Quality, Dimension of Quality, Quality of Principle

1. ROSHAN H. KHETADE.
S.K.B. COLLEGE OF PHARMACY, KAMPTEE
Introduction to Quality
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2. Overview:
 What is Quality?
 Evolution of Quality (History of Quality)
 Dimensions of Quality
 Principles (Deming’s)
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3. What is Quality
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4. Consumers may focus on the specification/price/value of a
product/service, or how it compares to competitors in the marketplace.
Quality
is a
Perceptual
Conditional
Somewhat
Subjective
attribute
May be
understood
differently by
different
people
Producers might measure the conformance to specification, or
degree to which the product/service was produced correctly.
Support personnel may measure quality in the degree that a
product is reliable, maintainable or sustainable.
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5. What is Quality (Definitions)
 Conformance to specifications
(British Defense Industries 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)
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6.  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)
What is Quality (Definitions)
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7.  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 the
requirements
ISO 9000:2000
What is Quality (Definitions)
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8.  Transcendent Approach
 Quality is absolute and universally recognisable.
 It is common notion used by laymen
 There is no subjective judgement and is estimated by
looking at the product
 Product Based Approach
 Attributes of a particular product in a specific category
 These attributes are accepted as bench of quality by the
industry
 Others in the same industry try to produce close to this quality
Approaches to Define Quality
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9.  User Based Approach
 Defined as “Fitness for use”
 Viewed from user’s perspective and is dependent on how
well does the product meet needs of the consumer.
 Also known as Customer Oriented Approach
 Production Based Approach
 An outcome of engineering or operational excellence and is
measured in terms of quality of conformance
 The producer has specifications and produces the product as
per the specifications
Approaches to Define Quality
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10.  Value Based Approach
 Quality is viewed in context of price
 Quality is satisfactory, if it provides desired performance at an
acceptable price
 Customer looks at the total value proposition and not the price
alone .
ice
Benefits
Value
Pr

Approaches to Define Quality
 Manufacturing Based Approach
 Quality is viewed in context of conformance to
specifications
 Performance, features, Reliability etc.
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11. Concept of Quality
 Multiple dimensions
 Variety of phenomena
 Changing through time
 Changing with the activity sector
 Different from author and place
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12. More about Quality
Quality is a Journey, not a Destination
 It is realistic but demanding STANDARDS;
 Getting things RIGHT FIRST TIME; ‘It costs less to
prevent a problem than it does to correct it’
 It Influences the relationship with CUSTOMERS;
 It Influences how COMPLAINTS are dealt with;
 Something to do with how things LOOK and FEEL
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13. More about Quality
 So Quality of a product or services is its ability to satisfy
the needs and expectations of the customer.
 Quality can also defined as excellence in the product or
service that fulfills or exceeds the expectations of the
customer.
 Though quality is an abstract perception, it has a
quantitative measure- Q= (P / E) ,
where Q=Quality,
P= Performance(as measured by the Mfgr.), and
E = Expectations( of the customer)
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14. More about Quality
 Quality is not fine-tuning your product at the final
stage of manufacturing, before packaging and shipping .
 Quality is in-built into the product at every stage
from conceiving –specification & design stages to
prototyping –testing and manufacturing stages.
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15. Evolution of Quality
1980 – Total Quality
1970 – Quality Management Programs
1960 – Quality Warranty
1930 – Statistical Control
1920 – Inspection
1900 – Supervision
Before 1900 – Manpower predominance
1990 - … - Excellence Models
2000 - ...
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16. Evolution of Quality
 Earliest i.e. (“On the eighth day of May [1382]”) documented
evidence of quality concern –
 A merchant named John Welburgham of Canterbury was
fined six pence for selling two cooked fishes that were
“rotten and stinking and unwholesome.”
 The fine was imposed by the Mayor of the town against the
complaint by six citizens of the town.
 Biggest reason for concern for quality: scarcity of
resources. Food production/productivity was less and
starvation was a real possibility. Consumer goods, being
handcrafted, were extremely expensive.
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17. Evolution of Quality
 B.C. era structures in India and Egypt show evidence of
measurement and inspection. e.g. precisely cut stones for
pyramids, forts.
 “Quality” of those structures was due to consistent use of well-
developed methods and procedures and precise measurement
devices. Evidence of quality assurance.
 Before Industrial Revolution, skilled craftsmen served both as
manufacturers and inspectors, building quality into their
products through their considerable pride in their workmanship.
 During this time, quality assurance was informal. Efforts
were directed to building quality into the final product.
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18. 1920 - Inspection
The Bell story
In early 1900s Western Electric Company
started an inspection department to
support Bell operating companies.
Through massive inspection efforts,
it achieved a reputation in the field of quality.
So employees of Western Electric were
transferred to Bell Telephone Laboratories in
1920s. To develop theories and methods for
improving and maintaining quality
 Industrial Revolution
 mass production
 unit verification
 defective product
 Taylor's conception of work
 Measurement, comparison and verification activities.
 Focus on the quantity produced
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19. 1930 – Statistical Control
 Sampling inspection
 Use of statistical tools.
 First concerns regarding
prevention.
 identification of causes for
defective products
 Focus on the finished product
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20. 1930 – Statistical Control
 Some Basic Quality Tools:
 Flowcharts and Process Maps.
 Check lists
 Cause-effect diagrams
 Histograms.
 Scatter diagrams
 Control charts.
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21. 1960 – Quality Warranty
 First quality standards
 Customers’ specifications
 Preventive actions
 System’s approach
 Started the concern about involving
everyone in the organization.
 Focus on the manufacturing process.
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22. 1970 – Quality Management Programs
 Evolution from the Quality
Warranty phase.
 Integration of quality on global
management
 Quality Circles
 Audit
 Focus on the work process
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23. 1980 – Total Quality
 Management Principles
 Responsibility delegation
 Staff autonomy
 Satisfaction of needs and
expectations
 Struggle for improvement
 Adaptation needs
 Change management
 Focus on the organizational process
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24. 1980 – Total Quality
 Quality Management System:
 a set of organisational measures which
transmit maximum confidence that a given
quality level is being achieved with the
adequate resource consumption.
 Characteristics:
 External focus: at the client
 Global approach and as an integral
component of the organization strategy
 Horizontal vision within the organization,
from top management to staff.
 Includes all the concerned parts.
 Continuous learning and adaptation to
change.
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25. 1980 – Total Quality
 Tools and methodologies:
 Re-engineering.
 QFD – Quality Function
Deployment.
 Benchmarking.
 Inquiries: clients and staff.
 Brainstorming.
 Balanced Scorecard
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Quality Function
Deployment (QFD) is
a structured approach to
defining customer needs
or requirements and
translating them into
specific plans to produce
products to meet those
needs.
Benchmarking is a process of
measuring the performance of a
company's products, services, or
processes against those of another
business considered to be the best in
the industry, aka “best in class.” The
point of benchmarking is to
identify internal opportunities for
improvement.

