Topic 1

Two Views of Quality

Quality:
Quality is dynamic state associated with people,
product, service, environment & Time that meet or
exceed the expectations.

Performance to the standard expected by

customers
Meeting customer need firs & every time
Consistently meeting customer needs
Right action at right time

Total Quality:
Total quality consist of continuous improvement
activities involving every in organization manager
and workers in a totally integrated effort toward
improving performance at every level.

Two Views of Quality:

1. Traditional View
2. Total Quality View

Traditional View:

Check quality before sending to customers

Focused on after the fact inspections of
products

Total Quality View:

Check at each & every level of production from

input to final product
Continuous improvement of products, processes
and people

Total Quality: The Total Quality view is that lasting

productivity gains are made only as aresult of
quality improvements.

How quality is defined

Traditional: The traditional view is that quality is
defined solely as meeting customer specifications.
Total Quality: The total quality view is that quality
means satisfying customer needs and exceeding
customer expectations.

How quality is measured

Traditional: The traditional view is that quality is
measured by establishing an acceptable level of
nonconformance and measuring against that
benchmark.
Total Quality: The total quality view is that quality
is measured by establishing high-performance
benchmarks for customer satisfaction and then
continually improving performance.

How quality is achieved

Traditional: The traditional view is that quality is
inspected into the product.
Total Quality: The total quality view is that quality
is determined by product design and achieved by
effective control techniques.

Attitude toward defects

Traditional: The traditional view is that defects are
an expected part of producing a product. Measuring
defects per hundred is an acceptable standard.

Difference between Traditional &

Total Quality View:

Total Quality: The total quality view is that defects

are to be prevented using effective control systems
and should be measured in defects per million (six
sigma).

Productivity versus Quality:

Quality as a function

Traditional: The traditional view is that

productivity and quality are always in conflict. You
cannot have both.

Traditional: The traditional view is that quality is a

separate function.

Rafeeq Ahmed MBA Executive, University of Sargodha

Page 1

Total Quality: The total quality view is that quality

should be fully integrated throughout the
organization it should be everybodys
responsibility.

Responsibility for quality

Traditional: The traditional view is that employees
are blamed for quality
Total Quality: The total quality view is that 80
percent of quality problems are managements
fault.

Topic 2
Customer Perception of Quality

Supplier relationship
Traditional: The traditional view is that supplier
relationships are short term and cost drive.
Total Quality: The total quality view is that
supplier relationships are long term and quality
oriented.

TQM is the name of continual improvement

Customer satisfaction is extent less
Priority:
o quality
o price
o Service
Continuous process improvement is the basic
concept and its implies that there is no
acceptable quality level because the customers
needs, values, and expectations are constantly
changing and becoming more demanding
In 1980 to 1988 Quality of product and service
was ranked first, price was second
In 1989 to 1992Product quality remained the
most important factor, but service ranked above
price in importance.

Factors which Influence Purchases:

Performance:
Performance involves fitness for use a phrase
that indicates that the product and service is ready
for the customers use at the time of sale.
Other considerations are
o Availability
o Reliability
o Maintainability

Features
Identifiable features or attributes of a product or
service
are
psychological,
time-oriented,
contractual, ethical, and technological.

Features are secondary characteristics of the

product or service
For Example: The primary function of an
automobile is transportation, whereas a car
stereo system is a feature of an automobile.

Services

Rafeeq Ahmed MBA Executive, University of Sargodha

Customer service is an intangible it is made up

of many small things, all geared to changing the
customers perception.
Page 2

Intangible characteristics are those traits that

are not quantifiable, yet contribute greatly to
customer satisfaction.
Providing excellent customer service is different
from and more difficult to achieve than
excellent product quality
Organizations looking for and finding ways to
serve their customers better
For Example: After sale services

Warranty

The
product
warranty
represents an
organizations public promise of a quality
product backed up by a guarantee of customer
satisfaction
A warranty builds marketing muscle.
Warranty encourages customers to buy a
service by reducing their risk of the purchase
decision.
Warranty generates more sales from existing
customers by enhancing loyalty
Mater of facts warranty is a very big customer
satisfaction

Price

Todays customer is willing to pay a higher price

to obtain value.
Customers are constantly evaluating one
organizations products and services against
those of its competitors to determine who
provides the greatest value.
Ongoing efforts must be made by everyone
having contact with customers to identify,
verify, and update each customers perception
of value in relation to each product & Service.

