Quality Concepts and Experts

1.0 Concept of Quality

Learning Objectives

• Explain the concept of Quality and Total Quality.
• Understand the concept of Quality in the Islamic perspective.
• Differentiate between the modern and traditional views on Quality.
• Identify the key elements of Total Quality (TQ).

1.1 Definition of Quality

• Different definitions by different people:
  • Fred Smith (CEO of Federal Express): “Performance to the standard expected by the customer.”
  • US Dept. of Defense (DOD): “Doing the right thing right the first time, always striving for improvement, and always satisfying the customer.” (Goetsch & Davis, 2006)
  • Quality is determined by the product users, clients, or customers, not by society in general.
  • Quality is not the same as 'expensive' or 'high quality'.
  • Low-priced products can be considered as having high quality if the product users determine them as such.
  • A dynamic state associated with products, services, people, and environments that meets/exceeds customer expectations. (Goetsch & Davis, 2006)
• Similarities among the definitions:
  • Quality involves meeting or exceeding customer expectations.
  • Quality applies to products, services, people, processes, and environments.
  • Quality is an ever-changing state (i.e., what is considered quality today may not be good enough tomorrow).
  • Quality is determined by product/service users.
  • Doing the right thing from the first time.
  • Quality always strives for improvement (continuous improvement).
• Summary of the Definitions of Quality
  • Quality involves meeting or exceeding customer expectations.
  • Quality applies to products, services, people, processes, and environments.
  • Quality is an ever-changing state (i.e., what is considered quality today may not be good enough to be considered quality tomorrow).
  • Quality is determined by product/service users.
  • Doing the right thing from the first time.
  • Quality always strives for improvement (continuous improvement).

1.2 Definition of Quality Assurance

• Any planned and systematic activity directed towards providing consumers with products (goods and services) of appropriate quality, along with confidence that products meet consumers’ requirements. (Evans & Lindsay, 2008)
• The systematic monitoring and evaluation of the various aspects of a project, service, or facility to maximize the probability that minimum standards of quality are being attained by the production process.
• 2 principles included in QA are:
  • "Fit for purpose" - the product should be suitable for the intended purpose.
  • "Right first time" - mistakes should be eliminated.

1.3 Definition of Quality Control

• Quality Control consists of THREE (3) processes/steps in ensuring the quality of the products is maintained:
  • assess /evaluate actual quality performance.
  • compare actual performance with performance goals.
  • take immediate steps to resolve differences between planned performance and actual performance. (Goetsch & Davis, 2006)

Difference between QA and QC

• QA attempts to improve and stabilize production and associated processes to avoid or minimize issues that led to the defects.
• QC emphasizes testing of products to uncover defects and reporting to management, who decide on release.

1.4 Definition of Total Quality

• TQ is an approach to doing business that attempts to maximize an organization's competitiveness through continual improvement of the quality of its products, services, people, processes, and environments. (Goetsch & Davis, 2010)
• The unyielding and continually improving effort by everyone in an organization to understand, meet, and exceed the expectations of customers. (P & G; quoted by Evans and Lindsay, 2008)
• TQ consists of continuous improvement activities involving everyone in the organization – managers and workers – in a totally integrated effort toward improving performance at every level. Dept of Defense (DOD), US

Big Q vs. Little Q

• The TOTAL in TQ indicates a concern for Quality in the broadest sense – what has come to be known as the “Big Q.”
• Big Q refers to the quality of products, services, people, processes, and environments.
• Correspondingly, “Little Q” refers to a narrower concern that focuses on the quality of one of these elements or individual quality criteria within an individual element satisfaction.

