A QUALITY CONTROL AND

RELIABILITY /TOTAL
QUALITY MANAGEMENT
(TM 607/ DMS 622)
Ronaldo A. Juanatas, PhD.
Course Description
This course is an introduction of the theory and
application involving data collection and analysis for
maintaining product quality, reliability of systems and
procedures in production, control of laboratory variability, and
the establishment of product standards and acceptance
sampling protocols. (1)
This course will update/keep-up the student of standard
procedures, importance, requirements of quality management
in practically all areas or aspects of operations of the enterprise
and the control the business/management institution needs to
exert in order to satisfy local and international quality standards.
(2)

(1) TM 607
(2) DMS 622

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Content
 Managing Quality
Definition; Quality, Planning, Control & Improvement;
The Quality Gurus; ISO Standards; Quality & Financial
Performance
 Quality Control Improvement
Design of Quality Control Systems; Process Quality
Control; Attribute Control; Variables Control; Control
Charts; Continuous Improvement; Quality Control in
Industry

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ASSURING QUALITY
Quality drives operational decisions. The level of quality a company seeks to achieve is a strategic decision that eventually
determines how a product is made or a service is delivered. Designing products and services, designing and planning the
production process, locating and developing the production facility, designing jobs and work activities, and planning and
scheduling the flow of products throughout the system are all areas that are increasingly dominated by quality.
INTRODUCING QUALITY DEFINING QUALITY
Providing quality is everybody’s job in a company. A
lead needs to come from management who
 Pride of workmanship [W. Edwards Deming]
should offer frameworks and a sense of purpose.
 Fitness for use [Joseph M. Juran]
Management can be defined as:
 Conformance to specifications [Philip B.
Risking yourself in the mobilizing of Crosby]
resources and relationships to add value to the “Quality is delighting the customer by continuously
enterprise. meeting and improving upon agreed
requirements”
Quality is About People
-Macdonald and Piggott
The total quality approach is about people and
attitudes. It’s not about techniques and procedures as PRODUCT QUALITY
such. It includes them, and it needs them. Performance, Durability, Conformance with
Quality is About Working Together specifications, Features, The Name,
Reliability, Serviceability, Fit and Finish
Fostering relationships is vital when dealing with
quality. Quality is a mindset, but it is not merely an
individual mindset; it is a collective one. SERVICE QUALITY
Quality Needs Techniques

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Tangibles, Reliability, Responsiveness,
Techniques are required. Techniques help the whole Competence, Credibility/ Trustworthiness,
workforce to use their brainpower productively. Empathy, Courtesy, Communication
LISTENING TO THE GURUS
W. EDWARDS DEMING JOSEPH JURAN

14 Points for Management Juran’s Ten Steps

 Constancy of Purpose  Build awareness of the need and opportunity for
 A New Philosophy improvement
 Away with Mass Inspection  Set goals for it
 Set up an organization to reach those goals with
 Reliability of supplier
quality council in the lead
 Forever Improving
 Training
 Train and Train and Train
 Report progress
 Leadership  Problem solving projects
 Drive Out Fear  Recognize people who produce good quality work.
 Pull Down Barriers  Ensure that everybody is informed about results
 Eliminate Sloganising  Keep a score of it all
 Get Rid of Quotas  Maintain momentum by making annual improvement
 Pride of Workmanship part of the company’s regular processes
 Self-Improvement
 Transformation is Everybody’s Job

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LISTENING TO THE GURUS
PHILIP CROSBY
Crosby’s 14 Steps
 Commitment from management
 A quality improvement team to run improvement programmes (though it’s still part of
everyone’s job).
 Quality measurement displayed so that everybody can evaluate what is happening and do
what is necessary.
 A definition of the cost of quality used as a management tool.
 The provision of a method of raising quality awareness so that everyone has an operational
definition of conformance to requirements.
 A systematic method of resolving problems that have been identified in the earlier steps.
 Launching a zero-defects programme.
 Training supervisors to lead the quality improvement programme.
 Having a zero-defects day to help all employees realize that things are changing.
 Goal setting to turn the pledges that employees are encouraged to make into specific
improvement goals.
 Setting up a means by which, when employees meet a situation they need to communicate to
the manager, there is a channel for doing it. Without this, the pledge to improve things and go
for zero defects becomes meaningless.
 Showing appreciation of those who participate.

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 Setting up quality councils.
 “Do it over again”. This is to emphasize that quality improvement programmes
never end.
WHEN 99.9 Percent Quality Is Not Enough

If 99.9 percent quality standards were in effect, the following would

happen:
1. Two million documenst would be lost by the BIR each year.
2. 22,000 checks would be deducted from the wrong bank account.
3. 1314 phone calls would be misrouted each day.
4. 12 babies would be given to the wrong parents each day.
5. Two plane landings daily at the NAIA would be unsafe.

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TOTAL QUALITY MANAGEMENT
Total Quality Management (TQM) is not a technique; it is broad management approach or methodology, dealing
with processes and attitudes. TQM takes places as the primary objective for the organization, as opposed to the
traditional management objective of maximizing production and subsequently controlling cost. Although TQM was
initially developed for manufacturing environment, it can be applicable to any environment, which involves inputs and
outputs, such as knowledge industries like universities.

PRINCIPLES OF TQM
 There is a goal of continuous improvement against achieving static level of quality. It is about approaching
excellence in an incremental way. Commitment of Top management should be visible.
 TQM is a proactive systematic approach this feature demands quality design rather than inspection of quality
after poor design.
 TQM attempts to expose problems rather than hide or bury them or the Just in Time concept.
 TQM creates, encourages and nurtures simplicity, instead of bureaucratic approach of adding controls.
The essence of TQM is the simple but extremely powerful belief that it is better and hence cheaper to do every process
right at first time rather than not to do it right and then correct it afterwards. Doing things right at the first time
requires no money. Doing things wrong is what only costs money, as allowing defective products to get produced
wastes time and resources. Thus, longer it takes to identify problem, more will be cost incurred to correct it. TQM is a
systematic way of guaranteeing that all activities within an organization happen as planned. It is the management
attitude that concerns with preventing problems at source, rather than allowing problems to occur and then

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correcting them afterwards.
Discussion Questions
 How can quality be measured for the following
products?
a. Telephone service
b. Automotive repair
c. Manufacture of ballpoint pens
d. Technical Training

 Which of Deming’s 14 points do you agree with

and which ones do you disagree with?

 Contrast and compare the Deming, Crosby, and

Juran approaches to quality improvement.