Quality engineering questionPlease read the pages and make a short and clear summary of them with your own words please. Mention only the necessary important partsAlso, you will put your comments and ideas about the topic brieflyIt is what you understand You must prepare neat the summaryThank you CHAPTER ONE The Total Quality Approach to Quality ManagementCHAPТER3ONEONEQuality has been defined in a number of different waysby a number of different people and organizations. Considerthe following definitions:. Performance that meets or exceeds expectations.- Performance that meets the customer's needs.- Consistently meeting customer needs and expectations.. Satisfying the customer today and getting better tomorrow.In his landmark book Out of the Crisis, quality pioneer W.Edwards Deming makes the point that quality must be definedfrom the perspective of the stakeholder. The customer has a stakein the quality of a product or service, the production workershave a stake in it, and the organization that employs the produc-Consider the individual elements of this definition: Thedynamic state element speaks to the fact that what is consid-ered quality can and often does change as time passes and cir-cumstances are altered. For example, gas mileage is an impor-tant criterion in judging the quality of modern automobiles.However, in the days of 20-cent-per-gallon gasoline, consum-ers were more likely to concern themselves with horsepower,cubic inches, and acceleration rates than with gas mileage.THE TOTAL QUALITY APPROACHTO QUALITY MANAGEMENT:ACHIEVING ORGANIZATIONALEXCELLENCEThe products, services, people, processes, and environmentselement is critical. It makes the point that quality applies notjust to the products and services provided, but also to the peo-ple and processes that provide them and the environments inwhich they are provided. In the short term, two competitorswho focus on continual improvement might produce a prod-uct of comparable quality. But the competitor who looks be-yond just the quality of the finished product and also focuseson the continual improvement of the people who produce theproduct, the processes they use, and the environment in whichthey work will win in the long run and, most frequently, in theshort run. This is because quality products are produced mostconsistently by quality organizations.The superior value element acknowledges that qualityis a key element in providing superior value (ie., superiorquality, cost, and service).LEARNING OBJECTIVEStion worker has a stake in it. Each of these entities should havetheir own view of quality and all of their views should mesh.Although Deming's landmark book is now dated, histhoughts on quality are still valid and insightful. Deming makesthe point that quality has many different criteria and that thesecriteria change continually. To complicate matters even fur-ther, different people value the various criteria differently. Forthis reason, it is important to measure consumer preferencesand to remeasure them frequently. Deming gives an example ofthe criteria that are important to him in selecting paper:- It is not slick and, therefore, takes pencil or ink well.After completing this chapter, you should be able to:. Define the term quality.. Compare and contrast quality and total quality.• Summarize the two views of quality.. Describe the key elements of total quality.. Identify the pioneers of total quality.. Explain the keys to success with total quality.- Analyze the future of quality management in the twenty-first century.. Explain how to become certified in quality management.Quality, Value, and OrganizationalExcellenceThe concept of total quality as an approach to doing business began to gain wide acceptance in the United States in the late 1980sand early 1990s. However, individual elements of the concept-such as the use of statistical data, Sx Sigma, Lean, teamwork, con-tinual improvement, customer satisfaction, and employee involvement-have been used by visionary organizations for years. It is thepulling together and coordinated use of these and other previously disparate elements that gave birth to the comprehensive conceptknown as total quality. This chapter provides an overview of that concept, laying the foundation for the study of all remaining chapters.. Writing on the back does not show through.. It fits into a three-ring notebook.. It is available at most stationery stores and is, therefore,easily replenished.- It is reasonably priced.It is important for quality professionals to understand howquality fits into the bigger picture of providing superiorvalue to customers. Organizations survive and thrive in aEach of these preferences represents a variable the manu- globally competitive marketplace by providing superiorfacturer can measure and use to continually improve decisionmaking. Deming is well known for his belief that 94% of work-place problems are caused by management and especially forhis role in helping Japan rise up out of the ashes of World WarII to become a major industrial power. Deming's contribu-tions to the quality movement are explained in greater depthlater in this chapter.Although there is no universally accepted definition ofquality, enough similarity does exist among the definitionsthat common elements can be extracted:value to customers. Achieving organizational excellence isabout developing the ability to consistently provide superiorvalue to customers over the long term. Superior value hasthree basic elements: superior quality, superior cost, and su-perior service.In order to achieve organizational excellence-the levelof performance necessary for long-term success in a globalenvironment-it is necessary to consistently provide supe-rior value to customers. Quality is obviously one of the keyelements in providing superior value. But total quality iseven more than that. Total quality is a broad-based approachthat encompasses all three of the elements of superior value.Continually improving the quality of products, processes, ser-vices, and costs is what total quality is all about-hence thename total quality. Organizations that effectively apply thetotal quality approach to management are the ones most likelyto achieve organizational excellence.WHAT IS QUALITY?One way to understand quality as a consumer-drivenconcept is to consider the example of eating at a restaurant.How will you judge the quality of the restaurant? Most peo-To understand total quality, we must first understand qual-ity. Customers that are businesses will define quality very ple apply such criteria as the following:clearly using specifications, standards, and other measures.This makes the point that quality can be defined and mea-sured. Although few consumers could define quality ifasked, all know it when they see it. This makes the criticalpoint that quality is in the eye of the beholder. With thetotal quality approach, customers ultimately define quality.People deal with the issue of quality continually in theirdaily lives. We concern ourselves with quality when we areshopping groceries, eating in a restaurant, and making amajor purchase, such as an automobile, a home, a television,or a personal computer. Perceived quality is a major fac-tor by which people make distinctions in the marketplace.Whether we articulate them openly or keep them in the backof our minds, we all apply a number of criteria when mak-ing a purchase. The extent to which a purchase meets thesecriteria determines its quality in our eyes.. Service. Response time. Food preparation. Environment or atmosphere. Price. Selection. Quality involves meeting or exceeding customerexpectations.Quality applies to products, services, people, processes,and environments.. Quality is an ever-changing state (i.e., what is consideredquality today may not be good enough to be consideredquality tomorrow).This example gets at one aspect of quality-the results aspect.Does the product or service meet or exceed customer expec-tations? This is a critical aspect of quality, but it is not the onlyone. Total quality is a much broader concept that encom-passes not just the results aspect but also the quality of peopleand the quality of processes.With these common elements extracted, the following defi-nition of quality can be set forth:Quality is a dynamic state associated with products, ser-vices, people, processes, and environments that meets orexceeds expectations and helps produce superior value.2

