Introduction to Quality
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“The first job we have is to turn out quality
merchandise that consumers will buy and keep
on buying. If we produce it efficiently and
economically, we will earn a profit, in which you
will share.”
- William Cooper Procter
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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...is any action directed toward providing
customers with goods and services of
appropriate quality.
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Skilled craftsmanship during Middle Ages
Industrial Revolution: rise of inspection and
separate quality departments
Statistical methods at Bell System
Quality control during World War II
Quality management in Japan
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Quality awareness in U.S. manufacturing
industry during 1980s: “Total Quality
Management”
Malcolm Baldrige National Quality Award
(1987)
Quality in service industries, government,
health care, and education
Current and future challenge: keep progress
in quality management alive
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Parterning
Learning systems
Adaptability and speed of change
Environmental sustainability
Globalization
Knowledge focus
Customization and differentiation
Shifting demographics
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Transcendent definition: excellence
Product-based definition: quantities of
product attributes
 User-based definition: fitness for intended
use
 Value-based definition: quality vs. price
 Manufacturing-based definition:
conformance to specifications
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transcendent &
product-based
user-based
needs
Marketing
Customer
products
and
services
value-based
Design
manufacturingbased
Manufacturing
Distribution
Information flow
Product flow
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“Meeting or exceeding customer
expectations”
 Customers can be...
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 Consumers
 External customers
 Internal customers
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People-focused management system
Focus on increasing customer satisfaction
and reducing costs
A systems approach that integrates
organizational functions and the entire
supply chain
Stresses learning and adaptation to change
Based on the scientific method
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Customer and stakeholder focus
Participation and teamwork
Process focus and continuous
improvement
...supported by an integrated organizational
infrastructure, a set of management practices,
and a set of tools and techniques
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Customer is principal judge of quality
Organizations must first understand
customers’ needs and expectations in
order to meet and exceed them
Organizations must build relationships
with customers
Customers include employees and society
at large
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Employees know their jobs best and
therefore, how to improve them
Management must develop the systems and
procedures that foster participation and
teamwork
Empowerment better serves customers, and
creates trust and motivation
Teamwork and partnerships must exist both
horizontally and vertically
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A process is a sequence of activities that
is intended to achieve some result
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Enhancing value through new products and
services
Reducing errors, defects, waste, and costs
Increasing productivity and effectiveness
Improving responsiveness and cycle time
performance
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The foundation for improvement …
Understanding why changes are successful
through feedback between practices and
results, which leads to new goals and
approaches
Learning cycle:
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Planning
Execution of plans
Assessment of progress
Revision of plans based on assessment findings
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Infrastructure
Leadership
Practices
Tools
Strategic
Planning
HRM
Performance
appraisal
Process
mgt.
Data and information
management
Training
Trend chart
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Customer relationship management
 Leadership and strategic planning
 Human resources management
 Process management
 Data and information management
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Is driven by customer wants and needs
Makes significant contribution to business
success
Matches organization’s unique resources with
opportunities
Is durable and lasting
Provides basis for further improvement
Provides direction and motivation
Quality supports each of these characteristics
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General Accounting Office study of
Baldrige Award applicants
 Baldrige stock study (see
www.quality.nist.gov)
 Hendricks and Singhal study of quality
award winners
 Performance results of Baldrige Award
winners
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Organizational level: meeting external
customer requirements
 Process level: linking external and
internal customer requirements
 Performer/job level: meeting internal
customer requirements
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Personal initiative has a positive impact
on business success
 Quality begins with personal attitudes
 Quality-focused individuals often
exceed customer expectations
 Attitudes can be changed through
awareness and effort (e.g., personal
quality checklists)
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