Quality: Balance between

Expectations and Experiences

Quality and Total Quality
Management?

Jens J. Dahlgaard
Dept. of Mechanical Engineering (IKP)
Expectations Experiences
Division of
Quality Technology and Management,
Linköping University, Sweden
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

Disney definition of Quality Service

a ”Attention to detail and exceeding our guests’
Quality ”in Japanese”
expectations.
a Our guests are considered to be VIPs – very
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important people and very individual people, too. 3 mouths/ / Organise
What contributes to Disney’s success is people persons/ / Control
serving people. It is up to us to make things easier thing Supervise
for our guests. attribute
}
a Each time our guests return, they expect more.
That is why attention to detail and VIP guest :
Quality
}
Management

treatment is extremely important to the success of Quality is equal to the attributes of the ”things”
(=what people talk about)
the Disney Corporation”

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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

Quality Control? The Noriaki Kano Model (1984)

Dahlgaard (1998): Control of the product attributes
which the the consumers talk about : Satisfaction/ Trust
1. Attributes which cause dissatisfaction: Good-will Attractive Quality
Expected or agreed attributes which are (sales) Proportional Quality
(Expected- expressed)
not fulfilled
2. Attributes, which cause satisfaction: Quality of
Attributes, which are not expected by the consumer, the attribute
Must Be Quality
but nevertheless are built into the product/ service (Expected -not expressed)
in order to create satisfaction/ delight/ excitement/ Dissatisfaction
loyalty.
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

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 Walther A. Shewhart
The Kano Model a Economic Control of Quality of Manufactured
Products (1931):
a Five dimensions of quality: a ”There are two common aspects of quality.
a 1. Must-be Quality (to satisfy basic needs which a One of these has to do with the consideration of the
quality of a thing as an objective reality independent
are expected but not expressed)
of the existence of man. Objective quality consists
a 2. One dimensional Quality (to satisfy expected of the properties or attributes of the product,
needs which are expected and expressed) independent of what the consumer wants.
a 3. Attractive Quality (to satisfy latent needs - a The other has to do with what we think, feel or
unexpected and not expressed) sense as a result of the objective reality. In other
words, there is a subjective side of quality:
a 4. Indifference Quality (the customers do not care)
a Subjective Quality consists of the customers’
a 5. Reverse Quality (the customers hate it!) requirements, expectations, experiences etc.
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

W. Edwards Deming (1900-1993) W. Edwards Deming (1900-1993)

a ”What is quality? Quality can be defined only in
a Out of the Crisis (1986): terms of the agent. Who is the judge of quality?
a ”The difficulty in defining quality is to translate future a In the mind of the production worker, he produces
needs of the user into measurable characteristics, so quality if he can take pride in his work. Poor
that a product can be designed and turned out to give quality, to him, means loss of business and
satisfaction at a price that the user will pay. perhaps of his job. Good quality, he thinks, will
a This is not easy, and as soon as one feels successful in keep the company in business.
the endeavor, he finds that the needs of the consumer a Quality to the plant manager means to get the
have changed, competitors have moved in, there are numbers out and to meet specifications. His job is
new materials to work with, some better than the old also, whether he knows it or not, continual
ones, some worse; some cheaper than the old ones, improvement of processes and continual
some dearer ...” improvement of leadership”

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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

Joseph Moses Juran (1904 - ) Joseph Moses Juran (1904 - )

a Quality Control Handbook, (4th ed., 1988): a It would be most convenient to have some short
a ”The word quality has multiple meanings. Two of phrase which is universally accepted as a
these meanings dominate the use of the word: comprehensive definition of quality; i.e. , so that it
a 1. Quality consists of those product features which
includes the product features which lead to product
meet the needs of customers and thereby provide satisfaction and in addition includes freedom from
product satisfaction. defiencies. Various such phrases has been proposed
by practioners but none has achieved universal
a 2. Quality consists of freedom from deficiencies.
acceptance.
a Nevertheless, in a handbook such as this it is most
convenient to standardize on a short definition of the
word ”quality” ....... as ”fitness for use”
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

