What is Quality
Early ideas of quality, such those of the British Defense Industries Quality Assurance Panel, focused mostly on satisfying technical requirements. This point of view was essential in fields where accuracy defined success or failure. Influential people like Philip Crosby extended this perspective to incorporate all criteria, not only technical ones.
Experts like Juran and Deming brought the human side of quality to light. For example, Juran talked about “fitness for purpose,” and Deming talked about economic factors like safety and low cost. This progress continued with the help of people like R.J. Mortiboys and Mike Robinson, who focused on what customers wanted and what they expected in the future when it came to quality.
Hermann Tietze, a former German department store owner, offered one clear and straightforward definition: “Quality is when the customer comes back and not the product.” This reminds us, that client loyalty proves actual quality. Ford’s ethical perspective, “Quality means doing it right when no one is looking,” which emphasizes the need of personal integrity in reaching excellence, helped this customer-oriented concept.
The most thorough view was presented by Armand Feigenbaum, who regarded quality as a complete system that includes all business functions. This all-encompassing approach was later put into a standard through ISO 9001, which provided a common definition focusing on how well inherent characteristics meet requirements—a definition that connects technical details to wider application.
The Dimensions of Quality
David A. Garvin identified in his seminal work eight critical dimensions that can be used to analyze quality characteristics:
1. Performance
The primary operating characteristics of a product.
For example, in a car this would include acceleration, handling, cruising speed, and comfort. Performance represents the basic, measurable characteristics that make a product do what it’s supposed to do.
2. Features
The “bells and whistles” of products – the secondary characteristics that supplement the product’s basic functioning.
These are often the elements that can be customized or added as options, like a sunroof in a car or extra functions on a smartphone.
3. Reliability
The probability of a product malfunctioning or failing within a specified time period.
This is typically measured by mean time between failures (MTBF), mean time to first failure, and failure rate per unit time. Reliability is particularly important for products that require maintenance or have significant downtime costs.
4. Conformance
The degree to which a product’s design and operating characteristics match pre-established standards.
This includes both internal manufacturing standards and external requirements. Poor conformance typically results in defects, repairs, and returns.
5. Durability
A measure of product life, both technically and economically.
Technically, durability is the amount of use one gets from a product before it physically deteriorates.
Economically, durability is the amount of use before replacement is preferable to repair.
6. Serviceability
The speed, courtesy, competence, and ease of repair.
This includes not just the quality of repairs but also the treatment customers receive during the service process, the timeliness of repairs, and the communication around service issues.
7. Aesthetics
How a product looks, feels, sounds, tastes, or smells.
This is highly subjective and represents a matter of personal judgment and individual preference. Aesthetics can significantly influence customer perception of quality even when other dimensions are strong.
8. Perceived Quality
Indirect measures that customers use to compare brands.
This often includes aspects like reputation, brand image, and advertising. Product quality is often judged through incomplete information and perceived quality can matter as much as actual quality.
These dimensions are independent of each other – a product can be strong in some dimensions while being weak in others. Understanding these dimensions helps organizations to:
- Compete strategically by choosing which dimensions to emphasize
- Make trade-offs between different dimensions when necessary
- Align quality improvement efforts with customer expectations
- Develop more comprehensive quality measurement systems
- Better understand how customers evaluate quality
It’s worth noting that while all these dimensions can apply to both products and services, their relative importance often varies by industry and market segment. Companies need to understand which dimensions matter most to their target customers to effectively manage quality.
What is a Quality Problem?
The problem with quality problem is, that there is no official standardized definition of a “quality problem” from organizations like ISO or similar standard-setting bodies. While many quality standards and frameworks describe nonconformities, defects, and quality issues, there is no pointer to a single, universally accepted “official” definition of a quality problem.
Instead, the term is often understood through related official definitions like:
- “Nonconformity” (ISO 9000): Non-fulfillment of a requirement
- “Defect” (ISO 9000): Non-fulfillment of a requirement related to an intended or specified use
- “Quality Loss” (Taguchi): Loss imparted to society from the time a product is shipped
ISO 9000 Definitions
“Requirement”:
Need or expectation that is stated, generally implied, or obligatory.
“Nonconformity”:
Non-fulfillment of a requirement
“Defect”:
Non-fulfillment of a requirement related to an intended or specified use
Taguchi's Definition
“Quality Loss”:
Any loss that is transmitted to society from the time a product is shipped
This includes loss caused by variability in function and harmful side effects
Six Sigma Definition
“Defect”:
Any gap between current performance and desired performance, therefore, any instance or event where a product or process fails to meet customer requirements
“Quality Problem”:
A deviation from specifications or standards that results in unsatisfactory performance.
