Running Head: QUALITY MANAGEMENT

Quality Management

Abstract

In the recent years business planet has been dominated with the demand for quality

products which has since generated the need for quality management systems. The aspect of

enhancing quality production entails prioritizing the needs of the customers above all

management issues. This implies that a quality management system enables organizations to

meet or exceed the needs of the customers (Thorpe & Summer, 2004). In addition, organizations

that ensure their customers’ demands are consistently met in the course of their product and

service delivery can be defined as successful in obtaining quality management. In this instance,

the term quality has been coined to describe the effort of designated to improve the quality of

products and services across all levels of organizations. This can be attained by conforming to

the set standards of production to ensure that the outputs satisfy the original specifications.

Chapter 1:

Introduction and Theory

ii) Introduction

Quality management system is one of the management techniques designed to effectively

communicate to the employees the desired quality of the outcomes of production processes or

service delivery to enable them execute their obligation in accordance to the set quality

specification. Many consultation firms such as American Society for Quality and Sigma Six have

sprouted in the recent decades to offer advisory services to organizations and help them sail

through quality management issues so as to attain total quality management. Total quality
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management refers to the processes integrated within an organization to elevate the service

experience of suppliers and customers both within and outside the organization. The aspect of

quality management drives organization towards achievement of organization goals by setting

standards and creating visions for the employees. This paper explores various theories that

revolve around the concepts of quality management and examines if such theories are being

implemented within organizations.

ii) Theories of quality

Theoretically, according Gitlow (2000), there are three types of quality which include

quality of design or redesign, quality of conformance and quality of performance. Processes of

quality of design are aimed at matching the quality of goods and services with demands of

consumers. This implies that effective quality is achieved through developing product from

customers’ point of view. Quality of conformance refers to the degree in which an organization

and its suppliers are capable of developing products and services that are predictable, uniform

and dependable at a cost that is in line with the quality of design. Ultimately, quality of

performance aims at determining the performance of the quality products and services that are

developed through quality of design and improved in the quality of conformance in the market

place.

Chapter 2:

Quality Management Theories

The concept of quality management has evolved over several years. The essence of

enhancing quality management so as to reap the benefits of producing quality products and

delivering quality services dates back as early as 1950s. During this period Edward Deming
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devised techniques such as statistical process control (SPC) and problem solving mechanisms

which altered the mind frames of Japanese companies thus gearing them towards production of

quality products. Subsequently, the contribution of industrial quality development to address the

short comings and complexities of traditional assurance techniques were examined by Crosby,

Deming and Juran in late 1980s and early 1990s (American College of Medical Quality ACMQ,

2010).

Historically, the quality management techniques were marred by individual responsibility

where professionals maintained autonomy, administrative and authority over quality

management. According to ACQM (2010) the traditional quality assurance methods were

generated through response to customer complains. In this case, the traditional quality assurance

techniques were evidently driven by the failure to attain the organizational goals. On the other

hand, quality management models provides collective team-based and management focused

efforts aimed at elevating the qualities of products and services. Various quality management

theorists have put forth principles and values which direct organizational cultures and structures

as well as interaction subsystems that govern quality management.

i) Deming’s Theory

W. Edward Deming is one of the influential personalities who pioneered quality

management techniques. Deming discovered that eighty five percent of quality management

issues were as a result of shortcomings of organizational management. Rousel et al (2006)

observe that Deming established fourteen key points that govern quality management within

organizations. These key points include:

 Create consistency of purpose aimed at improving products and services.

 Embrace learning so as to adopt new philosophy to improve the management systems

 End dependencies on inspection to achieve quality.

 Cease awarding business just on the price tag alone. Instead the cost can be

minimized by working with same suppliers.

 Ensure consistency through constant production of quality products and services.

 Introduce standardized training so as to impact to enable employees gain knowledge

and skill necessary for effective work performance.

 Adopt leadership that will help the employees to do their work properly

 Stop fear of any nature such as fear of change, failure and of providing information.

 Eliminate interdepartmental barriers to promote cooperation among staffs.

 Avoid quality-based goals, targets, exhortations and slogans.

 Dispose numerical quotas for employees and laid down standards for management.

 Ensure that pride have a senses of pride in their workmanship.

 Make sure that all organizational members are trained and well educated.

 Integrate all organizational members in achieving the desired change.

In addition, Deming established a system of profound knowledge which entails

understanding the means through which organizational systems and processes work,

comprehending the variations that arise during production and their causes, knowledge theory

which encompasses understanding of what can known in the organization and finally

understanding of cognitive behaviors.

1. Joseph Juran’s Theory

According to TLF (2005) Joseph Juran’s pursuit for quality management made him to

establish Juran Institute in 1979 to help organizations elevate the qualities of their services and

products. Juran refers to quality as the fitness of a product for use. This implies that the

consumers of the product should be fully satisfied from using the product or service without

doubts of defects. Bowen (2013) argues that Juran became popular for inventing quality trilogy

which consists of quality planning, quality improvement and quality control. In this case, Juran’s

quality management theory encompasses quality of conformance and quality design and the

quality must be consistently available, safe for use and must reach the final consumers with the

intended degree of quality.

Quality design implies that both products and services must be delivery in their

predetermined state. Similarly, a product can be defined to have obtained quality of conformity if

all aspects of the product or service reflect the quality levels of the intended design. According

to TLF (2005), Juran’s theory views availability of quality as freedom from errors throughout the

entire management process. This can be evaluated through the frequency of occurrence of flows

in the management and production process. For instance, TLF (2005) notes that loss or shortage

of energy during production processes causes defect parts and eliminates quality production. The

safety of a product, based on Juran’s theory refers to the level of risk of injury posed by

consumption of the product. This implies that the product or service may not be described as of

high quality if it has probability of causing harm if it is not well used irrespective of whether it

met or exceeded the quality expectations and standards.