1.5 Islamic Perspective of Quality

• Character development is necessary because character is the state of the soul, which initiates all physical actions.
• A good character will produce virtuous actions, while a bad character will produce vices.
• Thus, a program for the improvement of work ethics, corporate culture, and the like, which obviously has direct relationships with values and attitudes of the employees, is important.
• What is most important is the proper development of the soul, which has direct concern with feelings, passion, attitude, likes and dislikes, dedication, commitment, love, hate, anger, patience, etc.
• Q starts with good character. In the Islamic approach, character building relies on TWO-FOLD obligations:
  1. Obligatory duties for every individual Muslim – 5 pillars of Islam. Islam has provided sufficient basics for every Muslim to be of a noble character.
  2. Supererogatory acts are additional acts beyond obligatory requirements which are strongly encouraged to further purify the soul from all vices and beautify it with virtues. - devotional acts which can be performed in accordance with the practices of the Holy Prophet (PBUH).
• The Islamic teachings also provide several practices which can specifically be applied to the improvement of quality and productivity:
  1. Every action (good deed) should begin with a clear intention (objective/niyat).
  2. Islam demands that all Believers should take His Messenger Muhammad (PBUH) as Role Model.
  3. Islam demands its adherents to do more than what is minimally required.
  4. A Muslim is encouraged to undertake all tasks skillfully and diligently.
  5. A Muslim is enjoined to strive towards excellence at all times.
  6. A Muslim is enjoined to frequently (daily at least) evaluate his good and bad deeds (muhasabah).
• Islamic Quality Management Standard:
  • The standard is based on the Islamic-Based Quality Organisational Management System 313 (IQOMS 313).
    1. Generic management standard for business organizations --- to seek excellence in their corporate culture and maximum profitability.
    2. The corporate culture of excellence is communicated to all stakeholders --- internally and externally.
    3. Inculcate positive work attitudes, govern the organizational activities at all levels, and enhance the work process.
• Halal Food Assurance System (HAFAS):
  1. A set of standards of halal food production for organizations.
  2. Focuses on the system of an organization to ensure that the organization produces halal food.
  3. Setting/establish halal benchmarks for its system to ensure that the whole chain of its production processes meets of halal criteria -final product will be halal.

1.6 Quality in the Generic vs. Islamic Perspective

• Similarities
  1. Being positive on customer feedback.
  2. Encourages teamworking.
  3. Foster positive work attitude.
  4. Set systematic/organized procedures and standards.
• Differences:

1.6 TQ views vs. Traditional Views of Quality

1. Productivity (quantity) vs. Quality
2. How quality is defined
3. How quality is measured
4. How quality is achieved
5. Attitude toward defects
6. Quality as a function
7. Responsibility for quality
8. Supplier relationships
   • Productivity (quantity) vs. Quality

1.7 Key Elements of Total Quality

1. Strategically based
   • have a comprehensive strategic plan.
   • aim to provide a sustainable competitive advantage.
2. Customer focus
   • internally --- quality of people, processes, and environments associated with products and services.
   • externally --- quality of products and services delivered.
3. Obsession with quality
   • become obsessed with meeting/exceeding customers’ expectations.
4. Scientific approach
   • using hard data to establish benchmarks, monitoring performance, and making improvements.
5. Long-term commitment
   • necessary to ensure total quality is successfully developed in an organization.
6. Teamwork
   • uniting all departments within an organization on quality improvement and turning the internal competition into external competitiveness.
7. Continual Process Improvement
   • a fundamental goal in a total quality setting.
   • necessary for continually improved systems.
8. Education and training
   • represents the best way of continuous improvement for the people.
   • know how to work smart.
9. Freedom through control
   • as a result of well-planned and well-carried-out controls.
   • empowering employees to solve problems within their scope of control.
10. Unity of purpose
    • all employees work toward the common goal.
11. Employment involvement and empowerment
    • involvement --- possible to attain good decisions and promote ownership of decisions.
    • empowerment --- giving an opportunity to voice out and make decision.

2.0 Quality Experts (Gurus & Scholars)

Learning Objectives:

1. Know the “founding fathers” of quality management;
2. Identify the area of focus of each “founding father”; and
3. Be able to understand the similarities and differences in their philosophies.

