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1 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Managementfor Organizational ExcellenceLecture/Presentation NotesQuality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights :Dr. David L. Goetsch and Stanley DavisBased on the book Quality Management for Organizational Excellence (Sixth Edition)What is Quality?The Total Quality Approach DefinedTwo Views of QualityMAJOR TOPICS3 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Elements of Total QualityTotal Quality PioneersKeys to Total Quality SuccessThe Future of Quality Management in 21stCenturyFred smith: performance to the standard expected by the customerBoeing:providing our customer with product and service that consistently meet thier needs and expectationsQualityRobbins et al.

2 , Fundamentals of Management, 4th Canadian Edition 2005 Pearson education Canada, expectationsThe US department of defense :doning the right thing right the first time ,always striving for improvment ,and always satisfaying the is a dynamic state associated with product , services ,people, processses, and environmentsthat meet Customer needs and expectations and 5 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights expectations and help produce superior value Quality appllies to products, services,people, processses, and Qualityis an ever changing Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Qualityis an ever changing Quality must give superior value to the customer (superior value has 3elements: superior Quality ,superior cost, superior service)3 The Total Quality Approach DefinedTotal quality is an approach to doing business that attempts to maximize an organization s competitiveness through the continual improvement of the quality of its products, services, people, processes, and environments7 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

3 All Rights elements distiguish TQ approach from traditional ways of focusObsession with quality Scientific approach to DM and problem Unity of purposeEmployee involvment and empowermentcharacteristics of the TQ approach8 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights DM and problem solvingLong term commitmentTeamworkContinual process improvmentEducation and trainingFreedom through controlthe TQ approachThree legged stool of TQ 9 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. The rationale for total quality can be found in the need to compete in the global marketplace. Countries that are competing successfully in the global marketplace are seeing their quality of living improve. Those that cannot are seeing The Total Quality Approach toQuality Management(Continued)10 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

4 All Rights quality of living improve. Those that cannot are seeing theirs view of QualityTotal QualityMeasure process performance in defective parts per hundred of products( acceptable benchmark)Measure process performance in defective parts per million of products (high perf31ormance benchmark)Focused on after the factContinual improvement of product ,process and people in order to prevent the problems before they occursEmployees are passiveEmployees are empowered to think and make Two views of Quality11 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights % of problems are manegment s fault )Expected one improvement per employee per yearExpected at least 10 improvement per employee per yearFocus on short time profit Focus on long time profit Productivity and Quality are always in conflictProductivity made as aresult of QualityimprovementCustomer satisfactionSatisfying customer need and exceed expectationQuality is inspected into product Quality is determined by product ,prosess and One1.

5 Stategically based TQ organazations have stratigic plan that contain: vision , mission,objectives, activites The stratigic plan desiged to give it sustanable competative advantege in the elements of TQ12 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Customer focus Customer is the driver internally and externally internally-Customer is defined the quality of product Externally-Customer is defined the quality of people,process and Obsession with quality Becouse Customer is the driver the organazation become obsessed with meeting or excedding his expectation13 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Scientific approach Employees are empowered Scientific approach used in structuring work and DMand problem solvingFiveFiveFiveFivelong term commitment Organization fail if implement quality after short time Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

6 All Rights The best compatative effort are within departmentSeven Seven Seven Seven Continual process improvment To improve quality , we must improve the system15 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights and training Needed to improve people continually NineFreedom through control Need to empower people Detractors see employee involvement as loss of management controlKey elements of TQ16 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights of purpose Historically management and labor are adversare. To apply TQ they must be have unity of perpose Now ,labor are important in wages, benefits ..ElevenEmployee involvement and empowerment1. Increase likehood of good decision2. Promote ownership of decisionKey elements of TQ17 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

7 All Rights Reserved. W. Edward Deming is best known for his Fourteen Points, theDeming Cycle, and theSeven Deadly Total Quality Pioneers18 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Joseph M. Juran is best known for Juran s Three Basic Steps to Progress,Juran s Ten Steps to Quality Improvement, the Pareto Principle, and the Juran Trilogy. Philip B. Crosby Armand V. Feigenbaum Other Japanese expertsW. Edward Deming Contribution Poor family Working as janitor Earned Bsc in engineer , master and PhD Physics19 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. The man who discover quality 1940 Japan (Toshiba company) accept deming s view 1980 The Deming Cycle20 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

8 All Rights Deming 14 Points21 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Deming 14 Points1. Constancy of purpose: 2. The new philosophy:leadership3. Cease dependence on mass inspection:4. End lowest tender contracts:5. Improve every process:6. Institute training on the job:7. Institute leadership of people:8. Drive out fear:22 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Drive out fear:9. Break down barriers:10. Eliminate slogan:11. Eliminate arbitrary numerical targets:12. Permit pride of workmanship:Remove the obstacles 13. Encourage education :14. Top management commitment and action:The Deming 7 Deadly Disease23 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights sThree Basic Steps to Progress,Juran s Ten Steps to Quality Improvement, the Pareto Principle, Joseph M.

9 JuranContribution24 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Pareto Principle, JuranTrilogyJuran sThree Basic Steps to Progress,25 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights structureTraining programCommitment and leadershipJuran s Ten Steps to Quality Improvement, 26 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Pareto Principle, Organization put their energy to elimenatesource of 27 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights of problemsJuran and Deming believe that problems come from managementJuranTrilogyQualityImprovement QualityPlanning28 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

10 All Rights Crosby define Q as conformance He advocate zero defect managementCrosby s contribution29 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights s 14 steps to Quality improvement30 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Common errors made when starting quality initiatives management delegation and poor mania31 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights deployment narrow, dogmatic about the differences among education , awareness, inspiration, and skill building. Trends affecting the future of quality management global customer expectationsopposing economic pressuresThe Future Of Quality Management in the 21stCentury32 Quality Management, and Davis 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.