Quality Management

Quality Management, 6th ed.
Goetsch and Davis
2010 Pearson Higher Education,

Upper Saddle River, NJ 07458. All Rights Reserved.
Quality Management
for Organizational
Excellence
Lecture/Presentation Notes
By:
Dr. David L. Goetsch and Stanley Davis
Based on the book
Quality Management for Organizational Excellence
(Sixth Edition)

Goetsch and Davis

MAJOR TOPICS
What is Quality?
The Total Quality Approach Defined
Two Views of Quality
Key Elements of Total Quality
Total Quality Pioneers
Keys to Total Quality Success

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The Future of Quality Management in 21st

Century
3

Quality
Fred smith: performance to the
standard expected by the customer
Boeing:providing our customer

with product and service that
consistently meet thier needs
and expectations
The US department of
defense :doning the right
thing right the first time
,always striving for
improvment ,and always
satisfaying the customer.
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.
Quality is a dynamic
state associated with
product , services
,people, processses,
and environments that
meet Customer needs
and expectations and
help produce superior
value

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Quality appllies to products,

services,people, processses, and
environments.
Quality is an ever changing state.
Quality must give superior value to the

customer (superior value has 3 elements:
superior Quality , superior cost, superior
service)

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The Total Quality Approach Defined

Total quality is an approach to doing business that
attempts to maximize an organizations competitiveness
through the continual improvement of the quality of its
products, services, people, processes, and environments
These elements distiguish TQ approach from traditional

ways of business.

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Stategically based1.
Employee
involvment and
empowerment
Customer focus
Obsession with
quality
Unity of purpose
Freedom through
control
characteristics of
the TQ approach
Education and
training
Long term
commitment
Continual process
improvment
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Scientific approach
to DM and problem
solving
Teamwork

Three legged stool of TQ

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The Total Quality Approach to

Quality Management
(Continued)
The rationale for total quality can be found in the need to
compete in the global marketplace. Countries that are
competing successfully in the global marketplace are seeing
their quality of living improve. Those that cannot are seeing
theirs decline.

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10

Two views of Quality

Traditional view of Quality
Measure process performance in defective
parts per hundred of products( acceptable
benchmark)
Focused on after the fact
Employees are passive
Expected one improvement per employee per

year
Focus on short time profit
Productivity and Quality are always in conflict
Customer satisfaction
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Quality is inspected into product
Total Quality
Measure process performance in defective parts

per million of products( high perf
31
ormance benchmark)
Continual improvement of product ,process and
people in order to prevent the problems before
they occurs
Employees are empowered to think and make
decisions % 85of problems are manegments
fault)
Expected at least 10 improvement per employee
per year
Focus on long time profit
Productivity made as aresult of Quality
improvement
Satisfying customer need and exceed expectation
11Quality is determined
by product ,prosess and
Key elements of TQ
1.
One
Two
.Stategically based
TQ organazations have stratigic plan that contain: vision ,
mission,objectives, activites
The stratigic plan desiged to give it sustanable competative
advantege in the marketplace.
2. Customer focus
Customer is the driver internally and externally
internally- Customer is defined the quality of product

Externally- Customer is defined the quality of
people,process and environmen.

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Three
Four

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3. Obsession with quality

Becouse Customer is the driver the organazation
become obsessed with meeting or excedding his
expectation
4. Scientific approach
Employees are empowered
Scientific approach used in structuring work and
DM and problem solving
13

Five
Six

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long term commitment

Organization fail if implement quality after short time
seminar.
Teamwork
The best compatative effort are within department
14

Seven
Eight

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Continual process improvment

To improve quality , we must improve the system
Education and training

Needed to improve people continually
15

Key elements of TQ
Nine
Freedom through control

Need to empower people
Detractors see employee involvement as
loss of management control
Ten
Unity of purpose
Historically management and labor are adversare .
To apply TQ they must be have unity of perpose
Now ,labor are important in wages, benefits
..

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Key elements of TQ
Employee involvement and empowerment
Eleven
1. Increase likehood of good decision

2. Promote ownership of decision

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17

The Total Quality Pioneers

W. Edward Deming is best known for his Fourteen Points, the
Deming Cycle, and the Seven Deadly Diseases.
Joseph M. Juran is best known for Jurans Three Basic Steps to
Progress, Jurans Ten Steps to Quality Improvement, the Pareto
Principle, and the Juran Trilogy.
Philip B. Crosby
Armand V. Feigenbaum
Other Japanese experts
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18

W. Edward Deming Contribution
Poor family
Working as janitor
Earned Bsc in engineer , master and PhD Physics
The man who discover quality
1940 Japan (Toshiba company) accept demings view
1980 U.S

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The Deming Cycle

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20

The Deming 14 Points

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21

The Deming 14 Points

1. Constancy of purpose:
2. The new philosophy:leadership
3. Cease dependence on mass inspection:
4. End lowest tender contracts:
5. Improve every process:
6. Institute training on the job:
7. Institute leadership of people:
8. Drive out fear:
9. Break down barriers:
10. Eliminate slogan:
11. Eliminate arbitrary numerical targets:
12. Permit pride of workmanship:
Remove the obstacles
13. Encourage education:
14. Top management commitment and action:
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22

The Deming 7 Deadly Disease

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23

Joseph M. Juran Contribution

Jurans Three Basic Steps to Progress,
Juran s Ten Steps to Quality Improvement,
the Pareto Principle,
Juran Trilogy

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24

Jurans Three Basic Steps to Progress,
Quality Management, 6th

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Improve structure
Training program
ed.
Commitment and 25leadership

Juran s Ten Steps to Quality Improvement,

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26

the Pareto Principle,
Organization put
their energy
to elimenate
source of
problems
Juran and Deming believe that problems

come from management
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27

Juran Trilogy
Quality
Improvement
Quality
Planning
Quality
Control

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28

Crosbys contribution
Crosby define Q as conformance
He advocate zero defect management
Determination

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Education
29
Implementation

Crosbys 14 steps to Quality improvement

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30

1.
2.
3.
4.
5.
Common errors made when starting quality initiatives

include:
senior management delegation and poor leadership
team mania
the deployment process
a narrow, dogmatic approach
confusion about the differences among education,
awareness, inspiration, and skill building.

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31

The Future Of Quality Management in the 21st Century
Trends affecting the future of quality management include:

1.
increasing global competition
2.
increasing customer expectations
3.
opposing economic pressures
4.
new approaches to management.

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32

Quality Management characteristics for the future

1.
Total commitment
2.
Market driven
3.
Commitment to leading people
4.
Four objectives:1.customer satisfaction 2.cost leadership

3.Effective HR 4.integration with the supplier base.
5.
Fundamental improvement

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33

Obstacles to the success of TQ

One
Two
Three
Four
Fo
Inadequate HR development
Lack of planning for Q
Lack of leadership for Q
Inadequate resources for Q
Five Lack of customer focus of Q

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What are the different views of quality discussed in the text?

What are the different views of quality discussed in the text?

What are the key elements of the total quality approach according to the text?

What are the key elements of the total quality approach according to the text?

Quality Management, 6th ed.

Goetsch and Davis

2010 Pearson Higher Education,