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Syllabus
1.
Introduction to Quality Management:
1. Quality Characteristics
2. Quality Gurus
3. Quality Dimensions
4. The Development Stages of Total Quality
Management
2.
Quality Management System:
1. Defining Quality Management System (QMS)
2. International Organization for Standardization (ISO)
3. Total Quality Management (TQM)
4. Quality Management Principles
Syllabus
3. ISO 9001:2015 International Standard
4. QMS Documentation:
1. Preparation of QMS Folder
2. Practical Examples & Exercises
5. QMS Implementation Methods:
1. QMS Implementation Steps
2. Risk-Based Approach
3. QMS Auditing
4. QMS Certification Procedure
Syllabus
6. Techniques in Application of QMS
7. QMS in Meteorological Services
8. Practical Application Example & Exercises
9. Course Review and Feedback
Outline
1. What is Quality?
2. Quality Characteristics
3. Quality Gurus (Leaders)
4. Quality Dimensions
What is Quality?
What does the word “quality” mean to you?
 Think about a product you bought. How can you
define its “quality”?
Definition
 Webster’s Dictionary:
 Degree of excellence of a thing.
 American Society for Quality:
 Totality of features and characteristics of a
product or service that satisfy needs.
 From customer’s perspective:
 Quality of a good or service is fitness for use of it.
 Customer satisfaction for the price of the product
Meaning of Quality:
Consumer’s Perspective
 Fitness for use
 how well product or service does
what it is supposed to.
 Quality of design
 designing quality characteristics
into a product or service
 A Mercedes and a Ford are equally
“fit for use,” but with different design
dimensions
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Meaning of Quality:
Producer’s Perspective
 Quality of Conformance
 Making sure a product or service is produced according to
desired design
o if new tires do not conform to specifications, they
wobble
o if a hotel room is not clean when a guest checks in, the
hotel is not functioning according to specifications of
its design
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Meaning of Quality
Meaning of Quality
Production
Producer’s Perspective
Consumer’s Perspective
Quality of Conformance
Quality of Design
• Conformance to
specifications
• Cost
• Quality characteristics
• Price
Fitness for
Consumer Use
Marketing
Quality is a blend of:
Fitness of purpose, adequacy of
functioning and reliability, for the
price paid.
Design
and
manufacturing
characteristics tailored to meet
customer’s requirements during
service.
Availability when required.
Quality in Different Areas of Society
Area
Airlines
Examples
On-time, comfortable, low-cost service
Health Care
Correct diagnosis, minimum wait time, lower
cost, security
Food Services
Good product, fast delivery, good environment
Postal Services
Fast delivery, correct delivery, cost containment
Academia
Proper preparation for future, on-time knowledge
delivery
Consumer Products Properly made, defect-free, cost effective
Insurance
Automotive
Communications
Payoff on time, reasonable cost
Defect-free
Clearer, faster, cheaper service
More about Quality
 Realistic but demanding STANDARDS;
 Getting things RIGHT at the FIRST TIME; “It
costs less to prevent a problem than it does
to correct it.”
 Influences the relationship with CUSTOMERS;
 Influences how COMPLAINTS are dealt with;
Professionally speaking…
Quality is
 “The degree to which a system, component, or process
meets
(1) specified requirements and
(2) customer or users needs or expectations”
 “The totality of features and characteristics of a product or
service that bears on its ability to satisfy stated or implied
needs” – ISO 8402
 “Degree to which a set of inherent characteristics fulfils
requirements” – ISO 9000:2000
Five Approaches of Defining Quality
 Harvard professor David Garvin, in his book
“Managing Quality” summarized five principal
approaches to define quality:
 Transcendent definition: excellence.
 Product-based definition: quantities of product
attributes.
 User-based definition: fitness for intended use;
meeting or exceeding user expectations.
 Value-based definition: quality vs. price.
 Manufacturing-based definition: conformance to
specifications.
Quality Gurus
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Quality Gurus
 Walter Shewart
 In 1920s, developed control charts.
 Introduced the term “quality assurance” .
 W. Edwards Deming
 The best known of the “early” pioneers, is credited with
popularizing quality control in Japan in early 1950s. Today, he
is regarded as a national hero in that country and is the father
of the world famous “Deming prize for quality”.
 Developed courses during World War II (1939 to 1945) to
teach statistical quality-control techniques to engineers and
executives of companies that were military suppliers.
 After the war, began teaching statistical quality control to
Japanese companies.
Quality Gurus (cont.)
 Joseph M. Juran
 Like Deming was invited to Japan in 1954 by the union of
Japanese Scientists and engineers.
 Defines quality as fitness for use in terms of design,
conformance, availability, safety and field use. He focuses
on top-down management and technical methods rather than
worker pride and satisfaction.
 Focused on strategic quality planning .
 Armand V. Feigenbaum
 In 1951, introduced concepts of total quality control (TQM)
and continuous quality improvement.
Quality Gurus (cont.)
 Philip Crosby
 In 1979, emphasized that costs of poor quality far
outweigh the cost of preventing poor quality.
 In 1984, defined absolutes of quality management
— conformance to requirements, prevention, and
“zero defects”.
 Kaoru Ishikawa
 Promoted use of quality circles.
 Developed “fishbone” diagram .
 Emphasized importance of internal customer.
The Quality Gurus – Edward Deming
Quality is “uniformity
and dependability”.
Focus on Statistical
process control (SPC)
and statistical tools.
“14 Points” for
management.
1986
PDCA method (we
will discuss later).
1900-1993
Deming’s 14 Principles
1.
“Create Constancy of Purpose”
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2.
“Adopt A New Philosophy”
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3.
Define the problems of today and the future
Allocate resources for long-term planning
Allocate resources for research and education
Constantly improve design of product and service
Quality costs less not more
Superstitious learning
The call for major change
Stop looking at your competition and look at your customer
instead
“Cease Dependence On Inspection For Quality”
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Quality does not come from inspection
Mass inspection is unreliable, costly, and ineffective
Inspectors fail to agree with each other
Inspection should be used to collect data for process control
Deming’s 14 Principles
4.
“End Proactive Awarding of Business Based on Price Alone”
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5.
“Improve Every Process Constantly/Forever”
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6.
Price alone has no meaning
Change focus from lowest inital cost to lowest cost
Work toward a single source and long term relationship
Establish a mutual confidence and aid between purchaser and
vendor
Quality starts with the intend of management
Teamwork in design is fundamental
Forever continue to reduce waste and continue to improve
Putting out fires is not improvement of the process
“Institute Training”
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Management must provide the setting where workers can be
succesful
Management must remove the inhibitors to good work
Management needs an appreciation of variation
This is management’s new role
Deming’s 14 Principles
7.
“Adopt and Institute Leadership”
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8.
Remove barriers to pride of workmanship
Know the work they supervise
Know the difference between special and common cause of
variation
“Drive out Fear”