Reputation

its depends on all above five

Total customer satisfaction is based on the
entire experience with the organization, not just
the product.
good reputation to 6 person & bad reputation to
15 person is a fact
these all are relates to customer satisfaction

Rafeeq Ahmed MBA Executive, University of Sargodha

TOPIC 3
Maslow Hierarchy of Need
One of the first and most popular motivational
theories was developed by Abraham Maslow. He
stated that motivation could best be explained in
terms of a hierarchy of needs and that there were
five levels. Once a given level is satisfied, it can no
longer motivate a person.

Survival:

Physiological (Food, Water, Shelter, Sex)

With reference to job lighting, heating, ac,
phone, internet & variation

Security:

Shelter, Removal from Danger

Office lock, office file lock, job security, home
security

Social:

Love, Affection, Being a part of group

Isolation is an affective punishment, cafeteria &
conference rooms, team work

Esteem:

Self esteem & Esteem from others

Pride & self worth, office provide, business card,
office protocols, trust

Self Actualization:

Achieving individual potential

Promotion, Motivation

Note: It is important to note that as

employees move up the hierarchy, they will
immediately revert back to the previous level
if they feel threatened.
For Example: if an employee is satisfied in
Level 3, a rumor of downsizing may cause an
immediate return to level 2.
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Topic 4

Topic 5

Herzbergs Two Factor Theory

Achieving a Motivated
Workforce

Frederick Herzberg extended the general work of

Maslow by using empirical research to develop his
theory on employee motivation.
He found that People were
recognition,
responsibility,
advancement, and the work itself.

motivated by
achievement,

Concepts to achieve a motivated work force are as

follow.

These factors were labeled as motivator

Motivator:

The building of a motivated workforce is for the

most part an indirect process. Managers at all levels
cannot cause an employee to become motivate;
they must create the environment for individuals to
motivate themselves.

Know Yourself:

Intrinsic in Nature

Dissatisfies or Hygiene Factors:

Extrinsic in Nature
Preventable factor
Bad feeling due to
o Low salary
o Minimal benefits
o Poor working conditions
o Ill defined organization policies
o Mediocre technical supervision

Note:

The

conditions

presence

does

not

of

o Access yourself
o What people think about you
o Interactive skills
o Interpersonal skills
o Not so soft or not so hard
Humbleness
Evaluated yourself

Know Your Employees:

the

extrinsic

necessarily

motivate

employees: however, their absence results in

dissatisfaction among employees. Absence of
motivating factors does not make employees
dissatisfied, but when there are motivation

Allow your employees to communicate with you

Listen your employees
Assist the employee in directing their efforts
toward satisfying their goals and well-being.

Establish a Positive Attitude:

factors present, they do provide strong levels

of

motivation

performance

that

for

the

result

in

individual

good

job

and

the

organization.

Positive action oriented attitude permeates

the work unit
Managers are responsible for generating
attitudes that lead to positive actions.
Asking employees for their opinions
concerning job-related problems is an
effective way to build a cooperative
atmosphere
Respect and sensitivity towards others

Share the Goals:

Rafeeq Ahmed MBA Executive, University of Sargodha

A motivated workforce needs well defined

goals that address both individual and
organizational needs.

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Monitor Progress:

The process of goal setting should include a

road map detailing the journey with periodic
milestones.
Individual Assignment
Periodically review performance

Develop Interesting Work:

Managers should consider altering the employees
assignments by means of
Job Rotation:

JR permits employees to switch jobs within a

work unit for a prescribed period of time
This activity reduce boredom and provides
knowledge of the entire process

Job Enlargement:

JE combines task horizontally so that the

employee performs a number of jobs
sequentially
One bench responsible feeling more
responsibility

Topic 6
Benefits of Employee
Involvement:
Involving employees, empowering them, and
bringing them into the decision-making process
provide the opportunity for continuous process
improvement. The untapped ideas, innovations, and
creative thoughts of employees can make the
difference between success and failure.
Employee involvement improves quality and
increases productivity, because:

Job Enrichment:

JE combines task vertically by adding

managerial elements such as
o Planning
o Scheduling
o Inspection
Give authority

Employees make better decisions using their

expert knowledge of the process
Employees are more likely to implement and
support decisions they had a part in making
Employees are better able to spot and pinpoint
areas for improvement
Employees are better able to take immediate
corrective action
Employees
involvement
reduces
labor/management friction by encouraging
more effective communication and cooperation
Employee involvement increases morale by
creating a feeling of belonging to the
organization.

