Comparative Perceptions of Product Quality Management

This study evaluates how implementing the ISO 9001:2015 Quality Management System affects marketing performance and product quality at PT Timah Tbk. The company faced production fluctuations in 2023, leading to a sharp revenue decline and significant losses. Using a quantitative descriptive approach with a survey method, the research analyzes data from employees and management. The findings show that ISO 9001:2015 implementation positively impacts product quality (path coefficient = 0.9867) and quality management (path coefficient = 0.9036). The R-Square value indicates that ISO 9001:2015 explains 81.64% of product quality improvements, while product quality accounts for 97.38% of marketing performance changes. These results suggest that effective quality management through ISO 9001:2015 enhances marketing efficiency and strengthens customer trust, helping the company navigate competition in the tin industry.

This paper reports on an investigation based on manufacturing companies in the United Kingdom. The investigation examined various ways in which companies manage their product quality. In carrying out the study three different pieces of work have been undertaken: namely, case studies, two separate postal questionnaire surveys, and the development and testing of a method for helping organizations to focus on their quality-related decisions. The method developed enables an organization to identify the strengths and weaknesses of their approach to quality management. The findings reveal the many different opinions, structures and functions relative to the approaches of manufacturing companies to quality management. Due to the multitude of factors which influence the way a company goes about managing the task it was impossible to identify a general approach. It was, however, possible to evolve a method based on a quality-related decision-making approach, which provides a means for manufacturing companies to assess their ongoing management of quality and relate this to their specific needs.

This paper will review the process a vertically integrated subsea equipment OEM took to implement Advanced Product Quality Planning (APQP) techniques in effort to satisfy API Specification Q1, 9th Edition risk assessment requirements. Through this paper, we will highlight the organization's implementation approach, challenges faced, and benefits expected including improved product quality, increased customer service level, and lower costs. Driven by recent changes in API Specification Q1, 9th Edition along with customer specific quality requirements, Dril-Quip desired to institute Advanced Product Quality Planning (APQP) processes across its diverse product line and global manufacturing footprint. APQP has been successfully deployed and adopted in many manufacturing industries including automotive, aerospace, and defense. In this paper, Dril-Quip will discuss how it defined APQP standards to fit the specific needs of the oil and gas industry and its approach to apply them to the full range of Dril-Quip products. We will discuss the cross-functional approach including development of Design Failure Modes, Effects and Criticality Analysis (DFMECA) and Process Failure Modes, Effects and Criticality Analysis (PFMECA) for subsea wellhead systems. Critical to that discussion will be a conversation about how Dril-Quip identified the Critical to Quality characteristics (CTQs) and the procedure by which these critical features were assimilated into Dril-Quip's Quality Management System. Additionally, this paper will highlight how APQP will help the organization improve product quality and thus unlock constrained manufacturing capacity. Traditional quality management processes used in the oil and gas industry rely heavily on quality control and inspection. As a result, manufacturing operations often generate a significant number of non-conformances and customers require witness and hold points to ensure product quality. APQP brings a more proactive approach to quality management starting with product design and carrying through product verification analysis and validation testing, manufacturing and product delivery; thus, reducing non-conformances. By reducing non-conformances and designing quality into the product and its production processes, overall product quality and customer confidence will improve eliminating the need for third party witness and unlocking trapped capacity. Equipment manufacturers who are able to unlock this capacity will in turn be able to increase production volumes, shorten lead times and reduce costs. While APQP is not a novel or new concept and has been successfully deployed in the automotive, aerospace, and defense industries, it brings a new approach to quality management in the oil and gas industry. The ultimate conclusion will focus on the reasons why APQP implementation at a vertically integrated OEM reduces costs, improves process efficiency, and achieves a vast quality improvement over previous models including highlighting benchmarks from improvements realized from implementing APQP in other industries.

Mechanical engineering is the leading sphere in the industrial countries. The engineering enterprises products take the top place in a realization of the scientific and technological progress achievements in the all economy areas. The development of mechanical engineering is impossible without quality management system introduction at enterprises (hereinafter QMS), which aim is to improve technological processes, develop human resources, reduce production costs and improve competitiveness. This paper reviews the influence of quality management system on the technological efficiency of a machine-building enterprise. To effectively use the concept of total quality management (TQM), a model of a quality management system at a machine-building enterprise is proposed in four areas: quality, process, personnel and resource management. Defining the quality management concept of engineering products, current trends in the sphere of engineering enterprise development were classified according to the products life cycle stages. Developing the total quality management concept, machine-building enterprises should form their own quality concept and its continuous improvement, as well as product competitiveness. The product quality improvement concept should include an adaptation of the enterprise system model leading to the concept of total quality management.

