The concept of quality common mistakes

Common mistakes

• Assuming uniform quality expectations across all customers

  Treating all customers as having the same expectations of quality regardless of segment or price sensitivity.

  Fix itRecognise that expectations differ by demographic, psychographic and price sensitivity; tailor quality attributes to each segment.

• Assuming all defects come from suppliers

  Thinking that quality problems only arise from raw materials.

  Fix itQuality problems can arise at any stage of the value chain, including design, process, and human factors, so a comprehensive audit is needed.

• Thinking quality issues only raise production costs

  Assuming that a quality problem only affects the cost of goods sold.

  Fix itQuality problems also damage brand reputation, reduce customer loyalty, lower sales, and can trigger legal liabilities, all of which impact revenue and profitability.

• Confusing TQM with ISO 9000

  Assuming that Total Quality Management is simply a certification standard.

  Fix itTQM is a philosophy and management system, while ISO 9000 is a specific set of quality standards that can support TQM but does not encompass its full scope.

• Thinking TQM guarantees zero defects

  Assuming that once TQM is in place, all errors will disappear.

  Fix itTQM reduces defect rates and variation but cannot eliminate all errors; it focuses on process improvement and defect prevention rather than perfect outcomes.

• Mixing up variable and fixed costs

  Assuming that all costs that change with output are fixed costs.

  Fix itVariable costs change with the level of production (e.g., raw materials), while fixed costs remain constant regardless of output (e.g., rent).

• Assuming outsourcing always improves quality

  Thinking that outsourcing automatically leads to higher quality because of specialist expertise.

  Fix itOutsourcing can improve efficiency but may also introduce quality risks if the supplier’s standards are not aligned with the business’s expectations.