fault of labor

1. Create a consistency of purpose toward

2. Adopt a new philosophy: We are in a new

3. Cease dependence on mass inspections to

4. End the practice of awarding business on the

5. Improve constantly and forever the system of

6. Institute training on the job.

8. Drive out fear so that everyone may work

9. Break down barriers between departments.

10. Eliminate slogans, exhortations and targets

11. Eliminate work standards on the factory floor

12. Remove barriers that rob workers of their

13. Institute a vigorous program of education and

14. Put everybody in the company to work to

Provide the operating forces with the means of

Control vs. Breakthrough

The Hierarchy of Languages

Project by project improvement

Pareto’s Law or the 80/20 rule

The majority of quality problems are the result of

Three step process to improve quality

Major impediments to improving quality

Zero Defects approach

The Rest of the Pack

There is a mass of contradictory information… it

What are our strengths?

 Leadership  Role of Quality Department

A Categorization of Quality Management Content Variables

A Theoretical Framework for Quality Management

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