Ch01 Quality Basics

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Quality BasicsQuality Basics



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Def ining QualityDef ining Quality

ASQ - ³quality is a subjective term for

which each person has his or her own

definition´

What¶s your definition?



MEM 650 Quality Control 3

Def ining QualityDef ining Quality

In technical usage, quality can have

two meanings:

� the characteristics of a product or servicethat bear on its ability to satisfy stated or

implied needs, and

� a product or service free of deficiencies




Def ining QualityDef ining Quality -- ³Gurus´³Gurus´

Deming - ³non-faulty systems´

� Out of the Crisis

Juran - ³fitness for use´� Quality Control Handbook

Crosby - ³conformance to

requirements´� Quality is Free




Def ining QualityDef ining Quality-- Differ ent ViewsDiffer ent Views

Customer¶s view (more subjective)� the quality of the design (look, feel, function)

� product does what¶s intended and lasts

Producer¶s view� conformance to requirements (Crosby)

� costs of quality (prevention, scrap, warranty)

� increasing conformance raises profits

Government¶s view� products should be safe

� not harmful to environment




Stout¶s ViewStout¶s View

Quality = PerformanceExpectation




ValueValue--based Approachbased Approach

Manufacturing

dimensions

� Performance

� Features

� Reliability

� Conformance

� Durability� Serviceability

� Aesthetics

� Perceived quality

Service dimensions

� Reliability

� Responsiveness

� Assurance

� Empathy

� Tangibles




Our Textbook Def initionOur Textbook Def inition

Armand Feigenbaum -

� author: T otal Quality Control (1961)

� ³quality is a customer determination basedon the customer¶s actual experience with

the product or service, measured against

his or her requirements - stated or

unstated, conscious or merely sensed,technically operational or entirely

subjective - and always representing a

moving target in a competitive market.´




Shif t to QualityShif t to Quality

PrePre--World War IIWorld War II 19451945 1990¶s1990¶s

IsolatedIsolatedEconomiesEconomies

Focus onFocus on

quantityquantity

Period of Period of

change fromchange from

quantity toquantity to

qualityquality

GlobalGlobalEconomyEconomy

Focus onFocus on

qualityquality




History of Quality ParadigmsHistory of Quality Paradigms

Customer-craft quality paradigm:� ± design and build each product for a particular customer.

� ± producer knows the customer directly.

Mass production and inspection quality paradigm:� focus on designing and building products for mass

consumption.

� larger volumes will reduce costs and increases profits.

� push products on the customer (limit choices).

� quality is maintained by inspecting and detecting badproducts.

TQM or ³Customer Driven Quality´ paradigm:� potential customers determine what to design and build.

� higher quality will be obtained by preventing problems




Need f or a New StrategyNeed f or a New Strategy

Foreign markets have grown

� Import barriers and protection are not the

answer. Consumers are offered more choices

� They have become more discriminating.

Consumers are more sophisticated� They demand new and better products.




Why Quality Improvement?Why Quality Improvement?

Global Competition

� Economic and political boundaries are

slowly vanishing� The 1950¶s slogan ³Built by Americans for

Americans´ is very far from reality in the

2000¶s.




Why Quality Improvement?Why Quality Improvement?

³On the stroke of midnight on December

31, 1992, the United States will become

the second-largest economy in the worldfor the first time in a century´.

� Quote from a 1990 Xerox quality conference.

More than corporate profits are at risk;the challenge is to the American

standard of living.






How Do Organizations Compete?How Do Organizations Compete?

Most common competitive measures:

� Quality (both real and perceived)

� Cost� Delivery (lead time and accuracy)

Other measures

� safety,� employee morale,

� product development (time-to-market,

innovative products)




Contrasting ApproachesContrasting Approaches

Passive /

Reactive

� Settingacceptable

quality levels

� Inspecting to

measurecompliance

Proactive / Preventive

� Design quality in

products and processes� Identify sources of

variation (processes

and materials)

� Monitor process

performance




The Quality HierarchyThe Quality Hierarchy

Inspection

Quality Control

Quality Assurance

Total Quality

Management

Incorporates QA/QC activitiesinto company-wide system

aimed

at satisfying the customer

Actions to insure products or services conform to company

requirements

Operational techniques to make

inspection more efficient and to

reduce the costs of quality.

Inspect products

Prevention

Detection

SPC

SQC

Ch01 Quality Basics

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