QUALITY MANAGEMENT

Code: KMBN OM03

Course Credit : 3 Teaching Hours : 36
Course Objective: This course is designed to help students understand
1. The concepts of Quality Management & Control
2. Describe Quality Management Systems
3. Recognise the value of Total Quality Management
4. Practice Quality Assurance and Control
5. Measure Quality and make improvements
6. Apply Quality Management Tools and Techniques

UNIT 1(6 Hours)

Quality Concepts ( 8 lectures) : Evolution of Quality Management, Concepts of Quality, Quality
Control v/s Quality assurance , Dimensions of Quality, Principles of Quality, Deming’s, Juran’s &
Crosby’s Quality Philosophy, Quality Cost, Quality Leadership, Role of Top Management.
UNIT 2 (8 Hours)
Quality Management System (QMS) & Process Quality Improvement : Basics of QMS, 7 QC tools,
Regression Control Charts, Process Capability and Analysis, Measurement system Analysis, Design and
Analysis of Experiment (DOE), Acceptance sampling plan, Different Cost associated with Quality like
Assurance cost, Failure cost , prevention cost, rectification cost, appraisal cost, Process failure mode
and effect analysis (PFMEA), Understanding Service Quality, case studies.
UNIT 3(6 Hours)
Product Quality Improvement: Quality Function Deployment, Robust Design and Taguchi Method,
Design Failure Mode & Effect Analysis, Product Reliability Analysis.
UNIT 4 (8 Hours)
Total Quality Management: Meaning of TQM, Elements of Total Quality Management, Quality
Circles, Six Sigma, Six sigma for Process Improvement, Six Sigma in Product Development & Design.
Benchmarking, Quality Function Deployment (QFD), Taguchi’s Quality Engineering, Total Productive
Maintenance (TPM)
UNIT 5 (6 Hours)
Quality Standards : ISO-9000 and it concept of Quality management, ISO 14001, ISO 22000, ISO
27001, OHSAS 18001 and QS 9000, Indian Quality standards, Quality Audit, Quality Awards.
 Quality Management (KMBN OM03)
MBA-4th Sem.
UNIT-1
Evolution of quality management
The evolution of quality management can be traced back to the early 20th century, when the
focus was on inspection and quality control. However, as industries grew, there was a need for
a more systematic approach to quality management. This led to the development of the concept
of quality assurance, which aimed to ensure that products and services were consistently
produced to meet customer requirements.
The evolution of quality management can be divided into three stages: inspection and quality
control, quality assurance, and modern approach.
Inspection and Quality Control: The early 1900s saw the introduction of the assembly line in
mass production, which created a need for inspection and quality control. Inspection was done
at the end of the production process to detect defects, and products that did not meet the quality
standards were rejected. This approach was reactive and did not focus on preventing defects
from occurring in the first place.
Quality Assurance: During World War II, the military realized the importance of ensuring that
products and services met specific quality standards. This led to the development of quality
assurance, which aimed to prevent defects from occurring by designing, implementing, and
maintaining a system that ensured quality. Quality assurance was a proactive approach that
involved planning, control, and continuous improvement.
Modern Approach: In the 1980s, there was a shift towards a more modern approach to quality
management. This approach focused on customer satisfaction, continuous improvement, and
employee involvement. The modern approach emphasized that quality was everyone's
responsibility, not just the responsibility of the quality control department.
The modern approach to quality management is based on the following principles:
Customer focus: Understanding and meeting customer needs and expectations is crucial to the
success of any organization. By understanding customer needs, organizations can improve their
products and services to meet customer requirements.
Continuous improvement: Organizations must constantly improve their processes and systems
to remain competitive. Continuous improvement involves identifying opportunities for
improvement and making changes to processes and systems to achieve better results.
Employee involvement: Employees are the key to quality improvement. Organizations must
involve employees in quality initiatives to ensure that they are committed to the success of the
organization.
Leadership: Top management must set the tone for quality management. By emphasizing the
importance of quality, top management can create a culture of quality and continuous
improvement.
Data-driven decision making: Organizations must use data to make informed decisions. By
collecting and analyzing data, organizations can identify opportunities for improvement and
make data-driven decisions.
The concept of quality
The concept of quality refers to the degree of excellence or superiority of a product or service,
as perceived by the customer. Quality is a critical factor in determining customer satisfaction
and loyalty, and it can also affect the reputation and success of an organization. In this section,
we will discuss the various concepts of quality that are relevant in the context of quality
management.
Fitness for use: This concept of quality refers to the degree to which a product or service meets
the needs and expectations of the customer. A product that is fit for use is one that performs its
intended function effectively, efficiently, and reliably.
Conformance to specifications: This concept of quality refers to the degree to which a product
or service meets the specifications or standards set by the organization or regulatory bodies.
Conformance to specifications is important in industries such as aerospace, automotive, and
healthcare, where safety and reliability are critical.
Customer satisfaction: This concept of quality refers to the degree to which a product or
service meets the expectations and preferences of the customer. Customer satisfaction is a key
factor in determining the success of an organization, and it can be measured using various
methods such as surveys, feedback forms, and customer complaints.
Value for money: This concept of quality refers to the degree to which a product or service
provides value for money. A product or service that is of high quality and is priced reasonably
provides value for money to the customer.
Continuous improvement: This concept of quality refers to the process of continually
improving the quality of products or services through the implementation of quality
management practices such as total quality management, lean management, and Six Sigma.
Continuous improvement is important for organizations to remain competitive and to meet the
changing needs and expectations of customers.
Prevention over inspection: This concept of quality refers to the idea that preventing defects
from occurring is better than detecting and correcting them after they have occurred. Prevention
over inspection is an important concept in quality management, as it can help organizations
save time and resources and improve the overall quality of products and services.
Total Quality Management: Total Quality Management (TQM) is a management philosophy
that emphasizes the importance of quality in all aspects of organizational operations. TQM
involves the active involvement of all employees in quality improvement initiatives and the
implementation of quality management practices such as customer focus, continuous
improvement, and employee involvement.
Quality Control v/s Quality assurance
Quality control and quality assurance are two important aspects of quality management that
are often used interchangeably. However, there are significant differences between the two
concepts. In this section, we will discuss the key differences between quality control and
quality assurance.
Quality Control: Quality control refers to the process of verifying that a product or service
meets the specified quality standards. It is a reactive process that involves monitoring and
inspecting the output of a process or product to identify defects and take corrective actions to
eliminate them. The main goal of quality control is to identify and eliminate defects before the
product or service is delivered to the customer.
The following are the key characteristics of quality control:
Reactive process: Quality control is a reactive process that involves identifying and correcting
defects after they have occurred.
Inspection-based: Quality control relies heavily on inspection and testing to identify defects
in products or services.
Focus on product output: Quality control focuses on the output of a process or product and
aims to identify defects and correct them before the product is delivered to the customer.
Control-oriented: Quality control is a control-oriented approach that emphasizes process
control and inspection to identify and eliminate defects.
Quality Assurance: Quality assurance refers to the process of ensuring that a product or
service meets the specified quality standards from the very beginning of the production process.
It is a proactive process that involves establishing and implementing a set of quality standards
and processes to prevent defects from occurring in the first place. The main goal of quality
assurance is to ensure that the product or service is of high quality and meets the customer's
requirements.
The following are the key characteristics of quality assurance:
Proactive process: Quality assurance is a proactive process that involves preventing defects
from occurring in the first place.
Process-based: Quality assurance is a process-based approach that focuses on establishing and
implementing a set of quality standards and processes to prevent defects from occurring.
Focus on customer requirements: Quality assurance focuses on meeting the customer's
requirements and ensuring that the product or service is of high quality and meets the
customer's expectations.
Improvement-oriented: Quality assurance is an improvement-oriented approach that
emphasizes continuous improvement and the implementation of best practices to prevent
defects and improve quality.
Dimensions of Quality?