The common denominator of fear:
•
•
•
9.
“Break Barriers between Staff Areas”
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10.
Fear of knowledge
Performance appraisals
Management by fear or numbers
Know your internal suppliers and customers
Promote team work
“Eliminate Slogans, Exhortations and Targets”
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They generate frustration and resentment
Use posters that explain what management is doing to improve
the work environment
Deming’s 14 Principles
11.
“Eliminate Numerical Quotas”
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12.
“Remove Barriers That Rob Pride Of Workmanship”
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13.
Performance appraisal systems
Production rates
Financial management systems
Allow people to take pride in their workmanship
“Institute Programs For Education And Self Improvement”
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14.
They impede quality
They reduce production
The person’s job becomes meeting a quota
Commitment to lifelong employment
Work with higher education needs
Develop team building skills
“Put Everybody
Transformation”
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In
The
Company
To
Struggle over the 14 points
Take pride in new philosophy
Include the critical mass of people in the change
Work
For
This
The Quality Gurus – Joseph Juran
Quality is “fitness for
use”.
Pareto Principle.
Cost of Quality.
General management
approach as well as
statistics.
1951
1904 - 2008
The Quality Gurus – Philip Crosby
Author of popular book “Quality is
Free”. His absolutes of quality are:
Quality is defined as conformance
to requirements, not “goodness”.
The system for achieving quality
is prevention, not appraisal.
1979
The performance standard is zero
defects, not “that’s close enough”.
The measurement of quality is the
price of non-conformance, not
indexes.
In Summary, Quality is…
 Conformance to specifications (British Defense Industries

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Quality Assurance Panel).
Conformance to requirements (Philip Crosby).
Fitness for purpose or use (Juran).
A predictable degree of uniformity and dependability, at low
cost and suited to the market (Edward Deming).
Synonymous with customer needs and expectations (R J
Mortiboys).
Meeting the (stated) requirements of the customer - now and
in the future (Mike Robinson).
The total composite product and service characteristics of
marketing, engineering, manufacturing and maintenance
through which the product and service in use will meet the
expectations by the customer (Armand Feigenbaum).
Quality Dimensions
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Quality Dimensions
Garvin (1987)
1.
Performance:

Will the product/service do the intended job?
2. Reliability:

How often does the product/service fail?
3. Durability:

How long does the product/service last?
4. Serviceability:

How easy to repair the product / to solve the problems
in service?
Dimensions of Quality
5. Aesthetics:

What does the product/service look/smell/sound/feel
like?
6. Features:

What does the product do/ service give?
7. Perceived Quality:

What is the reputation of the company or its
products/services?
8. Conformance to Standards:

Is the product/service made exactly as the
designer/standard intended?
Dimensions of Quality:
Manufactured Products
1. Performance
 basic operating characteristics of a product; how well a
car is handled or its gas mileage
2. Features
 “extra” items added to basic features, such as a stereo
CD or a leather interior in a car
3. Reliability
 probability that a product will operate properly within
an expected time frame; that is, a TV will work without
repair for about seven years.
4.

Conformance
degree to which a product meets pre–established
standards.
Dimensions of Quality:
Manufactured Products (cont.)
5.
6.


Durability
how long product lasts before replacement.
Serviceability
ease of getting repairs, speed of repairs, courtesy and
competence of repair person.
7. Aesthetics
 how a product looks, feels, sounds, smells, or tastes.
8. Safety
 assurance that customer will not suffer injury or harm from a
product; an especially important consideration for
automobiles.
9. Perceptions
 subjective perceptions based on brand name, advertising, and
the like.
Dimensions of Quality:
Service
1.
Time and Timeliness
 How long must a customer wait for service, and is it completed on
time?
 Is an overnight package delivered overnight?
2.
Completeness:
 Is everything customer asked for provided?
 Is a mail order from a catalogue company complete when delivered?
3.
Courtesy:
 How are customers treated by employees?
 Are catalogue phone operators nice and are their voices pleasant?
4. Consistency
 Is the same level of service provided to each customer each time?
 Is your newspaper delivered on time every morning?
Dimensions of Quality:
Service (cont.)
5. Accessibility and convenience
 How easy is it to obtain service?
 Does a service representative answer you calls quickly?
6. Accuracy
 Is the service performed right every time?
 Is your bank or credit card statement correct every
month?
7. Responsiveness
 How well does the company react to unusual situations?
 How well is a telephone operator able to respond to a
customer’s questions?
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