Quality - Revision history

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 == See Also ==
-[[Quality Assurance (QA)]]<br />
+*[[Quality Assurance (QA)]]
-[[Quality Competitive Index (QCi) Model]]<br />
+*[[Quality Competitive Index (QCi) Model]]
-[[Quality Management System (QMS)]]<br />
+*[[Quality Management System (QMS)]]
-[[Quality Control (QC)]]<br />
+*[[Quality Control (QC)]]
-[[Quality Function Deployment (QFD)]]<br />
+*[[Quality Function Deployment (QFD)]]
-[[Quality Management]]<br />
+*[[Quality Management]]
-[[Quality Management Maturity Grid (QMMG)]]<br />
+*[[Quality Management Maturity Grid (QMMG)]]
-[[Continuous Quality Improvement (CQI)]]<br />
+*[[Continuous Quality Improvement (CQI)]]
-[[Total Quality Management (TQM)]]<br />
+*[[Total Quality Management (TQM)]]
-[[Information Quality Management (IQM)]]<br />
+*[[Information Quality Management (IQM)]]
-[[Data Quality]]<br />
+*[[Data Quality]]
-[[Seven Basic Tools of Quality]]<br />
+*[[Seven Basic Tools of Quality]]

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 Good governance practices can help a company build and maintain a culture of quality, which can lead to more satisfied customers and better business outcomes.
+*Quality assurance: IT systems can be used to automate quality assurance processes, such as testing and inspection, which can help reduce errors and improve efficiency.
-Regenerate response
+*Quality control: IT systems can be used to monitor processes and identify potential quality issues in real time, which can help a company take corrective action before problems occur.

← Older revision		Revision as of 19:07, 3 January 2023
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	*Quality effectiveness is observable by number of rejects from customers		*Quality effectiveness is observable by number of rejects from customers
	The quality characteristics of a product or service are known as the ‘Determinants of Quality’. These are the attributes customers look for to decide if it is a quality product or service.		The quality characteristics of a product or service are known as the ‘Determinants of Quality’. These are the attributes customers look for to decide if it is a quality product or service.
		+
		+	== Quality and Governance Relationship ==
		+
		+	There is often a connection between quality and [[governance]] in that good governance practices can help ensure that a company delivers high-quality products or services to its customers.
		+
		+	Some key elements of good governance that can contribute to quality include:
		+	*Clear policies and procedures: Having well-defined policies and procedures in place can help ensure that a company's operations are consistent and reliable, which can lead to higher quality products or services.
		+	*Effective oversight: Strong oversight mechanisms, such as board of directors or internal audit functions, can help ensure that a company's operations are aligned with its goals and are carried out in an ethical and transparent manner.
		+	*Effective risk management: Good risk management practices can help a company identify and mitigate potential issues that could affect the quality of its products or services.
		+	*Clear communication: Effective communication throughout the organization can help ensure that everyone is working towards the same goals and that any issues or concerns are addressed in a timely manner.
		+
		+	Good governance practices can help a company build and maintain a culture of quality, which can lead to more satisfied customers and better business outcomes.
		+
		+
		+
		+
		+	Regenerate response

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-Quality is both a perspective and an approach to increasing [[Customer Satisfaction|customer satisfaction]], reducing cycle time and costs, and eliminating errors and rework using a set of defined tools such as [[Root Cause Analysis|Root Cause Analysis]], [[Pareto Principle|Pareto Analysis]], etc. The [[International Organization for Standardization (ISO)]] defines “Quality” as “the degree to which a set of inherent characteristics fulfills a requirement,” and “requirement” as “a need or expectation that is stated, generally implied or obligatory.” Examples of requirements include:
+Quality is both a perspective and an approach to increasing [[Customer Satisfaction|customer satisfaction]], reducing cycle time and costs, and eliminating errors and rework using a set of defined tools such as Root Cause Analysis, Pareto Analysis, etc. The [[International Organization for Standardization (ISO)]] defines “Quality” as “the degree to which a set of inherent characteristics fulfills a requirement,” and “requirement” as “a need or expectation that is stated, generally implied or obligatory.” Examples of requirements include:
 *Customer specifications such as reliability, availability, accuracy, and delivery dates.
 *Value for goods and services purchased such as ROI and productivity gains.
