Introduction to Quality

Engineering and Management

 Definitions and Meaning of Quality
The Eight Dimensions of Quality

1. Performance (will the product do the intended job)

2. Reliability (how often does the product fail)
3. Durability (how long does the product last)
4. Serviceability (how easy is it to repair the product)
5. Aesthetics (what does the product look like-sensory
attributes)
6. Features (what does the product do-in extra way)
7. Perceived Quality (what is the reputation of the company or
its products)
8. Conformance to Standards (is the product made exactly as
the designer intended)
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 Service Quality Dimensions
In service business organizations (e.g. banks, health care
and customer service organizations, etc) we can add
another three dimensions to the previous eight.

Responsiveness (willingness to help customers and

provide immediate service)
Professionalism/Assurance (Knowledge and skills of
employees)
Attentiveness/Empathy (Caring, individualized
attention the firm provides its customers)
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 What is
“Quality”?
• Crosby
– Conformance to requirement .
• Juran
– Fitness for use .
• Feigenbaum
– Meeting customer expectations.
• Deming
– Reduction in variation

See “what is quality?”-

Crosby perspective video

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•This is a traditional definition
•Quality of design (Design quality): refers to the inherent
value of the product in the marketplace. This is a strategic
decision for the firm.
•Quality of conformance (Conformance quality): refers to
the degree to which the product or service design
specifications are met. This is achieved through tactical,
day-today nature.

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• The International Organization for
Standardization (ISO) defines quality as “the
degree to which a set of inherent characteristics
fulfills requirements” (ISO9000:2000)
• Though quality is an abstract perception, it has a
quantitative measure:
Q= (P / E ) ,
where Q=quality, P= performance (as
measured by the Mfg.), and E = expectations
(of the customer).
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 Businesses Goal…!!!
Businesses exist to create and deliver value/satisfaction at a profit.
- Harvard School of Business Administration

Quality
Value Satisfaction = ------------------ → Profit
Cost

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The Transmission Example

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• The transmission example illustrates the utility of this definition
• An equivalent definition is that quality improvement is the
elimination of waste. This is useful in service or transactional
businesses.

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Terminology

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 Terminology cont’d
• Specifications
– Lower specification limit
– Upper specification limit
– Target or nominal values
• Defective or nonconforming product
• Defect or nonconformity
• Not all products containing a defect are
necessarily defective

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 Statistical Methods
• Statistical process control (SPC)
– Control charts, plus other problem-solving tools
– Useful in monitoring processes, reducing variability
through elimination of assignable causes
– On-line technique
• Designed experiments (DOE or DOX)
– Discovering the key factors that influence process
performance
– Process optimization
– Off-line technique
• Acceptance Sampling
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 Quality Management
“Co-ordinated activities to direct and
control an organisation with What is
regard to quality”. Management?

• Directing the actions of a

group to achieve a goal in
Effective management of quality requires the most efficient manner
execution of three activities: • Getting things done
through people
1. Quality Planning
2. Quality Assurance What are
3. Quality Control and Improvement management
functions?

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 QC vs. QA
QC QA
Focus on product/process Focus on process
Reactive (SPC and AC) Proactive
and proactive (DoE)
Find defects Prevent defects
After and before (DoE) Before process
Testing Quality audits

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Quality Philosophies and Management
Strategies: Quality Gurus
1. W. Edwards Deming

• Taught engineering, physics in the

1920s, finished PhD in 1928
• Met Walter Shewhart at Western
Electric
• Long career in government
statistics, USDA, Bureau of the
Census
• During WWII, he worked with
US defense contractors, deploying
statistical methods
• Sent to Japan after WWII to work
on the census

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 Deming
• Deming was asked by JUSE to lecture on
statistical quality control to management
• Japanese adopted many aspects of Deming’s
management philosophy
• Deming stressed “continual never-ending
improvement”
• Deming lectured widely in North America
during the 1980s; he died 24 December 1993

