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• Quality


  The ability of a product or service to consistently meet or exceed customer expectations
• Walter Shewhart


  • Father of statistical quality control
  • Developed control charts for analyzing the output of processes to determine when corrective action is necessary
• W. Edwards Deming


  • After WWII, assisted the Japanese in improving quality and productivity
  • Compiled a list of 14 points he believed were the prescription needed to achieve quality in an organization
  • It is management's responsibility to correct the system to achieve desired results
  • Stressed the need to reduce variation in output (deviation from a standard), which can be accomplished by distinguishing between special causes of variation and common causes of variation
  • Deming Prize - Prize established by the Japanese and awarded annually to firms that distinguish themselves with quality management programs
• Joseph M. Juran


  • Also taught Japanese manufacturers how to improve the quality of goods
  • Viewed quality as fitness-for-use
  • Believe that roughly 80% of quality defects are management controllable, thus, management has the responsibility to correct deficiencies
  • Described quality management in terms of a trilogy consisting of quality planning, quality control, and quality improvement
  • QM is necessary to establish processes that are capable of meeting quality standards
  • A key element of Juran's philosophy is the commitment of management to continual improvement
• Armand Feigenbaum


  • The "cost of nonconformance" approach as a reason for management to commit to quality
  • Quality was not simply a collection of tools and techniques, but was a "total field"
  • It is the customer who defines the quality
• Philip B. Crosby


  • Developed the concept of zero defects and popularized the phrase "Do it right the first time"
  • Stressed prevention and argued against the idea that "there will always be some level of defectives"
  • The quality-is-free concept presented in his book, Quality Is Free, is that the costs of poor quality are much greater than traditionally defined
  • Believes that any level of defects is too high and that achieving quality can be relatively easy
• Kaoru Ishikawa


  • Among his key contributions were the development of the cause-and-effect diagram (also known as a fishbone diagram) for problem solving and the implementation of quality circles, which involve workers in quality improvement
  • Introduced the concept of "internal customer" - the next person in the process, the next operation, within the operation
• Genichi Taguchi


  • Developed the "Taguchi Loss Function" - a formula for determining the cost of poor quality
  • An important part of his philosophy is the cost to society of poor quality
• Taiici Ohno and Sigeo Shingo


  • Developed the philosophy and methods of kaizen, a Japanese term for continuous improvement at Toyota
  • Continuous improvement is one of the hallmarks of successful quality management
• Key contributors to quality management

  • Walter Shewhart
  • W. Edwards Deming
  • Joseph M. Juran
  • Armand Feigenbaum
  • Philip B. Crosby
  • Kaoru Ishikawa
  • Genichi Taguchi
  • Taiici Ohno and Sigeo Shingo
• Product Quality


  Often judged on nine dimensions: Performance, Aesthetics, Special features, Conformance, Reliability, Durability, Perceived quality, Serviceability, Consistency
• Service Quality


  Often described using the following dimensions: Convenience, Reliability, Responsiveness, Time, Assurance, Courtesy, Tangibles, Consistency, Expectations
• SERVQUAL


  A widely used tool for assessing service quality - helps management identify service strengths and weaknesses
• Quality of Design


  Intention of designers to include or exclude features in a product or service
• Quality of Conformance


  The degree to which goods or services conform to the intent of the designers
• Responsibility for Quality


  • Top management
  • Design
  • Procurement
  • Production/Operations
  • Quality Assurance
  • Packaging and shipping
  • Marketing and Sales
  • Customer service
• Poor designs or defective products or services can result in loss of business
• Organizations must pay special attention to their potential liability due to damages or injuries resulting from either faulty design or poor workmanship
• Productivity and quality are often closely related. Poor quality can adversely affect productivity during the manufacturing process
• The cost to remedy a problem is a major consideration in quality management. The earlier a problem is identified in the process, the cheaper the cost to fix it
• Costs associated with quality

  • Appraisal costs
  • Prevention costs
  • Failure costs
  • Internal failures
  • External failures
• Return on quality


  An approach that evaluates the financial return of investments in quality
• Ethical behavior comes into play in many situations that involve quality, including substandard work, defective products and substandard service, poor designs, shoddy workmanship, and substandard parts and raw materials
• Baldrige Award


  • Annual award given by the U.S. government to recognize quality achievements of U.S. companies
• European Quality Award


  • European award for organizational excellence
• ISO 9000


  A set of international standards on quality management and quality assurance, critical to international business
• ISO 14000


  A set of international standards for assessing a company's environmental performance
• Ethical behavior


  • Comes into play in many situations that involve quality
  • One major category is substandard work, including defective products and substandard service, poor designs, shoddy workmanship, and substandard parts and raw materials
• Baldrige Award


  Annual award given by the U.S. government to recognize quality achievements of U.S. companies
• European Quality Award


  European award for organizational excellence
• ISO 14000


  • A set of international standards for assessing a company's environmental performance
  • Standards bear upon 3 major areas: Management Systems, Operations, Environmental Systems
• Total quality management (TQM)


  A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction
• Fail-safing


  Incorporating design elements that prevent incorrect procedures
• TQM


  • Continuous improvement
  • Competitive benchmarking
  • Employee empowerment
  • Team approach
  • Decisions based on facts rather than opinions
  • Knowledge of tools
  • Supplier quality
  • Champion
  • Quality at the source
  • Suppliers as partners
• Plan-do-study-act (PDSA) cycle


  1. Plan

  2. Do

  3. Study

  4. Act
• Process improvement


  A systematic approach to improving a process

  
• Six Sigma


  A business process for improving quality, reducing costs, and increasing customer satisfaction
• DMAIC (define-measure-analyze-improve-control)


  1. Define

  2. Measure

  3. Analyze

  4. Improve

  5. Control
• Flowchart


  A diagram of the steps in a process, a visual representation of a process
• Check Sheet


  A tool for recording and organizing data to identify a problem