@@ Line 12: / Line 12: @@
 *Statutory requirements such as the Food Safety Modernization Act, FDA code of federal regulations, Canadian Standards Association, Underwriters Laboratories, EU directives, and the Occupational Health & Safety Act.
 *Various industry requirements.
-Quality is not a program or a discipline. It doesn’t end when you have achieved a particular goal. Quality needs to live in the [[Organization|organization]] as the Culture of Quality in which every person experiences and understands the need for dedication to its values. Quality is a continuous race to improvement with no finish line. At a more general level, Quality is about doing the right thing for your customers, your [[Employee|employees]], your [[Stakeholder|stakeholders]], your [[Business|business]], and the environment in which we all operate. From the level of the individual employee all the way up to the level of our planet, Quality is about maximizing [[Productivity|productivity]] and delighting customers while protecting people and resources from the harm that results from shoddy [[Process|processes]] and careless oversight. Quality is an approach that should be the goal of every organization from business and [[Manufacturing|manufacturing]] to healthcare, government, and [[Nonprofit Organization|not-for-profits]].
+Quality is not a program or a discipline. It doesn’t end when you have achieved a particular goal. Quality needs to live in the organization as the Culture of Quality in which every person experiences and understands the need for dedication to its values. Quality is a continuous race to improvement with no finish line. At a more general level, Quality is about doing the right thing for your customers, your employees, your [[Stakeholder|stakeholders]], your business, and the environment in which we all operate. From the level of the individual employee all the way up to the level of our planet, Quality is about maximizing productivity and delighting customers while protecting people and resources from the harm that results from shoddy processes and careless oversight. Quality is an approach that should be the goal of every organization from business and manufacturing to healthcare, government, and not-for-profits.
@@ Line 50: / Line 50: @@
 == History of Quality<ref>A Short History of Quality [https://www.qualitymag.com/articles/95237-what-is-quality-management-and-why-does-it-matterQualityMag]</ref> ==
-The concept of Quality Management has its origins in the work of statistician Walter Shewhart, who was conducting research on the analysis of industrial processes while working at Bell Laboratories in the early 20th century. Shewhart realized manufacturing processes produced data that he could measure and analyze to determine their conformity to ideal standards of stability and control, and he could apply remedies that would bring any deviations back into line. This revolutionary approach highlighted the advantage of process-centered applications of Quality over older product-centered approaches. This concept is now referred to as [[Statistical Quality Control (SQC)|statistical quality control (SQC)]] and is the backbone of the initial exploration of Quality in manufacturing.
+The concept of Quality Management has its origins in the work of statistician Walter Shewhart, who was conducting research on the analysis of industrial processes while working at Bell Laboratories in the early 20th century. Shewhart realized manufacturing processes produced data that he could measure and analyze to determine their conformity to ideal standards of stability and control, and he could apply remedies that would bring any deviations back into line. This revolutionary approach highlighted the advantage of process-centered applications of Quality over older product-centered approaches. This concept is now referred to as statistical quality control (SQC) and is the backbone of the initial exploration of Quality in manufacturing.
-In the 1940s, the Second World War prompted the American government to implement Quality standards based on [[Statistical Quality Control (SQC)|SQC]] for military vendors.ix This improved Quality in the short term, but most civilian manufacturers failed to incorporate process improvement throughout their organizations. After the war, engineers W. Edwards Deming and Joseph M. Juran worked as consultants in Japan as Japanese industry worked to recover from the war and transform their economy to focus on civilian production of goods and services. Deming and Juran worked with Japanese manufacturers to create the concept of Total Quality, in which Quality extends beyond the manufacturing process to all organizational processes and instills the values of Quality in every worker.x As a result of this Total Quality transformation, Japan became a manufacturing powerhouse, vastly increasing its market share at the expense of American manufacturers who had yet to recognize the value of Total Quality.
+In the 1940s, the Second World War prompted the American government to implement Quality standards based on SQC for military vendors.ix This improved Quality in the short term, but most civilian manufacturers failed to incorporate process improvement throughout their organizations. After the war, engineers W. Edwards Deming and Joseph M. Juran worked as consultants in Japan as Japanese industry worked to recover from the war and transform their economy to focus on civilian production of goods and services. Deming and Juran worked with Japanese manufacturers to create the concept of Total Quality, in which Quality extends beyond the manufacturing process to all organizational processes and instills the values of Quality in every worker.x As a result of this Total Quality transformation, Japan became a manufacturing powerhouse, vastly increasing its market share at the expense of American manufacturers who had yet to recognize the value of Total Quality.
