Introduction to Quality

Outline
 What is Quality?
 History of Quality Methodology
 Deming’s Principles
 Taguchi’s Contributions And Philosophy
 Total Quality Management
 Quality Improvement Tools
 Costs related to quality
 Benefits/Drawbacks
What is Quality?
What does the word “quality” mean to
you?
 Think about your past experiences staying at
various hotels. Did you stay at a “quality”
hotel? What about the experience made it a
“quality” experience for you?

 Think about a product you bought. How can

you define its “quality”?
Dimensions of Quality
Garvin (1987)
1. Performance:
 Will the product/service do the intended job?
2. Reliability:
 How often does the product/service fail?
3. Durability:
 How long does the product/service last?
4. Serviceability:
 How easy to repair the product / to solve the
problems in service?
Dimensions of Quality
5. Aesthetics:
 What does the product/service look/smell/sound/feel
like?
6. Features:
 What does the product do/ service give?
7. Perceived Quality:
 What is the reputation of the company or its
products/services?
8. Conformance to Standards:
 Is the product/service made exactly as the
designer/standard intended?
Quality in different areas of society
Area Examples
Airlines On-time, comfortable, low-cost service
Correct diagnosis, minimum wait time, lower
Health Care
cost, security
Food Services Good product, fast delivery, good environment
Postal Services fast delivery, correct delivery, cost containment
Proper preparation for future, on-time
Academia
knowledge delivery
Consumer Products Properly made, defect-free, cost effective
Insurance Payoff on time, reasonable cost
Military Rapid deployment, decreased wages, no graft
Automotive Defect-free
Communications Clearer, faster, cheaper service
What is Quality?
 Conformance to specifications (British Defense
Industries Quality Assurance Panel)
 Conformance to requirements (Philip Crosby)
 Fitness for purpose or use (Juran)
 A predictable degree of uniformity and dependability, at
low cost and suited to the market (Edward Deming)
 Synonymous with customer needs and expectations (R
J Mortiboys)
 Meeting the (stated) requirements of the customer- now
and in the future (Mike Robinson)
 The total composite product and service characteristics
of marketing, engineering, manufacturing and
maintenance through which the product and service in
use will meet the expectations by the customer (Armand
Feigenbaum)
What is Quality?
 “The degree to which a system, component, or
process meets
(1) specified requirements, and
(2) customer or users needs or expectations” – IEEE

 The totality of features and characteristics of a

product or service that bears on its ability to satisfy
stated or implied needs” – ISO 8402

 Degree to which a set of inherent characteristics

fulfils requirements – ISO 9000:2000
Definitions of Quality
 Transcendent definition: excellence
 Product-based definition: quantities of
product attributes
 User-based definition: fitness for intended
use; meeting or exceeding user
expectations
 Value-based definition: quality vs. price
 Manufacturing-based definition:
conformance to specifications

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More about Quality
 Realistic but demanding STANDARDS;

 Getting things RIGHT FIRST TIME; ‘It costs

less to prevent a problem than it does to
correct it’
 Influences the relationship with CUSTOMERS;
 Influences how COMPLAINTS are dealt with;
 Something to do with how things LOOK and
FEEL.
Modern Importance of Quality
“The first job we have is to turn out quality
merchandise that consumers will buy and keep
on buying. If we produce it efficiently and
economically, we will earn a profit.”
- William Cooper Procter

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History of Quality Methodology
 Reach back into antiquity, especially into China,
India, Greece and the Roman Empire : skilled
crafstmanship.

 Industrial Revolution (18th century): need for

more consistent products that are mass-
produced and needed to be interchangeable.
Rise of inspection after manufacturing completed
and separate quality departments.

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History of Quality Methodology
 Science of modern quality methodology started
by R. A. Fisher perfected scientific shortcuts for
shifting through mountains of data to spot key
ccause-effect relationships to speed up
development of crop growing methods.

 Statistical methods at Bell Laboratories: W. A.

Shewhart transformed Fisher’s methods into
quality control discipline for factories (inspired
W.E. Deming and J. M. Juran); Control Charts
developed by W. A. Shewhart; Acceptance
sampling methodology developed by H. F. Dodge
and H. G. Romig
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History of Quality Methodology
 World War II: Acceptance of statistical quality-control
concepts in manufacturing industries (more
sophisticated weapons demanded more careful
production and reliability); The American Society for
Quality Control formed (1946).

 Quality in Japan: W.E. Deming invited to Japan to

give lectures; G. Taguchi developed “Taguchi
method” for scientific design of experiments; The
Japanese Union of Scientists and Engineers (JUSE)
established “Deming Price” (1951); The Quality
Control Circle concept is introduced by K. Ishikawa
(1960).
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History of Quality Methodology
 Quality awareness in U.S. manufacturing industry
during 1980s: “Total Quality Management”; Quality
control started to be used as a mangement tool.