In quality management, the term "dimensions of quality" refers to the various attributes or
characteristics that define the quality of a product or service. These dimensions help
organizations understand the expectations and requirements of their customers and
stakeholders and design their products and services accordingly. In this section, we will discuss
the eight dimensions of quality as proposed by David A. Garvin.
Performance: This dimension refers to the primary operating characteristics of a product or
service, such as speed, accuracy, durability, and reliability. Customers expect a product or
service to perform the function for which it is designed efficiently and effectively.
Features: This dimension refers to the additional attributes or characteristics that enhance the
performance of a product or service. Customers expect products and services to have additional
features that provide value and meet their needs and preferences.
Reliability: This dimension refers to the ability of a product or service to perform consistently
over time and under different conditions. Customers expect products and services to be reliable
and perform as expected without failures or breakdowns.
Conformance: This dimension refers to the extent to which a product or service meets the
specified requirements and standards. Customers expect products and services to conform to
the quality standards and specifications.
Durability: This dimension refers to the expected lifespan or longevity of a product or service.
Customers expect products and services to last long and be durable.
Serviceability: This dimension refers to the ease and speed with which a product or service can
be repaired, maintained, or serviced. Customers expect products and services to be easy to
maintain and repair, and quick to service.
Aesthetics: This dimension refers to the sensory attributes of a product or service, such as
appearance, smell, taste, and touch. Customers expect products and services to be aesthetically
pleasing and visually appealing.
Perceived Quality: This dimension refers to the customer's overall impression of the quality of
a product or service, based on their experiences and interactions with it. Customers expect
products and services to provide a positive experience and meet their expectations.

