Introduction to Total Quality Management

Vocabulary-style flashcards covering the definitions of quality, various management approaches, levels of quality, costs of quality, and the foundational elements of Total Quality Management.

Quality (Producer Point of View)

Refers to meeting product requirements.

Quality (Customer Point of View)

The degree of fitness permitting use.

Conventional Definition of Quality

A well constructed item that will last for a long time.

Strategic Definition of Quality

Meeting customer requirements.

American Society for Quality (ASQ) Definition

In technical usage, quality can have two meanings:

(1) The characteristics of a product or service that bear on its ability to satisfy stated or implied needs and (2) a product or service free of deficiencies.

Dr Edward Deming's Definition of Quality

Quality should be aimed at the needs of the customer, present and future.

Armand V. Feigenbaum's Definition

Quality is total composite of product and services characteristics of marketing, engineering, manufacturing and maintenance through which the product and service in use will meet the expectations of the customer.

Robert A. Broh's Definition

Quality is the degree of excellence at an acceptable price and control of variability at an acceptable cost.

ISO 8402: Quality Vocabulary Definition

The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.

The European Organization for Quality Control Glossary (1981) Definition

The totality of features and characteristics of a product or service that bear on its ability to satisfy a given need.

IBM's Definition of Quality

Meeting the requirements of customers, both internal and external, for defect-free products services and business processes.

Joseph Juran's

Fitness for use or purpose is a definition of quality that evaluates how well the product performs for its intended use.

Philip Crosby's Definition

Quality is the conformance to requirements/specifications. This is a definition of quality to find out, how well a product or service meets the targets and tolerances determined by its designers.

Poornima Charantimath

Quality is meeting and exceeding the present and future requirements of the customer on a continuous basis.

Value for price paid

A customer-driven definition) where quality is defined in terms of the utility of the product or service for the price paid.

Support services

(A customer-driven definition)!where quality is defined in terms of the support provided after the product or service is purchased.

Psychological criteria

(A customer driven definition) A way of defining quality that focuses on judgmental evaluations of what constitutes product or service excellence.

Transcendent Approach

Quality is seen as innate excellence.

•It is recognized through experience but hard to define (e.g., “you know it when you see it”).

•Quality is absolute and universally recognizable.

Product-based Approach

One of Garvin's approaches where quality is based on measurable characteristics, and more or better features mean higher quality.

User-based Approach

•    Quality depends on customer satisfaction.

•   A product has quality if it meets or exceeds customer needs.

 

Manufacturing-based Approach

•    Quality means conformance to specifications.

•Doing things right the first time with minimal defects.

 

Value-based Approach

Quality is defined by performance at an acceptable price.

•Balances cost and usefulness.

Quality Management

A method for ensuring that all activities necessary for the design, development and implementation of a product or service are effective and efficient with respect to the system and its performance.

Quality Improvement

A structured approach to evaluating the performance of systems and processes, then determining needed improvements in both functional and operational areas.

Quality Control

Part of quality management focused on fulfilling quality requirements.

Quality Assurance

Part of quality management focused on providing confidence that quality requirements will be fulfilled.

Quality of Design

Based on the use of market research to identify the product characteristics which connote quality to customers.

Quality of Conformance

Deals with translating user-based characteristics into identifiable product attributes and freedom from deficiencies.

Quality of Performance

Deals with organizing the manufacturing process to ensure that product quality stringently adheres to specifications.

Indifferent Quality

Quality that the customer does not notice or appreciate.

Expected Quality

Quality that the customer expects and demands.

One-dimensional Quality

Quality that the customer expects but does not necessarily result in loss of the order when found lacking.

Exciting quality

Quality that exceeds customer expectations, attracting favorable attention.

Organizational Level Quality

The level where quality concerns revolve around meeting the requirements of the external customer.

Process Level Quality

The level where organizational units are classified as functions or departments such as marketing, design, finance, etc.

Performer/Job Level Quality

The level where standards for output are based on quality and customer service requirements originating at the organizational and process levels.

Costs of Quality

A method that permits an organization to decide on the level to which resources are used for activities that avoid poor quality, assess quality, or result from internal and external failures.

Cost of quality (2)

An organization is able to determine the potential savings to be gained by implementing process improvements having such information.

Quality-related activities that incur cost may be divided into;

Prevention cost, appraisal cost and internal and external failure cost.

Prevention Costs

Costs incurred to prevent or avoid failure problems, such as quality planning, training, and quality assurance.

Appraisal Costs

• associated with measuring and monitoring activities related to quality standards and performance requirements. These costs take place from spotting defects rather than prevention.

• These are associated with the suppliers’ and customers’ evaluation or purchased materials, processes, products and services to ensure that they conform to specifications.

Verification

• checking or inward bound material, process set up and products against specifications

Quality audits

• confirmation that the quality system is operating properly

Supplier rating

• appraisal and endorsement of suppliers of products and services.

Internal Failure Cost

Costs acquired to treat defects, such as waste, scrap, and rework, before the product or service is delivered to the customer.

Waste

• performance of needless work or holding of stock as outcome of errors, poor organization, or communication

Scrap

• faulty product or material that cannot be repaired, used or sold

Rework or rectification

• improvement of flawed material of errors

Failure analysis

• activity necessary to ascertain the reasons of internal products or service failure

External Failure Costs

Costs obtained to treat defects exposed by customers, such as repairs, warranty claims, complaints, and returns.

Warranty claims

• failed products that are replaced or services that are re-performed under a guarantee

Complaints

• all work and cost connected with handling and servicing customer complaints

Returns

• handling and investigation or discarded or recalled  products, including transport cost

Ethics

A combination of written and unwritten codes of principles and values that govern decisions and actions within a company; knowing the difference between right and wrong.

Integrity

The consistency of actions, values, methods, measures, principles, expectations and outcomes; being honest and truthful regarding motivations.

Trust

A relationship based on reliance and a by-product of integrity and ethical conduct that builds a cooperative environment essential for TQM.

Leadership (in TQM)

Raising the aspirations of followers and enthusing people with a desire to reach goals while providing an inspiring vision and strategic decisions.

Teamwork

Offers continuous improvement in processes and operations through quality improvement, problem-solving, or excellence teams.

Communication

The vital link that binds the foundation and components of TQM together; must be credible and easily interpreted.

Downward communication

Communication from supervisors that enables employees to clearly understand TQM.

Upward communication

Communication that allows lower-level employees to offer suggestions on the effects of TQM to upper management.

Lateral communication

Communication that breaks down barriers between departments and allows professional dealings with customers and suppliers.

Recognition

Provision for acknowledging suggestions and achievements for both teams and individuals, which improves self-esteem and productivity.