2.1 William Edwards Deming (1900-1993)

• Statistician, professor, author, lecturer, and consultant
• Best known for his work in Japan. Significant contribution to Japan's reputation for innovative high-quality products and economic power.
• Some of his contributions to quality:
  • 1960 - Awarded Japan’s Order of the Sacred Treasure, Second Class, for contributions to Japan’s industrial rebirth and worldwide success.
  • 1950 - Assistant to the Supreme Commander of the Allied Powers
  • Instructor in sample survey methods in government statistics.
  • An exhibit memorializing Dr. Deming's contributions and his famous Red Bead Experiment is on display.
• He is also widely known for:
  • System of Profound Knowledge
  • Deming Cycle
  • Fourteen Points
  • Seven Deadly Diseases

The Deming Cycle

• Plan, Do, Check, Act; Customer Satisfaction

Deming's 14 points:

1. Create a Statement of Purpose.
2. Learn the New Philosophy.
3. Understand Inspection.
4. End Price Tag Decisions.
5. Improve Constantly.
6. Institute Training.
7. Teach and Institute Leadership.
8. Drive Out Fear and Innovate.
9. Optimize the Efforts of Teams and Staff.
10. Eliminate Exhortations.
11. Eliminate Quotas and MBO; Institute Improvement; and Understand Processes.
12. Remove Barriers.
13. Encourage Education.
14. Take Action.

The Seven Deadly Diseases:

• Lack of constancy of purpose to plan products and services that have a market sufficient to keep the company in business and provide jobs.
• Emphasis on short-term profits; short-term thinking that is driven by a fear of unfriendly takeover attempts and pressure from the bankers and shareholders to produce dividends.
• Personnel review systems for managers and management by objectives without providing methods or resources to accomplish objectives
• Job hopping by managers.
• Using only visible data and information in decision-making with little or no consideration given to what is not known or cannot be known.
• Excessive medical costs.
• Excessive costs of liability driven up by lawyers that work on contingency fees.

2.2 Joseph Moses Juran (1904-2008)

• Evangelist for Q and Q Management
• Statistician, professor, author, lecturer, and consultant
• Made an impact in Japan before his ideas were accepted in the West.
• Some of his contributions to quality:
  • Pareto Principle
  • Management Theory
  • Juran’s Trilogy
  • Transferring quality knowledge between east and west.
  • Consultants for several US, Western-European, and Japanese companies.
  • Founding of Juran institute.
• Juran's famous Quality Trilogy consists of three parts:
  1. Quality Planning: Preparing to meet quality goals.
  2. Quality Control: Meeting quality goals during operations.
  3. Quality Improvement: Breaking through to unprecedented levels of performance.
• “Quality is free. It’s not a gift, but it is free. What costs money are the unquality things, that is all the actions that involve not doing jobs right the first time.”

2.3 Philip Bayard Crosby (1906 – 2001)

• Philosopher and pragmatic practitioner of Q Management.
• International ambassador extending the influence of quality thinking to the furthest parts of the globe.
• Writer and communicator who plainly spoke his message of Q.
• Crosby's 4 (FOUR) Absolutes of Quality Management are:
  1. Quality means conformance to requirements, not goodness.
  2. Quality is achieved by prevention, not inspection.
  3. Quality has a performance standard of Zero Defects, not acceptable quality levels.
  4. Quality is measured by non-conformance, not indexes.
• Crosby's Basic Elements of Improvement include:
  1. determination
  2. education
  3. implementation
• Some of his most important books include:
  1. Cutting the Cost of Quality, 1967
  2. Quality Is Free: The Art of Making Quality Certain, 1979
  3. Quality Without Tears: The Art of Hassle-Free Management, 1984
  4. Running Things: The Art of Making Things Happen, 1986
  5. The Eternally Successful Organization, 1988
  6. Let’s Talk Quality, 1989
  7. Leading: The Art of Becoming an Executive, 1990
  8. Completeness: Quality for the 21st Century, 1992
  9. Reflections on Quality, 1995
  10. Quality Is Still Free, 1996
  11. The Absolutes of Leadership, 1997
  12. Quality and Me: Lessons of an Evolving Life, 1999

