1. Chapter 1
Differing Perspectives on Quality

2. Differing Perspectives on Quality
Chapter 1
Chapter Outlines
What is Quality?
Differing Functional Perspectives on Quality
The Three Spheres of Quality
Other Perspectives on Quality
Arriving at a Common Perspective (

3. Differing Perspectives on Quality
Chapter 1
“Those who are victorious plan effectively and change decisively. They are like a great river that maintains its course but adjust its flow”
Sun Tzu (
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4. Differing Perspectives on Quality
Chapter 1
Introduction
Recognizing Different Perspectives on Quality
Quality Management involves flows like river (upstream and downstream).
Flows have to operate effectively, effectively and with outstanding quality. The sum of these flows constitute the supply Chain.
The supply chain encompasses many differing functions and processes from raw materials stage to after sale service.
To execute all these processes we need expertise and quality with the requirements of :
flexible cross functional problem solving
Employees who can adapt to changing markets.(
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5. Differing Perspectives on Quality
Chapter 1
1- What is Quality?
There are several quality dimensions, one of the most respected was compiled by David Garvin of the Harvard Business School.
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6. Differing Perspectives on Quality
Chapter 1
1- What is Quality?
David Garvin found that most definitions of quality were:
Transcendent: intuitively understood but impossible to communicate like beauty or love.
Product based: quality is component and attribute of a product.
User-based: if the customer is satisfied, the product has good quality.
Manufacturing based: if the product conforms to design specifications, it has a good quality.
Value based: if the product is perceived as providing good value, it has good quality.(
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7. What is Quality? Garvin’s Product Quality Dimensions
Using the five definitions of quality, Garvin developed a list of 8 quality dimensions:
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality

8. What is Quality? Garvin’s Product Quality Dimensions(
Performance
Feature
Reliability
Conformance
Efficiency with which a product achieves its intended purpose

9. What is Quality Garvin’s Product Quality Dimensions
Performance
Features
Reliability
Conformance
Attributes that supplement the product’s basic performance

10. What is Quality Garvin’s Product Quality Dimensions
Performance
Features
Reliability
Conformance
Product’s propensity to perform consistently over the product’s useful life.

11. What is Quality Garvin’s Product Quality Dimensions
Performance
Features
Reliability
Conformance
Adherence to quantifiable specifications

12. What is Quality Garvin’s Product Quality Dimensions
Ability to tolerate stress or trauma without failing
Durability
Serviceability
Aesthetics
Perceived Quality

13. What is Quality Garvin’s Product Quality Dimensions
The ease and low cost of repair for a product
Durability
Serviceability
Aesthetics
Perceived Quality

14. What is Quality Garvin’s Product Quality Dimensions
Degree to which product attributes are matched to consumer preferences
Durability
Serviceability
Aesthetics
Perceived Quality

15. What is Quality Garvin’s Product Quality Dimensions
Quality as the customer perceives it…image, recognition, word of mouth.
Durability
Serviceability
Aesthetics
Perceived Quality

16. What is Quality PZ&B’s Service Quality Dimensions
Service quality is even more difficult to define, because of the variation created by high customer involvment.
Parasuraman, Zeithamel, and Berry (PZ&B), three marketing professors from Texas A&M University published a set of service dimensions:
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy

17. What is Quality PZ&B’s Service Quality Dimensions
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy
Physical appearance of the facility, equipment, personnel and communications materials

18. What is Quality PZ&B’s Service Quality Dimensions
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy
The ability of the service provider to perform the promised service dependably and accurately

19. What is Quality PZ&B’s Service Quality Dimensions
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy
The willingness of the provider to be helpful and prompt in providing service

20. What is Quality PZ&B’s Service Quality Dimensions
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy
The knowledge and courtesy of the employees and their ability to inspire trust and confidence

21. What is Quality PZ&B’s Service Quality Dimensions
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy
Caring individualized attention from the service firm

22. What is Quality?
Why does it matter that different definitions of quality exist?
Problem with having multiple dimensions
Communication.
Different department may have different understanding of the quality
Strategic plan will not be in alignment

23. What is Quality? 2. Differing Functional Perspectives on Quality
Functional Perspectives on quality include:
Supply Chain Management
Engineering
Operations
Strategic Management
Marketing
Financial/Accounting
Human resources

