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Thetermqualitymanagementhasaspecificmeaningwithinmanybusiness
sectors.Thisspecificdefinition,whichdoesnotaimtoassuregoodqualitybythe
moregeneraldefinition,butrathertoensurethatanorganizationorproductis
consistent, can beconsideredto have four main components: qualityplanning,
qualitycontrol,qualityassuranceandqualityimprovement. 1Qualitymanagement
isfocusednotonlyonproduct/servicequality,butalsothemeanstoachieveit.
Qualitymanagementthereforeusesqualityassuranceandcontrolofprocessesas
wellasproductstoachievemoreconsistentquality.
QualityManagementEvolution
Qualitymanagementisarecentphenomenon.Advancedcivilizationsthat
supported the arts and crafts allowed clients to choose goods meeting higher
qualitystandardsthannormal goods.Insocietieswhereartsandcraftsarethe
responsibilityofamastercraftsmanorartist,theywouldleadtheirstudioandtrain
andsuperviseothers.Theimportanceofcraftsmendiminishedasmassproduction
and repetitive work practices were instituted. The aim was to produce large
numbersofthesamegoods.ThefirstproponentintheUSforthisapproachwas
EliWhitneywhoproposed(interchangeable)partsmanufactureformuskets,hence
producingtheidenticalcomponentsandcreatingamusketassemblyline.Thenext
stepforwardwaspromotedbyseveralpeopleincludingFrederickWinslowTaylor
a mechanical engineer who sought to improve industrial efficiency. He is
sometimes called the father of scientific management. He was one of the
intellectualleadersoftheEfficiencyMovementandpartofhisapproachlaida
furtherfoundationforqualitymanagement,includingaspectslikestandardization
and adopting improved practices. Henry Ford was also important in bringing
processandqualitymanagementpracticesintooperationinhisassemblylinesIn
GermanyKarlFriedrich,oftencalledtheinventorofthemotorcar,waspursuing
similar assembly and production practices, although real mass production was
properlyinitiatedinVolkswagenafterWorldWarII.Fromthisperiodonwards.
NorthAmericancompaniesfocusedpredominantlyuponproductionagainstlower
costwithincreasedefficiency.
Walter A. Shewhart made a major step in the evolution towards quality
management by creating a method for quality control for production, using
statistical methods, first proposed in 1924.This became the foundation for his
ongoing work on statistical quality control. W. Edwards Deming later applied
statistical process control methods in the United States during World War II,
therebysuccessfullyimprovingqualityinthemanufactureofmunitionsandother
strategicallyimportantproducts.
Qualityleadershipfromanationalperspectivehaschangedoverthepastfive
to six decades. After the Second World War, Japan decided to make quality
improvementanationalimperativeaspartofrebuildingtheireconomy,andsought
thehelpofShewhart,DemingandJuran,amongstothers.W.EdwardsDeming
championedShewhartsideasinJapanfrom1950onwards.Heisprobablybest
known for his management philosophy establishing quality, productivity, and
competitiveposition.Hehasformulated14pointsofattentionformanagers,which
are a high level abstraction of many of his deep insights. They should be
interpreted by learning and understanding the deeper insights. These 14 points
includekeyconceptssuchas:
Breakdownbarriersbetweendepartments
Managementshouldlearntheirresponsibilities,andtakeonleadership
Supervisionshouldbetohelppeopleandmachinesandgadgetstodoabetter
job
Improveconstantlyandforeverthesystemofproductionandservice
Instituteavigorousprogramofeducationandselfimprovement
Inthe1950sand1960s,Japanesegoodsweresynonymouswithcheapness
andlowquality,butovertimetheirqualityinitiativesbegantobesuccessful,with
Japanachievingveryhighlevelsofqualityinproductsfromthe1970sonward.For
example,JapanesecarsregularlytoptheJ.D.Powercustomersatisfactionratings.
In the 1980s Deming was asked by Ford Motor Company to start a quality
initiativeaftertheyrealizedthattheywerefallingbehindJapanesemanufacturers.
