WHAT IS QUALITY''

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WHAT IS QUALITY..?
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What is quality?

• 1. Knowing the customers needs
• 2. Developing products specified to meet them
• 3. Good quality raw materials
• 4. Faultless and consistent production
• 5. High standards of hygiene and food safety

• 6. Suitable packaging
• 7. Delivery on time and to customers
  requirements
• 8. Good technical advice and support
• 9. Customer feedback

All this must enable us to meet customer
requirements first time every time . . . and at a
competitive price
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DEFINITIONS OF QUALITY

• Fitness for purpose or use. (Juran)
• Conformance to requirements. (Crosby)
• Meeting the expectations of customers.
  (Feigenbaum)
• Meeting the present and future needs of the
  consumer. (Deming)
• The totality of features and characteristics of
  a product or service that bear on its ability to
  satisfy stated or implied needs.
• (BS4778, 1987 Quality Vocabulary)

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Definition Of Total Quality

• ... A People-focussed Management System That
  Aims at Continual Increase in Customer
  Satisfaction at Continually Lower Real Cost.
  Total Quality Is a Total System Approach (Not a
  Separate Area or Programme) and an Integral Part
  of High-level Strategy. It Works Horizontally
  Across Functions and Departments, Involving All
  Employees, Top to Bottom, and Extends Backwards
  and Forwards to Include the Supply Chain and the
  Customer Chain...
• Rampey Roberts 1992
• (Total Quality Forum Study Group)

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Video - Lampeter Son

• The story so far ...
• Lampeter Son is a family operated publishing
  company with a retail outlet. It was started in
  1946 by Jack Lampeter with a workforce of five.
  It has grown over the years to 65 employees all
  based in Wales. Lampeters have clients all over
  the U.K.
• Jack Lampeter is just about to resign as MD. His
  son Robert is going to step into his shoes. Hes
  about to find that doing things as they were done
  in the past is not necessarily a recipe for
  success.

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Lampeter Son

• Did Lampeter Son Believe Quality Was Important?
• Was Robert Giving a Strong Lead to the Company?
• Should Shaheen Have Questioned Roberts Decision?
  (Why or Why Not?)
• Why Did David Adderley (a Client) Switch to
  Shrimptons?

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QUALITY CONTROL

• Those Quality Assurance Actions Which Provide a
  Means to Control and Measure the Characteristics
  of an Item, Process or Facility to Established
  Requirements

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QUALITY ASSURANCE

• All Activities and Functions Concerned With the
  Attainment of Quality

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QUALITY SYSTEM

• The Organisation Structure, Responsibilities,
  Activities, Resources and Events That Together
  Provide Organised Procedures and Methods of
  Implementation to Ensure the Capability of the
  Organisation to Meet Quality Requirements

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SYSTEM CERTIFICATION

• The Approval of an Organisations Quality
  Management System to a Standard by a Recognised
  and Independent Third Party

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ASSESSMENT

• A Systematic and Independent Examination of the
  Effectiveness of a Suppliers Quality Management
  System

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AUDIT

• A Regular, Systematic and Independent
  Examination, Performed by Trained Personnel, to
  Confirm That the Quality Management System Is
  Being Effectively Implemented

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Quality Approach

• Clear standards
• Opportunity to influence the achievement of
  standards
• Removal of problems
• Better co-operation between Branches/Office
• Job Satisfaction

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Customer Value Strategy
Topics Old paradigm New (emerging)
paradigm Quality Meeting specifications, One
component of customer inspected into
product, value, managed into process, make
tradeoffs among seek synergies among quality,
cost, schedule quality, cost, schedule Measurem
ent Internal measures of All measures linked to
efficiency, productivity, customer
value costs and profitability, not
necessarily linked to customers Positioning C
ompetition Customer segments Key
stakeholder Stockholder, boss (other Customer
(other stakeholders are pawns) stakeholders
are beneficiaries)
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Organisation Systems
Topics Old paradigm New (emerging)
paradigm Cross-functional Negotiation
across Cross-functional systems approach functio
nal interfaces to defined, owned and
optimised obtain co-operation Employee Focuse
d on hygiene Focused on strategic
factors involvement factors Human
resource Regarded as staff Regarded as a
critical management responsibility, resource,
managed as system administration of
input personnel hiring, firing, and
handling complaints
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Organisation Systems
Topics Old paradigm New (emerging)
paradigm Role definition Task and job
descriptions Vision inspires flexibility set
limits Culture Social and emotional Connect
with individual issues are suppressed, sense
of purpose, emotions politics and power and
social meaning dominate Structure Specialisat
ion, tall Integration, flat hierarchy hierarch
y with functional with team emphasis emphasis
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Continuous Improvement Strategy
Topics Old paradigm New (emerging)
paradigm Occasion Focused new product Focused
on broader systems, development,
episodic, unending, proactive to reactive to
problems, opportunities, big big breakthroughs
only breakthroughs and small steps Response to
error Punish, fear, cover-up, Learning, openness,
seek seek people fix, process/system fix,
employees are management is
responsible responsible Decision-making Indivi
dual political Strategic, long-term, perspective
expediency, short- purposeful for
organisation term
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Continuous Improvement Strategy
Topics Old paradigm New (emerging)
paradigm Managerial roles Administer and
maintain Challenge status quo, prompt status
quo, control others strategic improvement Focus
Business results through Business results
through quotas and targets capable systems,
means tied to results Control Scoring,
reporting, Statistical study of variation
to evaluating understand causes Means Deleg
ated by managers Owned by managers who lead to
staff and subordinates staff and subordinates
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Key Principles

• The importance of determining what customers
  value as opposed to what management think they
  need
• A customer versus an organisational focus
• A focus on optimising organisational performance
  rather than maximising functional end results
• A focus on the processes and systems that cause
  results and not the results themselves
• The importance of experimentation for knowledge
  and openness to new information

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Key Principles

• Mistakes that lead to organisational learning are
  acceptable
• The importance of continuous improvement versus
  working to specification or adherence to the
  status quo
• Performance improvement comes from process/
  system improvement and not just improving people
• To improve processes/systems, managers must seek
  out root causes of problems
• Continuous improvement is demanded at every level
  of the organisation