Quality Concepts

By
H.S.Pundle
 What is Quality?
Quality … you know what it is, yet
you don’t know what it is. But that’s
self-contradictory. But some things
are better than others, that is, they
have more quality. But when you try
to say what the quality is, apart from
the things that have it, it all goes
poof! There’s nothing to talk about.
...
What is Quality?

Obviously, some things are better

than others … but what’s the
“betterness”? So round and round
you go, spinning mental wheels
and nowhere finding anyplace to
get traction. What the hell is
Quality? What is it?
Robert M. Pirsig, Zen and the Art of Motorcycle
Maintenance, p. 164
What is Quality?
 Dad and son cycle across
US
 Dad has had electro-shock
therapy, and keeps
recognizing things on the
trip
 Not supposed to remember
 Realizes needs more help
 Used to be philosophy prof.
 Defining “quality” drove
him over the edge the first
time
What Is Quality?
Quality Concepts
 Had you a truly high quality
experience on a recent flight, or
with your bank, or in supermarket,
or with your hospital?
Quality Concepts
 During the age of craftsmanship quality
was built into the final product by the
people who produced it. These themes
were lost with the advent of industrial
revolution.
 Production organizations created
separate Quality department. This
artificial separation of production
workers from responsibility for Quality
Assurance led to indifference to quality
among workers & their managers. Many
seniors managers turned their attention
to output quantity & efficiency.
Quality Concepts
 William Proctor of Proctor &
Gamble told it’s employees in 1887
“the first job we have is to turn out
quality merchandise that
customers will buy & keep on
buying. If we produce it efficiently
& economically, we will earn a
profit in which you will share”.
(Productivity, cost, quality).
Quality Concepts
 High quality reduces cost due to
returns, rework & scrap. Most
importantly high quality generates
satisfied customers who reward the
organization with continued patronage
& word of mouth publicity.
 Building & maintaining quality into
organization’s goods & services & more
importantly into the infrastructure of the
organization is not an easy task.
Quality definition
 Related to features & characteristics of
product (Maruti 800 vs. Mercedes Benz)
 Difference in some measurable
attributes of the product (Fuel
consumption/lit. 25” TV Screen).
 Fitness for the purpose (SUV Vs Sedan).
 Conformance to specification.
 To meet stated & unstated requirement
of the customer.
Quality definition
 The characteristics of a product or
service that bear on its ability to
satisfy stated or implied needs.
 A product or service free from
deficiencies.
 ISO 9000 defines Quality as Degree to
which a set of inherent characteristics
fulfills the requirement.
 Can also be termed as a measure of
excellence.
Quality of Design
 Identification of right product, Selection
of appropriate features. Render
satisfactory service to the customer at
optimal cost.
 Start with VOC. Meet functional
requirement. Give trouble free service
(Reliability). Ease of repair
(Maintainability). Ability to withstand
abuse (Robust or rugged).
 Price is crucial consideration.
Quality of Design
 Preparation of detailed specification
(dimensional, performance, material).
 Economically viable design.
Manufacturability at a cost low enough
to enable selling product within
competitor price.
 It should be possible to manufacture
with the facilities available. Additional
investment to be done only if increased
sale justifies the same.
Quality of Conformance
 Extent to which the product
manufactured confirms to the laid down
specification & tolerance.
 Quality Standards:
 Lay down quality specifications (Definite &
measurable).

Material specification (including heat-treatment).
 Dimensional specification (tolerances; fits).
 Performance specification (effort; no. of turns for
steering gear).

Environmental specification (climate conditions
which product must withstand).
What Customer Expects?
 Conformance
 Performance
 Durability
 Reliability and Dependability
 Ease of Use
 Ease of Repair, Service and Availability
 Appearance
 Price
 Brand Name
 Interchangeability
 Features
 Safety and Environment Friendliness
What Customer Expects?
Quality Manufactured Service Product (Bank A/c)
Dimensio Product
n (Stereo
Performa Signal toAmplifier)
noise Time to process customer
nce ratio. request
Features Power.
Remote control Automatic bill paying
Conforma Workmanship Accuracy
nce
Reliability Mean time to Time variation to process
failure request
Durability Useful life Keeping pace with
industry trend
Serviceab Ease of repair Resolution of error
ility
Aesthetic Oak cabinet Appearance of bank lobby
Key Forces Influencing Future of
Quality

 Partnering
 Superior products & services will be
delivered through partnering in all
forms; including partnering with
competitors.
 Learning systems.
 Adaptability & speed of change.
 Environmental sustainability.
Key Forces Influencing Future of
Quality

 Globalization.
 Knowledge focus.
 Customization & Differentiation.
 Customization – Lot size of one.
 Differentiation – Quality of
experience.
 Shifting demography.
 Age & ethnicity.
Key Forces Influencing Future of
Quality

 Principals of quality that were new

to the organizations have become
a common part of routine
management practices.
 Quality is ingrained in the culture
of many organizations. Managers &
employees need not consciously
think about it.
Total Quality (TQ)
 TQ is a people focused management
system that aims at continual increase
in customer satisfaction at continually
lower cost. TQ is a total system
approach & an integral part of high level
strategy. Involves all employees; top to
bottom; all functions & departments.
Extends backward & forward to include
Supply Chain & Customer Chain.
Principals of TQ
 Focus on customers (internal &
external) & stakeholders.
 Participation & teamwork by
everyone in the organization.
 Process focus supported by
continuous improvement &
learning.
Learning Organization
 An organization that is continually
expanding it’s capacity to create it’s
future. For such an organization it is not
enough merely to survive.
 “Survival learning” or “Adaptive
learning” is important & indeed it is
necessary. But for learning organization
“Adoptive learning” must be joined by
“Generative learning”. Learning that
enhances capacity to create.
 Total Quality
Practices (DRM)

Customer Continuous
focus Improvement
& learning

Participation &
teamwork
Infrastructure Tools & techniques (PD)