1. Introduction to Quality Management (QM)
Chapter 5
Introduction to Quality Management (QM)
DPT333/3

2. Introduction to Quality Management (QM)
Learning Objectives
At the end of this course, you are expected to have an ability to DESCRIBE, EXPLAIN and ILLUSTRATE
Definition of Quality,
Quality management and its pioneers,
Total quality,
2 views of quality,
Key elements of total quality, customer satisfaction,
Retention and loyalty.

3. Quality “Quality is in the eye of the beholder”
People deal with quality in daily lives.
Eg: Shopping, eating in restaurant, buying motorbikes, buying cars, a house, TV, PC, etc
Perceived quality is a major factor people consider in market place.

4. Quality Consider you are eating in a restaurant;
How will you judge the quality of the restaurant?
Most people apply such criteria below;
Service
Response time
Food preparation
Environment
Price
Selection / food varieties.
Tasty

5. DEFINITION OF QUALITY
Defined in a number of different ways by different people/organizations.
Fred Smith, CEO of FedEX;
“Performance to the standard expected by the customer”
General Services Administration (GSA);
“Meeting the customer‘s needs the first time and every time”

6. DEFINITION OF QUALITY US department of Defense; BOEING;
“Provide our customers with products and services that consistently meet their needs and expectations”
US department of Defense;
“Doing the right thing right the 1st time, always strive for improvement, and always satisfying the customers ”

7. DEFINITION OF QUALITY
W. Edwards Deming in his book – OUT OF CRISIS;
“Quality can be defined only in terms of his agent….”
Quality has many different criteria and different people value the various criteria differently. -Deming

8. Total Quality (TQ) Approach
The total in TQ indicates a concern for quality in the broadest sense - “Big Q”
Big Q refers to the quality of the products, services, people, processes, and environments.
Little Q – Focus on individual criteria

9. Total Quality (TQ) Approach 1
The seat is “CUSTOMER FOCUS”.
Each of 3 legs is a broad element of TQ approach.
3 legs;
Measures - (SPC, Benchmarking, Quality tools)
Description: Quality can and must be measured!
People - (Quality is built in, Quality is expected but
not inspected, employees are empowered)
Description: QUALITY cannot be inspected into a product
or service, it must be built in by people who are empowered
to do their jobs right.
Processes - (Continual improvement, Good enough is never enough)
Description: PROCESSES must be improved, continually and forever.

10. Figure 1-1 CUSTOMER FOCUS Measures; Processes People;
Continual Improvement
Good enough is never enough
Measures;
SPC
Benchmarking
Quality Tools
People;
Quality is built in
Quality is expected, not inspected
Employees are empowered

11. Total Quality (TQ) Approach 2
Total Quality is an approach to doing business that attempts to maximize the competitiveness of an organization throuh the continual improvement of the quality of the products, services, people, processes, and environments.

12. Total Quality (TQ) Approach 2
Achieved by following characteristics;
Strategically based
Customer focused
Obsession with quality
Scientific approach
Long term commitment
Teamwork
Continual processes improvement
Education and training
Freedom through control
Employee empowerment

13. Traditional view of Quality Total Quality Philosophy
2 Views of Quality
Traditional view of Quality
Total Quality Philosophy
Measured process performance in defective parts per hundred produced
Measured process performance in defective parts per million produced
Inspection of products
Emphasis on Continual Improvement of product, processes, people
Employee as passive workers, follow orders given. Brains not wanted.
Employees empowered to think, make recommendations for CI.

14. Homework
Read page 8-11 – Historic development of TQ

15. 9 Key elements of TQ Strategically based Customer focus
Obsession with Quality
Scientific Approach
Long term commitment
Teamwork
Continual Process Improvement
Education and Training
Freedom through Control

16. 1. Strategically based
Organizations contains at least vision, mission and broad objectives.
Strategic plan designed to give sustainable competitive advantage.
Toward achieving world-leading quality and improve forever.

17. 2. Customer focus “Customer is the driver” Applied to both customers:
Internal Customer
External customer

18. 3. Obsession with Quality
Organization must become obsessed with meeting or exceeding quality.
“How can we do this better?”
“Good enough is never enough”

19. 4. Scientific Approach
Hard data are used to in establishing benchmarks, monitoring performance, and making improvements.

20. 5. Long term commitment
Management innovations after attending short term seminars often FAIL in their initial attempts to adopt quality approach.
Because they often look TQ as another management innovation rather than as a whole new way of culture.

21. 6. Teamwork
Partnership is not a pretense, it is a common struggle for the customers, not separate struggles for power.
Also applies to relationship with suppliers, regulating agencies, and local communities.

22. 7. Continual Process Improvement
Fundamental of Total Quality goal is; Quality of products / services.
To continually improve the quality of the product, it is necessary to continually improve systems.