Communicate Effectively:

Effective Communication
Not grapevine information

Celebrate Success:

Recognize employee achievement

Worker of the week award

Note: These eight concepts can be used at all

managerial levels of the organization.

Rafeeq Ahmed MBA Executive, University of Sargodha

Page 5

Topic 7
Benchmarking Concept &
Reasons to Benchmarking
Benchmarking Concept:
Benchmarking is the systematic search for best
practices innovative ideas and highly effective
operating procedures.
Benchmarking is a systematic method by which
organizations can measure themselves against the
best industry practices
It promotes superior performance by providing an
organized framework through which organizations
learn how the best in class do things understand
how these best practices differ form their own and
implement change to close the gap

Reasons to Benchmarking:
1. Improving productivity: businesses following
action plans can expect productivity gains of up
to 40% with a 10% increase relatively easy to
achieve
2. Beating the competition: learning about
adaptability and change is a benchmarking
essential
3. Addressing growth issues: learn how to
develop the right products and services at the
correct pace
4. Customized to fit all: businesses of all sizes can
benefit from the generic principles of
benchmarking
Rafeeq Ahmed MBA Executive, University of Sargodha

5. A holistic approach: it is both qualitative and

quantitative, ensuring more accuracy in
developing a whole picture of your business.
6. Opens minds to new opportunities: whilst the
results can make uncomfortable reading, the
process usually raises new challenges for
businesses
7. High quality of data: it allows direct statistical
comparisons to be made with competitors
8. Helps businesses attract funding: in some
areas of the UK, it has been used as part of the
bidding process for grant aid
9. Leads directly to an action plan: Rather than
simply highlight problem areas, it undertakes a
strong review of turnover and profitability
10. Maintain client relationships: by being an
ongoing process, benchmarking keeps clients in
contact with advisers over the longer term.

Others Reasons to Benchmarking:

1. Benchmarking is a tool to achieve business and
competitive objectives. It is powerful and
extremely effective when used for the right
reasons and aligned with organization strategy.
2. Benchmarking is one tool to help organizations
develop
those
strengths
and
reduce
weaknesses.
3. Benchmarking can inspire managers (and
organizations) to compete
4. Benchmarking allows goals to be set objectively
based on external information
5. Benchmarking partners provide a working
model of an improved process, which reduces
some of the planning, testing and prototyping
effort.
6. Primary weakness of Benchmarking is Moving
Target (new technology or innovation)

Page 6

Topic 8

Topic 9

Input Output Process Model

Improvement Strategies

Continuous process improvement is designed to

utilize the resources of the organization to achieve
a quality driven culture. Individuals must think, act,
and speak quality. An organization attempts to
reach a single minded link between qualities and
work execution by education its constituents to
continuously analyze and improve their own
work, the processes, and their work group.

There are four primary improvement strategies

o Repair
o Refinement
o Renovation
o Reinvention

Process refers to business and production activities

of an organization. Business process such as
purchasing, engineering, accounting and marketing,
are areas where nonconformance can represent an
opportunity for substantial improvement. You can
see in figure

Choosing the right strategy for the right situation is

critical. It is also true that proper integration of the
strategies will produce never-ending improvement.

Repair:
This strategy is simple anything broken must be
fixed so that it functions as designed.
There are two levels to this strategy

Approaches toward continuous

Process Improvement:
Jurans Trilogy:

Quality improvement from a cost oriented

perception

Note: Repair strategy does not make the

process better than the original design.

Refinement:

She warts Plan-Do-Study-Act Cycle:

Engineering scientific Method applied

continuous improvement and quality

to

Kaizen Approach:

It focuses on making small incremental

improvements to the individual and the
organization

Rafeeq Ahmed MBA Executive, University of Sargodha

Temporary Level
When a customer receives a damaged product, a
quick fix is required.
Permanent Level
In this level when an individual or team
identifies and eliminated the root causes of the
problem and affects a permanent solution.

