Quality
Definitions Of the Concept
Quality, simplistically, means that a product should meet its specification.
What is Quality???
Quality is customer satisfaction.
Quality is the profit to the maker, value to the user and satisfaction to both.
Quality achievement is nothing but meeting the ultimate need of the customers.
Quality is…
Fitness for use.---Juran
Conformance to requirements.---Crosby
Freedom from defect.
Degree of excellence.
Customer delight.
The totality of characteristics of an entity that bear upon its ability to satisfy the stated and the implied needs. ---- ISO 8402.
Some View Points on Quality
There are no short cuts to quality- prescribed procedures to be followed.
No quick fixes- it takes time to establish quality.
Improvement requires full commitment and support from top.
Achievement of Quality Through Traditional v/s modern approach
Traditional
All blue-collar employees are normally workers, senior white-collar employees are managers.
Modern
There are no workers, no managers, there are only facilitators and team members
Efforts are directed at meeting department objectives. Quality control is a separate department, if everyone controls Quality, what will they do?
Workers are not supposed to think or decide it is supervisor’s prerogative and duty.
All efforts of everyone are directed towards delighting the customer. Quality is considered as everybody’s business.
Workers are empowered to do what is right.
Everyone does just enough not to get fired. That is one gives to the organisation, only as much as one gets out of it.
Secretive, Lack of trust & discipline, hatred mark the environment
Family oriented relationships, everyone gives his or her best.
Openness, Trust, Discipline, Mutual Respect are the values believed in.
Pre Requisites Of Adopting Quality Management
Database analysis
Continuous improvement strategies
Cost conscious attempt
Documentation of trace ability
Reward recognition assures
Garvin’s 8 Dimensions of Quality
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality
Performance
Primary operating characteristics
E.g. TV- Sound, clarity, picture and reception
Banks – Speed and Accuracy of cheque cashing
Features
Supplemental Characteristics
E.g. Airlines – Free Drinks
Software – Portability
Reliability
probability of failure
automobiles – No. of breakdown per year
Investment Analyst – Percentage of accurate predictions.
Conformance
consistency with specifications
Manufatcuring – Variance from specified measurement.
Durability
expected product life
Light bulb – Average time untill filament burns out
Software – Time until obsolescence
Serviceability
ease, speed, cost, and pleasantness of repair or correction.
automobiles – availability of service stations.
Aesthetics
how pleasing the product experience is - look, feel, sound or taste.
Hotels – How the staff treats its customer.
Perceived Quality
indirect evidence like reputation, goodwill etc
Apollo Tyres - (Goes on and on and on).
Procedure
Identify your product’s strength and weakness on each of the eight dimensions.
Select specific dimensions on which to compete.
Assign responsibilities to each departments to achieve the set goals.
Applications
Measuring product or service quality
Comparing the quality of competing products.
Developing a quality based competitive strategy.
CHAIN REACTION
Philosophies of Quality Gurus
Deming’s Theory
Philip Crosby’s Theory
Juran’s Theory
Claus Theory
Deming’s 14 Principles
Create constancy of purpose
Adopt new philosophy
Cease dependence on inspection
End awarding business on price
Institute training on the job.
Continuously improve the production and service
Institute Leadership
Drive out fear so that everyone may work effectively for the company
Breakdown barriers between departments.
Eliminate slogans and exhortations
Eliminate numerical goals and quota including management by objective.
Remove barriers that rob people of their right to pride of workmanship.
Institute vigorous program of education and self improvement.
Put everybody in the company to work to accomplish the transformation.
Philip Crosby’s Theory
Management Commitment.
The quality improvement team.
Measurement.
The cost of quality.
Quality Awareness.
Corrective actions.
Zero defect planning.
Employee education.
Zero defect day.
Goal Setting.
Error-cause removal.
Recognition.
Quality Councils.
Do it all over again.
Juran’s Theory
Build awareness of need and opportunity for improvement.
Set goals for improvement.
Organize to reach the goals.
Provide training.
Carry out projects to solve problems.
Report progress.
Give recognition.
Communicate results.
Keep Score.
Maintain momentum by making annual improvement part of the regular systems and processes of the company.
Claus Moller’s Theory
Set personal quality goals
Establish own personal quality account.
Check how satisfied others are with your efforts.
Regard the next link as a valued customer.
Avoid Errors
Perform tasks more effectively.
Utilize resource well.
Be committed.
Learn to finish what you start.
Control your stress.
