Quality means 100% not
99%
Q = Quest for excellence
U = Understanding customer needs
A = Action to achieve customer’s
satisfaction
L = Leadership desire
I = Involving all stakeholders in
achieving objectives
T = Team spirit to work for a
common goal and
Y = Yardstick to measure progress
“Quality is the degree of
excellence at an acceptable
price and control of
variability at an acceptable
cost “
Quality is a measure of
how closely a good or
service conforms to
specified standards.
THE ORGANISATIONAL
LEVEL
THE PROCESS LEVEL
THE PERFORMER /JOB
LEVEL/TASK DESIGN
The total cost incurred by (i).
investing in the prevention of non-
conformance to requirements (ii).
Appraisal of a product or service
for conformance (iii) failure to meet
requirements.
QUALITY OF DESIGN
QUALITY OF CONFORMANCE
QUALITY OF PERFORMANCE
INDIFFERENT QUALITY
EXPECTED QUALITY
ONE-DIMENSIONAL QUALITY
EXCITING QUALITY
THE CUSTOMER –CRAFT
PARADIGM
THE MASS-PRODUCTION
PARADIGM
THE STATISTICAL QUALITY
CONTROL PARADIGM
THE TQM PARADIGM
THE TECHNO-CRAFT PARADIGM
PERFORMANCE
FEATURES
RELIABILITY
CONFORMANCE
DURABILITY
SERVICEABILITY
AESTHETICS
SAFETY
RELIABILITY
ASSURANCE
TANGIBLES
EMPATHY
RESPONSIVENESS
QUALITY OF DESIGN
QUALITY CAPABILITY OF
PRODUCTION PROCESSES
QUALITY OF CONFORMANCE
ORGANISATION QUALITY
CULTURE
1. Cost of conformance
1.1 Cost of prevention
1.2 Cost of appraisal
2. Cost of non-conformance
2.1. Failure cost
2.2 Exceeding requirement costs
3. Basic operational costs
4. Prevention, Appraisal and Failure (PAF)costs
Total quality is defined as the
mobilisation of the whole
organisation to achieve quality
continuously, economically and
in entirety.
QUALITY PROCESS
MANAGEMENT PROCESS
PEOPLE PROCESS
It is a method for ensuring that all
the activities necessary for the
design, development and
implementation of a product or
service are effective and efficient
with respect to the system and its
performance.
QUALITY CONTROL
QUALITY ASSURANCE
QUALITY IMPROVEMENT
The ongoing effort to
maintain the integrity of a
process to maintain the
reliability of achieving an
outcome.
Can be distinguished from
quality control in that quality
improvement refers to
purposeful change of a process
to improve the reliability of
achieving an outcome.
The planned or systematic
action necessary to provide
enough confidence that a
product or service will
satisfy the given
requirements of quality
DEFINITION – BRITISH STANDARD(BS)7850
“Management philosophy and company
practices that aim to harness the human
and material resources of an
organisation in the most effective way
to achieve the objectives of the
organisation. “
A management approach that tries
to achieve and sustain long term
organisational success by
encouraging employee feedback
and participation, satisfying
customer needs and expectations,
respecting societal values and
beliefs and obeying governmental
statutes and regulations.
INSPECTION
QUALITY CONTROL
QUALITY ASSURANCE
TQM
1. CUSTOMER FOCUSED ORGANISATION
2. LEADERSHIP
3. INVOLVEMENT OF PEOPLE
4. PROCESS APPROACH
5. SYSTEMS APPROACH TO MANAGEMENT
6. CONTINUOUS IMPROVEMENT
7. FACTUAL APPROACH TO DECISION
MAKING
8. MUTUALLY BENEFICIAL SUPPLIER
RELATIONSHIP
1.Meeting the customer’s requirement/
customer satisfaction
2. Continuous improvement
3. Developing the relationship of openness and
trust
4. Performance superiority
4.1 Speed
4.2 Cost
4.3 Quality
4.4 Dependability
4.5 Flexibility
5. Avoidance of wastes
6.Early mistake recognition
7. Avoidance of wastes
8. Reduction of lead times
1.Ensures superior quality products and
services
2. Essential for customer satisfaction
which eventually leads to customer
loyalty.
3. Helps an organisation to design and
create a product which the customer
actually wants and desires
4. Ensures increased revenues and higher
productivity for the organisation
5. Helps organisation to reduce waste and
inventory
6. Inculcates a strong feeling of team
work.
7. Ensures close co-ordination between
employees of an organisation.
8. Reduced risks
9. Keep up with the competition.
1.Ethics
Integrity
Trust
2. Leadership
Teamwork
Training
3. Communication
4. Recognition
1. Tools for quality planning
2. Tools for continuous
improvement
3. Statistical tools
1. Quality at source
2. Quality is free or quality cost less
3. Do it right the first time – DIRFT
4. Acceptable quality levels
5. Cost of quality
6. Competitive benchmarking
7. Involvement of all concerned
8. Synergy in team work
9. Ownership and elements of
Strategic management.
10. Recognition and rewards
11. Managers as role models.
1. Improper planning
2. Lack of management commitment
3. Inability to change the
organisational culture
4. Lack of employee involvement
5. Lack of continuous training and
education
6. Lack of team work
7. Incompatible organisational structure &
isolated individuals and departments
8.Lack of customer oriented approach
9. Lack of attention paid to customer feedback
and complaints
10. Inadequate control over suppliers, vendors,
subcontractors
11. Ineffective measurement techniques and lack
of access to data and results
12. Review of quality procedures
1. W.EDWARDS DEMING
2. JOSEPH M. JURAN
3. ARMAND V. FEIGENBAUM
4. PHILIP B. CROSBY
5. VILFREDO PARETO
6. KAURU ISHIKAWA
7. GENICHI TAGUCHI
UNIT II
QUALITY CONTROL
1. Important components of Quality
Management
2. Quality control is the ongoing effort to
maintain the integrity of a process to
maintain the reliability of achieving an
outcome.
3. It involves a never ending process of
continuous improvement with the objective
of achieving perfection.