-In the 1980s, American manufacturers and legislators began to recognize the crises of poor Quality in American manufacturing. The American response, built on Deming’s and Juran’s work in Japan, was [[Total Quality Management (TQM)]]. The first ISO 9000 standard for Quality appeared in 1987, and it continues to be the globally recognized standard for Quality accreditation across many industries.
+In the 1980s, American manufacturers and legislators began to recognize the crises of poor Quality in American manufacturing. The American response, built on Deming’s and Juran’s work in Japan, was Total Quality Management (TQM). The first ISO 9000 standard for Quality appeared in 1987, and it continues to be the globally recognized standard for Quality accreditation across many industries.
-Since 2000, ISO 9000 has evolved to meet the needs of a changing marketplace. [[Globalization]] and emerging technologies have expanded both the scope of Quality and the tools used to meet Quality standards. New approaches, such as Six Sigma developed by Motorola, have achieved remarkable levels of productivity and variation reduction to produce goods and services that are free from defects. Quality is now seen as an approach that can be applied to any organization, including services, government, healthcare, education, and even nascent technology like Bitcoin and Blockchain.
+Since 2000, ISO 9000 has evolved to meet the needs of a changing marketplace. Globalization and emerging technologies have expanded both the scope of Quality and the tools used to meet Quality standards. New approaches, such as Six Sigma developed by Motorola, have achieved remarkable levels of productivity and variation reduction to produce goods and services that are free from defects. Quality is now seen as an approach that can be applied to any organization, including services, government, healthcare, education, and even nascent technology like Bitcoin and Blockchain.
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 Garvin proposes eight critical dimensions or categories of quality that can serve as a framework for strategic analysis: Performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality.<br />
-(1) Performance: Performance refers to a product's primary operating characteristics. For an automobile, performance would include traits like acceleration, handling, cruising speed, and comfort. Because this dimension of quality involves measurable attributes, brands can usually be ranked objectively on individual aspects of performance. Overall performance rankings, however, are more difficult to develop, especially when they involve benefits that not every [[Customer Needs|customer needs]].<br />
+(1) Performance: Performance refers to a product's primary operating characteristics. For an automobile, performance would include traits like acceleration, handling, cruising speed, and comfort. Because this dimension of quality involves measurable attributes, brands can usually be ranked objectively on individual aspects of performance. Overall performance rankings, however, are more difficult to develop, especially when they involve benefits that not every customer needs.<br />
 (2) Features: Features are usually the secondary aspects of performance, the "bells and whistles" of products and services, those characteristics that supplement their basic functioning. The line separating primary performance characteristics from secondary features is often difficult to draw. What is crucial is that features involve objective and measurable attributes; objective individual needs, not prejudices, affect their translation into quality differences.<br />
 (3) Reliability: This dimension reflects the probability of a product malfunctioning or failing within a specified time period. Among the most common measures of reliability are the mean time to first failure, the mean time between failures, and the failure rate per unit time. Because these measures require a product to be in use for a specified period, they are more relevant to durable goods than to products or services that are consumed instantly.<br />
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 == The Importance of Quality<ref>Why should organizations care about quality? [https://www.quality.org/what-quality quality.org]</ref> ==
-*To survive and thrive: Managing quality effectively can enhance the organization’s [[Brand|brand]] and reputation, protect it against [[Risk|risks]], increase its efficiency, boost its [[Profit|profits]] and position it to keep on growing. All while making staff and customers happier.
+*To survive and thrive: Managing quality effectively can enhance the organization’s brand and reputation, protect it against risks, increase its efficiency, boost its profits and position it to keep on growing. All while making staff and customers happier.
-*Quality is not just a box to be ticked or something you pay lip service to: Failures resulting from poor [[Governance|governance]], ineffective assurance and resistance to change can, and do, have dire consequences for businesses, individuals and society as a whole.
+*Quality is not just a box to be ticked or something you pay lip service to: Failures resulting from poor governance, ineffective assurance and resistance to change can, and do, have dire consequences for businesses, individuals and society as a whole.
 *Just ask BP: The company faces a total bill of £35bn from the Gulf of Mexico oil spill of 2010, which left 11 people dead, the region's environment devastated and an indelible stain on BP's reputation.