Be ethical.
Demand quality.
Quality Policy of some Companies
Hero Honda
Excellence in quality is the core value of Hero Honda's philosophy. We are committed at all levels to achieve high quality in whatever we do, particularly in our products and services which will meet and exceed customer's growing aspirations through:
Innovation in products processes and services.
Continuous improvement in our total quality management systems.
Teamwork & responsibility.
The policy shall be applied equally, fairly & without exception.
Maruti Udyog
At Maruti, our approach to quality is in keeping with the Japanese practice--"build it into the product". Technicians themselves inspect the quality of work. Supervisors educate and instruct technicians to continually improve productivity and quality. The movement of quality indicators is reviewed in weekly meetings by the top management.
Kaizen is based on the concept of making incremental improvements in our products. It incorporates a series of continuous small and simple improvements, which aim at involving employees at all levels.
The Suggestion Scheme is based on the same principle. Under this scheme, employees are encouraged to make suggestions for improvement in any area of our operation. Over 50,000 suggestions are received from employees every year.
"Quality Circles" are groups of five to eight members from a particular work area who work as a team to identify priorities and solve work related problems in the area.
We believe that it is this unwavering commitment to quality that will lead to the further growth of the organization as competition increases.
McDonalds- Quality Policy
At McDonald’s we take pride in the foods we serve. Whenever possible, McDonald’s restaurants purchase local and regionally, seeking out suppliers who can meet our high standards. In some cases, we work with local producers so that they can become suppliers. Many of the foods served in our restaurants are the same trusted brands our customers might purchase at their local grocery stores.
We establish quality standards for each food item and deal only with suppliers that can consistently meet them. Product specifications give direction for ingredient quality and processing, covering such elements as taste, color, appearance, texture, flavor, and aroma. Our requirements for suppliers, distributors, and restaurant operations include procedures to preserve quality.
Quality represents a collaborative system, which represents a complete change in management philosophy. It helps in directing the efforts of all in the organisation towards a single aim of customer delight. Quality management forms cooperative links among people that enables them to look beyond the departmental objectives and see the whole picture and instil in them a sense of pride. It contributes to development and improvement of organisation, helps in building a bright and happy workplace, which provides for quality products and services that meet requirements and delight the customer always.
Definitions Of the Concept
Quality, simplistically, means that a product should meet its specification.
What is Quality???
Quality is customer satisfaction.
Quality is the profit to the maker, value to the user and satisfaction to both.
Quality achievement is nothing but meeting the ultimate need of the customers.
Quality is…
Fitness for use.---Juran
Conformance to requirements.---Crosby
Freedom from defect.
Degree of excellence.
Customer delight.
The totality of characteristics of an entity that bear upon its ability to satisfy the stated and the implied needs. ---- ISO 8402.
Some View Points on Quality
There are no short cuts to quality- prescribed procedures to be followed.
No quick fixes- it takes time to establish quality.
Improvement requires full commitment and support from top.
Achievement of Quality Through Traditional v/s modern approach
Traditional
All blue-collar employees are normally workers, senior white-collar employees are managers.
Modern
There are no workers, no managers, there are only facilitators and team members
Efforts are directed at meeting department objectives. Quality control is a separate department, if everyone controls Quality, what will they do?
Workers are not supposed to think or decide it is supervisor’s prerogative and duty.
All efforts of everyone are directed towards delighting the customer. Quality is considered as everybody’s business.
Workers are empowered to do what is right.
Everyone does just enough not to get fired. That is one gives to the organisation, only as much as one gets out of it.
Secretive, Lack of trust & discipline, hatred mark the environment
Family oriented relationships, everyone gives his or her best.
Openness, Trust, Discipline, Mutual Respect are the values believed in.
Pre Requisites Of Adopting Quality Management
Database analysis
Continuous improvement strategies
Cost conscious attempt
Documentation of trace ability
Reward recognition assures
Garvin’s 8 Dimensions of Quality
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality
Performance
Primary operating characteristics
E.g. TV- Sound, clarity, picture and reception
Banks – Speed and Accuracy of cheque cashing
Features
Supplemental Characteristics
E.g. Airlines – Free Drinks
Software – Portability
Reliability
probability of failure
automobiles – No. of breakdown per year
Investment Analyst – Percentage of accurate predictions.
Conformance
consistency with specifications
Manufatcuring – Variance from specified measurement.