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 A. V. Feigenbaum A. V. Feigenbaum
a Total Quality Control (3rd ed., 1983): a Product and service quality can be defined as:
a ”Quality is a customer determination, not an a The total composite product and service
engineer’s determination, not a marketing characteristics of marketing, engineering,
determination, (n)or a general management manufacture and maintenance through which the
determination. product and service in use will meet the
a It is based upon the customer’s actual experience expectations of the customer”
with the product or service, measured against his
or her requirements – stated or unstated, conscious
or merely sensed, technically operational or
entirely subjective – an always representing a
moving target in a competitive market.
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

Philip B. Crosby
Philip B. Crosby
a Quality is Free (1979):
a ”In business the same is true.
a ”The first erroneous assumption is that quality
means goodness, or luxury, or shininess, or a Requirements must be clearly stated so they
weight. The word ”quality” is used to signify the cannot be misunderstood.
relative worth of things in such phrases as ”good a Measurements are then taken continually to
quality”, ”bad quality” and that brave new determine conformance to these requirements.
statement ”quality of life”.
a The nonconformance detected is the absence of
a Quality of life is a cliché because each listener
assumes that the speaker means exactly what he or quality.
she, the listener, means by the phrase. a Quality problems become nonconformance
a That is precisely the reason we must define quality problems, and quality becomes definable.”
as ”conformance to requirements” if we are to
manage it, ..”
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

Kaoru Ishikawa Some TQM definitions

a ”How one interprets the term ”quality” is a Oakland (1989):
important. ... a TQM is Quality in all functions .
a Narrowly interpreted, quality means quality of a
product. a Dahlgaard et al (1992):
a Broadly interpreted, quality means quality of a a. Quality is to continuously satisfy customer’s
work, quality of service, quality of information, expectations
quality of process, quality of division, quality of a b. Total Quality is to achieve Quality at low costs
people, including workers, engineers, managers a c. TQM is to obtain Total Quality by involving
and executives, quality of company, quality of everyone’s daily commitment
objectives, etc.”

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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

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 Total Quality Management Some TQM definitions
a The term TQM first suggested by Feigenbaum (1983), a Dahlgaard et al. (1998):
and later by Oakland (1989) and others e.g. Dahlgaard et a TQM is a corporate culture characterised by
al. (1988, 1992, 1994, 1998). increased customer satisfaction through
a TQM is the Western synthesis of the Japanese way of continuous improvements, in which all employees
TQC: Company Wide Quality Control actively participate (1998).
a Main Catalysts: a Bergman & Klefsjö (1994):
a The NBC broadcast (1980): If Japan can, why can’t we? a Continuously endeavor to fulfil or exceed the
a Malcolm Baldridge National Quality Award (1988- ) & demands and expectations of the customers at
EFQM (1988/1992 -) + others. lower and lower costs in all processes which
a Benchmarking and Lean Thinking (1990, 1994, 1996): continuously are being improved and to which
“The Machine that changed the World”, “Lean Thinking” everybody is committed. Here external as well as
... internal customers are to be considered
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

The Pyramid of Excellence Bergman & Klefsjö’s TQM Model

a model showing the core TQM principles (The Corner Stone Model)
Top Management Commitment
Base decisions Focus on
on facts Processes

Focus on
customers

Improve Let everybody

continuously be committed

Important elements in a successful quality strategy

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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,

The European Excellence Model TQM Principles and Concepts

a Source: Literature study by Su Mi Park Dahlgaard
(The Evolution of TQM, 1999)
a 1. Strong Management Commitment/ Leadership/
Strategically based
a 2. Continuous Improvements as a result of focus
on quality
a 3. Focus on Customers/ Customer-driven
organisation
a 4. Total involvement/ Total Commitment/ Total
responsibility
a 5. Focus on processes
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 PIMS Study: The Interrelationship between
TQM Principles and Concepts Relative Quality and Financial Performance
(ROI)
a 6. Actions based on facts/ use of SPC and
statistical tools/ performance measurements Large
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a 7. Focus on Employees/ Teamwork/ Motivation/
Empowerment

e r
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sha
a 8. Learning, Training and Education

t
rke
a 9. Building a TQM Culture/Organisational Change

Ma
a 10. Partnership with Suppliers, Customers, Society Small
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a 11. Total approach/ Holistic approach

Superior
a 12. Scientific Approach

Inferior
Relative Quality
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Jens J. Dahlgaard, Quality Technology & Management, Linköping University, Jens J. Dahlgaard, Quality Technology & Management, Linköping University,