2.4 Armand Vallin Feigenbaum (1922-2014)

• American quality control expert and businessman.
• Devised the concept of Total Q Control, later known as Total Quality Management (TQM).
• "Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization to enable production and service at the most economical levels which allow full customer satisfaction."
• Contributions to Q:
  1. international promotion of the quality ethic
  2. development of the concept of total quality control
  3. development of the quality cost classification
• He also mentioned the THREE (3) steps to quality;
  1. Quality Leadership, with a strong focus on planning.
  2. Modern Quality Technology, involving the entire workforce.
  3. Organizational Commitment, supported by continuous training and motivation.
• Wrote several books and served as President of the American Society for Quality (1961-1963).
• Quality must be actively managed and have visibility at the highest levels of management.
• Some of the awards and recognitions received are:
  1. First recipient of ASQ's Lancaster Award.
  2. ASQ 1965 Edwards Medal in recognition of "his origination and implementation of basic foundations for modern quality control".
  3. National Security Industrial Association Award of Merit.
  4. Member of the Advisory Group of the U.S. Army.
  5. Chairman of a system-wide evaluation of quality assurance activities of the Army Materiel Command.

2.5 A. Parasuraman

• An Indian professor of Marketing at the University of Miami and has published numerous articles.
• He authored several books and articles. Some selected ones are:
  1. Technoready Marketing: How and Why Your Customers Adopt Technology , The Free Press (co-author with Colby).
  2. Marketing Services: Competing Through Quality, The Free Press (co author with Berry).
  3. Delivering Quality Service —Balancing Customer Perceptions and Expectations, The Free Press (co author with Zeithaml and Berry).
• His areas of interests and specialties are:
  1. defining, measuring, and leveraging service quality
  2. role of technology in service delivery.
  3. strategies for effectively marketing technology-based products and services.
  4. services marketing.
  5. service quality measurement and improvement technology’s role in marketing to and serving customers.

2.6 Valarie A. Zeithaml

• An American who is an internationally recognized pioneer of services marketing.
• Her research interest areas are:
  1. Customer Equity
  2. Service Quality
  3. Services Marketing
  4. Consumer Perceptions of Price and Quality
• Her contributions to quality are:
  1. Devoted the last 20 years to researching, consulting, and teaching service quality, services management, and customer equity.
  2. Consulted with service and product companies, including IBM, Kaiser Permanente, GE, Caterpillar, John Hancock Financial Services, Aetna, AT&T, Sears, Metropolitan Life Insurance, Bank of America, Chase Manhattan Bank, Allstate, BellSouth, and Procter and Gamble.
• Some of the awards and recognitions received:
  1. 2009 AMA Irwin/McGraw-Hill Distinguished Marketing Educator Award.
  2. 2008 Paul Converse Award.
  3. Research awards from most marketing journals.
  4. Berry-American Marketing Association Book Prize for their book, Driving Customer Equity: How Customer Lifetime Value is Reshaping Corporate Strategy
  5. Also co-authored the best-selling Delivering Quality Service: Balancing Customer Perceptions and Expectations and the textbook, Services Marketing.

