01 introduction to quality
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1.0 : Introduction To Quality
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What are the
differences?
1. Price
2. Quality3. Specification
4. Comfortable
Value for money
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What is Quality ?
Sales Dept Marketing Dept Design Dept
Production Dept Production Engineering Customers
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Cont
Product
Services
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Product
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Services
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According to Summers, Donna C. S. :
The American Society for Quality defines quality as a subjective term for which
each person had his or her own definition. In technical usage, quality can have two
meanings : (a) the characteristics of a product or service that bear on its ability to
satisfy stated or implied needs; (b) a product or service free of deficiencies.
Dr. W. Edwards Deming describes quality as nonfaulty systems are error-free
systems that have ability to provide the consumer with a product or service as
specified.
Dr. Joseph M. Juran describes quality as fitness for use.
Philip Crosby describes quality as conformance to requirements (nonquality as
nonconformance).
If You Ask 10 People to Define Quality, You Probably Will Get 10
DefinitionsFoster (2010)pg 29
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Cont
Summers, Donna C. S. (2010) concluded that the above definitions
stated three types of quality:
Quality of Designmeans that the product has been designed to successfully fill a
consumer need, real or perceived.
Quality of Conformancemeans conformance to requirements, refers to the
manufacture of the product or the provision of the service that meets the
specific requirements say by consumer.
Quality of Performancemeans that the product or service performs its intended
function as identified by the consumer.
Summers, Donna C. S. (2010) stressed -- that clearly
communicating the needs, requirements, and expectations
of the consumer requires a more complete definition of
quality.
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ContBut Summers, Donna C. S. (2010) believes that perhaps most
complete definition of quality is as defined by Armand Feigenbaum :
Quality is a customer determination which is based on the customers actual experience with theproduct or service, measured against his or her requirementsstated or unstated, conscious or
merely sensed, technically operational or entirely subjectiveand always representing a moving target
in a competitive market.
a. Customer Determination only a customer can decide if and how well a product or service meets hisor her needs, requirements, and expectations.
b. Actual Experiencethe customer will judge the quality of a product or service not only at the time of
purchase but throughout usage of the product or service.
c. Requirementsnecessary aspects of a product or service called for or demanded by the customer may
be stated or unstated, conscious or merely sensed.
d. Technically Operationalaspects of a product or service may be clearly identified in words by the
consumer.e. Entirely Subjective - aspects of a product or service may only be conjured in a consumers personal
feelings.
Some key words stand out from this definition are :
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1.2. Recognizing Different Perspectives on
Quality.
a. Product Quality Dimensions
b. Service Quality (SQ) Dimensions
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Cont..
a. Product Quality Dimensions
Foster (2010)David Garvin found that most definitions of quality were either (a) transcendent,
(b) product-based, (c) user-based, (d) manufacturing-based, or (e) value-based.
TranscendentQuality is something that is intuitively understood but nearly impossible to
communicate, such as beauty or love.
Product-basedQuality is found in the components and attributes of a product.
User-basedIf the customer is satisfied, the product has good quality.
Manufacturing-basedIf the product conforms to design specifications, it has good quality.
Value-basedIf the product is perceived as providing good value for the prove, it has good
quality.
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GARVINS PRODUCT QUALITY DIMENSIONS
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality
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From these five definitions of quality, Garvin developed a list of eight quality dimensions:
i. Performancerefers to the efficiency with which a product achieves its
intended purpose. This might be the return on a mutual fund investment, the
fuel efficiency of an automobile, or the acoustic range of a pair of stereo
speakers. Generally, better performance is synonymous with better quality.
ii. Featuresare attributes of a product that supplement the products
basic performance. These include many of the bells and whistles contained
in products. For example Electronic shop / store will reveal some features
such as HDTC capability, plasma, and size.
iii. Reliabilityrefers to the propensity for a product to perform
consistently over its useful design life. A product considered reliable if the
chance that it will fail during its designed life is long. For example if a
computer has a 2% chance of failure in useful life of 5 years, we say that it is
98% reliable.