Question

Quality engineering questionPlease read the pages and make a short and clear summary of them with your own words please. Mention only the necessary important partsAlso, you will put your comments and ideas about the topic brieflyIt is what you understand You must prepare neat the summaryThank you CHAPTER ONE The Total Quality Approach to Quality ManagementCHAPТER3ONEONEQuality has been defined in a number of different waysby a number of different people and organizations. Considerthe following definitions:. Performance that meets or exceeds expectations.- Performance that meets the customer's needs.- Consistently meeting customer needs and expectations.. Satisfying the customer today and getting better tomorrow.In his landmark book Out of the Crisis, quality pioneer W.Edwards Deming makes the point that quality must be definedfrom the perspective of the stakeholder. The customer has a stakein the quality of a product or service, the production workershave a stake in it, and the organization that employs the produc-Consider the individual elements of this definition: Thedynamic state element speaks to the fact that what is consid-ered quality can and often does change as time passes and cir-cumstances are altered. For example, gas mileage is an impor-tant criterion in judging the quality of modern automobiles.However, in the days of 20-cent-per-gallon gasoline, consum-ers were more likely to concern themselves with horsepower,cubic inches, and acceleration rates than with gas mileage.THE TOTAL QUALITY APPROACHTO QUALITY MANAGEMENT:ACHIEVING ORGANIZATIONALEXCELLENCEThe products, services, people, processes, and environmentselement is critical. It makes the point that quality applies notjust to the products and services provided, but also to the peo-ple and processes that provide them and the environments inwhich they are provided. In the short term, two competitorswho focus on continual improvement might produce a prod-uct of comparable quality. But the competitor who looks be-yond just the quality of the finished product and also focuseson the continual improvement of the people who produce theproduct, the processes they use, and the environment in whichthey work will win in the long run and, most frequently, in theshort run. This is because quality products are produced mostconsistently by quality organizations.The superior value element acknowledges that qualityis a key element in providing superior value (ie., superiorquality, cost, and service).LEARNING OBJECTIVEStion worker has a stake in it. Each of these entities should havetheir own view of quality and all of their views should mesh.Although Deming's landmark book is now dated, histhoughts on quality are still valid and insightful. Deming makesthe point that quality has many different criteria and that thesecriteria change continually. To complicate matters even fur-ther, different people value the various criteria differently. Forthis reason, it is important to measure consumer preferencesand to remeasure them frequently. Deming gives an example ofthe criteria that are important to him in selecting paper:- It is not slick and, therefore, takes pencil or ink well.After completing this chapter, you should be able to:. Define the term quality.. Compare and contrast quality and total quality.• Summarize the two views of quality.. Describe the key elements of total quality.. Identify the pioneers of total quality.. Explain the keys to success with total quality.- Analyze the future of quality management in the twenty-first century.. Explain how to become certified in quality management.Quality, Value, and OrganizationalExcellenceThe concept of total quality as an approach to doing business began to gain wide acceptance in the United States in the late 1980sand early 1990s. However, individual elements of the concept-such as the use of statistical data, Sx Sigma, Lean, teamwork, con-tinual improvement, customer satisfaction, and employee involvement-have been used by visionary organizations for years. It is thepulling together and coordinated use of these and other previously disparate elements that gave birth to the comprehensive conceptknown as total quality. This chapter provides an overview of that concept, laying the foundation for the study of all remaining chapters.. Writing on the back does not show through.. It fits into a three-ring notebook.. It is available at most stationery stores and is, therefore,easily replenished.