Garvin: A mark of uncompromising standards

and high achievement

Crosby: Conformance to requirements

Deming: A predictable degree of uniformity and
dependability at low cost and suited to market.

International Standards Organization (ISO): The
totality of features and characteristics of a
product or service that bears on its ability to
satisfy stated or implied needs

Juran: Fitness to use
Feigenbaum: The total composite product or service
characteristics though which the product or service in
use will meet the expectation of the customer

Macdonald: Delighted customers by continuously
meeting & improving upon needed requirements.

Taguchi: Quality of a product is defined as minimum loss
imparted by the product to society from the time the
product shipped.

John Groock: The degree of conformance of all relevant
features & characteristics of product to all of the aspects
of a customers need, limited by the price & delivery he
or she will accept
Managers define quality which includes
Perfection
Consistency
Eliminating waste
Speed of delivery
Compliance with policies and procedures
Providing a good, usable product
Doing it right the first time
Delighting or pleasing customers
Total customer service and satisfaction
Quality in Manufacturing
Manufactured products have several quality dimensions including
Performance : A products primary operating characteristics

Features : the bells and whistles of a product.

Reliability : the probability of a products surviving over a specified
period of time under stated conditions of use.

Conformance : the degree to which physical and performance
characteristics of a product match pre-established standards.

Durability : the amount of use one gets from a product before it
physically deteriorates or until replacement is preferable.

Serviceability : The ability to repair a product quickly and easily.

Aesthetics : how a product looks, feel, sounds, tastes, or smells.

Perceived Quality : subjective assessment resulting from image,
advertising, or brand names.
Quality in Services

The most important dimensions of service quality include the following:
Time: How much time must a customer wait?

Timeliness: Will a service be performed when promised?

Completeness: Are all items in the order included?

Courtesy: Do frontline employees greet each customer cheerfully?

Consistency: Are services delivered in the same fashion for every
customer, and every time for the same customer?

Accessibility and convenience: Is the service easy to obtain?

Accuracy: Is the service performed right the first time?

Responsiveness: Can service personal react quickly and resolve
unexpected problems?
Evolution of TQM
TQM era can be divided in four phases which are
Phase I Inspection phase
Phase II Quality control phase
Phase III Quality Assurance phase
Phase IV Total quality management phase

Comparison of these four phases



Governing
criteria
Inspection
Phase
Quality
control
Phase
Quality
Assurance
Phase
TQM Phase
Scope Products Products
Materials
Products
Materials
Production
Process
Products
Materials
All processes
System Measurement Measurement
Appraisal
Appraisal
Prevention
measurement
Prevention,
Appraisal
measurement
Area of
action
End of line End of line On line Before start
Comparison of these four phases



Governing
criteria
Inspection
Phase
Quality
control
Phase
Quality
Assurance
Phase
TQM Phase
Function Inspection Inspection
Control
Inspection
Analysis
Plan, control,
improve &
audit
Status Operator Supervisor Management Top & Senior
General
Management
Reporting Production
Supervisor
Works
Manager
General
Manager
Chief
Executive
TQM V/S Traditional Approach
The TQM approach differs from conventional/traditional approach in the following ways:
TQM focuses on customers absolutely

Products conquer markets is the basic edifice of TQM.

TQM takes the view that profits follow quality, not the other way around.

TQM views totally quality as having multi-dimensional attributes.

TQM creates goal-directed connections between customers, managers and workers.

Everyone is motivated to contribute towards quality.

TQM empowers each and every employee, regardless of level, to find better ways to
work.

TQM requires a multi-skilled workforce with job rotation, in contrast to division of
labour organization.

In essence, all people in the organizational collectively own TQM and it is
everybodys concern to improve perpetually.
Comparison of TQM & Traditional Approach


Item TQM Approach Traditional approach





Belief
There are no workers, no
managers, they are only
facilitators and team
members
All blue collar employees
are normally workers,
senior white collar
employees are managers
Employees join voluntarily
to look at problems
Worker participation must
be legislated.
Involvement, not
participation, is the key
word. Involvement means
participation plus
commitment plus pride.
Participation because it is
convenient for bargaining
Address organizational
needs, especially those of
meeting customer
requirements.
Primarily address the
welfare needs of the
employees
Comparison of TQM & Traditional Approach


Item TQM Approach Traditional approach


Behaviors
Integrated, cooperative
style
Conflict win lose style
Workers are empowered
and do what is right
Each fights on who is right
Family oriented relationship
where everyone gives his
best
Economic relationship,
where everyone gives only
as he gets
Comparison of TQM & Traditional Approach


Item TQM Approach Traditional approach


Values
Openness Secretive
Trust Distrust
Discipline Lack of Discipline
Patience Short sightedness
Respect Hatred
PROCESS
INFRASTTRUCTURE
FOUNDATION
RESULTS
Delighted customer
Empowered employees
Higher revenues
Lower costs
Quality system
Customer supplier
partnerships
Total organization
involvement
Measurement and
information
Quality planning
Quality control
Quality improvement
Strategic quality
planning
Executive leadership
Customer focus
Education and training
PROCESS
INFRASTTRUCTURE
FOUNDATION
RESULTS
Delighted customer
Empowered employees
Higher revenues
Lower costs
Quality system
Customer supplier
partnerships
Total organization
involvement
Measurement and
information
Quality planning
Quality control
Quality improvement
Strategic quality
planning
Executive leadership
Customer focus
JURANS TQM MODEL
TOTAL QUALITY
Design process Process quality Process quality
Product quality Process capability Service quality Logistics quality
McKINSEY TQM MODEL
The quality
system
Management
commitment
SPC control Team work
TQM Triangle