UNIT 1 - INTRODUCTION TO QUALITY
CONCEPT
Quality
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refers to the degree of excellence of a
product or service, meeting or exceeding
customer expectations.
is the degree of excellence exhibited by a
product, service, or process, characterized
by its ability to consistently meet or exceed
customer expectations. It encompasses
factors such as performance, reliability,
durability, and aesthetics, contributing to
customer satisfaction and organizational
success.
7. CONSISTENCY
- Quality involves delivering uniformity in
performance, characteristics, and attributes
over time and across different instances of
production or service delivery.
8. FITNESS FOR PURPOSE
- A high-quality product or service effectively
performs the functions it was designed for,
meeting the specific needs and intended
uses of the customer.
HIGH QUALITY – satisfaction
KEY ASPECTS OF QUALITY
1. Meeting Standards
- Quality often adheres to predefined
standards, specifications, or benchmarks,
ensuring a level of performance that aligns
with established norms.
2. DURABILITY
- Quality ensures the longevity and resilience
of a product, minimizing wear and tear, and
maintaining its performance over an
extended period.
3. AESTHETICS
- Visual and sensory appeal contribute to
quality, enhancing the overall experience
and perceived value of a product or service.
4. CUSTOMER SATISFACTION
- Quality directly influences customer
satisfaction, loyalty, and brand reputation. A
high-quality offering delights customers and
fosters trust.
5. CONTINUOUS IMPROVEMENT
- Striving for quality involves an ongoing
commitment to improvement, identifying
areas for enhancement and taking
corrective measures when necessary.
6. RELIABILITY
- A quality product or service consistently
performs as expected, with minimal
variation or unexpected failures, instilling
confidence in its users.
QUALITY Products/ Services leads to....
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Impact on Customer Satisfaction:
High-quality products and services
lead to happier customers and
repeat business.
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Importance of Quality: Quality is
crucial as it directly impacts
customer satisfaction, loyalty, and
brand reputation.
HISTORY OF QUALITY - THE EVOLUTION OF
QUALITY MOVEMENT
1) Late 13th century – craftsmanship and
guilds
2) Early 19th century – industrial
revolution factory system
3) Late 19th century – the taylor system
4) Early 20th century – quality processes
and SQC
5) WWII – sampling and standards
6) 1946 – ASQ (then ASQC) formed
7) Mid-20th century – company-wide
quality control in Japan
8) Late 20th century – total quality
management in US
9) 21st century – Quality 4.0
Late 13th century
✓ quality in the medieval guilds of Europe
✓ The quality movement can trace its roots
back to medieval Europe, where craftsmen
began organizing into unions called guilds in
the late 13th century.
✓ These guilds were responsible for
developing strict rules for product and
service quality.
✓ Inspection committees enforced the rules by
marking flawless goods with a special mark
or symbol.
Late 19th century
✓ The taylor system
✓ Late in the 19th century the United States
broke further from European tradition and
adopted a new management approach
developed by Frederick W. Taylor, whose
goal was to increase productivity without
increasing the number of skilled craftsmen.
He achieved this by assigning factory
planning to specialized engineers and by
using craftsmen and supervisors as
inspectors and managers who executed the
engineers’ plans.
Early 19th century
✓ quality in the industrial revolution
✓ Until the early 19th century, manufacturing
in the industrialized world tended to follow
this craftsmanship model.
✓ The factory system, with its emphasis on
product inspection, started in Great Britain
in the mid-1750s and grew into the
Industrial Revolution in the early 1800s.
✓ American quality practices evolved in the
1800s as they were shaped by changes in
predominant production methods.
✓ CRAFTMANSHIP - Since most craftsmen
sold their goods locally, each had a
tremendous personal stake in meeting
customers’ needs for quality.
✓ If quality needs weren’t met, the craftsman
ran the risk of losing customers not easily
replaced.
✓ Therefore, masters maintained a form of
quality control by inspecting goods before
sale.
✓ THE FACTORY SYSTEM - The factory
system, a product of the Industrial
Revolution in Europe, began to divide the
craftsmen’s trades into specialized tasks.
✓ This forced craftsmen to become factory
workers and forced shop owners to become
production supervisors, and marked an
initial decline in employees’ sense of
empowerment and autonomy in the
workplace.
✓ Quality in the factory system was ensured
through the skill of laborers supplemented
by audits and/or inspections.
✓ Defective products were either reworked or
scrapped.
WWII
✓ After entering World War II, the United
States enacted legislation to help gear the
civilian economy to military production.
During this period, quality became a critical
component of the war effort and an
important safety issue. Unsafe military
equipment was clearly unacceptable, and
the U.S. armed forces inspected virtually
every unit produced to ensure that it was
safe for operation. This practice required
huge inspection forces and caused
problems in recruiting and retaining
competent inspection personnel.
THE HISTORY OF TOTAL QUALITY IN AMERICA
✓ The birth of total quality in the United States
was in direct response to a quality
revolution in Japan following World War II,
as major Japanese manufacturers
converted from producing military goods for
internal use to producing civilian goods for
trade.
✓ At first, Japan had a widely held reputation
for shoddy exports, and their goods were
shunned by international markets. This led
Japanese organizations to explore new
ways of thinking about quality.
QUALITY PIONEERS
Walter Shewhart – and the concept of
statistical control
W. Edwards Deming’ s contribution to Total
Quality Management (TQM)
The American Total Quality Management
Response
Joseph Juran’s focus on quality management
and improvement
✓ At first, U.S. manufacturers held
onto to their assumption that
Japanese success was pricerelated, and thus responded to
Japanese competition with
strategies aimed at reducing
domestic production costs and
restricting imports. This, of course,
did nothing to improve American
competitiveness in quality.
