UNIT 1 YUHU

Quality

• refers to the degree of excellence of a product or service, meeting or exceeding customer expectations.

• Goal: satisfy ang standard/criteria

• is the degree of excellence exhibited by a product, service, or process, characterized by its ability to consistently meet or exceed customer expectations.

Key Aspects of Quality

• Meeting Standards

• Durability 

• Aesthetics 

• Customer satisfaction 

• Continuous Improvement 

• Fitness to purpose 

• Consistency 

• Reliability

Meeting Standards

• adheres to predefined standards, specifications, or benchmarks.

Durability

ensures the longevity and resilience of a product, minimizing wear and tear, and maintaining its performance over an extended period

Aesthetics

Visual and sensory appeal contribute to quality, enhancing the overall experience and perceived value of a product or service

Customer satisfaction

directly influences customer satisfaction, loyalty, and brand reputation

Continuous Improvement

Striving for quality involves an ongoing commitment to improvement, identifying areas for enhancement and taking corrective measures when necessary.

Fitness to purpose

effectively performs the functions it was designed for, meeting the specific needs and intended uses of the customer.

Consistency

uniformity involves delivering performance, characteristics, and attributes over time and across different instances of production or service delivery.

Reliability

consistently performs as expected, with minimal variation or unexpected failures, instilling confidence in its users.

Medieval Guilds (Late 13th Century)

• craftsmen began organizing into unions called guilds 

• These guilds were responsible for developing strict rules for product and service quality 

• Inspection committees enforced the rules by marking flawless goods with a special mark or symbol.

Craftsmanship (Early 19th Century)

most craftsmen sold their goods locally, each had a tremendous personal stake in meeting customers’ needs for quality. If quality needs weren’t met, the craftsman ran the risk of losing customers not easily replaced. Therefore, masters maintained a form of quality control by inspecting goods before sale. 

Factory System (Early 19th Century)

• a product of the Industrial Revolution in Europe, began to divide the craftsmen’s trades into specialized tasks. Replaced skilled craftsmen with factory workers doing repetitive tasks, causing employees to lose their independence. Quality was checked through inspections, and bad products were either fixed or thrown away. 

Taylor System

• Frederick W. Taylor; goal was to increase productivity without increasing the number of skilled craftsmen. 

• He achieved this by assigning factory planning to specialized engineers and by using craftsmen and supervisors as inspectors and managers who executed the engineers’ plans.

Early 20th Century

quality became a critical component during war and safety.

Industry 4.0

automation, start ng "modern" era

HISTORY OF TOTAL QUALITY IN AMERICA

• After World War II, Japanese companies stopped making military gear and started making everyday goods to sell worldwide. 

• At first, their products were known as cheap junk, so nobody wanted to buy them. 

• To fix this bad reputation, Japan completely changed how it handled product quality, which later inspired the U.S. to launch its own "Total Quality" movement.

Quality Pioneers

1. Walter Shewhart - concept of statistical control 

2. W. Edwards Deming - contributions to Total Quality Management 

3. Joseph Juran - focus on quality management and improvement

American TQM Response

• ISO 9001 Series - management standards

• Baldrige National Quality Award

• Malcolm Baldrige National Quality Award (MBNQA)

• Philippine Quality Award (sa PH)

IMS (Integrated Management System)

Is a management system that consolidates all existing systems within an organization into a single, unified framework.

TQM (Total Quality Management)

• management approach that seeks to achieve long-term success through customer satisfaction, involving all employees in continuous improvement efforts. 

• a comprehensive management philosophy and approach that encompasses all aspects of an organization's activities with the goal of consistently delivering high-quality products, services, and processes that meet or exceed customer expectations.

Elements of TQM

1. Customer-Centric Focus

2. Continuous Improvement

3. Employee Empowerment

4. Data-Driven Decision Making

5. Process Optimization

6. Supplier Collaboration

7. Leadership Commitment

8. Training & Development

9. Prevention over Inspection

10. Strategic Alignment

Customer-Centric Focus

starts with a deep understanding of customer needs, preferences, and expectations.

Continuous Improvement

promotes an ongoing process of improvement in all aspects of the organization.

Employee Empowerment

recognizes that employees are the driving force behind quality improvement.

Data-Driven Decision Making

relies on accurate and relevant data for decision-making.

Process Optimization

emphasizes the importance of well-defined and efficient processes.

Supplier Collaboration

extends the focus on quality beyond the organization's boundaries.

Leadership Commitment

pangako ng management/leadership sa quality

Training & Development

patuloy na pagsasanay ng empleyado

Prevention over Inspection

mas priority na iwasan ang defect kaysa hulihin lang ito pagkatapos

Strategic Alignment

aligns quality initiatives with the organization's strategic goals and vision.

Six Sigma

• highly disciplined and data-driven approach to quality management and process improvement. 

• It aims to minimize defects and variations in processes, leading to improved quality, increased efficiency, and greater customer satisfaction. 

• Developed initially by Motorola in the 1980s and popularized by companies like General Electric, Six Sigma has become a widely adopted methodology across various industries. 

• refers to a statistical concept that measures the level of process performance. 

• The goal is to achieve a level of performance where the number of defects or errors is extremely low, allowing for only about 3.4 defects per million opportunities.

• Focus on reducing process defects

Lean

focuses on removing wasteful activities in processes.

DMAIC

• Define - Clarify the problem and process.

• Measure - Quantify the problem and map the process.

• Analyze - Determine the root causes.

• Improve - Confirm the solutions work.

• Control - Ensure the gains are sustained.

ISO Standards

• are a series of internationally recognized standards developed by the International Organization for Standardization. 

• These standards provide guidelines, specifications, and best practices for various industries and sectors to ensure quality, safety, efficiency, and interoperability. 

• ISO standards cover a wide range of topics, and each standard is identified by a unique number 

• As of December 31, 2025 the International Organisation for Standardisation (ISO) has published 26,116 international standards.

ISO 9001 - Quality Management System

• This standard outlines the requirements for establishing a quality management system (QMS) within an organization. 

• It provides a framework for consistently providing products and services that meet customer and regulatory requirements

ISO 14001 - Environmental Management System

• sets out the criteria for an environmental management system (EMS). 

• Organizations use this standard to manage their environmental responsibilities, reduce their environmental impacts and improve sustainability.

ISO 22000 - Food Safety Management System

• This standard sets out the requirements for a food safety management system. 

• It's designed to ensure safe food production, handling, and distribution throughout the food supply chain.

ISO 45001 - Occupational Health and Safety Management System

• outlines the requirements for an occupational health and safety management system (OHSMS). 

• It helps organizations establish processes to prevent work-related injuries, illnesses, and fatalities.

ISO 50001 - Energy Management System

• This standard specifies the requirements for establishing, implementing, maintaining, and improving an energy management system. 

• It helps organizations improve energy performance and reduce energy consumption and costs.

ISO 21001 - Educational Organizations Management System

This is a quality management system that aims to standardize or prioritize an education management system so that it meets its learner needs.

PDCA Cycle (Plan/Do/Check/Act)

• is a 4-step methodology for business process improvement – and is sometimes referred to as the improvement cycle. 

• is an iterative process – so repeat to continue achieving improvement 

• It can be applied at a strategic level – for the overall management system  or an operational level – for an individual process. 

• On the strategic level, all current ISO management system standards are based on the concept of the PDCA Cycle.