AIAG (Automotive Industry Action Group):
“Nonconformance”:
A deviation from specified requirements
“Quality Concern”:
Any condition that deviates from specifications, standards, or customer expectations
Summary
These definitions collectively suggest that a quality problem encompasses:
- Deviations from requirements
- Customer dissatisfaction
- Process variations
- Performance gaps
- Economic losses
- Societal impact
Quality Problem and Defect Definition
A quality problems represents any gap between required and actual quality levels, while defects specifically refer to instances where products or services fail to meet defined specifications or intended use requirements – both concepts are crucial for understanding and improving quality performance in any organization.
Quality Problem
A quality problem is broader in scope and can encompass:
- Process inefficiencies
- System inadequacies
- Customer dissatisfaction
- Resource wastage
- Cost implications
- Cultural issues
- Performance variations
Defect
A defect is more specific and typically involves:
- Measurable deviations from specifications
- Non-fulfillment of intended use requirements
- Clear as-is to to-be gaps
- Concrete instances of non-conformance
- Identifiable product or service failures
The relationship between quality problems and defects is hierarchical – while all defects are quality problems, not all quality problems manifest as defects.
Quality Management Strategies
The distinction between quality problem and defect is crucial for developing effective quality management strategies. Quality problems often serve as early warning indicators or underlying causes that, if left unaddressed, may eventually lead to defects.
Detection and Prevention
Quality Problems:
Require systemic analysis, often using tools like process mapping, cause-and-effect diagrams, and trend analysis
Defects:
Need immediate detection through inspection, testing, and measurement systems
Improvement Methodologies:
Quality Problems:
Addressed through broad improvement initiatives like Total Quality Management (TQM), Lean, or Six Sigma
Defects:
Managed through specific control measures, corrective actions, and prevention strategies like FMEA
Resource Allocation
Quality Problems:
Often require long-term investment in systems, training, and cultural change
Defects:
Need immediate resource allocation for correction and containment
Measurement Systems
Quality Problems:
Often require long-term investment in improving measurement tools, calibration processes, data accuracy, training, and cultural change to ensure consistent quality control.
Defects:
Need immediate resource allocation to correct faulty measurements, recalibrate instruments, or contain incorrect data that may lead to defects in production or decision-making.
Cost Implications
Quality Problems:
Include both visible and hidden costs, affecting overall operational efficiency
Defects:
Generate direct costs through scrap, rework, and warranty claims
Historical Fatal Quality Problems
Here’s an analysis of major quality failures in history systemic quality problems rather than single defects:
Boeing 737 MAX Crisis (2018-2019)
Quality Problem:
Systemic issues in design process, safety assessment, and regulatory oversight
Impact:
Two fatal crashes, global fleet grounding, massive financial losses
Root Cause:
Organizational culture prioritizing speed and cost over safety considerations
Takata Airbag Crisis (2004-2020)
Quality Problem:
Systemic failure in design validation, testing, and quality control systems
Impact:
Largest automotive recall in history, affecting millions of vehicles
Root Cause:
Inadequate quality management system and delayed problem recognition
Volkswagen Emissions Scandal (2015)
Quality Problem:
Systematic deception in emissions testing
Impact:
$30+ billion in costs, severe reputation damage
Root Cause:
Corporate culture and management system failures
Historical Fatal Defects
These are examples of quality problems caused by single defects:
Hubble Space Telescope Mirror (1990)
Specific Defect:
Incorrectly ground mirror creating spherical aberration
Impact:
$1.5 billion repair mission required
Root Cause:
Testing equipment defect and verification process failure
Toyota Gas Pedal (2009-2010)
Specific Defect:
Sticky accelerator pedals and floor mat interference
Impact:
Recall of 9 million vehicles
Root Cause:
Component design and interaction defects
Samsung Galaxy Note 7 Battery (2016)
Specific Defect:
Battery design and manufacturing defects leading to fires
Impact:
Complete product recall, $5.3 billion loss
Root Cause:
Design defects in battery construction
Mixed Cases of Quality Problems and Defects
Mixed cases in quality management represent situations where systemic quality problems and specific defects are so intertwined that they create a complex chain of cause and effect, making it challenging to determine whether the root cause lies in the system or in specific failure points – addressing either in isolation often fails to resolve the overall quality issue.
Chernobyl Nuclear Disaster (1986)
Quality Problems:
Systematic safety culture issues
Specific Defects:
Design flaws in the RBMK reactor
Impact:
Catastrophic nuclear accident with long-term consequences
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Challenger Space Shuttle Disaster (1986)
Quality Problems:
Management decision-making process failures
Specific Defects:
O-ring failure at low temperatures
Impact:
Loss of crew and spacecraft, major NASA reforms
GM Ignition Switch Crisis (2014)
Quality Problems:
Systematic failure in problem identification and recall procedures
Specific Defects:
Faulty ignition switch design
Impact:
124 deaths, 275 injuries, massive recalls
Example
Two separate challenges that commonly get confused in pizza production are quality problems and defets.