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Contiv. Conformancewhen a product is designed, certain numeric dimensions for the products performance
are established, such as capacity, speed, size, durability, or the like. These numeric product dimensions are
referred to as specifications. Specifications typically are allowed to vary small amount called a tolerance. If a
particular dimension of a product is within the allowable range of tolerance of the specification, it conforms.
For example video camera.
v. Durabilityis the degree to which a product tolerates or trauma without
failing. For example car battery.
vi. Serviceabilitya product is very serviceable if it can be repaired easily
and cheaply. For example personal computer.
vii. Aestheticsare subjective sensory characteristics such as taste, feel,sound, look, and smell. In terms of aesthetics, we measure quality as the
degree to which product attributes are matched to consumer preferences. For
example cell phone color.
viii. Perceived Qualityis based on customer opinion. Customer imbue
products and services with their understanding of their goodness. This is
perceived quality.
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SERVICE QUALITY DIMENSIONS
Parasuraman, Zeithamel, and Berrys Service Quality Dimensions
Tangibles
Service
Reliability
Responsiveness
Assurance
Empathy
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Cont..
b. Service Quality (SQ) Dimensions
Foster (2010), SQ is even more difficult to define than product quality. Althoughservices and production share many attributes, services have more diverse quality
attributes than products.
Parasuraman, Zeithaml, and Berry (1985), published a
widely recognized set of service quality dimensions.
Reliability : Delivering on Promises:
is defined as the ability to perform the promised service dependably and
accurately.
means that the company delivers on its promisespromises about delivery,service provision, problem solution and pricing.
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Responsiveness:
is the willingness to help customers and to provide prompt services.
emphasizes attentiveness and promptness in dealing with customer requests, questions,complaints, and problems.
is communicated to customers by the length of time they have to wait for assistance, answers
to questions or attention to problems.
also captures the notion of flexibility and ability to customize the service to customer needs .
to excel the dimension of responsiveness, a company must be certain to view the process of
delivery and handling request.
Assurance : Inspiring Trust and Confidence:
is defined as employees knowledge and courtesy and ability of the firm
and its employees to inspire trust and confidence.
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Empathy : Treating Customers as Individual
is defined as the caring, individualized attention the firm
provides its customers. essence of empathy is conveying, through personalized or
customized service, that customers are unique and special.
Customers want to feel understood by and important to
firms that provide service to them.
Tangibles : Representing the Service Physically
are defined as the appearance of physical facilities,
equipment, personnel, and communication materials.
All these provide physical representations or images of the
service that customers, particularly new customers, will useto evaluate quality.
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WHY DOES IT MATTER THAT DIFFERENCE
DEFINITIONS OF QUALITY EXIST?
Understanding that definitions and dimensions of
quality exist allows measures to be taken to provide a
better basis for communication and planning in afirm.
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1.3. Differing Functional Perspectives on
Quality.
One of the important determinants of how weperceive quality is the functional role we fulfill
organizationally.
Functional Perspectives include:
Engineering PerspectiveSupply Chain Perspective
Operations Perspective
Strategic Management Perspective
Marketing Perspective
Financial PerspectiveHuman Resource Perspective
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The value chain includes inbound logistics, core
processes, and outbound logistics, humanresources, information systems, and purchasing.
A. Supply Chain Perspectives
Operations, logistics, and marketing are the
primary participants in supply chain.
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The major emphasis of engineeringperspective are:
B. Engineering Perspective
Product Design Engineering
Concurrent Engineering
SPC
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C
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ContProduct Design Engineering (PDE)
The PDE involves
all those activities associated
with developing a product from
concept development to final design and
and implementation.
Product design is the key because quality is assured
at design stage.
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Concurrent engineering Concurrent engineering involves the
formation of cross-functional team.
This allows engineers and managers
of differing disciplines to worktogether simultaneously in developingproduct and process designs.
Concurrent design has been improved
quality and faster speed to market fornews products.
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Cont SPC
Is concerned with monitoring process capability and processstability.
