MNO 3701 Production & Operations
Management
Chapter 9
Assuring Quality in Production and Operations Management Systems
What is quality and why is it so important?
Professor David Garvin2 has categorised many of the various definitions into 'five approaches' to quality:
the transcendent approach, the manufacturing-based approach, the user-based approach, the product-
based approach and the value-based approach.
The transcendent approach - views quality as synonymous with innate excellence. Quality is
being defined as the absolute - the best possible, in terms of the product's or service's specification.
The manufacturing-based approach - is concerned with making products or providing services
that are free of errors and that conform precisely to their design specification.
The user-based approach - is concerned with making sure that the product or service is fit for its
purpose. This definition demonstrates concern not only for its adherence to specification but also
for the appropriateness of that specification for the customer.
The product-based approach - views quality as a precise (and measurable) set of the
characteristics which will satisfy customers.
The value-based approach - takes the manufacturing definition a stage further and defines quality
in terms of cost and price.
1
, Quality - the operation's view
Quality is consistent conformance to customers' expectations.
The word 'conformance' implies that there is a need to meet a clear specification ensuring a product or
service conforms to specification is a key operations task. '
Consistent' implies that conformance to specification is not an ad hoc event but that the materials, facilities
and processes have been designed and then controlled to ensure that the product or service meets the
specification using a set of measurable product or service characteristics.
The use of 'customers' expectations' attempts to combine the user- and value-based approaches.4 it
recognises that the product or service must meet the expectations of customers, which may indeed be
influenced by price.
The use of the word 'expectations' in this definition, rather than needs or wants, is important. 'Wants'
would imply that anything the customer desires should be provided by the organisation. 'Needs' implies
only the meeting of a basic requirement
Quality - the customer's view
One problem with basing our definition of quality on customer expectations is that an individual customer's
expectations may be different. Past experiences, individual knowledge and history will all shape their
expectations.
Customers, on receiving the product or service, may each perceive it in different ways.
Quality needs to be understood from a customer's point of view because, to the customer, the quality of
a particular product or service is whatever he or she perceives it to be.
In some situations, customers may be unable to judge the 'technical' operational specification of the
service or product. They may then use surrogate measures as a basis for their perception of quality.
2
Management
Chapter 9
Assuring Quality in Production and Operations Management Systems
What is quality and why is it so important?
Professor David Garvin2 has categorised many of the various definitions into 'five approaches' to quality:
the transcendent approach, the manufacturing-based approach, the user-based approach, the product-
based approach and the value-based approach.
The transcendent approach - views quality as synonymous with innate excellence. Quality is
being defined as the absolute - the best possible, in terms of the product's or service's specification.
The manufacturing-based approach - is concerned with making products or providing services
that are free of errors and that conform precisely to their design specification.
The user-based approach - is concerned with making sure that the product or service is fit for its
purpose. This definition demonstrates concern not only for its adherence to specification but also
for the appropriateness of that specification for the customer.
The product-based approach - views quality as a precise (and measurable) set of the
characteristics which will satisfy customers.
The value-based approach - takes the manufacturing definition a stage further and defines quality
in terms of cost and price.
1
, Quality - the operation's view
Quality is consistent conformance to customers' expectations.
The word 'conformance' implies that there is a need to meet a clear specification ensuring a product or
service conforms to specification is a key operations task. '
Consistent' implies that conformance to specification is not an ad hoc event but that the materials, facilities
and processes have been designed and then controlled to ensure that the product or service meets the
specification using a set of measurable product or service characteristics.
The use of 'customers' expectations' attempts to combine the user- and value-based approaches.4 it
recognises that the product or service must meet the expectations of customers, which may indeed be
influenced by price.
The use of the word 'expectations' in this definition, rather than needs or wants, is important. 'Wants'
would imply that anything the customer desires should be provided by the organisation. 'Needs' implies
only the meeting of a basic requirement
Quality - the customer's view
One problem with basing our definition of quality on customer expectations is that an individual customer's
expectations may be different. Past experiences, individual knowledge and history will all shape their
expectations.
Customers, on receiving the product or service, may each perceive it in different ways.
Quality needs to be understood from a customer's point of view because, to the customer, the quality of
a particular product or service is whatever he or she perceives it to be.
In some situations, customers may be unable to judge the 'technical' operational specification of the
service or product. They may then use surrogate measures as a basis for their perception of quality.
2