Quality and reliability management has seen a couple of large changes over the last five decades. In the 1950s and 1960s the quality of a product depended on the quality of the components used; during the 1970s and 1980s research concentrated very much on quality and reliability as functions of product structure and architecture research. The late 1980s and 1990s have learned that, in addition to the aspects mentioned earlier, there is also a strong relation between (quality of) business processes and quality of products. The increasing emphases on ISO 9000 (do we say what we do; do we do what we say?) and total quality management (TQM) are clear examples of the latter. This paper will show that a high-level quality objective such as ISO or TQM can easily become a goal in itself and therefore can become disconnected from the actual, operational, business processes. This paper will explain the background of this phenomenon using paradigms from control theory and will propose a concept to fill the gap. This concept is called the maturity index on reliability (MIR). The paper will explain the MIR concept and will apply it to an actual, industrial, business process. Copyright © 1999 John Wiley & Sons, Ltd.

The advantages, defects and prospects of developments of statistical methods of production's quality management are analyzed in this paper. The efficiency of their uses is reasonable. The main problems concerning to control charts as one of methods of production's quality management are formulated.

Product quality in the tofu industry has been a concern in various studies, but research that specifically discusses strategies for improving product quality in traditional tofu businesses in relation to increasing the number of customers remains limited. This study aims to analyze product quality improvement strategies in increasing the number of customers at Usaha Tahu Asri in Bonjol Subdistrict, Pasaman Regency. This study employed a qualitative approach with a case study design, involving informants consisting of the business owner, workers, and consumers selected through purposive sampling. Data were collected through in-depth interviews, direct observation, and documentation, and were then analyzed using qualitative data analysis techniques through the stages of data reduction, data presentation, and conclusion drawing. The results showed that product quality was not yet consistent, which was influenced by the use of non-standardized raw materials, production processes that were still manual without standard operating procedures, and quality control that was not yet systematic. In addition, limited product innovation and the low skill level of workers also affected product quality and the number of customers. These findings contribute to the development of studies on product quality and strategic management in the context of micro-enterprises based on traditional production, as well as broadening understanding of the importance of product quality in increasing the number of customers. The conclusion of this study affirms the importance of standardizing raw materials, production processes, quality control, and improving workers’ skills to enhance product quality and support business sustainability. The implications of this study include a theoretical contribution to the development of the MSME literature as well as practical implications for business actors in improving competitiveness.

Fusing best international and local quality management and control practices is one of the most effective ways to gain competitive advantage. Among other things, this includes implementing "customer focus" and "factual decision-making", the key principles of Universal Quality Management, through qualimetric models. The authors have identified qualimtric models with the best quality management potential across the food processing industry, at different product life cycle stages. They especially emphasize the potential of applying qualimetric forecast to food quality and safety. The authors have identified the main stages of product quality metrics forecasting to predict and achieve the desirable food quality in the most effective way possible. The proposed methods are a combination of qualifying methods and world’s best quality management tools and techniques. With the example of quality management in curd products at the development stage the authorship points out the indicators defining product quality and safety, ranks value in building product quality, gives a math formula to describe product quality and an algorithm to assess product quality based on a comprehensive quality indicator and deduce recommendations to achieve desirable and predictable product properties. The proposed stages of qualimetric forecasting, based on the integration of qualimetric models in quality management, have been tested on some curd products in production and proven to be practically effective.

Output prices are mismeasured because of inadequate adjustments for changes in product quality. Thus, when quality improves, inflation will be systematically over‐stated. In this study, I find that the most commonly used indicator of the rate of inflation, the Producer Price Index, misses about 40 percent of the change in quality. However, I also find that the mismeasurement of output prices is constant over time, implying that errors of measurement are not a significant determinant of either the slowdown or recent acceleration in manufacturing productivity.

