Quality Management BUS 424. Second semester 2013. Instructor: Dr. Mohammed A. Nasseef Email: firstname.lastname@example.org Website: www.nasseef.info Contact Number: 0540627773 ( SMS and whatsApp) note: mobile number is for urgent calls, please if you call consider a appropriate time.
Dr. Mohammed A. Nasseef
0540627773 ( SMS and whatsApp)
note: mobile number is for urgent calls, please if you call consider a appropriate time.
(team members all receive same grade)
Participation of all members of an organization
people deal with the issue of quality
continually in their daily lives
We all apply a number of criteria when making a purchase
To understand quality as a consumer-driven concept
How will you judge the quality of the restaurant?
Juran is best known for the following contributions to
the quality philosophy:
1.Build awareness of both the need for improvement and opportunities for improvement
2. Set goals for improvement.
3.Organize to meet the goals that have been set.
5.Implement projects aimed at solving problems.
10.Maintain momentum by building improvement into the company's regular systems
Quality planning involves developing the products, systems, and process
needed to meet or exceed customer expectations.
The following steps are required
1. Determine who the customers are.
2. Identify customers' needs.
3.Develop products with features that respond to customer needs.
4.Develop systems and processes that allow the organization to produce these features.
5.Deploy the plans to operational levels
2. Compare performance with goals.
3.Act on differences between performance and goals
1. Develop the infrastructure necessary to make annual quality improvements.
that aims at continual increase in customer satisfaction at continually lower real cost.
(not a separate area or program) and an integral part of high level strategy; it works horizontally across functions and
departments, involves all employees, top to bottom, and extends backward and forward to include the supply chain
and the customer chain.
TQ stresses learning and adaptation to continual change as keys to organizational success
However, most share basic elements:
(1) customer focus, (2) a process orientation,
(3) continuous improvement and learning,
(4) empowerment and teamwork,
(5) management by fact, and
(6) leadership and strategic planning.
short list of basics for organizational success.
National Quality Award and is recognized as the "driver“ of successful quality systems.
can become fully involved in achieving the
the improvement efforts.
but it is not an "impossible dream."
A vision should be clear and exciting to an
the organization is not continuously making strides to improve its performance in the eyes of customers
Leaders must be at the center of these efforts
Perhaps most importantly, they can provide adequate funding for quality efforts. So that TQ will not be the "poor cousin" to other business issues.
necessary to satisfy customers, and trusting
employees to make the right choices without
waiting for management approval.
managers are needed to "direct and control“ employees
and are responsible for their outcomes
customer needs that can seldom be fulfilled
by employees limited to one area of expertise
encouraging a positive attitude and trust.
often provides unique perspective on work,
spontaneous thought, and creativity.
achieving goals and performing tasks.
from individuals working alone
employees are much greater than in the traditional organization, an teams are an attempt to take
advantage this potential.
requires flexible, fast reaction to changes in customer demands or technological capacity.
management teams that lead an organization and
provide direction and focus.
supervisors that met to address workplace
problems involving quality and productivity, or ad-hoc teams with a specific mission such as
for TQ and for guiding the implementation and evolution of TQ throughout the organization.
makes the adjustment necessary to ensure customer satisfaction and
to total quality they are commonly used in new product
of functions, and typically dissolve
after the problem is solved
To be effective, cross functional teams should include people
from several departments
Retail strategies like these can be copied by competitors
These strategies encourage customers to be always looking for the best deal rather than developing a relationship with a retailer
McGraw-Hill Companies, Inc./Gary He, photographer
Approaches that store-based retailers use:
Steve Cole/Getty Images
Similar to an invisible person videotaping a customer as they walk through a store
Stringent consumer privacy laws
Information only can be collected for specific purposes
Purpose must be disclosed to customer
Information can only be used for specific purpose
Information cannot be exported to countries with less stringent regulations
Opt in: Consumers own their personal information, and retailers must get consumers to explicitly agree to share this personal information
Determinants of Customer Delivered Value
“a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance (or outcome) in relation to his or her expectations.”
Porter’s Generic Value Chain
The U.S. Harley Davidson site promotes the benefits of joining H.O.G. (Harley Owners Group)
Maintain Internal Harmony within the Organization to Provide Quality Service to Customers
Those who are not served well will not serve well.
Employee belief system
Customers and Suppliers
“The boss is getting business, the customer is getting what he/she wants, so what’s in it for me?”
Managers should take an active responsibility to diversify job descriptions with sales employees’ career goals.
If you expect 100% from employees, then give them 100%.
“Without caring, there can be no quality. Caring for customers leads to productivity, innovativeness, comfort and initiation from the customer.”
When employees get 100%, customers get 100%.
Better customer service is a result of enforcing quality
Steps to Ensure Quality in Customer Service Processes and Policies
The WHY Technique: When faced with a problem, don’t ask WHY just once.
Why are we getting customer complaints about our product?
Because we are shipping out the wrong product!
Why are we shipping out the wrong product?
Because it is difficult to read the 4th copy of the order form!
Why can’t the warehouse manager read the 4th copy?
Because we are using a 150-year old print wheel!
Core of the Burning Issue
Get representatives that are affected by customer policies and a consensus on the steps required to perform them.
Discuss whether steps are laid out in proper sequence, what takes too long, what needs to be simplified, and what needs to be measured to know how effective it is in terms of cost and time.
Benchmark processes in other companies to innovate within.
Get steps of critical processes down on paper