26. 1990 - onwards – Excellence Models
 Orientation guide.
 Flexible and adaptable
instrument
 Self-assessment and
continuous improvement
models
 Support on the pathway to
excellence
 Focus on customer
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27. Current and Future
 To ensure that managers don’t lose sight of the basic principles
on which quality management and performance excellence are
based.
 A key challenge is to allocate the necessary resources to maintain
a focus on quality, particularly in times of economic downturns.
 quality is a race without a finish line.
 Future challenges
 Partnerships, Learning systems
 Adaptability and speed of change
 Environmental sustainability
 Globalization
 Knowledge focus
 Customization and differentiation
 Shifting demographics.
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28. Evolution of Quality summarised
Mass
Inspection
Quality
Control
(Acceptance
Sampling)
Quality
Assurance
Total Quality
Control
Company
wide Quality
Control
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29. Evolution of Quality summarised
 Mass Inspection
 Inspecting
 Salvaging
 Sorting
 Grading
 Rectifying
 Rejecting
 Quality Control
 Quality manuals
 Product testing using SQC
 Basic quality planning
 Quality Assurance
 Emphasis on prevention
 Proactive approach using SPC
 Advance quality planning
 Total Quality Control
 All aspects of quality of inputs
 Testing equipments
 Control on processes
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30. Evolution of Quality summarised
Inspection
Quality
Control
Quality
Assurance
Total Quality
Management
Reactive
Approach
Proactive
Approach
Detection
Finding & Fixing
mistakes
Prevention
Stop defects at
source.
Zero defects
1
2
3
4
Incorporates QC/QA activities into a
company-wide system aimed at
satisfying the customer.
(involves all organizational functions)
Planned and systematic actions to
insure that products or services
conform to company requirements
Operational techniques to make
inspection more efficient & to reduce
the costs of quality. (example: SPC)
Inspect products
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31. Quality
• Meeting specifications
• Meeting customer needs
/ expectation
• Transparency of service
delivery
• Process control
• Achieving desired results
• Continuous
Improvement
• Competitive advantage
• Added value for society
• Best value for price
• Cost effectiveness
• Performance
measurement
• More for less
• Satisfaction of
stakeholders
• Doing the right things
• Doing things right
• Doing the right things
right
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32. Quality
 Small improvements in processes
 Identifying and describing processes
 Quality control to meet specifications
 Quality control and financial control are divided.
 Customer orientation
 Improvement of results
 Improvement of management & Organisation
 Balanced steering of management
ISO 9000: 2000
 Focus of potential customer
 Improvement of staff development
 Improvement of flexibility of the organisation
 Results in terms of added value for society
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33. Advantages of Quality
• Higher customer satisfaction
• Reliable products/services
• Better efficiency of operations
• More productivity & profit
• Better morale of work force
• Less wastage costs
• Less Inspection costs
• Improved process
• More market share
• Spread of happiness & prosperity
• Better quality of life for all
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34. Disdvantages of Quality
• Low customer satisfaction
• Low productivity, sales & profit
• Low morale of workforce
• More re-work, material & labour costs
• High inspection costs
• High repair costs
• Higher inventory costs
• Greater waste of material
• Low customer acceptance
• Susceptible to competition
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35. THANK YOU…
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36. Quality – an Approach
Value
Warranty
Conformance
Control
Responsibility
Assessment
Zero defects Loyalty Satisfaction
Efficiency
Effectiveness
Expectations
Rights Duties
Ethics
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