 *Or Volkswagen, which will be dealing with the fallout from the 2015 emissions cheating scandal for years to come (it's still too early to know how much it will cost them, but the amount will run to 10 figures at least).

← Older revision		Revision as of 19:17, 25 November 2022
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	== What is Quality ==		== What is Quality ==
−	'''Quality''' of a ~~[[Product\|~~product]] or ~~[[Service\|~~service]] is the extent to which it incorporates features and characteristics that allow the ~~[[Customer\|~~customer]] to use it - at satisfying their needs. Quality can also be defined as being fit for the intended purpose, or "fit for purpose". Another simple definition for quality is "conformance to requirements".<ref>Defining Quality [https://www.mangolive.com/quality-management-0-what-is-quality Mango]</ref>	+	'''Quality''' of a product or service is the extent to which it incorporates features and characteristics that allow the customer to use it - at satisfying their needs. Quality can also be defined as being fit for the intended purpose, or "fit for purpose". Another simple definition for quality is "conformance to requirements".<ref>Defining Quality [https://www.mangolive.com/quality-management-0-what-is-quality Mango]</ref>

← Older revision		Revision as of 20:13, 8 February 2021
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	*Quality effectiveness is observable by number of rejects from customers		*Quality effectiveness is observable by number of rejects from customers
	The quality characteristics of a product or service are known as the ‘Determinants of Quality’. These are the attributes customers look for to decide if it is a quality product or service.		The quality characteristics of a product or service are known as the ‘Determinants of Quality’. These are the attributes customers look for to decide if it is a quality product or service.
		+
		+
		+	== See Also ==
		+	[[Quality Management System (QMS)]]<br />
		+	[[Quality Assurance (QA)]]<br />
		+	[[Quality Competitive Index (QCi) Model]]<br />
		+	[[Quality Control (QC)]]<br />
		+	[[Quality Function Deployment (QFD)]]<br />
		+	[[Quality Management]]<br />
		+	[[Quality Management Maturity Grid (QMMG)]]<br />
		+	[[Continuous Quality Improvement (CQI)]]<br />
		+	[[Total Quality Management (TQM)]]<br />
		+	[[Information Quality Management (IQM)]]<br />
		+	[[Data Quality]]<br />
		+	[[Seven Basic Tools of Quality]]<br />
		+	[[Statistical Quality Control (SQC)]]<br />
		+
		+
		+	== References ==
		+	<references/>

← Older revision		Revision as of 20:06, 8 February 2021
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	[[File:Service Quality Dimensions.png\|400px\|Comparison of Service Quality Dimensions Approachesl]]		[[File:Service Quality Dimensions.png\|400px\|Comparison of Service Quality Dimensions Approachesl]]
	source: [http://41.67.53.40/bitstream/handle/123456789/14850/Reseach.pdf?sequence=3&isAllowed=y#:~:text=Evans%20and%20Lindsay%20(1999%2C%20p,)%20Time%3B%20Customer%20waiting%20time.&text=(6)%20Accessibility%20and%20convenience%3B%20Ease%20of%20obtaining%20service. SHE]		source: [http://41.67.53.40/bitstream/handle/123456789/14850/Reseach.pdf?sequence=3&isAllowed=y#:~:text=Evans%20and%20Lindsay%20(1999%2C%20p,)%20Time%3B%20Customer%20waiting%20time.&text=(6)%20Accessibility%20and%20convenience%3B%20Ease%20of%20obtaining%20service. SHE]
		+
		+
		+	== The Importance of Quality<ref>Why should organizations care about quality? [https://www.quality.org/what-quality quality.org]</ref> ==
		+	*To survive and thrive: Managing quality effectively can enhance the organization’s [[Brand\|brand]] and reputation, protect it against [[Risk\|risks]], increase its efficiency, boost its [[Profit\|profits]] and position it to keep on growing. All while making staff and customers happier.
		+	*Quality is not just a box to be ticked or something you pay lip service to: Failures resulting from poor [[Governance\|governance]], ineffective assurance and resistance to change can, and do, have dire consequences for businesses, individuals and society as a whole.
		+	*Just ask BP: The company faces a total bill of £35bn from the Gulf of Mexico oil spill of 2010, which left 11 people dead, the region's environment devastated and an indelible stain on BP's reputation.
		+	*Or Volkswagen, which will be dealing with the fallout from the 2015 emissions cheating scandal for years to come (it's still too early to know how much it will cost them, but the amount will run to 10 figures at least).