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C. Operations Perspective
Operation management view of quality is rooted in theengineering approach but grown beyond the technicalengineering perspective.
Uses the Systems View that underlies modern Qualitymanagement thinking.
Systems view involves the understanding that productquality is the result of the interactions of several variables,such as machines, labors, procedures, planning, andmanagement.
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Input Process Output Customer
Planning Organizing
Controlling
Process
Control
Feedback
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Operation management uses the system view which is involves theunderstanding that product quality is the result of the interactions of several
variables, such as machine, labor, procedures, planning, and management.
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C
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Cont
D. Strategic Management PerspectiveStrategic refers to the planning, processes
used by an organization to achieve a set oflong-term goals.
This plan must be cohesive and coherent withgoals, policies, plans, and sequence to achieve
quality improvement.
The keys are planning processes and a
long-term orientation
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External Analysis
Mission/Vision/Goals
Internal Analysis
Strategic Options
Business-Level Strategy
Corporate-Level Strategy
.
Operational Subplans
Change Management
Strategic Alignment
between Structure
and Goals
Organizational Design OrganizationalReward System
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C
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Cont
Traditionally, the term marketing has referred toactivities involves with directing the flows of productsand services from the producer to the consumer.
E. A Marketing Perspective
More recently, in a trend known as customerrelationship management, marketing has directedits attention toward satisfying the customer and
delivering value to the customer.
The marketers focus on perceived quality(means that quality as the customer views it) ofproduct and services.
The primary marketing tools for influencingcustomer perceptions of quality are price andadvertising.
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Marketing also concerned about systems.
Organization
Intermediary
Customer
Marketing System
Offering
Offering
Offering
Payment
Payment
Payment
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Time of the transaction
After-sales support
Another important contribution of the marketingperspective are :
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Deming: Quality Improvement is linked to
reduction of defects and improved organizational
performance.
Juran: Quality related costs can result in
lost sales because of a poor reputation for
reliability.
F. A Financial Perspective
The finance function is primarily interested inthe relationships between the risks of
investments and the potential rewards resulting
from those investments.
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Improve Quality
Cost Decrease (Less
rework, fewer mistakes,fewer delays, snags,
better use of machine
time and materials)
Productivity Improves
Capture the Market
Stay in Business
Provide Jobs and More
Jobs
Deming Value Chain
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It is impossible to implement quality without the
commitment and action of the employees.
G. Human Resources
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1 4 Oth P ti Q lit
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1.4. Other Perspectives on Quality.
H. Value-Added Perspective on Quality
A Value-Added Perspective on Qualityinvolves a subjective assessment of the efficacyof every step of the process for the customer.
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I. Cultural Perspective on Quality
National / International marketers have longnoted differences in taste and preferencesbetween cultures and nations.
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1 5 Quality Concepts
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1.5. Quality Concepts.
The concept derived or inferred from specific instances
or occurrences or a thought or notion.
Garvin (1988) quality is an unusually slippery
concept, easy to visualize and yet exasperatingly
difficult to define. It remains a source of greatconfusion to manager.
The concept of Quality is very similar to the conceptof beautiful or good.
It is very difficult to define and one definition can be
the opposite of another.
We must deal with reason and attempt to defineclearly what we are hoping to achieve in the study of
this topic.
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Cont..
Sinha and Willborn (1985)--- an abstract explanation ofquality concept as follows :
Quality is what people think it is, perceive it to be, or
experience it to be.
Quality perceived as high, low, or negative, describes its valuein utility and useful.
Quality is not always what the consumer buys and expects as
fair and adequate.
Quality is also understood as excellence, which is better than
a minimum standard.
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Cont.. Quality means not just fitness for use but, in more specific
terms, reliability, safety, maintainability, status etcetera.
Quality, understood as product and service characteristics
that are specified, standardized, and contracted, has a
relationship to quantity, time, and space..
Quality also is an expression of the people who contribute to
produce. Attaining quality is thus everybodys responsibility.
Quality in business is expressed as specified standards against
which actual performance and conformance can be measured.