3.0 TQM in Malaysian Public Sector

Learning Objectives:

1. Explain the concept of Total Quality Management (TQM);
2. Understand the implementation of TQM in the public sector;

Historical Development of TQ in the Public Sector

• 1920s - The concept of TQ specifically TQM which is a continuous process that involves the whole organization and its customer-driven was introduced.
• 1950s - later introduced to the corporate managers in Japan.
• 1980s - The increasing awareness world-wide on the importance of quality. These changes have directly affected the views and attitudes of managers in the both, public and private sectors on quality management.
• 1980s - TQ is regarded as one of the important thrusts during public sector reformation.
• Public sector focuses on delivering services. Service is defined as any primary or complementary activity that does not directly produce a physical product – that is, the non-goods part of the transaction between buyer (customer) and seller (provider). (Evans & Lindsay, 2008).
• The Malaysian government’s effort taken to improve the quality of the whole public service system is; sponsoring training, seminars, and workshops on quality and also publishing guidelines, circulars, and manuals on quality management.
• 1992 - The Malaysian Government through the Development Administration Circular No.1 of 1992; Guide On Total Quality Management In The Public Service, implemented Total Quality Management (TQM) in the public sector, with 5 basic concepts:
  1. Meeting customers’ requirements.
  2. Maintain through prevention.
  3. Standard of performance is zero-defect.
  4. Cost of quality is non-conformance of standards.
  5. Whole work is a process.

3.1 Definition of TQM (Concept and Characteristics)

• It is a continuous process that involves the whole organization.

• It is customer-driven.

• It is a process of culture transformation through which the existing elements of the culture are modified, replaced, or strengthened with better elements which encompass values and attitudes, systems and procedures, operational practices, organization structure, and so forth.

• It encompasses all operations and activities pertaining to an organization.

• It focuses on the development of Q systems and work processes.

• It emphasizes customers and suppliers – customers' feedback is used to design systems and work processes while suppliers are treated as business partners.

• It is the process of continuous improvement where strategic planned actions are taken towards the attainment of the long-term objective of the organization.

• It constantly focuses on control of the cost of quality – for e.g., wastage resources can be done through prevention, improving work processes, solve problems using systematic problem-solving.

• It emphasizes Q assurance - to ensure that every output produced by an organization is of quality and satisfies the customer.

• It is everybody’s responsibility (collective responsibility) for ensuring the success of the quality improvement efforts.

• It strongly encourages the contribution of work teams where the work teams are effective in contributing creative and innovative ideas and implementing improvements successfully.

• The objective of TQM is:

  1. to provide customer satisfaction which is attained by producing outputs that conform to the requirements of the customer.
  2. to meet customer expectations through surveys etc.
  3. to produce defect-free or error- free output, i.e., to eliminate mistakes from the very first time.
  • Note: In order to meet ‘c’, the organization should ensure that the right outputs are produced as required by the customers.

• The process of continuous improvement in TQM involves 7 integrated steps as follows:

  1. Determine improvement objectives – Ask if improvement is needed and why is it needed.
  2. Determine method – suitable with objectives.
  3. Engage in education and training for staff – more clear about the method.
  4. Implement improvement method.
  5. Evaluate the effects of improvement - measure if it meets the objectives.
  6. Standardize processes – if ok, proceeds
  7. Take corrective action – if the improvement doesn’t meet the objectives.

3.1.1 Features of TQM

• 4 important features:
  1. Objective. – same as 3.1
  2. Focus.
  3. Strategy.
  4. Implementor.

OBJECTIVE

• Satisfaction OF CUSTOMER
• ZERO DEFECT/ ERROR -FREE
• PRODUCING THE OUTPUT RIGHT THE FIRST TIME

FOCUS

• PROCESSES AND SYSTEMS
  • ORGANIZATION CULTURE
    • CUSTOMERS
    • SUPPLIERS

STRATEGY

• CONTINUOUS IMPROVEMENT
• TOTAL INVOLVEMENT OF THE ORGANIZATION
• STRATEGIC ACTIONS.
• ORIENTATION TOWARDS LONG TERM OBJECTIVE
• CONTROL OF QUALITY COSTS
• PREVENTIVE ACTION
• EMPHASIS ON QA
  *SYSTEMATIC PROBLEM SOLVING

