Subtopic: Foundation of Performance Excellence *FOUNDATIONS OF PERFORMANCE EXCELLENCE *A system of Profound Knowledge *PRINCIPLES OF TOTAL QUALITY *MANAGEMENT BY FACT *VISIONARY LEADERSHIP AND A STRATEGIC ORIENTATION *IMPORTANCE OF QUALITY *QUALITY IN ORGANIZATIONS *QUALITY IN MANUFACTURING *Manufactured products have several quality dimensions *QUALITY IN SERVICE *THE MOST IMPORTANT DIMENSION OF SERVICE QUALITY *QUALITY IN HEALTH CARE, EDUCATION, GOVERNMENT AND NON-FOR-PROFITS

1. FOUNDATIONS OF
PERFORMANCE
EXCELLENCE
Deming Philosophy (W. Edwards Deming)

2. FOUNDATIONS OF PERFORMANCE EXCELLENCE
Deming Philosophy (W. Edwards Deming)
◦"A product or a service possesses quality if it helps
somebody and enjoys a good and sustainable market."
◦Deming stressed that HIGHER QUALITY LEADS TO
HIGHER PRODUCTIVITY, IN TURN LEADS TO
LONG-TERM COMPETITIVE STRENGTH.

3. A system of Profound Knowledge
1. Appreciation for a system
2. Understanding process variation
common causes of variation- factors that are
present as natural part of a process
special causes of variation/assignable causes-
external sources that are not inherent in the
process
3. Theory of Knowledge
Clarence Irving Lewis stated, "There is no
knowledge without interpretation. ..."
4. Psychology
A. The Juran Philosophy (Joseph M. Juran)
-Juran defines quality as "fitness for use".
(Quality of design & conformance, availability &
field service quality)
B. The Crosby Philosophy (Philip B. Crosby)
Crosby's Absolutes of Quality Management
- Quality means conformance to requirements
not elegance.
-There is no such thing as: a quality problem, the
economics of quality.
-The only performance measurement is the cost
of quality.
-The only performance standard is Zero Defects.

4. PRINCIPLES OF TOTAL QUALITY
◦A people-focused management system that aim to
continual increase in customer satisfaction at
continually lower real cost.

5. A. Customer and Stakeholder Focus
- The customer is the judge of quality.
B. Process Orientation
- traditional way of viewing an organization, vertical
dimension -- by keeping an eye on an organization chart.
C. Continuous Improvement and Learning
•Improving Products and Services
•Improving Work Processes
•Improving Flexibility, Responsiveness, and Cycle Time
D. Employee Engagement and Teamwork
-knowledge, skills and motivation of its workforce
•Vertical Teamwork
•Horizontal Teamwork
•Interorganizational Partnerships

6. MANAGEMENT BY FACT
◦to lend the entire organization in a particular
direction, that is to drive strategies and
organizational change
◦to manage the resources needed to travel in
this direction by evaluating the effectiveness of
action plans; and
◦to operate the processes that make the
organization work and continuously improve

7. VISIONARY LEADERSHIP AND A
STRATEGIC ORIENTATION
Leadership for quality is the
responsibility of top management.

8. IMPORTANCE OF QUALITY
quality was the buzzword among the businesses, particularly in manufacturing.

9. THE BRIEF
HISTORY
* Thomas Jefferson brought Honoree Le
Blanc's concept of interchangeable parts
to America.
* Eli Whitney mistaken believe that this
idea would be easy to carry out. the
government awarded him a contract in
1798 to supply 10,000 muskets in two
years.
* He designed special machine tools and
trained unskilled workmen to make parts
according to a standard design, measure
them and compare them to a model.

10. QUALITY IN ORGANIZATIONS
* managers of manufacturing and service functions
deal with different types of quality issues
QUALITY IN MANUFACTURING
* the transition to a customer-driven organization
has caused fundamental changes in manufacturing
practices, changes that are particularly evident in
areas such as product design, human resource
management and supplier relations.
* quality control is a process that ensures customers
receive products free from defects and meet their
needs.

11. Manufactured products have several quality
dimensions including the ff.
1. Performance - a product's primary operation characteristics.
2. Features - the bells and whistles of a product
3. Reliability - the probability of a product's surviving over a specified period of time under stated condition of
use.
4. Conformance - the degree to which physical and performance characteristics of a product match
preestablished standards.
5. Durability - the amount of use one grts from a product before it physically detoriates or until replacement is
preferable.
6. Serviceability - the ability to repair a product quickly and easily.
7. Aesthetics - how a product looks, feels, sounds, tastes, or smells.
8. Perceived quality - subjective assessment resulting from image advertising or brand names.

12. QUALITY IN SERVICE
service can be defined as "any
primary or complementary activity does not
directly produce a physical product.

13. THE MOST IMPORTANT DIMENSION
OF SERVICE QUALITY
* time
* timeliness
* completeness
* courtesy
* consistency
* accessibility and convenience
* accuracy
* responsiveness

14. QUALITY IN HEALTH CARE, EDUCATION, GOVERNMENT AND
NON-FOR-PROFITS
*HEALTH CARE
- In 1910, Ernest Codman, M.D proposed the "end result system of hospital standardization.
- institute for health care improvement (IHI) goals are improved health care status, better
clinical outcomes, reduced costs that do not compromise quality, greater access to care, an easier to use
health care system
*EDUCATION
-education represents one of the most interesting and challenging areas for quality
improvement.
- provides the outcomes needed for individuals and communities.
TOTAL QUALITY PRINCIPLES ARE REFLECTED IN THE
ORGANIZATIONAL VALUES;
* Customer focus
* people
* continuos improvement
* integrity
* agility
* data based decision making