24. What is Quality? 2. Differing Functional Perspectives on Quality
Supply Chain Management
There are many important quality related activities that are part of the supply chain management such as: logistics, processes, Human resource management, Information systems, purchasing and even the supplier qualifications.
Six Sigma is a procedure for implementing quality improvement to reduce cost and improve product service and design.
The steps of the six sigma include: define, measure, analyze, improve and control (DMAIC)

25. What is Quality? 2. Differing Functional Perspectives on Quality
Engineering
Applying mathematical problem-solving skills
and modeling techniques
Product Design
Process Design
Design Life cycle

26. What is Quality? 2. Differing Functional Perspectives on Quality
Statistical Process Control (SPC) is concerned with monitoring process capability and stability.
Shewhart’s Control Process:
“a hypothesis is specified that the process meets a given specification, data about the process are gathered, and a hypothesis test is performed to see if the process is stable
The engeneering view focuses on statistics and technical specification.

27. What is Quality? 2. Differing Functional Perspectives on Quality
Engineering
Operations Management
Uses the systems view that underlies modern quality management thinking
The product quality is seen as the result of the interactions of different variables such as: machines, labor, procedures, planning and management.
Conversion System Model of Operations Management

28. What is Quality? 2. Differing Functional Perspectives on Quality
Engineering
Operations Management
Strategic Management
Firms establish a planned course of action to achieve quality objectives
Course of action must be cohesive and coherent in terms of goals, policies, plans, and sequencing to achieve quality improvement
Aids an organization to achieve a sustainable competitive advantage
Generic strategic Planning Process

29. What is Quality? 2.Differing Functional Perspectives on Quality
Engineering
Operations Management
Strategic Management
Marketing
Focuses on perceived quality of goods and services
The primary marketing tools for influencing customers perception of quality are price and advertising
The customer is the focus of marketing-related quality improvement
Marketing System

30. What is Quality? 2. Differing Functional Perspectives on Quality
Engineering
Operations Management
Strategic Management
Marketing
Financial
Relies more on quantified, measurable, results-oriented thinking
Identify and measure costs of quality by conducting trade-off and break-even analysis
The pursuit of quality does not safeguard a company against bad management
Deming Value Chain

31. What is Quality? 2. Differing Functional Perspectives on Quality
Financial
Law of diminishing returns

32. What is Quality? 2. Differing Functional Perspectives on Quality
Financial
Law of diminishing returns
According to this law, the pursuit of higher quality will result in higher expenditures.
To invest beyond the minimum cost level will result in noneconomic decision.
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33. What is Quality? 2. Differing Functional Perspectives on Quality
Engineering
Operations Management
Strategic Management
Marketing
Financial
Human Resources
Employee empowerment
Organizational design
Job analysis
Quality management flourishes where the workers’ and company’s needs are closely aligned

34. 3. The Three Spheres of Quality

35. 3. The Three Spheres of Quality
Quality Management is broken into:
1- Analysis phase is broken into its fundamental
2- Relation phase involves understanding the relationships between the parts
3- Generalization phase involves perceiving how interrelationships apply to larger phenomenon of quality being studied.
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36. 3. The Three Spheres of Quality
Quality Assurance refers to:
1- Guaranteing the quality of a product or service.
2- This view states that quality control is reactive than proactive because they detect problems after occuring
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37. 3. The Three Spheres of Quality
Quality Management is the sum of
1- Quality control
2- Quality assurance
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38. What is Quality? Other Perspectives on Quality: `
Value-Added Perspective on Quality
A customer-based perspective that involves the concept of value.
A value-added perspective that involves a subjective assessment of efficacy.
Cultural Perspective on Quality
International marketers have noted differences in tastes and preferences between cultures and nations. The quality of product is seen differently from one culture to another

39. What is Quality? Chapter 1 Review`
There are different perspectives on quality
There is disagreement on the definition of quality
Functional perspectives on quality vary greatly
Quality control, quality assurance and quality management focus on different aspects of quality
Quality improvement requires a complex mix of system design, organizational design, rewards design, and process design

40. `
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Printed in the United States of America.