IMPLEMENTOR

• TOT MANAGEMENT (LEADERS)
• TOTAL PARTICIPATION OF WORKERS
  *WORK TEAMS

3.2 SEVEN (7) Principles of TQM in the Public Sector

1. Top Management Support
2. Strategic Quality Planning
3. Customer Focus
4. Training and Recognition
5. Teamwork
6. Performance Measurement
7. Quality Assurance

The Similarities And Differences Between TQM In The Public And Private Sector

• The similarities:

  1. Both sectors emphasize the 7 TQM principles mentioned above.
  2. Both sectors focus on the 4 features of TQM mentioned above.
  3. The process of continuous improvement in TQM for both sectors involves 7 integrated steps mentioned above.

• The differences:

3.3 Requirements for Implementing TQM In The Public Sector

1. Commitment by Top Management
2. Commitment by Middle Management
3. Establishment of Organization Steering Committee
4. Planning and Publicizing
5. Adequate Resources
6. Infrastructure that Supports Deployment and Continual Improvement

• TOP MANAGEMENT
  • top management should spend a third to half of their time used in the total quality efforts, changing the corporate culture to TQ culture
    *. MIDDLE MANAGEMENT
  • middle management deals with the facilities, equipment and processes put in place by the top management. They are the people who will carry the brunt of the work as the path to TQ unfolds.
    **Organization-wide Steering Committee. It should be chaired by the person heading the organization
  • This group needs to establish the direction, to establish how TQ is to be implemented, and to ensure that it happens.
    *Planning and Publicizingvision statement and guiding principles
• set the goals and objectives
• put the TQ implementation plan develop and award and recognition program and other publicity efforts. ADEQUATE RESOURCES Adequate resources are needed to produce quality outputs
  *Infrastructure that Supports Deployment and Continual Improvement
  Union*
  *Operating
  **infrastructure includes the vision, objectives, awards and recognition program, and communication. 3 other infrastructure features are : a. operating procedures b. organizational procedure

3.4 TQM Implementation Approaches to be Avoided

1. Train all your employees at once.
2. Rush in TQ by putting too many people in teams.
3. Delegate TQ implementation.
4. Start TQ implementation before everyone is prepared.

• TRAin all employees at once Training all employees at once may end up having employees who have no use for the training for months or years ***RUSHTQ BY PUTTING TOO MANY people in teams Several teams in the organization are formed to make improvement continuously
  • HAVING too many PEOPLE*DELAGATE TOO THE OFFICER
    No active commitment
    *Start TQ implementation before top managers & subordinates are prepared.
    Not-well-prepared happens when top managers find it difficult to acknowledge that they don’t know something about TQM implementation..

END OF TOPIC 3.0
*TAZKIRAH

• Allah does not like every arrogant boastful ones. Surah Al-Hadid : 23

SERICE QUALITY IN TEH PUVLIC SECTOR

Learning Objectives

1. Define the concept of service quality; and
2. Explain the dimensions of service quality

4.1 - Definition of Service

• Any activity or benifit that is essitally INTANGIBLE and DOES NOT RESULT int he ownership of ANY THING (sharron dobson, 2010)

4.2- DEFINITION OF servcice QUALITY AND MEANING

• DEALS WITH MOMENT OF TRUTH/ Servcice Encounters
  *Service provide with CUSTOMER

4.3 charateris tics of SErvicce

1.intagble- evidence
2.hight INSEP - consumption is simuataneous
3.heteogenuity- service varbility
4.unable or store
5.durability.keep using
6.perishability.a.definite prodic. b.vanish after consume

4.4 Dimensions of SErvice quiality

1.RELIBALITY .ABILIITY TO PROUVE WHAT PROmISSED
2.ASSurance
povidesr competnce
3.tanibity
FAICITOES AND APPPERANCE OF personel
4.empathy
egree OF gare
5.RESPONSIVNESS
proide POMPROT SERVICE

4.6 IN SERVCIES v/s quality in manufactring