- It is reasonably priced.It is important for quality professionals to understand howquality fits into the bigger picture of providing superiorvalue to customers. Organizations survive and thrive in aEach of these preferences represents a variable the manu- globally competitive marketplace by providing superiorfacturer can measure and use to continually improve decisionmaking. Deming is well known for his belief that 94% of work-place problems are caused by management and especially forhis role in helping Japan rise up out of the ashes of World WarII to become a major industrial power. Deming's contribu-tions to the quality movement are explained in greater depthlater in this chapter.Although there is no universally accepted definition ofquality, enough similarity does exist among the definitionsthat common elements can be extracted:value to customers. Achieving organizational excellence isabout developing the ability to consistently provide superiorvalue to customers over the long term. Superior value hasthree basic elements: superior quality, superior cost, and su-perior service.In order to achieve organizational excellence-the levelof performance necessary for long-term success in a globalenvironment-it is necessary to consistently provide supe-rior value to customers. Quality is obviously one of the keyelements in providing superior value. But total quality iseven more than that. Total quality is a broad-based approachthat encompasses all three of the elements of superior value.Continually improving the quality of products, processes, ser-vices, and costs is what total quality is all about-hence thename total quality. Organizations that effectively apply thetotal quality approach to management are the ones most likelyto achieve organizational excellence.WHAT IS QUALITY?One way to understand quality as a consumer-drivenconcept is to consider the example of eating at a restaurant.How will you judge the quality of the restaurant? Most peo-To understand total quality, we must first understand qual-ity. Customers that are businesses will define quality very ple apply such criteria as the following:clearly using specifications, standards, and other measures.This makes the point that quality can be defined and mea-sured. Although few consumers could define quality ifasked, all know it when they see it. This makes the criticalpoint that quality is in the eye of the beholder. With thetotal quality approach, customers ultimately define quality.People deal with the issue of quality continually in theirdaily lives. We concern ourselves with quality when we areshopping groceries, eating in a restaurant, and making amajor purchase, such as an automobile, a home, a television,or a personal computer. Perceived quality is a major fac-tor by which people make distinctions in the marketplace.Whether we articulate them openly or keep them in the backof our minds, we all apply a number of criteria when mak-ing a purchase. The extent to which a purchase meets thesecriteria determines its quality in our eyes.. Service. Response time. Food preparation. Environment or atmosphere. Price. Selection. Quality involves meeting or exceeding customerexpectations.Quality applies to products, services, people, processes,and environments.. Quality is an ever-changing state (i.e., what is consideredquality today may not be good enough to be consideredquality tomorrow).This example gets at one aspect of quality-the results aspect.Does the product or service meet or exceed customer expec-tations? This is a critical aspect of quality, but it is not the onlyone. Total quality is a much broader concept that encom-passes not just the results aspect but also the quality of peopleand the quality of processes.With these common elements extracted, the following defi-nition of quality can be set forth:Quality is a dynamic state associated with products, ser-vices, people, processes, and environments that meets orexceeds expectations and helps produce superior value.2

Accepted Answer

Quality can be referred to as a totality in product or service features and characteristics that…

Quality engineering question Please read the pages and make a short and clear summary of them with your own words please. Mention only the necessary important parts Also, you will put your comments and ideas about the topic briefly It is what you understand You must prepare neat the summary