Principles of Quality:
There are several principles of quality that have been developed over time to ensure that
organizations can meet the needs and expectations of their customers. The following are the
eight principles of quality as per ISO 9000:2015 standard:
Customer focus: Organizations must understand their customers' needs and expectations and
design their products and services accordingly.
Leadership: Top management must provide leadership and establish a clear vision and mission
for the organization.
Engagement of people: All employees must be engaged in the quality management process and
have the necessary skills and knowledge to contribute to the organization's success.
Process approach: Organizations must adopt a process approach to quality management and
identify, measure, and improve their key processes.
Improvement: Organizations must continually improve their processes and products or services
to meet changing customer needs and expectations.
Evidence-based decision making: Decisions must be based on data, facts, and evidence to
ensure that they are effective and efficient.
Relationship management: Organizations must establish and maintain effective relationships
with their customers, suppliers, and other stakeholders.
Risk-based thinking: Organizations must identify and manage risks to their processes and
products or services to ensure that they can meet their quality objectives.

Deming’s Quality Philosophy?

Dr. W. Edwards Deming was a prominent quality management expert who played a significant
role in the development of Japanese industry after World War II. His philosophy is based on
the idea that quality must be considered as a fundamental part of an organization's culture, and
that a commitment to continuous improvement is essential for achieving long-term success.
Deming's philosophy is based on 14 key principles, which are as follows:
Create constancy of purpose for improvement of product and service: This principle
emphasizes the need for organizations to have a long-term vision for continuous improvement.
Adopt the new philosophy: This principle stresses the importance of a paradigm shift in the
way organizations approach quality.
Cease dependence on mass inspection: This principle promotes the use of statistical process
control as a means of achieving high quality.
End the practice of awarding business on price tag alone: This principle emphasizes the
need for organizations to consider the total cost of ownership when making procurement
decisions.
Improve constantly and forever the system of production and service: This principle
emphasizes the need for continuous improvement at all levels of the organization.
Institute training on the job: This principle stresses the importance of providing employees
with the necessary training to perform their jobs effectively.
Institute leadership: This principle emphasizes the need for strong leadership to guide the
organization in achieving its quality goals.
Drive out fear: This principle emphasizes the need for a culture of trust and open
communication in the workplace.
Break down barriers between departments: This principle stresses the importance of
collaboration and teamwork across all departments of the organization.
Eliminate slogans, exhortations, and targets for the workforce: This principle emphasizes
the need for a focus on long-term goals and the elimination of short-term thinking.
Eliminate numerical quotas: This principle emphasizes the importance of quality over
quantity.
Remove barriers to pride of workmanship: This principle stresses the importance of creating
a workplace environment that fosters pride and a sense of ownership in the work being
performed.
Institute a vigorous program of education and self-improvement: This principle
emphasizes the importance of ongoing learning and development for employees.
Put everybody in the company to work to accomplish the transformation: This principle
emphasizes the need for a holistic approach to quality improvement, involving everyone in the
organization.
Overall, Deming's philosophy stresses the importance of a long-term focus on quality,
continuous improvement, strong leadership, and a culture of trust and collaboration in the
workplace

Juran’s Quality Philosophy?

