KISII UNIVERSITY

NAMES: CHEPNGETICH MIRIAM NGENO CBP12/10390/16

: CHEBET VICKY CBP12/10532/15
: KENNEDY RAJORO CBP12/00056/18

UNIT : TOTAL QUALITY MANAGEMENT

UNIT CODE: BCOM 472
TASK : GROUP DISCUSSION AND
PRESENTATION
DATE : 23-10-2019

GROUP 10 -QUESTION 10

A] Discuss in details Deming quality as

a) Quality of design
b) Quality of conformance
c) Quality of market and sales
About Deming
Deming is regarded as the quality Guru who never gave up. Byrne described Deming as a
cranky, obstinate and obscure. He asked as many questions as he volunteered answers. He spoke
in vampy staccato, in short declarative sentences. Deming felt he was a prophet without honor in
his country. Deming achieved credibility in the US only late in his long career, despite his status
as Japan’s greatest American censor.
Deming encouraged Japanese managers and engineers to go beyond the utilization of statistics
and strive for continuous improvement.
Deming’s overview of quality.
Deming’s 14 points on quality management or the deeming model of quality management, a core
concept on implementing total quality management (TQM) is a set of management practices to
help companies increase their quality and productivity.
1. Create and publish the aims and purposes of the organization.
Management must demonstrate constantly their commitment to this statement. It must
include investors, customers, suppliers, employees, the community, and a quality
philosophy. The statement is a forever changing document that requires input from
everyone.
2. Learn the new philosophy.
Top management and everyone must learn the new philosophy organizations must seek
never ending improvement and refuse to accept nonconformance. Customer satisfaction
is the number one priority because dissatisfied customers will continue to purchase
nonconforming products and services. The organization must concentrate on defect
prevention than defect detection.
3. Understand the purpose of inspection.
Management must understand that the purpose of inspection is to improve the process
and reduce its cost. For the most part, mass inspection is costly and unreliable. Where
appropriate, it should be replaced by never ending improvement using statistical
techniques. Statistical evidence is required of self and supplier.
4. Stop awarding business based on poise alone.
The organization must stop awarding business based on the low bid, because price has no
meaning without quality. The goal is to have single suppliers for each item to develop a
long term relationship of loyalty and trust, thereby providing improved products and
services.
5. Improve constantly and forever the system.
Management must take more responsibility for problems by actively finding and
correcting problems so that quality and productivity are continually and permanently
improved and costs are reduced.
6. Institute training.
 Each employee must be oriented to the organizations philosophy of commitment to
never-ending improvements. Management must allocate resources to train employees to
perform their jobs in the best manner possible.
7. Teach and institute leadership.
Improving supervision is management’s responsibility. They must provide supervisors
with training in statistical methods and those 14 points so the new philosophy can be
implemented.
8. Drive out fear, create trust and create a climate for innovation.
Management must encourage open effective communication and teamwork. Fear is
caused by general feeling of being powerless to central important aspects of one’s life. It
is caused by lack of job security, possible physical harm, performance appraisals,
ignorance of the organization goals, poor supervision, and not knowing the job. Driving
fear out of the workplace involves managing for success.
9. Optimize the efforts of teams, group and staff areas.
Management must optimize the efforts of teams a, work groups and staff areas to achieve
their aims and purpose of the organization.
10. Eliminate exhortations for the workforce.
Exhortations that ask for increased productivity without providing specific improvement
methods can handicap an organization. They do nothing but express management desires.
They do not produce a better product or service, because the workers are limited by the
system.
11. a) Eliminate numerical quotas for the workforce.
Instead of quotas, management must learn and institute methods for improvement.
Quotas and work standards focus on quantity rather than quality. They encourage poor
workmanship in order to meet their quotas.
b) Eliminate management by objective.
Instead of management by objective management must learn the capability of the
processes and how to improve them. Internal goals set by management, without a method
are a burlesque. Management by numerical goals is an attempt to manage without
knowledge of what to do.
12. Remove barriers that rob people of pride of workmanship.
Loss of pride in workmanship exists throughout organizations because;
I) workers do not know how to relate to organization’s mission.
ii) They are being blamed for system problems.
iii) Poor design lead to production of “junk”.
iv) Inadequate training.
v) Punitive supervision exists.
vi) Inadequate or ineffective equipment is provide for performing the required work.
13. Encourage education and sell improvement for everyone.
What an organization need is people who are improving with education. A long term
commitment to continuously train and educate people must be made by management.
 Deming’s 14 points and the organizations missions should be the foundation of education
program.
14. Take action to accomplish the transformation
Management has to accept the primary responsibility for the never ending improvement
of the process. It has to create corporate structure to implement the philosophy.