		+	*Or the retailers Tesco, Iceland, Aldi and Lidl, whose reputations took a battering in 2013 when beef products were found to contain horsemeat.
		+	*None of these things need have happened if the organiZation had been managing the quality of its outputs more effectively. But quality isn't just about disaster prevention – it's about achieving great results, and seizing opportunities to get better and better.
		+	*Quality isn’t just an issue for commercial enterprises: Every organiZation has stakeholders of one kind or another whose needs they must strive to meet, which is what effective quality management is ultimately about.
		+
		+
		+	== Cost of Quality<ref>Cost of Quality [https://www.qualitymag.com/articles/95237-what-is-quality-management-and-why-does-it-matter Grham freeman]</ref> ==
		+	Cost of Quality (COQ) is a way of measuring the costs associated with ensuring that a Culture of Quality thrives in an organization, as well as the costs associated with Quality failures. There are four types of Quality-related costs:
		+	*Prevention costs. These planned costs are the result of designing and implementing a QMS and preventing Quality problems from arising. These costs include Quality planning, training, and Quality assurance.
		+	*Appraisal costs. These costs are the result of measuring the effectiveness of a Quality Management System and apply to both manufacturers and the supply chain. These costs include verification, Quality audits, and supplier assessment.
		+	*Internal failure costs. These costs arise when the manufacturer discovers Quality failures before products or services are delivered to customers. They include waste from poor processes, excessive scrap, rework to correct errors, and the activity required to diagnose the cause of Quality failures.
		+	*External failure costs. These are the most expensive costs and are usually apparent only after the products or services have reached the customer. These costs include repairs, warranty claims, returns, and dealing with customer complaints.
		+
		+	The Cost of Poor Quality (COPQ) and its consequences can be difficult for organizations to measure, and it can be a struggle to convince executive stakeholders that Quality improvement projects to mitigate COPQ have real value and are not simply cost centers. The primary consequences of COPQ are the most obvious. Costs associated with process failures inside the organization include:
		+	*Excess scrap and waste material created by inefficient manufacturing processes,
		+	*Rework on defective or damaged products before they ship to market, and,
		+	*Retesting and analyzing processes and procedures to determine point of failure. If poor Quality is not caught before products or services make their way to end customers, the external costs can include those associated with:
		+	*Lawsuits,
		+	*Recalls,
		+	*Warranties,
		+	*Complaints,
		+	*Returns,
		+	*Repairs, and,
		+	*Field support.
		+	The traditional Cost of Poor Quality has usually been assumed to be between 4 percent and 5 percent of an organization’s annual revenue.xiii In other words, a business with $100 million in annual revenue is throwing away between $4 million and $5 million by failing to mitigate the impact of preventable process failures.
		+
		+	Yet, like an iceberg, the visible surface of the problem masks something far deeper.xiv Hidden costs associated with COPQ can include:
		+	*Decreased employee engagement,
		+	*Higher employee turnover and attrition,
		+	*Employees addressing Quality failures instead of focusing on Quality improvement through innovation,
		+	*Overtime costs,
		+	*Machine downtime,
		+	*Long-term customer dissatisfaction,
		+	*Brand damage,
		+	*Poor inventory turnover, and,
		+	*Decreased customer lifetime value.
		+	When we account for these hidden and long-term costs, COPQ is more like 10 percent to 25 percent of an organization’s annual revenue. To put that into perspective again, that would mean a company with $10 million in annual revenue is throwing away $1 million to $2.5 million every year on failures that are predictable and preventable. These costs are often passed on to customers in the form of a higher price tag, which leads to additional customer dissatisfaction and brand damage. Investing in Quality is therefore the most effective way of reducing these staggering costs.

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 **b. "The loss a product imposes on society after it is shipped." This definition of quality is based on a more comprehensive view of the production system.
 *Gerald M. Weinberg: "Value to some person".
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 [[File:Service Quality Dimensions.png|400px|Comparison of  Service Quality Dimensions Approachesl]]
 source: [http://41.67.53.40/bitstream/handle/123456789/14850/Reseach.pdf?sequence=3&isAllowed=y#:~:text=Evans%20and%20Lindsay%20(1999%2C%20p,)%20Time%3B%20Customer%20waiting%20time.&text=(6)%20Accessibility%20and%20convenience%3B%20Ease%20of%20obtaining%20service. SHE]