A number of highly successful quality initiatives have been invented by the
Japanese (see for example on this page: Genichi Tauguchi, QFD, Toyota
ProductionSystem.Manyofthemethodsnotonlyprovidetechniquesbutalso
have associated quality culture (i.e. people factors). These methods are now
adopted by the same western countries that decades earlier derided Japanese
methods.
Customersrecognizethatqualityisanimportantattributeinproductsand
services. Suppliers recognize that quality can be an important differentiator
betweentheirownofferingsandthoseofcompetitors(qualitydifferentiationis
alsocalledthequalitygap).Inthepasttwodecadesthisqualitygaphasbeen
greatlyreducedbetweencompetitiveproductsandservices.Thisispartlydueto
thecontracting(alsocalledoutsourcing)ofmanufacturetocountrieslikeIndiaand
China, as el1 internationalization of trade and competition. These countries
amongstmanyothershaveraisedtheirownstandardsofqualityinordertomeet
Internationalstandardsandcustomerdemands.TheISO9000seriesofstandards
areprobablythebestknownInternationalstandardsforqualitymanagement.
There are a huge number of books available on quality management. In
recenttimessomethemeshavebecomemoresignificantincludingqualityculture,
theimportanceofknowledgemanagement,andtheroleofleadershipinpromoting
andachievinghighquality.Disciplineslikesystemsthinkingarebringingmore
holisticapproachestoqualitysothatpeople,processandproductsareconsidered
togetherratherthanindependentfactorsinqualitymanagement.
Theinfluenceofqualitythinkinghasspreadtonontraditionalapplications
outsideofwallsofmanufacturing,extendingintoservicesectorsandintoareas
suchassales,marketingandcustomerservice.2
NeedandConceptofQuality
Inthepresentageofliberalization,privatizationandglobalization,thereisa
stiffcompletionineverywalkoflife.Inmarketingtoo,customerwantsgoodof
superior quality at a cheaper rate. Hence Qua1ity has become a major
characteristic, which is considered by the buyers of all types of products. The
quality image that is retained in the buyers mind works as a key element in
determiningthemarketdemandofvariousproducts.Soinordertopromotesales
andtherebyaccelerateprofitability,aproducermustmaintainahighdegreeof
Qualityinitsproducts.Asamatteroffact,theQualityoftheproductmustbe
maintainedateverylevelwhetheritispresaleorpostsale.Thesuperiorquality,
themoresalesandtherebymoreprofitsareachieved.
AsregardstheconceptofQuality,itconnotesacharacteristicoftheproduct,
whichguaranteesfitnessforuseorIntendedfunction.AmericanSocietyfor
QualitycontroldefinesQualityas,Totalityoffeaturesandcharacteristicsofa
productorservicethatbearonitsabilitytosatisfyagivenneed.Butnowaday
when there is a global competition, Quality has become the result of an
intelligenteffort.Theremustbeastrongwilltoproduceasuperiorproduct.As
regardsaproduct,Qualitygenerallysignifiesthedegreeofexcellence.However,
when examined closely this meaning of quality needs to be modified because
different products have different utility for different customers. The quality of
product, therefore should be defined as Fitness for the purpose. The overall
qualityoftheproductdependsonthesumofallthecharacteristicsandattributes
whichhaveabearingonitsenduse.
ThetermqualitycanbemodifiedasCustomerssatisfactioninallaspects
i.e. quality at all stages or to achieve the fitness for use and environment.
AccordingtoDr,Juran3,threeconsiderationsaresignificant:
Atthepointof
BeforePurchase
Purchase
Afterpurchase
CompanysBrand
Performance
Easeofinstallation
Nameandimage
Specifications
Anduse
Previous
Commentsof
Handlingofrepair,
Experience
Salespersonnel
Claims,warrantyetc
OpinionsofFriends
Warranty
Spareparts
Store
Provisions
Availability
Reputations
Serviceand
Service
Publishedtest
Repairpolicies
Effectiveness
Results
Supportprogramme
Reliability
Advertisedprice
Quotedpricefor
Comparative
Forperformance
Performance
Performance
RightEveryTime.