23. 8. Education and Training
Fundamental to TQ
Represent the best way to improve people.
In an organization, every should constantly learning.
Encouraged by management
Know how to work hard and smart.

24. 9. Freedom through Control
Increase the ownership feel about the decision made.
Mistake: Management see employee involvement as a loss of management control.

25. Customer Satisfaction
Understanding Customer-Defined Quality
Identifying customer needs (Internal & external)
Communicating with customers
Customer Feedback for Design Improvement
Customer Satisfaction process

26. Customer Satisfaction
Customer defines Quality, employee produce it.
In a TQ setting, External Customers (Buyers/purchasers) define quality, and Internal Customer (staff) produce it.

27. Who is a CUSTOMER? Company and its processes
Figure 7-1: History: Traditional view of supplier and customer relationship
Supplier
Supplier
Supplier
Supplier
Company and
its processes
Customer
Customer
Customer
Customer

28. Who is a CUSTOMER?
Fig7-2: Contemporary view of customer supplier relationship
Supplier
Supplier
Supplier
Supplier
Customer
&
Supplier
Customer
&
Supplier
Customer
&
Supplier
Customer
&
Supplier
Customer
&
Supplier
Customer
Customer
Customer
Customer

29. Customer defined value
Product/service must have attributes customers want.
Factors important to customers:
Products/service quality
Service provided by organization
Organization’s personnel
Organization’s image
Selling price
Overall cost of product.

30. Customer Satisfaction, Retention, and Loyalty MAJOR TOPICS
Understanding Who Is a Customer
Understanding Customer-Defined Quality
Identifying External Customer Needs
Identifying Internal Customer Needs
Communicating with Customers
Using Customer Feedback to Make Design Improvements

31. Customer Satisfaction, Retention, and Loyalty
Customer Satisfaction Process
Customer-Defined Value
Customer Value Analysis
Customer Retention
Establishing a Customer Focus
Recognizing the Customer-Driven Organization
Value Perception and Customer Loyalty
Customer Loyalty Model
Customer Loyalty versus Customer Profitability
Customers as Innovation Partners

32. Customer Satisfaction, Retention, and Loyalty
Historically - customers were considered who used a company’s products and suppliers were outsiders who provided the materials needed to produce the products.
A more contemporary view - every organization has both internal and external customers.

33. Customer Satisfaction, Retention, and Loyalty
An external customer - one referred to in the traditional definition.
An internal customer - any employee whose work depends on that of employees whose work precedes his or hers.

34. Customer Satisfaction, Retention, and Loyalty
In a total quality setting, customers define quality.
Customer satisfaction must be the HIGHEST PRIORITY.!!!
Can be achieved by producing high-quality products that meet or exceed expectations.
Must be renewed with each purchase.
The key to establishing a customer focus is to put employees in touch with customers so that customer needs are understood.

35. Customer Satisfaction, Retention, and Loyalty
Scholtes’ six-step strategy for identifying customer needs:
speculate about results,
develop an information-gathering plan,
gather information,
analyze the results,
check the validity of conclusions
take action.

36. Customer Satisfaction, Retention, and Loyalty
Customer needs are NOT STATIC.
So constant contact with customers is important in a total quality setting.
Should be in-person or by telephone. Written surveys - can be used, but will not produce the level of feedback that personal contact can generate.

37. Customer Satisfaction, Retention, and Loyalty
Quality function deployment (QFD) is a mechanism for putting into operation the concept of building in quality. It makes customer feedback a normal part of the product development process, thereby improving customer satisfaction.

38. Customer Satisfaction, Retention, and Loyalty
Measuring customer satisfaction alone is not enough. Many customers who defect are satisfied.
Organizations should measure customer retention.
Organizations should go beyond satisfying customers to creating value for them in every supplier-customer interaction.

39. Customer Satisfaction, Retention, and Loyalty
The customer loyalty model consists of four components:
Business performance
Global perceptions
Loyalty behaviors
Financial outcomes

40. Customer Satisfaction, Retention, and Loyalty
The goal of organizations should be more than just earning customer loyalty; it should be earning the loyalty of profitable customers.
Organizations should never assume a positive correlation between customer loyalty and profitability, nor should they assume that a customer who is initially profitable will always be profitable.

41. Customer Satisfaction, Retention, and Loyalty
An innovative approach to product development that is gaining acceptance is turning customers into innovation partners.
With this approach, the customer is given a technological tool kit for designing his or her own products and making product innovations..

42. Customer Satisfaction, Retention, and Loyalty
Innovative approach is implemented using the following steps:
Develop a tool kit for customers that is easy to use
Increase the flexibility of your own production processes
Carefully select the first customers to use your took kit
Continually improve your tool kit
Adapt business practices to suit the innovation partnership approach