[Note: This is a partial preview. To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer. This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement. Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.  LEARNING OBJECTIVES 1. Gain knowledge on the key concepts, philosophies and principles of Quality 2. Understand the Total Quality frameworks, methods and tools 3. Identify the challenges and best practices of Total Quality CONTENTS 1. Key Concepts of Quality 2. Quality Philosophies and Principles 3. Quality Frameworks and Models 4. Quality Improvement Methods and Tools 5. Challenges and Best Practices

1. INTRODUCTION TO
QUALITY
© Operational Excellence Consulting. All rights reserved.

2. © Operational Excellence Consulting
LEARNING OBJECTIVES
2
Gain knowledge on
the key concepts and
principles of Quality
Identify the challenges
and best practices of
Total Quality
Understand the Total
Quality frameworks,
methods and tools

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CONTENTS
3
KEY CONCEPTS OF
QUALITY
QUALITY
PHILOSOPHIES &
PRINCIPLES
QUALITY
FRAMEWORKS &
MODELS
QUALITY
IMPROVEMENT
METHODS & TOOLS
01 04
03
02
CHALLENGES &
BEST PRACTICES
05

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“
Quality is not an act, it is a
habit.”
ARISTOTLE
4

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COVID-19 VACCINES MIX-UPS & DEFECTS
5

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QUALITY IS NOT A FAD
6
Successful Lean organizations in
Japan are built on a strong
foundation of quality.

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CUSTOMERS HAVE EXPECTATIONS OF QUALITY
7
The customer who receives a
defective product is 100%
dissatisfied.

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TRADITIONAL INSPECTION IS A POOR SUBSTITUTE FOR QUALITY
8
Traditional 100% inspection does not
provide 100% defect-free products.

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Why does it always
seem we have plenty of
time to fix our problems,
but never enough time
to prevent the problems
by doing it right the first
time?

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“
Quality is more important
than quantity. One home
run is much better than two
doubles.”
STEVE JOBS
10

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MINDSET OF A NON-QUALITY THINKER
11
“Quality improvement
activities only increase
our workload.”
“Quality is the
responsibility of the
QA department.”
“Building quality
into the design
and manufacturing
processes will only
increase product
cost.”
“Zero defect is
not possible.”

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WHAT IS QUALITY?
“Fitness for
purpose or use.”
“Degree to which a
set of inherent
characteristics fulfils
requirements.”
“Conformance to
requirements.”
“Quality is what the
customer says it is.”
“A predictable degree
of uniformity and
dependability, at low
cost and suited to the
market.”
Joseph M. Juran
Philip B. Crosby Armand V. Feigenbaum
ISO 9000
W. Edwards Deming

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WHAT QUALITY IS NOT
13
● A flavor of the month
● The job of the QA department
● 100 percent inspection
● An ISO 9000 quality
management system
● Churning out tons of Standard
Operating Procedures
● A machine vision system
● Requiring supervisors to
constantly “police” the operators
● A rigorous Six Sigma Green Belt
certification program
● Another one of those “Extra
Curricula Activities”

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BENEFITS OF QUALITY IMPROVEMENT
14
Improve company
image and reputation
Build problem-solving
skills and improve
employee morale
Improve productivity and
competitiveness
Develop a culture of
continuous improvement
and innovation
Maintain customer
satisfaction and loyalty
High cost of poor quality
(e.g. rework, scrap,
warranty claims)

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We See Only the Tip of the Iceberg
POOR QUALITY COSTS A TYPICAL COMPANY 15-20% OF SALES
ANNUALLY
15
Scrap
Rework
Rejects
Warranty
claims
Maintenance
and service
Additional
labor hours
Visible
Less
Visible
Quality engineering
and administration
Inspection/test (materials,
equipment, labor)
Expediting
Cost to customer
Excess inventory
Longer cycle times
Quality audits
Vendor control
Lost customer loyalty
Improvement program costs
Process control

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TOTAL CUSTOMER SATISFACTION
16
SERVICE
QUALITY
PRODUCT
QUALITY
INNOVATION
TOTAL CUSTOMER
SATISFACTION &
LOYALTY
Source: Adapted from Alex Trotman,
ex-CEO Ford Motor Company

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TOWARDS A TOTAL QUALITY CULTURE
17
Today’s Culture
Tomorrow’s Culture
Quality Principles &
Methodologies
Organizational Values

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QUALITY TRANSFORMATION REQUIRES A CULTURE CHANGE
18
Work Systems
& Processes
Behavior
Attitude
Culture
The way we act
The way we think
Quality awareness and
improvement

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QUALITY STARTS WITH EACH AND EVERYONE OF US
19
We ensure that our work is done
right first time before passing it
to the next process.

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QUALITY & PERSONAL VALUES
20
Personal initiative has
a positive impact on
business success
Quality begins with
personal attitudes
Quality-focused
individuals often
exceed customer
expectations
Attitudes can be
changed through
awareness and effort
(e.g., adhering to
personal quality
standards)

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1. On time for meetings
2. Agenda for every meeting
3. Phone: answer in 2 rings
4. Email: respond within 1 day
5. Voice mail: cleared same day
6. Briefcase work: within 1 day
7. Organize your workstation for
maximum productivity
PERSONAL QUALITY STANDARDS
8. Communicate daily with
associates
9. Communicate daily with
customers
10. Treat others with respect and
dignity
11. Honesty in all dealings with others
and yourself
12. Participate or lead in continuous
improvement projects
21

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CHALLENGES OF TOTAL QUALITY IMPLEMENTATION
22
Inability to change organizational culture
(behaviors)
2
Lack of focus on internal and external
customers’ needs
3
Lack of management commitment
1
Not dedicating resources and time to
quality efforts
4
Lack of continuous training and
education
5
Lack of empowerment and teamwork
7
Lack of management review
8
Lack of data collection, measurement
and analysis
6
Resistance to change
9
Continuous improvement is not
continuous
10
Source: J. M. Juran

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“
In the race for quality, there
is no finish line.”
DAVID KEARNS
23
Former CEO of Xerox

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Operational Excellence Consulting is a management
training and consulting firm that assists organizations
in improving business performance and effectiveness.
Based in Singapore, the firm’s mission is to create
business value for organizations through innovative
design and operational excellence management
training and consulting solutions. For more
information, please visit www.oeconsulting.com.sg
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