2. Philip Crosby’s Theory

Mukherjee (2006) observes that Crosby’s comprehensive work on quality management in

the United States of America earned him honor globally. Similarly, he gained popularity as a

quality management guru during the fourteen years he was working at International Telephone

and Telegraph (ITT) in Japan. Crosby doctored quality management in famous companies such

as IBM (Mukherjee 2006) and general motors. Crosby’s theory of quality management defines

quality on four absolute requirements. The first absolute requirement states that the developed

products must conform to the requirements. This implies that for an organization to achieve

quality products and services they must clearly communicate the requirements of the desired

output to the employees so that they can produce the right product the first time.

The second absolute requirement according to Crosby’s theory is that quality

management systems aim at prevention rather than appraisal. Mukherjee (2006) argues that

appraisal is an end process which entails inspection testing to investigate if the product is

conforming to the quality design. In the case it is noteworthy to observe that appraisal does not

exist without conformance. The third absolute requirement is the performance standard of zero

defects. This implies that policy of quality management should be that organizations should

deliver products and services that do not have defects at an appropriate time. The final absolute

requirement is that quality is measured through the price of non-conformance. According to

Mukherjee (2006) the price of nonconformance constitutes cost incurred during loss of orders,

delayed delivery, rework rejection and mishandling of customers’ enquiries.

Chapter 3:

Implementation of Quality Management Theories at Etihad Airways

Etihad Airways, based in Abu Dhabi in United Arab Emirates aims at delivering their

best modern class hospitality that exceeds the expectations of their of their guests. According to

Delano (2014) the company has integrated management systems which ensure quality and safety

of the services they offer to their customer. In this case the company has safety management

systems (SMS) which contain which contain mandatory f-safety requirements that are

implemented as integral components Etihad’s general, management procedures. The standards

and constraints of SMS are outlined in the SMS manuals (SMSM) which the post CEOs imposes

on all areas on behalf of the Etihad Airways Board. This is in conformance to regulatory bodies

such UAE Civil Aviation Law, and UAE Environmental, Health and safety requirements.

Additionally, the SMAM is subjected to regular amendments to ensure inclusion of the emerging

safety requirements. To ensure that all the organization members are integrated into the

systematic changes initiated by the management, the amendments are published electronically

and distributed through Etihad Internet.

According to the Etihad Airways Fact and figure Report (2009), Etihad has sought the

skill and techniques world leading designers such as Poltoma Frau, an Italian company which

designs the interior of Ferrari cars to design the cabin interiors to meet and surpass the need of its

consumers. This initiative has seen the organization quality leather seats that improve the

customer experience. Similarly, there are well designed luxury changing rooms that are fitted

with room amenities such as full length changing mirrors, leather fold-down seats and luxurious

soft finishing. The company also dedicates its resources to train its employees so as to equip

them with necessary quality management skills. In this instance, Etihad Airways Fact and figure

Report (2009) state that the company’s first Emirate graduate managers completed the airline’s
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graduate management development programs and were distributed across all Etihad networks

globally.

Summary and conclusion

Quality management techniques were brought into limelight by prominent theorists such

as W. Edward Deming, Joseph Juran and Philip Crosby who pioneered the subject since around

mid ninetieth century. Quality can be attained in three distinct states within an organization.

These include quality of design or redesign, quality of conformance and quality of performance.

The quality management theories outlined in this paper provide a clear platform for addressing

the shortcomings of management systems. For instance, Deming’s theory provide fourteen step-

by-step key point which if properly followed will ensure production of quality products and

services through integration of all organizational members. Juran’s and Crosby’s quality

management theories also aim at aim at improving the quality standards of goods and services to

suit the perception of end consumers.

Obtaining quality management techniques help organizations to save on revenues and

profits. For instance, through quality management policies, organizations produce quality

products and services the first time thereby eliminating the need to rework on the same products.

This aspect not only helps organizations to save on the costs that would have been incurred to

purchase the raw materials for rework but also ensures that the products reach the end consumers

at an appropriate time and in predetermined state. Furthermore, it is evident that quality

management techniques ensures production of quality products and services which enables

organizations to earn trusts and loyalty of customer hence they gain competitive advantage at the

market place.
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Conclusion

In conclusion, it is worth noting how the analysis of the implementation of quality

management policies in Etihad Airways has unearthed a couple of quality management signs in

the company. It is evident that organization has well laid down safety management procedures

which are well communicated to the employees to ensure that the services offered are safe and fit

for use. In addition, by seeking the world’s finest expertise to design the cabin interior, the

airlines ensures that they provide their customers with the world class modern customer

experience.
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Reference

American College of Medical Quality (2010). Medical Quality Management: Theory and

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Bowen, R (2013). Theories in Total Quality Management (TQM). Retrieved on 25th November,

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quality-management-tqm/>

Delano, B.L (2014).Safety Management System Manual. Retrieved on 25th November, 2014,

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%20system%20% 28sms%29%20rev%2003%20effective%2010%20apr%2014.pdf

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English.pdf>

Gitlow H.S (2000). Quality Management Systems: A Practical Guide, CRC Press, Florida.

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Rousel, L., Swansburg, R. C & Swansburg R.J (2006). Management and Leadership for Nurse

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<http://www.abahe.co.uk/business-administration/Quality-Management-Systems.pdf>
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