Existing to more better

This strategy involves activities that continually
improve a process that is not broken
Improvements to processes, products, and
services are accomplished on an incremental
basis
Refinement
improves
efficiency
and
effectiveness
The change may be so gradual that there is no
appearance of change. The primary benefit of
gradual change is that it produces little
resistance from employees.

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Topic 10

Renovation:

This strategy results in major or breakthrough

improvements
The resulting product, service, process, or
activity might often appear to be different from
the original
Innovation and technological advancements are
key factors in this approach
For Example: The process of drilling a hole was
originally done by hand with a cranking
mechanism; however, with the advent of the
electric motor, the electric drill was bor. The
electric drill has been continually refined by
improved bits, chucks, and materials.

Reinvention:

Reinvention
is
the
most
demanding
improvement strategy.
It is preceded by the feeling that the current
approach will never satisfy customer
requirements.
A new product, service, process, or activity is
developed using teams based on a complete
understanding of the customers requirements
and expectations.
For Example: The process of drilling holes
using lasers or water jets was a reinvention.
Reinvention might also be desirable to maintain
organization vitality or competitive advantage.

Automated Process Control

System with Block Diagram
The first applications of computers in process
control were with numerically controlled (N/C)
machines. Numerically controlled machines used
punched paper to transmit instructions to the
computer, which then controlled the sequence of
operations. Paper tape is no longer used to provide
instructions to a machine. Computer numerically
controlled (CNC) machines, robots, and automatic
storage and retrieval systems (ASRS) provide the
basic equipment for an automated factory. The
measurement and control of critical variables to
keep them on target with minimum variation and
within acceptable control limits requires
sophisticated equipment.
An automated process control system is illustrated
by the flow diagram of figure shown below. While
the computer is a key part of automated process
control, it is not the only part.

Additional Comments:
The repair and refinement strategies require
that all employees have the freedom to solve
problems and make incremental improvements
in

their

jobs.

Repair

and

refinement

improvements are almost immediate with very

little cost.
As

previously

stated,

renovation

and

reinvention are effective in making breakthrough improvements; however, they usually

are more costly, take longer to accomplish, and
have a greater risk of failure.
Rafeeq Ahmed MBA Executive, University of Sargodha

There are two major interfacing subsystems

between the computer and the process.
1. One subsystem has a sensor that measures a
process variable such as temperature, pressure,
voltage, length, weight, moisture content, and so
on, and send an analog signal to the digital
computer.
2. The other subsystem is essentially an attribute
type, which either determines if a contact is
on/off or controls an on/off function. Through
Page 8

the contact input interface, the computer

continuously scans the actual on/off status of
switches, motors, pumps, and so on, and
compares these to the desired contact status.

Benefits of Automated control system:

Constant product quality, due to a reduction in

process variation
More uniform startup and shutdown, since the
process can be monitored and controlled during
these critical periods.
Increased productivity, because fewer people
are needed to monitor the controls
Safer operations for personnel and equipment,
by either stopping the process or failing to start
the process when an unsafe condition occurs

Topic 11
ISO Registration
A quality system registration involves the
assessment and periodic surveillance audit of the
adequacy of a suppliers quality system by a third
party, who is a registrar. When a system conforms
to the registrars interpretation of the standard, the
registrar issues a certificate of registration to the
supplier. This registration ensures customers or
potential customers that a supplier has a quality
system in place and it is being monitored.

Benefits of ISO Registration:

There are various reasons for implementing a
quality system that conforms to an ISO standard.
The primary reason is that customers or marketing
are suggesting or demanding compliance to a
quality system. Other reasons are needed
improvement in processes or systems and a desire
for global deployment of products and services.

Standardizes, organizes and controls operations

Provides for consistent dissemination of
information
Improves various aspects of the business based
use of statistical data and analysis
Acceptance of the system as a standard for
ensuring quality in a global market
Enhances customer responsiveness to products
and service
Encourages improvement

Additional Comments:
ISO 9000:2005 Fundamentals and vocabulary
discusses the fundamental concepts related to the
QMS and provide the terminology used in the other
two standards.

Prepared by:
Rafeeq Ahmed
MBA Executive
University of Sargodha

Rafeeq Ahmed MBA Executive, University of Sargodha

ISO 9001:2008 Requirements is the standard

used for registration by demonstrating conformity
of the QMS to customers.
ISO 9004:2000 Guidelines for performance
improvement provides guidelines that an
organization can use to establish a QMS.
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