Quality Definitions | Meaning

The word “Quality” has a variety of meanings and definitions which are mentioned below:

Fitness for use/purpose

The component is said to possess good quality if it works well in the equipment for which it is
meant. In other words, the product should be suitable for the intended use/purpose. Thus it is
defined as fitness for purpose.
For example, a gear utilized in a sugarcane juice extracting machine might not possess a good
quality surface finish, tolerance, and accuracy as compared with the gear utilized in the top stock
of a lathe.
But still, it may be considered of good quality if it works satisfactorily in the juice-extracting
machine. Therefore, quality is defined as “the fitness for use/purpose” at the foremost
economical level.

Conformance to requirements
It is the ability of the material or component to perform satisfactorily in the application for which
it is intended by the user. Quality of a product, thus, means conformance to customer’s
requirements. This is a Manufacturing-based definition.

Grade
It is a distinguishing feature or grade of the product in appearance, performance, life, reliability,
taste, and maintainability, etc. This is generally called quality characteristics.

Degree of Excellence
It is a measure of a degree of excellence at a suitable price and control of variability at a
suitable cost. this is often a Value-based definition.

Degree of preference
It is the degree to which a particular product is preferred over competing products of similar
grade, supported comparative tests by customers, normally called customer preference.

A measure of the fulfillment of promises

The Quality of a product may be a measure of the fulfillment of the guarantees made to the
purchasers/users.

British Defence Industries Quality Assurance Panel

Quality is conformance to specifications.

Definition by ISO
The totality of features and characteristics of a product or service that bear on its ability to satisfy
stated or implied needs revolves around the customer.
Dimensions of product Quality

1. Performance
Performance has to do with the expected operating characteristics of a product or service.
Does a service or product do what it’s supposed to do? The primary operating
characteristics involve measurable elements, which makes it easier to objectively measure
the performance.

Some of the performance requirements are related to subjective preferences, but when
they are the preference of almost every consumer they become as powerful as an
objective requirement.

2. Features
What the dimension ‘performance’ doesn’t focus on are the features, the characteristics
that decide how appealing a product or service is to the consumer. Such features are the
extras of a product or service and complement its basic functioning. This means that the
ones designing a product or service should be familiar with the end-users and should be
updated on developments in consumer preferences. Often it’s difficult to see a clear line
between primary performance attributes and additional features.

An example of features in service is offering free drinks on a plane. An example of

features in products is adding a drink cooler in the car.

3. Reliability
Reliability is usually closely related to performance. The focus of the dimension
reliability is more on how long a product will perform consistently according to the
specifications of that product. This is important to customers who need the product to
work without any errors and contributes to a brand or company’s image.

The dimension reliability shows the probability of the product having signs of error
within a specific time of period. For measuring reliability you should measure the time to
the first failure, how much time there is between failures, and the failure rate per a
specific time of period.

These measures are usually applied to products that are expected to last for a longer time
and not so much for products that are meant to be used directly and for a shorter time
period.

Usually when the costs for maintenance or downtime increase, reliability as a dimension
of quality becomes more important to consumers.

Example
For example, for parents with children who depend on a car, the reliability of the car
becomes an important element. Also for most farmers, reliability is a key attribute.

This group of consumers is sensitive to downtime, especially during the shorter harvest
seasons. For a farmer, reliable equipment can be crucial in preventing spoiled crops.
Also, the reliability of computers is key for many consumers.

4. Conformance
This dimension is closely related to the dimensions performance and features. The
dimension of conformance is about to what extent the product or service conforms to the
specifications.

Does it function and have all the features as specified? Every product and service has
some sort of specifications that comes with it.

Example
For example, the materials used or the dimensions of a product can be specified and set
as a target specification for the product.

Something that can also be defined in the specification is the tolerance, which states how
much a product is allowed to deviate from the target. Problematic with this approach is
that it makes it easier for producers to focus less on if the specifications have been met as
long as they’ve met the tolerance limits.

When it comes to service businesses, conformance is measured by focussing on the

accuracy, the number of processing errors, unexpected delays and other common
mistakes.

5. Durability
Out of the eight dimensions of quality, the dimension durability is about how long a
product will last or perform and under what conditions it will perform. Estimating the
length of a product’s life becomes complicated when it’s possible to repair the product.

For such products, the durability will be counted until it is no longer economically
beneficial to use it. This is when the repairs and the costs of repairing increase.

Customers then must weigh the costs for future repairs against the costs of investing in a
new one together with its operating expenses. In other cases, durability is measured by
the amount someone can use a product before it stops working and repair is impossible.

This, for example, is the case when a light bulb burns up and must be replaced by a new
one. In this case, repairing it is impossible.
6. Serviceability
Serviceability is one of the eight dimensions of quality that reflects on if the product is
relatively easy to maintain and repair. This becomes important for consumers who are
more focused on the total cost of ownership as criteria for selecting a product.