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PDCA Cycle
By Edward Deming

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 Deming’s 14 Points
1. Create constancy of purpose toward improvement
2. Adopt a new philosophy, recognize that we are in a time of
change, a new economic age
3. Cease reliance on mass inspection to improve quality
4. End the practice of awarding business on the basis of price
alone
5. Improve constantly and forever the system of production and
service
6. Institute training
7. Improve leadership, recognize that the aim of supervision is
help people and equipment to do a better job
8. Drive out fear
9. Break down barriers between departments

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 14 Points cont’d
10. Eliminate slogans and targets for the workforce such as zero
defects
11. Eliminate work standards
12. Remove barriers that rob workers of the right to pride in the
quality of their work
13. Institute a vigorous program of education and self-
improvement
14. Put everyone to work to accomplish the transformation

Note that the 14 points are about change

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 Deming’s Deadly Diseases
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Performance evaluation, merit rating, annual
reviews
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs for employee health care
7. Excessive costs of warrantees

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 Joseph M. Juran
• Born in Romania (1904),
immigrated to the US
• Worked at Western Electric,
influenced by Walter
Shewhart
• Emphasizes a more strategic
and planning oriented
approach to quality than
does Deming
• Juran Institute is still an
active organization
promoting the Juran
philosophy and quality
improvement practices

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 The Juran Trilogy
1. Planning
2. Control
3. Improvement

• These three processes are interrelated

• Control versus breakthrough
• Project-by-project improvement

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 Some of the Other “Gurus”
• Kaoru Ishikawa
– Son of the founder of JUSE, promoted widespread use of
basic tools.

• Armand Feigenbaum
– Author of Total Quality Control, promoted overall
organizational involvement in quality,
– Three-step approach emphasized quality leadership, quality
technology, and organizational commitment.

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 Crosby
Crosby’s absolutes of quality
management:
• Quality means conformance, not elegance.
• There is no such thing as a quality problem.
• There is no such thing as the economics of quality;
it is always cheaper to do the job right the first time.
• The only performance measurement is the cost of
quality.
• The only performance standard is Zero Defects.

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 Crosby`s 14 Points for Quality
Management
1. MANAGEMENT COMMITMENT - Top-level view on quality shown to all
employees.
2. THE QUALITY IMPROVEMENT TEAM - To pursue the quality regime
throughout the business.
3. QUALITY MEASUREMENT - Analysis of business quality performance in a
meaningful manner.
4. THE COST OF QUALITY - Make sure everyone in the business understands
the need for a quality system, and the costs to the business if there is no quality
system in place.
5. QUALITY AWARENESS - Again make everyone in the business aware of the
impact of quality systems.
6. CORRECTIVE ACTION - Ensure a system is in place for analyzing defects in
the system and applying simple cause and effect analysis, to prevent re-
occurrence.

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 Crosby`s 14 Points for Quality
Management
7. ZERO DEFECTS PLANNING - Look for business activities to which
zero defect logic should be applied.
8. SUPERVISOR TRAINING - Get your supervisors trained in both
quality logic and zero defect appreciation which they can apply to their
business activities.
9. ZERO DEFECTS DAY - A quality event by which all members of the
effected section become aware that a change has taken place.
10. GOAL SETTING - Once a change has been implemented in a section of
the business, the next step is to get the employees and supervisors in that
section to set goals for improvement to bring about continuous
improvement.

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 Crosby`s 14 Points for Quality
Management

11. ERROR CAUSE REMOVAL - Communication process by which

management are made aware that set goals are difficult to achieve in
order for either the goals to be reset or help given by management to
achieve the goals.
12. RECOGNITION - Management must recognize the employees who
participate in the quality schemes.
13. QUALITY COUNCILS - Using both specialist knowledge and
employee experiences to bring about a focused approach to business
quality regime.
14. DO IT OVER AGAIN - Continuous improvement means starting from
the beginning again and again.

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 How It Works
14 1
13 2

12 3

11 4

10 5

9 6
8 7

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 History of Quality Improvement

Chapter 1 37
Chapter 1 38
Chapter 1 39
Chapter 1 40
End of “Introduction to
Quality”

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Suggested Questions

Ch 1: 3, 7, 10, 13, 15

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