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QUALITY
Quality is the totality of features and
characteristics of a product or service that
bear on its ability to satisfy stated and
implied needs (ISO definition)
Stated Need : Contractual Requirement
Implied Needs : To be identified and defined by the
producer based on understanding
of the system.
QUALITY
The totality of features and characteristics of a
product that bear on its ability to satisfy a given
need (American Society for Quality)
The total composite product and service
characteristics of marketing, engineering,
manufacturing and maintenance through which
the product and service in use will meet
expectations of the customer (Armand V.
Feigenbaum).
QUALITY PHILOSOPHIES
CONFORMANCE TO REQUIREMENTS PHILIPS
CROSBY
FITNESS FOR USE DR. JOSEPH JURANN
NEVER-ENDING IMPROVEMENT DR. EDWARD
DEMING
QUALITY MEANS
CONSISTENTLY MEETING AND IDENTIFYING
CUSTOMER NEEDS IN TERMS OF:
REQUIREMENTS
COST
DELIVERY SCHEDULE
SERVICE.
WHY QUALITY
Customer wants
All stated and implied requirements met
Defect free product
On-time delivery
Value for money
Organisation wants
Increase in productivity
Increase in Customer Satisfaction
Better hospital reputation.
WHY QUALITY
Employee wants
PRESENT
Quality is the
responsibility of
workers and direct
labour employees
working on the
product
Quality is everyones
responsibility, including
management, workers,
the indirect labour force
and the overhead staff
Defects should be
hidden from the
customers and
management
Defects should be
highlighted and
brought to the surface
for corrective action..
PRESENT
Identification of
quality problems lead
to blame, faulty
justification and
excuses
Identification of quality
problems lead to
improvement in quality
Improved quality
reduces overall project
costs..
PRESENT
Quality is internally
focussed
Quality is customer
focused
People want to
produce quality
products
Quality is inspected at
the end of the
production cycle
SHIFT IN FOCUS
QUALITY CONTROL
QUALITY ASSURANCE
QUALITY CONTROL
Part of quality management focussed
on fulfilling quality requirements
Process by which product quality is
compared against standards and
action is taken if there is
nonconformance
Involves detecting and fixing defects
(management by outputs)..
QUALITY CONTROL
Relates to a product or service
QUALITY ASSURANCE
Part of quality management focussed on
providing confidence that quality requirements
will be fulfilled
Set of planned and systematic activities to
provide confidence that products and services
will conform to specified requirements and
meets user needs
Involves preventing defects (management by inputs)..
QUALITY ASSURANCE
Helps establish processes
Sets up measurement programs to evaluate
processes
Identifies weaknesses in a process and improves
them
Primarily a management responsibility,
performed as staff function.
Learning
Process Improvement
Quality Improvement
Customer
Satisfaction
Shareholder
Satisfaction
Employee
Satisfaction
TOTAL QUALITY
MANAGEMENT :
TQM stands for management approach of an
organisation, centred on quality, based on the
participation of all its members and aiming at
long term success through customer
satisfaction and benefits to all of the
organisation and to the society.
Components of Quality
Plan-Do-Check-Act
(PDCA) Circle
Plan
Act
Do
(As Needed)
Check
(Analyze)
Plan
DO
Implement the change on a
small scale and measure the
effects
Check
Review the gathered data to determine if the
planned and implemented change has created
the quality improvement intended.
Act
Take action, either to
implement the change or
change variables to see if
the process can be made
more effective, or
Standardize the new,
successful process.
Never-Ending Process
A never-ending process, the
PDCA shouldnt be
considered a constant
burden but rather an
indication that the
organization is still
breathing, still transforming
to meet the ever-changing
needs of the customer.
Improve Quality
Cost decreases because of
less rework, fewer
mistakes, fewer delays,
snags, better use of
machine time and
materials
Productivity improves
Capture the market with better
quality and lower price
QUALITY CHALLENGE
Pre-conceived notions about quality
Defect free level can not be achieved
Some defects will always be there (Acceptable
Quality Level - AQL)
Higher the quality higher the cost
Quality is documentation
Quality is standardization leading to
bureaucracy
Use of standards will kill creativity.
COST OF QUALITY
Failure Costs
non-conformance to requirements
Appraisal Costs
evaluation of conformance to requirements
Prevention Costs
Training & education, Configuration management,
Planning, Standards, Purchase of tools. Project/Procedure
reviews, Metrics Collection and Analysis, Design Reviews,
Market Analysis, Risk Analysis , Defect Prevention, Defect
analysis, Quality tracking
Visible costs
Conversion efficiency of materials
Inadequate resource utilization
Excessive use of material
Hidden Costs
High inventory
QUALITY-PRODUCTIVITY
Increase in quality can directly lead to
increase in productivity:
the hidden factory produces sorting, scrap,
rework, repair, customer complaints
MANAGEMENT INVOLVEMENT
Consistent, visible interest, commitment and
support
Establish Quality Policy, Quality Objectives and
communicate to all employees
Provide suitable resources - personnel,
equipment, materials
EMPLOYEE INVOLVEMENT
Cornerstone of quality program
Proper communication between
management and employees
Employees participate and contribute
to improvement of processes
Employees share the responsibility for
innovation and quality improvement.
QUALITY
CULTURE IS:
QUALITY
CULTURE IS NOT:
Listening to customers
and determining their
requirements
Identifying cost of
quality and focusing
on prevention
Doing things right the
first time
Continuous process
improvement
Overlooking hidden
costs of poor quality
QUALITY
CULTURE IS:
QUALITY
CULTURE IS NOT:
Taking ownership at
all levels
Assigning
responsibility to one
department
Assigning
responsibility for
quality to others
Depending only on
defect detection
Demonstrating
leadership and
commitment
Concentrating on
defect prevention
Involving suppliers in
quality improvement
Ignoring suppliers.
CUSTOMER RESPONSES
DISSATISFIED CUSTOMER (PERFORMANCE <
EXPECTATION)
SATISFIED CUSTOMER
(PERFORMANCE = EXPECTATION)
DELIGHTED CUSTOMER
(PERFORMANCE > EXPECTATION).
DISSATISFIED CUSTOMER:
(PERFORMANCE < EXPECTATION)
SATISFIED CUSTOMER:
(PERFORMANCE = EXPECTATION)
Customer is retained as long as he has
no alternative
DELIGHTED CUSTOMER:
(PERFORMANCE > EXPECTATION)
A very loyal customer, is retained even if
he has an alternative
BENEFITS OF TQM
(To the Organisation)
Clear direction via policy and objectives
Improved and consistent product quality
Cost reduction by elimination of waste
and re-work
Transparent system through records..
BENEFITS OF TQM
(To the Organisation)
Improved quality image and credibility
Reduction in multiple customer audits
Basis for process improvements
Better market opportunities.
BENEFITS OF TQM
(To Employees)
Clear responsibilities and authorities
Clear procedures and instructions
BENEFITS OF TQM
(To Customers)
Greater confidence that requirements
can be met
Better understanding of the supplier
Reduced inspections of final products
Quality is a Journey,
not a Destination