Defining quality.
According to Deming 1979, quality means meeting the needs of a customer both present and
future. Quality is used in relation of an excellent product or service that fulfills or exceeds our
expectation. Those expectations are based on the intended use and the selling price. For example
a customer expects a different performance from a plan washer than frame chrome-plated steel
washer because they are a different grade. When a product surpasses our expectation thus, it is
somewhat of a tangible based on perception. Quality can be quantified as follows:
Where Q=P/E
Q=quality

P=performance
E=expectation
If Q is greater than 1.0 then the customer has a good feeling about the product or service.

A more definitive definition of quality is given in ISO 9000: 2000. Quality has nine different
dimensions.
The dimensions include:

a) Performance; primary products characteristics such as the brightness of the picture.

b) Features : secondary characteristics, added feature such as remote control
c) Conformance: meeting specifications or industry standards workmanship.
d) Reliability: consistency of performance over time, average time for the unit to fail.
e) Durability: useful life, includes repair.
f) Service: resolution of problems and complaints, ease of repair...
g) Response: human to human interface, such as the courtesy of the dealer.
h) Ascetic: sensory characteristics such as exterior finish.
i) Reputation: past performance and other intangibles such as being ranked first.

According to W. Edward Deming’s quality is continuous improvement through reduced

variation. The deadly diseases are explained as below:

I. Short term profits: Sort term thinking defeats consistency of purpose to stay in business
Lack of consistency: Lack of consistency of purpose is to stay in business by not
planning you provide products and service in the future with a specific market in mind.
 With long term growth

II. Performance appraisal: The effect of performance appraisal (personal review system,
evaluation annual review etc.)Are devastating.
III. Job hoping: mobility of management causes instability. Leads to decisions being made by
people with little knowledge and understanding of business activities and who fled from
their experiences in different situations.
IV. Use of only visible figures: management should not just refer to visible figures. Although
figures that are unknown are even more important.

Quality of design.
Quality of design is a measure of how well the product or service is designed to achieve the agreed
requirements.

The most important feature of the design with regard to achieving quality is the specification.
Specification must also exist as the internal supplier-customer interface if one is to achieve a total
quality performance. For example the company lawyer asked to draw up a contract by the sales
manager requires a specification as to its content:

i. Is it a sales, processing or consulting type of contract?

ii. Who are the contracting parties?
iii. In which countries are the parties located?
iv. What are the products involved (if any)?
v. What is the volume?
vi. What are the financial aspects egg price escalation?

The financial controller must issue a specification of the information he or she needs. The
business sitting down and agreeing a specification at every interface will clarify the true
requirements and capabilities. It is the vital first stage for successful total quality effort.
There must be a corporate understanding of the organizations quality position in the market
place. It is not sufficient that marketing specifies the product or service because that is what the
customer wants. There must be an agreement that the operating departments can achieve that
requirement.
b) Quality of conformance to design

This is the extent to which the product or service achieves the quality of design. What the
customer actually receives should conform to the design, and operating cost are tied firmly to the
level of conformance achieved. Quality cannot be inspected into products or services; the
customer satisfaction must be designed into the whole system. The conformance check then
makes sure that ring go according to plan.
A high level of inspection or checking at the end is often indicative of attempts to inspect in
quality. The area of conformance to design is concerned largely with the quality performance of
the actual operations.
c) Quality of markets and sales

Marketing plays an important role in identifying customer requirements. Any preoccupation with
quality must start by knowing what the customer wants. Marketing activities could help the
organization understand the complexity of customer experience and enhance the relationship in
the value chain. Marketing activities also help the organization furnish information regarding the
competitors’ operating levels. Set products and services specifications help analyze customers’
complaints. Sales staff reports, and product reliability cases all of which are critical activities in
quality management.

The current philosophy of marketing has turned inwards towards other functions or individuals
within the organization, the so called internal customers. Internal customers embraces the idea of
getting everyone in the organization to practice marketing: that is to be customer focused and
service oriented in the internal interactions with other departments or individuals employees. All
these marketing efforts have a significant effect on the management of quality in organizations.
REFERENCES
Total Quality Management
Principles and practice and cases Dr. DD Sharma
Publisher Sultan Chad and sons
Reprinted 2009 by educational publisher New Delhi

Total Quality Management

Third Edition
Dale H. Besterfield
Carol Besterfield Michna
Gle H. Besterfield
Mary Besterfield Sacre
Total Quality Management text with cases third edition by John S. Oakland