Serviceability reflects on how easy it is for the consumer to obtain repair service, how
responsive the service personnel is, and how reliable the service is. It also focuses on the
speed with which a product can be repaired and also the competence and behaviour of the
personnel.

Customer’s concerns are mainly about the product getting defects, but also how long it
takes for the product to be repaired. It is not only important if a product can be fixed, but
also how satisfied the customer is about the company’s complaint handling procedures.

This can affect how the customer evaluates the service quality and eventually the
company’s reputation. Each company has a different way of dealing with complaint
handling and not every company attaches the same level of importance to serviceability.

Example
For example, there are companies that do their best to resolve the complaints they
receive, while others don’t offer any service when it comes to complaints. An example of
improving a company’s serviceability is by installing a cost-free phone number to reach
the helplines.

7. Aesthetics
The aesthetics dimension is all about the way a product looks and contributes to the
company’s identity or a brand. Aesthetics is not only about how a product looks but also
about how it feels, tastes, smells or sounds.

This is clearly determined by individual preference and personal judgement, however,

there is a way to measure this dimension. There are some clear patterns found in the way
consumers rank products based on personal taste. Still, the aesthetics of a product is not
as universal as the dimension ‘performance’.

Not all people prefer the same taste or smell, which makes it impossible to please every
single customer. For this reason, companies end up searching for a niche.

8. Perceived Quality, the last of the eight Dimensions of quality

The perception of something is not always reality. Meaning that a product or service can
have high scores on each of the seven dimensions of quality, but still receive a bad rating
from customers as a result of negative perceptions from customers or the public.
 Customers sometimes lack information about a service or product and for comparing
brands will rely on indirect reviews. This is usually the case when it comes to a product’s
durability because in most cases it can’t be observed directly.

Also, reputation plays a significant role when it comes to perceived quality. It’s easier for
a customer to trust the quality of a company’s new product when the established products
received positive reviews.

Dimensions of service Quality

Dimension Definition Example

Includes the physical

appearance of the physical
service facilities, the
equipment, the personnel who Cleanliness of the environment;
Tangibles do the servicing, the personnel uniform; vehicles;
communication materials and flight
all tangible elements of
service provider facilities or
surroundings

Differs from the product

reliability in that it relates to
the ability of the service Achieving delivery times stated
Service reliability
provider to perform the on the website
promised service dependably
and accurately
Dimension Definition Example

The willingness of the service

provider to be helpful, be
prompt in providing services, The speed of helping customer
Responsiveness
and to respond to customers’ online or by telephone
requests, problems or
complaints

The knowledge and courtesy

of employees and their ability The excellent reputation and
to inspire trust and confidence high levels of trust based on
Assurance
– creating trust and previous experiences with the
confidence will gain the company
customers’ loyalty

Caring, individual attention

Employees’ high emphasis on
paid to customers by the
Empathy customer requests to achieve
service firm to meet each
higher satisfaction
customer’s demands properly.
 Total Quality Management

 Total Quality Management (TQM) emphasizes continuous improvement, involving all

employees in achieving quality excellence. It fosters a culture of ingrained quality, teamwork,
proactive problem-solving, and commitment to excellence, aiming to eliminate defects, reduce
waste, and enhance overall performance.
 TQM focuses on customer satisfaction, employee involvement, process-oriented approaches,
continuous improvement, evidence-based decision-making, supplier relationships, and leadership
commitment to drive a culture of quality excellence.
 TQM requires strong leadership commitment, systematic processes, and employee engagement.
Real-world examples like Toyota Production System (TPS), Motorola’s Six Sigma, and
healthcare sector applications illustrate TQM’s impact on quality enhancement in various
industries.
 Basic Principles of Total Quality Management (TQM)

 Total Quality Management (TQM) encompasses a set of fundamental guidelines aimed at

fostering a culture of quality excellence within an organization. The American Society of
Quality (ASQ) outlines seven principles within their strategic and systematic approach
(ISO 9000).

 Customer Focus
 Understanding, meeting, and exceeding customer expectations is at the core of TQM.
With proper training, TQM focuses on an enduring organizational culture to anticipate
and respond to customer input and feedback (i.e., customer satisfaction) as the key
concept to remain competitive.
 Leadership Commitment
 Active management participation to demonstrate their dedication and involvement in
championing quality management initiatives throughout the entire organization. To
achieve success, the core values of delivering quality are inherent in TQM strategies.
 Employee Involvement
 Encourage and empower employees at all levels to contribute ideas and efforts in a
continuous effort to achieve quality improvement. Total employee involvement
integrates quality throughout the production cycle. Quality-related issues and other
immediate process issues are addressed promptly.
 Process-Oriented Approach
 Emphasizing systematic and structured methods for achieving quality goals. The
systematic approach to process improvements is customer-focused, with quality planning
to improve service quality throughout the customer journey.
 Continuous Improvement
 The core component of TQM is the commitment to delivering quality and the continuous
effort to improve the quality of products and services. TQM strives to achieve excellence
and total quality control as part of the strategic plan of optimizing and improving
processes.
 Evidence-based Decision Making
 Tools must collect and apply accurate data and rigorous analysis to drive informed
decisions. Basic tools and organizational performance data used by TQM practices can
span cross-functional teams.
 Supplier Relationships
 Supply chain management is a critical component of modern quality control. Companies
collaborate closely with suppliers to ensure joint quality planning, from basic raw
materials and inputs, as part of an integrated system of business processes and production
processes.
 These principles collectively aim to cultivate a culture where quality is everyone’s
responsibility, striving for excellence and continuous advancement in all aspects of the
organization to meet or exceed customer expectations.
Framework and principles of TQM

