1. Quality Management MNGT 420
Quality Theory
Chapter 2
Instructor: Dr. Nitin Kumar Upadhye / Dr. Babeet Gupta

2. Quality Theory Quality Theory: Key Considerations
Chapter 2
Quality Theory: Key Considerations
Leading Contributors (Quality Guru’s) to Theory
Viewing Quality Theory from a Contingency Perspective
Resolving the Differences in Quality Approaches
Theoretical Framework for Quality Management

3. Quality Theory: key considerations
Psychology
People are motivated intrinsically and extrinsically
Fear is demotivating.
Managers should develop pride and joy in work
People design products and processes, serve customers, and achieve results. Psychology helps us to understand people, interactions between people and circumstances, interactions between leaders and employees, and the drivers of behavior.
Mangers need to understand these factors and considering them in key decisions.

4. Quality Gurus: Leading contributors to theory

5. Leading contributors to quality theory
W. Edwards Deming, Joseph Juran and Philip B. Crosby are three of the most influential people involved in the shift from production and consumption to total quality management (TQM).
Their work significantly impacted how industries view customer satisfaction, employee needs and supplier relations.

6. Quality Theory Deming Quality facts:
Leading Contributors to Theory
W. Edwards Deming
Deming
Quality facts:
Poor quality was not the fault of labor
Poor quality resulted from poor management of the system for continual improvement
14 Points for Quality Management
Create a consistency of purpose toward improvement of product and service with the aim to become competitive, stay in business and provide jobs
Adopt a new philosophy: We are in a new economic age
Important

7. Quality Theory Deming: 14 Points for Management
Leading Contributors to Theory
Deming: 14 Points for Management
3. Cease dependence on mass inspections to improve quality
End the practice of awarding business on the basis of price tag alone.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost.
Institute training on the job.
Improve leadership
Drive out fear so that everyone may work effectively for the company.
Break down barriers between departments.
Important

8. Quality Theory 11. Eliminate work standards on the factory floor
Leading Contributors to Theory
10. Eliminate slogans, exhortations and targets for the workforce that ask for zero defects and new levels of productivity.
11. Eliminate work standards on the factory floor
12. Remove barriers that rob workers of their right to pride in the quality of their work.
13. Institute a vigorous program of education and self improvement.
14. Put everybody in the company to work to accomplish the transformation.
Important

9. Quality Theory Juran’s Quality Trilogy Quality Planning
Leading Contributors to Theory
Juran’s Quality Trilogy
Quality Planning
Quality Control
Quality Improvement
Important

10. Quality Theory Juran: The Juran Trilogy Planning Control Improvement
Leading Contributors to Theory
Juran: The Juran Trilogy
Planning
Control
Improvement
Quality Planning: Provide the operating forces with the means of producing products that meet the customers needs.
Important

11. Quality Theory Juran The Juran Trilogy Planning Control Improvement
Leading Contributors to Theory
Juran
The Juran Trilogy
Planning
Control
Improvement
Quality Control: the process for meeting quality goals during operations
Important

12. Quality Theory Juran The Juran Trilogy Planning Control Improvement
Leading Contributors to Theory
Juran
The Juran Trilogy
Planning
Control
Improvement
Quality improvement: the process for breaking through to unprecedented level of performance) Project by project improvement.
The Hierarchy of Languages
Important

13. Quality Theory Juran Pareto’s Law or the 80/20 rule
Leading Contributors to Theory
Juran
Pareto’s Law or the 80/20 rule
The majority of quality problems are the result of relatively few causes.

14. Quality Theory Phillip B. Crosby Quality is free . . .
Leading Contributors to Theory
Phillip B. Crosby
Quality is free . . .
“Quality is free. It’s not a gift, but it is free. What costs money are the inequality things -- all the actions that involve not doing jobs right the first time.”
Important

15. Quality Theory Crosby Absolutes of Quality Management:
Leading Contributors to Theory
Crosby
Absolutes of Quality Management:
Quality means conformance to requirements
There is no optimum level of defects
Cost of quality is the only useful measurement
Zero defects is the only performance standard
Emphasizes the behavior and motivational aspects of quality improvement
Human resource approach

16. Quality Theory Ishikawa Training
Leading Contributors to Theory
Ishikawa
Training
The use of simple visual tools and statistical techniques
Company-wide quality control
Complete involvement of the workforce in improving quality and performance

17. Quality Theory Feigenbaum Three step process to improve quality
Leading Contributors to Theory
Feigenbaum
Three step process to improve quality
Quality Leadership, with a strong focus on planning
Modern Quality Technology, involving the entire work force
Organizational commitment, supported by continuous training and motivation
Major impediments to improving quality
Hothouse quality
Wishful thinking
Producing overseas
Confining quality to the factory

18. Quality Theory Taguchi
Leading Contributors to Theory
Taguchi
The Taguchi method provides
A basis for determining the functional relationship between controllable product or service design factors and the outcomes of a process.
A method for adjusting the mean of a process by optimizing controllable variables.
A procedure for examining the relationship between random noise in the process and product or service variability.
Unique aspects of Taguchi method
Definition of quality
Quality loss function (QLF)
Robust design
Important

19. Quality Theory
Viewing Quality Theory from a Contingency Perspective
There is a mass of contradictory information… it is best to focus on fundamental Questions:
What are our strengths?
What are our competencies?
In what areas do we need to improve?
What are our competitors doing to improve?
What is our organizational structure?

20. Quality Theory Leadership Information Analysis Strategic Planning
Resolving the Differences in Quality Approaches: An Integrated View
Core Variables
Leadership
Information Analysis
Strategic Planning
Employee Improvement
Quality Assurance of products and services
Customer role in Quality
Role of Quality Department
Environmental characteristics and constraints
Philosophy Driven
Quality Breakthrough
Project/team-based improvement

21. Quality Theory
Resolving the Differences in Quality Approaches: An Integrated View
A Categorization of Quality Management Content Variables

22. Quality Theory Theoretical Framework for Quality Management
Quality management begins with leadership
Leadership, quality assurance, philosophy, and employees are encompassed by a focus on the customer
A Theoretical Framework for Quality Management
Important

23. Thanks