Juran's Quality Philosophy is based on the belief that quality management is a strategic function
that must be integrated into all aspects of a business. His philosophy emphasizes the importance
of focusing on the needs of customers, improving processes, and reducing waste to achieve
sustainable quality.
Juran identified three main components of quality management: quality planning, quality
control, and quality improvement. He believed that quality planning should be carried out
before any work is started, and that it should involve identifying the needs and expectations of
customers, designing products and services to meet those needs, and establishing measurable
goals for quality.
Juran also believed that quality control should be an ongoing process that involves monitoring
and controlling the work being done to ensure that it meets the established quality standards.
This includes developing quality metrics, measuring performance against those metrics, and
taking corrective action when necessary.
Finally, Juran emphasized the importance of quality improvement, which involves
continuously looking for ways to improve processes, products, and services to better meet the
needs of customers. He believed that quality improvement should be a collaborative effort
involving all employees, and that it should be supported by data-driven decision-making.
One of the key principles of Juran's Quality Philosophy is the concept of the "quality trilogy,"
which emphasizes the interdependence of quality planning, quality control, and quality
improvement. According to this principle, all three components must work together in order to
achieve sustainable quality.
Another important principle of Juran's Quality Philosophy is the concept of the "vital few and
trivial many." This principle states that a small number of factors are responsible for a large
proportion of quality problems, and that by focusing on these critical few factors, significant
improvements in quality can be achieved.
Overall, Juran's Quality Philosophy emphasizes the importance of a systematic approach to
quality management, with a focus on continuous improvement, data-driven decision-making,
and collaboration among all employees.

Crosby’s Quality Philosophy?

Crosby's Quality Philosophy, also known as the "Zero Defects" approach, emphasizes the
importance of preventing defects in products or services rather than correcting them after they
have occurred. According to Crosby, the cost of poor quality, which includes the cost of scrap,
rework, and warranty claims, can be reduced to zero by focusing on prevention rather than
detection and correction.
Crosby identified four principles of quality management that organizations can use to achieve
the goal of zero defects:
Prevention: Crosby believed that quality problems should be prevented before they occur. This
involves designing processes and products to minimize the risk of defects, using error-proofing
techniques, and providing training to employees to ensure that they can perform their jobs
effectively.
Quality is conformance to requirements: Crosby emphasized that quality means meeting
customer requirements, and that the goal should be to ensure that every product or service
delivered to a customer meets their specifications.
Zero defects: Crosby argued that defects are unacceptable and that organizations should strive
for zero defects in their products and services.
Continuous improvement: Crosby believed that quality improvement is an ongoing process and
that organizations should constantly strive to improve their processes and products to eliminate
defects and improve customer satisfaction.
To implement his quality philosophy, Crosby proposed a 14-step quality improvement program
that includes the following:
Management commitment: Top management must demonstrate their commitment to quality by
setting clear goals and providing the necessary resources to achieve them.
Quality improvement team: A team of people from different parts of the organization should
be formed to oversee the quality improvement program.
Quality measurement: Crosby believed that quality should be measured and tracked using
statistical methods to ensure that progress is being made.
Cost of quality evaluation: The cost of poor quality should be evaluated to identify areas for
improvement.
Quality awareness: All employees should be educated and trained on the importance of quality
and their role in achieving it.
Corrective action: When a defect occurs, corrective action should be taken immediately to
prevent it from happening again.
Zero defects planning: Planning should be focused on achieving zero defects by designing
processes and products to prevent defects.
Process improvement: Processes should be continually evaluated and improved to eliminate
defects.
Employee education and training: Employees should receive ongoing education and training
to improve their skills and knowledge.
Goal setting: Clear goals should be set for quality improvement, and progress should be tracked
against these goals.
Error cause removal: The root causes of errors should be identified and eliminated to prevent
them from recurring.
Recognition: Employees who make significant contributions to quality improvement should be
recognized and rewarded.
Quality council: A council of quality experts should be established to provide guidance and
support for the quality improvement program.
Do it all over again: Crosby emphasized that quality improvement is an ongoing process and
that organizations should continually strive to improve their processes and products.

