plan.
do.
assess.
check.

Defect prevention was emphasized.
Quality circles were extensively used.
Use of inspection was widespread.
Quality was every worker’s responsibility.

customers
suppliers
consumers
purchasers

manufacturing processes but not service processes
service processes but not manufacturing processes
any organization
neither manufacturing processes nor service processes

Defect prevention was emphasized.
Quality circles were extensively used.
Use of inspection was widespread.
Quality was every worker’s responsibility.

User-based
Value-based
Product-based
Judgmental

Customers often are involved in the service process.
Services are tangible.
Services cannot be stored, inventoried, or inspected prior to delivery.
Services are produced and consumed simultaneously.

engineering schools
craft guilds
automation
the Industrial Revolution

Quality
Production output
Continuous improvement
Just-in-time manufacturing

It is driven by customer needs and wants.
It is soon copied by competitors.
It matches the organization’s unique resources with external opportunities.
It provides a basis for further improvement.

User-based
Product-based
Manufacturing-based
Value-based

Output of services is generally less tangible compared with a manufactured product.
Quality is more easily measured in manufacturing than in service operations.
The timing of product manufacturing is more important than on-time service delivery.
Services are generally more labor intensive than manufacturing processes.

the responsibility for quality to become a clouded issue
upper management to be more knowledgeable about quality
no effect on the quality of the products the customer received
production efficiency to decline

to provide the workers with the opportunity to control the quality of the product or service at their work stations
to ensure that no defective items reach the customer
to discover and help resolve production problems
to judge the quality of manufacturing

services cannot be analyzed as production systems
a productivity measure cannot be developed for services
customers are more involved in manufacturing industries
the outputs are less tangible

labor; equipment
quality; quantity
input; output
profit; cost

Service output is more easily measured.
Services tend to be produced and consumed simultaneously.
Service output is generally more tangible.
Providing service requires a lower degree of customization than does manufacturing.

The quantities of product attributes.
Not all products are fit for use.
Consumers frequently confuse products with services.
Product-based quality cannot be defined precisely; you just know it when you see it.

Sales
Purchasing
Product design
None of the above

Manufacturing-based
Value-based
Product-based
User-based

systems thinking
resource alignment
functional analysis
reengineering

internal customer.
engineers and designers.
external customer.
top executives.

has yet to be viewed as an important aspect in the managing of quality
has been determined to be an unimportant aspect in the managing of quality
TQM
is a controversial topic among quality-management professionals

A focus on customers and stakeholders
A process focus involving continuous improvement and learning
Cost cutting to improve short-term profitability
Companywide participation and teamwork

obsession with quality.
worker healthcare.
peak performance.
inventory management.

Process-improvement efforts
Design-quality reviews
Inspection
Team-based initiatives

process orientation
continuous improvement
teamwork and participation
customers

Information systems and technical standards
Employees and information technology
Production equipment and employees
Employees and inspection processes

Eli Whitney
Frederick W. Taylor
Walter Shewhart
W. Edwards Deming