Durability
expected product life
Light bulb – Average time untill filament burns out
Software – Time until obsolescence
Serviceability
ease, speed, cost, and pleasantness of repair or correction.
automobiles – availability of service stations.
Aesthetics
how pleasing the product experience is - look, feel, sound or taste.
Hotels – How the staff treats its customer.
Perceived Quality
indirect evidence like reputation, goodwill etc
Apollo Tyres - (Goes on and on and on).
Procedure
Identify your product’s strength and weakness on each of the eight dimensions.
Select specific dimensions on which to compete.
Assign responsibilities to each departments to achieve the set goals.
Applications
Measuring product or service quality
Comparing the quality of competing products.
Developing a quality based competitive strategy.
CHAIN REACTION
Philosophies of Quality Gurus
Deming’s Theory
Philip Crosby’s Theory
Juran’s Theory
Claus Theory
Deming’s 14 Principles
Create constancy of purpose
Adopt new philosophy
Cease dependence on inspection
End awarding business on price
Institute training on the job.
Continuously improve the production and service
Institute Leadership
Drive out fear so that everyone may work effectively for the company
Breakdown barriers between departments.
Eliminate slogans and exhortations
Eliminate numerical goals and quota including management by objective.
Remove barriers that rob people of their right to pride of workmanship.
Institute vigorous program of education and self improvement.
Put everybody in the company to work to accomplish the transformation.
Philip Crosby’s Theory
Management Commitment.
The quality improvement team.
Measurement.
The cost of quality.
Quality Awareness.
Corrective actions.
Zero defect planning.
Employee education.
Zero defect day.
Goal Setting.
Error-cause removal.
Recognition.
Quality Councils.
Do it all over again.
Juran’s Theory
Build awareness of need and opportunity for improvement.
Set goals for improvement.
Organize to reach the goals.
Provide training.
Carry out projects to solve problems.
Report progress.
Give recognition.
Communicate results.
Keep Score.
Maintain momentum by making annual improvement part of the regular systems and processes of the company.
Claus Moller’s Theory
Set personal quality goals
Establish own personal quality account.
Check how satisfied others are with your efforts.
Regard the next link as a valued customer.
Avoid Errors
Perform tasks more effectively.
Utilize resource well.
Be committed.
Learn to finish what you start.
Control your stress.
Be ethical.
Demand quality.
Quality Policy of some Companies
Hero Honda
Excellence in quality is the core value of Hero Honda's philosophy. We are committed at all levels to achieve high quality in whatever we do, particularly in our products and services which will meet and exceed customer's growing aspirations through:
Innovation in products processes and services.
Continuous improvement in our total quality management systems.
Teamwork & responsibility.
The policy shall be applied equally, fairly & without exception.
Maruti Udyog
At Maruti, our approach to quality is in keeping with the Japanese practice--"build it into the product". Technicians themselves inspect the quality of work. Supervisors educate and instruct technicians to continually improve productivity and quality. The movement of quality indicators is reviewed in weekly meetings by the top management.
Kaizen is based on the concept of making incremental improvements in our products. It incorporates a series of continuous small and simple improvements, which aim at involving employees at all levels.
The Suggestion Scheme is based on the same principle. Under this scheme, employees are encouraged to make suggestions for improvement in any area of our operation. Over 50,000 suggestions are received from employees every year.
"Quality Circles" are groups of five to eight members from a particular work area who work as a team to identify priorities and solve work related problems in the area.
We believe that it is this unwavering commitment to quality that will lead to the further growth of the organization as competition increases.
McDonalds- Quality Policy
At McDonald’s we take pride in the foods we serve. Whenever possible, McDonald’s restaurants purchase local and regionally, seeking out suppliers who can meet our high standards. In some cases, we work with local producers so that they can become suppliers. Many of the foods served in our restaurants are the same trusted brands our customers might purchase at their local grocery stores.
We establish quality standards for each food item and deal only with suppliers that can consistently meet them. Product specifications give direction for ingredient quality and processing, covering such elements as taste, color, appearance, texture, flavor, and aroma. Our requirements for suppliers, distributors, and restaurant operations include procedures to preserve quality.
Quality represents a collaborative system, which represents a complete change in management philosophy. It helps in directing the efforts of all in the organisation towards a single aim of customer delight. Quality management forms cooperative links among people that enables them to look beyond the departmental objectives and see the whole picture and instil in them a sense of pride. It contributes to development and improvement of organisation, helps in building a bright and happy workplace, which provides for quality products and services that meet requirements and delight the customer always.