Quality Cost?
Quality cost refers to the total cost incurred by a company or organization to ensure the quality
of its products or services. These costs can be classified into four categories: prevention costs,
appraisal costs, internal failure costs, and external failure costs.
Prevention costs are those incurred to prevent defects from occurring in the first place. This
includes the cost of implementing quality management systems, conducting training programs
for employees, and developing and implementing quality control procedures.
Appraisal costs are those incurred to determine the level of quality achieved by the products or
services. This includes the cost of inspecting and testing the products or services, conducting
audits, and analyzing data to identify trends and potential areas of improvement.
Internal failure costs are those incurred as a result of defects found during the production
process. This includes the cost of scrap and rework, as well as the cost of downtime and lost
productivity.
External failure costs are those incurred when defects are found after the product or service has
been delivered to the customer. This includes the cost of warranty claims, product recalls, and
litigation.
Overall, quality cost is an important consideration for any organization as it directly impacts
their profitability and customer satisfaction. By investing in prevention and appraisal costs,
companies can reduce their internal and external failure costs and improve the quality of their
products or services.

Quality Leadership?
Quality leadership refers to the ability of a leader to inspire and motivate their team towards
achieving a common goal while maintaining high standards of performance and quality. It
involves creating a work environment that fosters teamwork, innovation, and continuous
improvement.
One of the essential traits of a quality leader is a clear vision. The leader must have a clear
understanding of what they want to achieve and how they plan to achieve it. They must also be
able to communicate this vision to their team in a way that inspires and motivates them.
Another crucial aspect of quality leadership is the ability to lead by example. A leader who
expects their team to work hard and maintain high standards of quality must first do so
themselves. They must be willing to roll up their sleeves and work alongside their team,
demonstrating their commitment to the cause.
Effective communication is also a critical skill for a quality leader. They must be able to listen
actively to their team and provide clear and concise instructions. They must also be able to give
constructive feedback and praise when appropriate, which can help motivate their team and
improve performance.
A quality leader must also be able to delegate tasks effectively. They must be able to identify
the strengths and weaknesses of each team member and assign tasks accordingly. This not only
helps ensure that the job is done correctly but also helps build the team's confidence and trust
in their leader.
Lastly, a quality leader must be committed to continuous improvement. They must be open to
feedback from their team and be willing to make changes when necessary. They must also be
proactive in identifying areas for improvement and implementing changes to enhance
performance.
In summary, quality leadership involves having a clear vision, leading by example, effective
communication, delegation, and a commitment to continuous improvement. When these traits
are combined, a quality leader can inspire and motivate their team to achieve their goals while
maintaining high standards of performance and quality.
Role of Top Management in quality management?
The role of top management in quality management is crucial for the success of any
organization. Top management refers to the individuals who hold the highest positions in an
organization, such as the CEO, COO, and other senior executives. They are responsible for
setting the direction and goals of the organization, as well as ensuring that the organization's
activities are aligned with its strategic objectives.
Top management plays a critical role in quality management as they are responsible for
creating and implementing the organization's quality policy and ensuring that it is
communicated and understood by all employees. This involves setting quality objectives,
allocating resources, and establishing processes for measuring and improving quality. They
must also ensure that the organization's quality management system is regularly reviewed and
audited for effectiveness and efficiency.
Additionally, top management must lead by example and demonstrate their commitment to
quality by actively promoting a culture of quality within the organization. They must ensure
that all employees are aware of their roles and responsibilities in achieving quality objectives,
and that they are empowered to take ownership of quality improvement initiatives.
Effective communication is also crucial for top management in quality management. They must
communicate the importance of quality to all employees and stakeholders, and ensure that
everyone is aware of the organization's quality performance and progress towards its
objectives. This requires regular reporting, feedback, and engagement with employees,
customers, and suppliers.
Top management must also ensure that the organization has the necessary resources and
capabilities to achieve its quality objectives. This includes investing in training and
development programs, providing access to technology and equipment, and allocating budget
and personnel for quality improvement initiatives.
In conclusion, the role of top management in quality management is essential for the success
of an organization. They must provide leadership, direction, and resources to ensure that the
organization's quality objectives are met. They must also lead by example and promote a
culture of quality throughout the organization, while communicating effectively with
employees, stakeholders, and customers.