DEMING, JURAN AND JAPAN
The Japanese welcomed input from foreign
companies and lecturers, including two
American quality experts:
✓ W. Edwards Deming, who had become
frustrated with American managers
when most programs for statistical
quality control were terminated once the
war and government contracts came to
an end.
The Japanese welcomed input from foreign
companies and lecturers, including two American
quality experts:
✓ Joseph M. Juran, who predicted the
quality of Japanese goods would
overtake the quality of goods produced
in the United States by the mid-1970s
because of Japan’s revolutionary rate of
quality improvement.
✓ Japan’s strategies represented the new
"total quality" approach. Rather than
relying purely on product inspection,
Japanese manufacturers focused on
improving all organizational processes
through the people who used them. As a
result, Japan was able to produce
higher-quality exports at lower prices,
benefiting consumers throughout the
world.
The American Total Quality Management
Response
✓ ISO 9001 Series of quality-management
standards
✓ The Baldrige National Quality Award
✓ Malcolm Baldrige National Quality Award
✓ Philippine Quality Award (in PH)
Quality Approaches / Philosophies
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Total Quality Management (TQM)
Six sigma
Lean Philosophy
ISO Standards
Total Quality Management (TQM)
✓ TQM is a management approach that seeks
to achieve long-term success through
customer satisfaction, involving all
employees in continuous improvement
efforts.
✓ TQM is a comprehensive management
philosophy and approach that encompasses
all aspects of an organization's activities
with the goal of consistently delivering highquality products, services, and processes
that meet or exceed customer expectations.
9. Prevention Over Inspection
- TQM recognizes that employees are the
driving force behind quality improvement.
10. Strategic Alignment
- TQM aligns quality initiatives with the
organization's strategic goals and vision.
Key elements of TQM include:
1. Customer-centric Focus
- TQM starts with a deep understanding of
customer needs, preferences, and
expectations.
SIX SIGMA
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2. Continuous Improvement
- TQM promotes an ongoing process of
improvement in all aspects of the
organization.
3. Employee Empowerment
- TQM recognizes that employees are the
driving force behind quality improvement.
4. Data-Driven Decision Making
- TQM relies on accurate and relevant data
for decision-making.
5. Process Optimization
- TQM emphasizes the importance of welldefined and efficient processes.
6. Supplier Collaboration
- TQM extends the focus on quality beyond
the organization's boundaries.
7. Leadership commitment
- TQM starts with a deep understanding of
customer needs, preferences, and
expectations.
8. Training and Development
- TQM requires active leadership involvement
and commitment.
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Six Sigma is a highly disciplined and datadriven approach to quality management and
process improvement. It aims to minimize
defects and variations in processes, leading
to improved quality, increased efficiency,
and greater customer satisfaction.
Developed initially by Motorola in the 1980s
and popularized by companies like General
Electric, Six Sigma has become a widely
adopted methodology across various
industries.
The term "Six Sigma" refers to a statistical
concept that measures the level of process
performance. In a Six Sigma process, the
goal is to achieve a level of performance
where the number of defects or errors is
extremely low, allowing for only about 3.4
defects per million opportunities.
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LEAN SIX SIGMA
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Lean focuses on removing wasteful
activities in processes
Six Sigma focuses on reducing process
defects
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DMAC
1. Define – clarify the problem and process
2. Measure – quantify the problem and map
the process
3. Analyze – determine the root causes
4. Improve – confirm the solutions work
5. Control – ensure the gains are sustained
Key principles and elements of Six Sigma
1) Data-Driven Decision Making - Six Sigma
heavily relies on data collection, analysis,
and statistical tools to identify the root
causes of defects and variations.
2) Focus on Variation Reduction - Six Sigma
aims to minimize process variations that can
lead to defects. It uses statistical methods to
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understand and control the sources of
variability in a process.
Roles and Certifications - Six Sigma
introduces a hierarchy of roles including
Yellow Belt, Green Belts, Black Belts.
Process Performance Metrics - Six Sigma
uses several metrics, including process
capability indices (such as Cp and Cpk) and
sigma levels, to quantify process
performance and identify areas needing
improvement.
Customer Focus - Six Sigma places a
strong emphasis on understanding
customer needs and requirements. The
ultimate goal is to deliver products and
services that meet or exceed customer
expectations.
Continuous Improvement - Like other quality
management approaches, Six Sigma
promotes continuous improvement as a
fundamental principle.
Project-based approach - Six Sigma
projects are structured and data-driven.
They follow a defined roadmap (DMAIC or
DMADV) and typically involve crossfunctional teams working collaboratively.
Cultural Transformation - Implementing Six
Sigma often leads to a cultural shift within
organizations. It fosters a mindset of
accountability, problem-solving, and
proactive quality improvement.
ISO standards are a series of internationally
recognized standards developed by the
International Organization for Standardization.
These standards provide guidelines, specifications,
and best practices for various industries and
sectors to ensure quality, safety, efficiency, and
interoperability. ISO standards cover a wide range
of topics, and each standard is identified by a
unique number.
ISO 9001 - Quality Management System
ISO 14001- Environmental Management System
ISO 22000 - Food Safety Management System
ISO 45001 - Occupational Health and Safety
Management System
ISO 50001 - Energy Management System
ISO 21001 - Education Organizations Management
System
As of 30th January 2024, the International
Organization for Standardization (ISO) has
published 25,176 international standards.
Key points on quality concepts:
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Customer Focus
Continuous Improvement
Standardization
Bottom-line impact