THREE SPHERES OF QUALITY
Prepared & customized by :
Dr.Ali Zahrawi
ali.zahrawi@khawarizmi.com
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
Wall Street Journal reveal job openings for quality managers and
engineers.

The role of these departments and specialists are changing in
the new century of quality.

Historically, the quality management department performed a
policing function in the firm.

Quality managers will responsible for quality conformance and
spent their time ferret out causes of defects.
Chapter 3 -- Three spheres of Quality
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
In the late 1950s, Armand Feigenbaum and others showed the
limitations of this approach.

The movement began toward the total involvement of
employees spawning total quality management (TQM).

With total involvement, the role of the quality department
moved from a technical, inspection role to a supportive training
and coaching role.
Chapter 3 -- Three spheres of Quality3

As a manager or a quality specialist, you will be ask to either arrange
or perform quality-related training.

The ability to conduct effective training and to facilitate teams are
important tools for the quality professional.

Is quality management its own functional discipline? Yes and no.

Consultants, quality engineers, trainers, coaches, and managers are
still needed.

A strong knowledge of quality is best coupled with technical experts
in other areas such as materials management, finance, accounting,
operations management, human resources management, strategy,
industrial engineering, or myriad other disciplines.
Chapter 3 -- Three spheres of Quality4
One way to conceptualize the field of quality
management is known as three spheres of
quality.
 These spheres are quality control, quality
assurance, and quality management, and
their functions overlap as seen in Figure

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Chapter 3 -- Three spheres of Quality
Quality Management
Quality
Assurance
Quality
Control
Figure: 3-Sphere of quality
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Chapter 3 -- Three spheres of Quality

Quality Control
 The control process is based on the scientific
methods.
 Includes phases of analysis, relation, and
generalization.
 Activities relating to quality control include:
▪
▪
▪
▪
▪
▪
Monitoring process capability and stability
Measuring process performance
Reducing process variability
Optimizing processes to nominal measures
Performing acceptance sampling
Developing and maintaining control charts
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
Quality Assurance
 Refers to activities associated with guaranteeing the quality
of a product or service.
 These activities are design-related.
 Quality control is reactive rather than proactive by detecting
quality problems after they occur.
 The best way to assure quality is in the design of product,
service, and processes.
Chapter 3 -- Three spheres of Quality
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
Quality Assurance
- Quality assurance activities include tasks such as:
▪ Failure mode and effects analysis
▪ Concurrent engineering
▪ Experimental Design
▪ Process improvements
▪ Design team formation and management
▪ Off-line experimentation
▪ Reliability/durability product testing
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
Quality Management
 The management processes that overarch and tie together the
control and assurance activities make up quality management.
 Quality Highlight is an example of a company with effective
quality management.
 Quality is the responsibility of all management, not just quality
managers.
 For this reason, a variety of managers, supervisors, and employees
are involved in quality management activities such as next slide.
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Activities of Quality Management

Planning for quality improvement
Creating a quality organizational culture

Providing leadership and support

Providing training and retraining

Designing an organizational system that reinforces quality

ideals

Providing employee recognition

Facilitating organizational communication
Chapter 3 -- Three spheres of Quality
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1. The Value-Added Perspective on Quality

A
customer-based
perspective
2. Cultural Perspectives on Quality
on
quality that is utilized by services,
manufacturing,
and
public
sector
organizations involves the concept of
value.

Involves a subjective assessment of the
the customer.
A
value-added
activity
can
be
pinpointed by asking, “would this
activity matter to the customer?”

that there are differences in tastes and
preferences
between
cultures
and
nations.
 As a result, approaches to quality
efficacy of every step of the process for

 International marketers have long noted
- A value-added activity will have
economic value to the customer.
improvement may differ across culture.
 It is not so obvious that approaches to
quality
improvement
may
differ
according to culture.
 Cultures that are more class-conscious
or
command-and-control
oriented
might have trouble delegating decision
making to lower levels of employees.
Chapter 3 -- Three spheres of Quality
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