 Malcolm Baldrige National Quality Award (1987)

 International Standard Organization’s (ISO) 9000

series of standards: in 1980s Western Europe began
to use; interest increase in US industry in 1990s;
Became widely accepted today: necessary
requirement to world-wide distribution of product and
a significant competitive advantage.
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History of Quality Methodology
 Quality in service industries, government,
health care, and education

 Current and future challenge: keep progress

in quality management alive

 To sum up: A gradual transition

Statistical Quality
Quality
Quality Management
Assurance
Control
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Deming’s 14 Principles.
1. “Create Constancy of Purpose”
 Define the problems of today and the future
 Allocate resources for long-term planning
 Allocate resources for research and education
 Constantly improve design of product and service
2. “Adopt A New Philosophy”
 Quality costs less not more
 Superstitious learning
 The call for major change
 Stop looking at your competition and look at your customer
instead
3. “Cease Dependence On Inspection For Quality”
 Quality does not come from inspection
 Mass inspection is unreliable, costly, and ineffective
 Inspectors fail to agree with each other
 Inspection should be used to collect data for process control
Deming’s 14 Principles.
4. “End Proactive Awarding Of Business Based On PriceAlone”
 Price alone has no meaning
 Change focus from lowest inital cost to lowest cost
 Work toward a single source and long term relationship
 Establish a mutual confidence and aid between purchaser and
vendor
5. “Improve Every Process Constantly / Forever”
 Quality starts qith the intend of management
 Teamwork in design is fundamental
 Forever continue to reduce waste and continue to improve
 Putting out fires is not improvement of the process
6. “Institute Training”
 Management must provide the setting where workers can be
succesful
 Management must remove the inhibitors to good work
 Management needs an appreciation of variation
 This is management’s new role
Deming’s 14 Principles.
7. “Adopt And Institute Leadership”
 Remove barriers to pride of workmanship
 Know the work they supervise
 Know the difference between special and common cause of
variation
8. “Drive Out Fear”
 The common denominator of fear:
 Fear of knowledge
 Performance appraisals
 Management by fear or numbers
9. “Break Barriers Between Staff Areas”
 Know your internal suppliers and customers
 Promote team work
10. “Eliminate Slogans, Exhortations And Targets”
 They generate frustration and resentment
 Use posters that explain what management is doing to improve
the work environment
Deming’s 14 Principles.
11. “Eliminate Numerical Quotas”
 They impede quality
 They reduce production
 The person’s job becomes meeting a quota
12. “Remove Barriers That Rob Pride Of Workmanship”
 Performance appraisal systems
 Production rates
 Financial management systems
 Allow people to take pride in their workmanship
13. “Institute Programs For Education And Self Improvement”
 Commitment to lifelong employment
 Work with higher education needs
 Develop team building skills
14. “Put Everybody In The Company To Work For This
Transformation”
 Struggle over the 14 points
 Take pride in new philosophy
 Include the critical mass of people in the change
QUALITY DOES NOT
OCCUR BY ACCIDENT
 What does the customer actually want?
 Identify, understand and agree
customer requirements

 How are you going to meet those

requirements?
 Plan to achieve them
 Deming’s Cycle
What are we trying to AIM
accomplish?
How will we know that a MEASURE
change is an improvement?
What change can we make that Selecting Change
will result in improvement?
Plan Plan

P P
Act Do
P Do

A D A A D D
C

C
C
Check
Check
Taguchi’s Contribution
 In the early 1980s, Prof. Genechi
Taguchi introduced his approach to
using experimental design for

1) Designing products or processes so that they are robust to

environmental conditions.
2) Designing/developing products so that they are robust to
component variation.
3) Minimizing variation around a target value.

 By robust, we mean that the product or process performs

consistently on target and is relatively insensitive to factors that
are difficult to control.
Taguchi Philosophy
 3 stages in a product’s (or process’s)
development:
1) System design: uses scientific and
engineering principles to determine
the basic configuration.
2) Parameter design: specific values for the system
parameters are determined.
3) Tolerance design: determine the best tolerances for the
parameters.
Taguchi Philosophy
 Recommends: statistical experimental
design methods have to be used for
quality improvement, particularly
during parameter and tolerance
design phases.

 Key component: reduce the variability around the

target (nominal) value.
 Quality Management
Quality Management System: Management system to direct and
control an organisation with regard to quality – ISO 9000:2000

Quality Management

Quality Planning Quality Assurance Quality Control

Criteria driven Prevention driven Inspection driven

Quality Management Components
 Quality Planning
 It identifies the standards and determines how to
satisfy those standards.
 It lays out the roles and responsibilities, resources,
procedures, and processes to be utilized for quality
control and quality assurance.

 Quality Assurance
 It is the review to ensure aligning with the quality
standards. An assessment will be provided here.
 Planned and systematic quality activities.
 Provide the confidence that the standards will be met.
Quality Control – Inspection Driven
 Quality Control
 It addresses the assessment conducted during
Quality Assurance for corrective actions.
 Measure specific results to determine that they
match the standards.
 Use of Statistical Process Control (SPC) : a
methodology for monitoring a process to
identify special causes of variation and signal
the need to take corrective action when
appropriate.
 SPC relies on control charts.