Quality is totality of all attributes and characteristics of a
product or service as specified, required, and expected.
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Cont..
Zero Defects
Implies that there is no tolerance for errors within thesystem.
The goal of all processes is to avoid defects in theproduct or service.
Similar to six sigma: almost zero defects
Four quality concepts
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The Customer is the Next Person in the Process
The internal organization has a system that ensures the product orservice is transferred to the next person in the process in a completeand correct manner.
The product or service being built is transferred to another internalparty only after it meets all the specifications and all actions at thecurrent work station.
Avoids incorrectly assembled components and poor workmanship.
Cont..
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Do the Right Thing Right the First Time
Implies that it is easier and less costly to do the work right the firsttime than it is to do it the second time.
Entails the training of personnel to ensure sufficient skills and tools tocorrectly complete the work.
Cont..
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Continuous Improvement Process (CIP)/ Kaizen
A sustained, gradual change to improve the situation.
Differs from innovation -- does not make a sudden jump to a plateauwhere it matures over time.
Focuses on 11 principles: constancy of purpose, commitment to quality,customer focus and involvement, process orientation, continuousimprovement, system-centered management, investment in knowledge,teamwork, conservation of human resources, total involvement, andperpetual commitment.
Cont..
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Cont Quality Concepts in Education
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There are four main issues: Johnson and Golomskiss (1999)
Incorporation of quality concepts in the curriculum.
Using quality concepts to improve educational administration.
Using quality concepts to improve the teaching of any subject Quality concepts in doing research
Cont..Quality Concepts in Education
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Garvin, D.A. (1988) in his book Managing Quality : TheStrategic and Competitive Edge. Five principleapproaches to defining quality are (as being discussedearlier):
Cont..Quality Concepts
Transcendent (Luar Biasa)
Product-based
User-based
Manufacturing-based
Value-based
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Foster (2010)one way to conceptualize the qualitymanagement is known as the three spheres of quality.
Cont..Quality Concepts
QM
QAQC
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QC QA QM
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QC QA QM
Monitoring process capability
and stability
FMEA Planning for Quality
Improvement
Measuring process
performance
Concurrent engineering Creating a quality
organizational cultureReducing process variability Experimental design Providing leadership and
support
Optimizing processes to
normal measures
Process improvement Providing training and
retraining
Performing acceptancesampling
Design team formation andmanagement
Designing an organizationalsystem that reinforce quality
ides
Developing and maintaining
control charts.
Off-line experimentation Providing employee
recognition
Reliability / durability producttesting
Facilitating organizationalcommunication
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1.6. Quality and Competitiveness Concepts.
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Quality MgtProduct &
Services
SPC
Process,
Technology,and Capacity
Project Mgt
Facilities
Human
Resources
Operation Management
Designing the System
Quality
Competitiveness
G
lobalOperations
Sumber : Russell, R.S and Taylor III, B.W. (2006). Operations Management : Quality and
Competitiveness in a Global Environment.
1.6. Qualityand Competitiveness Concepts.
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Products and Servicesthe design process converts customer
requirements into technical product or service characteristics.
Quality Managementmanagement is a process involving
certain functions and work activities that managers mustperform to achieve an enterprises goals.
Processes, Technology, and Capacityonce the product/service has
been designed, the physical process for producing the
product/service must be prepared. Process planning involves
deciding what tasks need to be done, what labor and equipment
resources are needed, and how they are to be coordinated.
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Human Resourcesa primary component of production
(product/service) is the work performed by people, alone, together,
or with machines and equipment.
Facilitiesto be effective, processes must be physically
housed in facilities that are laid out in an efficient fashion.
Project Managementis a technique at breaks down complex
processes, schedules activities, and ensures that the project is
completed on time and on budget.
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Summarizing
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End
Summarizing
What is
quality
Recognizing
Different
Perspectives
on Quality
Differing
Functional
Perspectives
on QualityOtherPerspectives
on Quality
Quality
Concepts
Quality and
Competitiveness