Isawaytoachievequality?Doingthingsrightfirsttimeisquality.Thatis
howqualityisbuiltintotheproduct.
Similarly, Mr. H.R. Dawer, in HMT Ltd., states that Quality is not an
accident. It is always the result of high intension, sincere effort, intelligent
directionandskilfulexecution.6
AccordingtoMr.S.L.NaharinHMTLtd.7,Qualityisnotmerelylimitedto
products,itencompassesservices,treatmentandworketc.
Theeasiestwaytodefinequalitywouldbethedegreetowhichaproduct
meetstherequirementsofacustomer.8 Ashorterdefinitionofqualitythathas
achievedacceptanceisQualityiscustomersatisfaction.Fitnessforuseisan
alternativeshorterdefinition.9
Tosummarize,qualitymeansexternalandinternalcustomer satisfaction.
Productsfeaturesandfreedom fromdeficienciesarethemajor determinantsof
satisfaction.Acloserexanimationofthetwocomponentsrevealsfurtherinsights
inmanufacturingindustriesTableNo.1.2givenbelow:
TableNo.1.2
ShowingInsightsinManufacturingIndustries
ProductsFeatures
Freedomfromdeficiencies
1.Performance
1.Productfreefromdefectsanderrors
2.Reliability
atdelivery,duringuse,andduring
3.Durability
servicing.
4.Easyofuse
5.Serviceability
processesfreeoferrors.
6.Availabilityofoptionsand
expandability
7.Reputation.
Every company should therefore imbibe quality awareness and
consciousnesstoturnoutqualityproducts.
QualityManagement
According to Dr. J.M. Juran10 Quality Management is the process of
identifyingandadministeringtheactivitiesneededtoachievethequalityobjectives
ofanorganization.
TableNo.1.3
ShowingChangeintheScopeofQualityManagement
Topic
ContentsofLittleQ
ContentsofBigQ
Products
Manufacturedgoods
Allproducts,goods
andservices,whether
forsaleornot.
Processes
Industries
Processesdirectly
Allprocesses,
relatetomanufacture
manufacturingsupport
ofgoods
businessetc.
Manufacturing
Allindustries,
manufacturingservice,
governmentetc.
Attainmentofqualityobjectivesrequirestheperformanceofawidevariety
of identifiable activities or quality tasks. Obvious examples are the study of
customersqualityneeds,designreview,producttestsandfieldcomplaintanalysis.
The traditional scope of quality activities is undergoing a radical and exciting
changewherebyqualityisrequiredtobemaintainednotonlyinmanufacturing
industries (little Q) but application of quality concepts are required to be
maintainedtoallproducts,allfunctionalactivitiesandallindustries.Thefollowing
TableNo.1.3summarizesthechangeinscopeofqualitymanagement.
In order to achieve the requirements of quality, meeting with the
expectationsofthecustomerandalsotoprotecttheinterestofthecompanyin
termsofoptimumcostforthedesiredquality,everycompanyshoulddevelopsand
implement a quality management system tailor made to suit its needs. Such a
systemshouldbedesignedtoperformthemajortasks.ThefollowingTableNo.
1.4 summarizes the major tasks for managing quality. Universal Processes for
managingquality:
TableNo.1.4
ShowingUniversalProcessesofManagingQuality
QualityPlanning
QualityControl
QualityImprovement
Establishqualitygoals
Choosecontrol
Provetheneed
Identifycustomers
Chooseunitsofmeasure Identifyprojects
Discovercustomers
Setgoals
Organizeprojectterms
CreateaSensor
Diagnosethecauses
Developprocess
Measureactual
Provideremedies,
features
performance
Provethatremedies
needs
Developproduct
features
areeffective
Establishprocess
Interpretthedifference
Dealwithresistanceto
controlstransferto
andtakeactiononthe
changeandcontrolto
operations
difference.
holdthegains.