Quality Systems

Module 1: Basic Concepts

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 The Definition of Quality

Quality is exceeding
the customer’s expectations
in terms of

Fitness for Use

Delivery

Price

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 The Business/Quality Environment
Government Stockholders
Competition Stakeholders
Change

The Company

Suppliers Company
Contractors Plans Customers
Vendors
People Tools

Processes

“Quality” is determined by this large and complex system.

The Challenges: Rapid Change, Increased Customer Expectations, Increased
Competition, Outmoded Practices, Regulation

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 The Business/Quality Environment

The Past: Build it. They will buy it.

The Future: The product must excite and delight
the customer.

Fitness for Use • Anticipation

Delivery • Innovation
Price • Never Ending
Improvement

Quality and Productivity go hand in hand!

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 The Sources of Quality

Set Company Quality may be influenced at any

Direction point in the product life cycle.
Acquire Understand the “anatomy” of your
Resources enterprise .
Acquire
Customers
Design
Products
& Processes

Produce
Product

Quality is “dirt to dirt” ! Support

Product

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 The Sources of Quality

• Company Direction - Are we going in the right direction?

• Resources - Do we have the right people and the right
machines?
• Customers - Do we fully understand our customer?
• Design - Are our products and processes designed to
deliver the right stuff at the right time at the right
price?
• Production - Do we operate to our capability?
• Support - Do we support our product in the field?

Quality is a systems issue!

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 The History of Quality

• Walter Shewhart - Tools to reduce process variability

• A. V. Feigenbaum - Quality in all areas of the business

- Problems can be prevented not just
corrected (Total Quality Management)

• W. E. Deming - New management approach: The 14 Points

Quality improvement is a “management” issue.

We use statistics to support management decision making.

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 Quality pioneer W. Edward
Deming's management guideposts
• Create constancy of purpose to achieve quality.
• Adopt the quality way of thinking.
• Stop depending on inspection to achieve quality.
• End the practice of awarding business to suppliers on price alone instead minimize cost
by working closely with only one or two vendors.
• Constantly improve every process involved in planning, production, and service.
• Institute on-job training for all employees.
• Adopt and institute leadership.
• Drive out fear from the work environment.
• Break down barriers between the workers and the management.
• Eliminate slogans, exhortations, and targets.
• Eliminate quantity-quotas and targets for the workforce and management.
• Remove barriers that rob people of their pride in workmanship, and eliminate the annual
rating or merit system.
• Institute a vigorous program of education and self-improvement for everyone.
• Put everyone in the organization to work to accomplish the transformation.

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