Like a burned crust or unmelted cheese on a single pizza, a defect is something particular you could point to. These are the issues straight ahead of your view. Conversely, quality problems go deeper in the system and impact several pizzas over time depending on uneven oven temperatures or inadequate ingredient storage.
The difficult aspect is that they are typically linked. If you discover, for instance, numerous pizzas with burned bottoms—defects—you could be tempted to simply instruct the cook to pay closer attention to timing. The true problem, though, could be a malfunctioning oven temperature gauge—a quality problem that prevents anyone from correctly cooking pizzas.
Correcting the current defect won’t address the fundamental quality problem.
This is why in a pizza kitchen looking at both kinds of categories together is absolutely vital. When you find a defect, it usually indicates a more general quality problem needing attention.
Kitchen Temperature Control System
Quality Problem:
Inconsistent temperature management across kitchen areas
Related Specific Defects:
- Pizza crust burned on bottom but undercooked on top
- Cheese not melted uniformly
- Toppings cooked unevenly
- Varying baking times for identical pizzas
Ingredient Storage Management
Inadequate inventory rotation and storage procedures
Related Specific Defects:
- Wilted vegetables on pizzas
- Dried-out cheese
- Moldy ingredients found in storage
- Inconsistent ingredient freshness
Order Processing System
Poor communication between front-of-house and kitchen
Related Specific Defects:
- Wrong toppings on pizzas
- Missed special instructions (e.g., “extra crispy”)
- Incorrect pizza size delivered
- Missing items in orders
FAQ
What is Quality and why is it so hard to define?
Quality is a multifaceted concept that has evolved significantly over time and continues to adapt to changing needs and standards. Here’s what makes it complex:
Historical Development:
- Early definitions by the British Defense Industries focused purely on meeting technical specifications
- Pioneers like Juran expanded this to include “fitness for purpose”
- Deming added economic factors like safety and cost considerations
- Later experts like Mortiboys and Robinson emphasized future customer expectations
Different Perspectives:
- Technical view: Meeting specific measurable requirements
- Customer view: Best captured by Hermann Tietze – “Quality is when the customer comes back and not the product”
- Ethical perspective: As Ford said, “Quality means doing it right when no one is looking”
- Systemic approach: Feigenbaum’s view of quality as a complete business system
Modern Understanding:
- Incorporates both technical excellence and customer satisfaction
- Standardized through frameworks like ISO 9001
- Recognizes quality as subjective and context-dependent
- Acknowledges that quality standards evolve with technology and society
To put it simply, quality is the extent to which a process, service, or product satisfies or surpasses requirements, whether they be systemic excellence, consumer expectations, technical specifications, or ethical standards.
Since these requirements change depending on the situation, time, and viewpoint, it is a dynamic idea rather than a set standard, which makes it subjective.
What are the dimensions of Quality?
According to Garvin, there are eight dimensions: Performance, Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, and Perceived Quality.
What is a quality problem?
A quality problem is any gap between the required or expected quality level and the actual quality delivered, which results in customer dissatisfaction, non-conformance, waste, inefficiency, or increased costs.
What is the difference between a quality problem and a defect?
While a defect is a specific instance of non-conformance to requirements or specifications (as-is to to-be gap), a quality problem is broader and can encompass systemic issues that may lead to multiple defects.
What's the relationship between systemic quality problems and specific defects?
All defects are quality problems, but not all quality problems manifest as defects. Systemic problems often create conditions that lead to multiple specific defects.
What is the "as-is to to-be gap"?
This concept defines a defect as the difference between the current state (“as-is”) and the required state (“to-be”), providing a measurable way to identify and address quality issues.
What are some major quality failures in history?
Notable examples include:
- Systemic Problems: Boeing 737 MAX, Takata Airbag Crisis, Volkswagen Emissions Scandal
- Specific Defects: Samsung Galaxy Note 7, Toyota Gas Pedal, Hubble Space Telescope Mirror
- Mixed Cases: Chernobyl, Challenger Space Shuttle, GM Ignition Switch
What lessons can be learned from historical quality failures?
Key lessons include:
- The importance of prevention over correction
- Need for early detection systems
- Critical nature of quick response times
- Understanding that prevention costs less than correction
How can businesses identify quality problems?
Quality problems can be identified by
- Systematic analysis and monitoring
- Customer feedback
- Process measurements
- Quality control systems
- Performance metrics
- Regular audits
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