1. Top management commitment

2. Focus on the customer – Both internal and external

3. Effective involvement and utilization of entire work force

4. Continuous improvement
5. Treating suppliers as partners
6. Establishing performance measures for the processes
7. Customers requirements - ( both internal & external) must be met first time &
every time
8. Everybody must be involved
9. Regular two way communication must be promoted I
10. Identify the training needs and supply it to the employees
11. Top management commitment is must
12 Every job must add value
13. Eliminate waste & reduce total cost
14. Promote creativity
15. Focus on team work.

The barriers and benefits of TQM

1. Lack of management commitment
2. Lack of faith in and support to TQM activities among management personnel

3. Failure to appreciate TQM as a cultural revolution. In other words, inability to

change organizational culture
4. Misunderstanding about the concept of TQM
5. Improper planning
6. Lack of employees commitment
7. Lack of effective communication
8. Lack of continuous training and education
9. Lack of interest or incompetence of leaders
10. Ineffective measurement techniques and lack of access to data and results
11. Non-application of proper tools and techniques
12. Inadequate use of empowerment and team work
Benefits of TQM.

 Tangible Benefits

 Improved product quality
 Improved productivity Reduced quality costs Increased market and
customers
 Increased profitability
 Reduced employee grievances

 Intangible Benefits

 Improved employee participation Improved team work
 Improved working relationships
 Improved customer satisfaction
 Improved communication
 Enhancement of job interest
 Enhanced problem solving capacity

Quality statements
Three elements of quality statements are :

a. Vision statement,
b. Mission statement, and
c. Quality policy statement

1. The vision statement is a short declaration of what on organization aspires

to be tomorrow.

2. It is the ideal state that might never be reached; but on which one will work
hard continuously to achieve. Successful visions provide a brief guideline
for decision making.
 3. The vision statement should be coined in such a way that the leaders and the
employees working in the organization should work towards the
achievements of the vision statement.

4. An example of a simple vision statement is :

“To continuously enrich knowledge base of practitioners in mobility
industry and institutions in the service of humanity”. – Society of
Automotive Engineers (SAE)

Mission Statement

1. The mission statement, describes the function of the organization. It

provides a clear statement of purpose for employees, customers, and
suppliers.

2. The mission statement answers the following questions : who we are?; who
are our customers? ; what we do?; and how we do it?
3. An example of a simple mission statement is :

“Concern for the ultimate customers – millions of customers Concern for the
intermediate customers – the trade
Concern for the suppliers – the sources of raw materials and ancillaries
Concern for the employees – the most valued asset

Concern for the competitors – wishing them well as healthy competition

ultimately benefits the customers.

Concern for the shareholders – the investing public Concern for the national
aspiration – India’s future!”

Quality Policy Statement

· The quality policy is a guide for everyone in the organization as to how they
provide products and service to the customers.

· It should be written by the CEO with feedback from the workforce and be
approved by the quality council.
· A quality policy is a important requirement of ISO 9000 quality systems.
· An example of a simple quality policy statement is:
“Xerox is a quality company. Quality is the basic business principle for Xerox.
Quality means providing our external and internal customers with innovative
products and services that fully satisfy their requirements. Quality is the job of
every employee”.

VISION STATEMENT

It is a short declaration of what an organization aspires to be tomorrow.

Example :
Disney Theme Park - Happiest place on earth
Polaroid - Instant photography

Ø Successful visions provide a guideline for decision making

MISSION STATEMENT

It answers the following questions

Ø Who we are?
Ø Who are the customers?
Ø What we do?
Ø How we do it?

It describes the function of the organization. It provides a clear statement of

purpose for employees, customers & suppliers

A simpler mission statement is

“To meet customers transportation and distribution needs by being the best at
moving their goods on time, safely and damage free”
- National Railways
QUALITY POLICY STATEMENT

It is guide for everyone in the organization as to how they should provide products
and services to the customers.

Common characteristics are

Ø Quality is first among equals

Ø Meet the needs of the internal & external customers
Ø Equal or exceed competition
Ø Continuously improve the quality
Ø Utilize the entire workforce