This study was carried out at the Gucci Frozen Food Cikarang store, with the aim of determining the extent to which price (X1) and product quality (X2) affect the purchase decision (Y). The sampling technique used was purposeful sampling from 96 respondents. The method used is a quantitative method, while the test steps are validity, reliability, multiple linear regression analysis, hypothesis testing and coefficient of determination using SPSS 26 software. on a Windows computer system.Based on data analysis, the results of multiple linear regression analysis are Y = 17,719 + 0.578 X1 + 0.141 X2 + e, which shows if the price variable (X1) and the product quality variable (X2) are considered to be zero. change, the decision purchase (Y) will be positive and meaningful. Based on the F test, it is known that the calculated F value is 68,427, this figure shows that the calculated F value is larger than the table F, so Ho is rejected and Ha is accepted. Thus, the variables of price and product quality simultaneously affect the purchasing decision. This shows that there is an influence of price and product quality on purchasing decisions. Based on t-test, the results show that price has a positive effect on purchasing decision with t-value of 6,910 > panel t-value of 1,986 and significance level of 0.000 <0> panel t-value of 1,986 and a significance level 0.002 < 0; 0.05, it can be concluded that price and product quality changes have a significant influence on purchasing decisions. An R-squared value of 0.595 indicates that the contribution of the independent variable, i.e. price and product quality, to the dependent variable, i.e. purchase decision in the study, is 59.5% of the variable. dependent, namely purchase decision, while the rest 40.5% (100% - 40.5%) is influenced by other factors that have not been considered in this study.

On February the 09th, 1993 the first satellite developed, assembled, integrated and tested in Brazil was successfully launched by a Pegasus series type rocket, from the Kennedy Space Center and its intended 1 year long life has already been extended by nine years. Since then Brazil is developing their own national space programs as well as international programs in collaboration with China, France, Argentine, USA and others countries. The costs, complexity and risks control needs in those programs have dramatically increased in the last ten years. This changing scenario implies new challenges to the Brazilian space industry (in order to offer competitive products and services) and to the Brazilian space authorities to support this effort. Additionally the Alcântara Launch Center – CLA commercialization effort implies the need of compliance with national and international safety regulations. To respond to these requirements the Brazilian Space Agency – AEB have started some initiatives, two of them are related to Quality issues. The first one, QUALIESPACO is dedicated to meet the needs for space related standards production and utilization in the Brazilian space industry and governmental agencies. It means to identify the needs, to support the efforts to overcome these needs together with the Brazilian National Standards Body – ABNT and to disseminate the results. The second one, SINACESPACO is dedicated to develop a National Certification System of Brazilian suppliers of products, services, materials and operators. The system with an accreditation board, laboratories and certification bodies will be a tool to support governmental acquisition of space related products and services as well as the regulatory effort related to safety. Another objective is to help the competitiveness of Brazilian space suppliers and the Quality of Brazilian space products. __________________________________________ INTRODUCTION In 1979 Brazil have decided to start a space program called MECB Brazilian Complete Space Mission, with the following objectives: • Development, launching and operation of small applications satellites; • Development of a satellite ground segment; • Development and qualification of a Satellite Launcher Vehicle VLS; • Development and operation of the Alcântara Satellite Launching Center CLA. The development of the satellites and the related ground segment became responsibility of INPE, the Brazilian Institute for Space Research, a civilian organization under the auspices of the Ministry of Science and Technology. The development of the VLS and of the CLA launch center became responsibility of the Brazilian Air Force. Most of the MECB development was done inside the governmental organizations, with an internal effort related to Quality and Safety management. In 1988 Brazil and China have started the joint satellite program CBERS – China Brazil Earth Resources Satellite, with the aim of development, launching and operation of two large Earth observation satellites1. INPE became responsible for the Brazilian tasks in this cooperative development, with new challenges related to Quality and Safety management of space products because: • The sharing of responsibilities between both partners. • The different technical cultures and experiences. • Most of the Brazilian subsystems development was done by suppliers, outside INPE. • The complexity, the risks and the high cost of the project. • The logistics problems. 54th International Astronautical Congress of the International Astronautical Federation, the International Academy of Astronautics, and the International Institute of Space Law 29 September 3 October 2003, Bremen, Germany IAC-03-IAA.6.1.02 Copyright © 2003 by the International Astronautical Federation. All rights reserved. 2 In 1994, AEB, the Brazilian Space Agency, a civilian organization, was created with the mission of coordinating the space research effort in Brazil. The main objectives of AEB are: • To define the police related to space activities in Brazil. • To plan the space activities development in Brazil. • To assure and control the budget to the space programs development. • To manage the international cooperation programs. • To support the Brazilian space industry development. • To define the regulation applicable to the space activities in Brazil. SATELLITE PROGRAMS PAYLOAD LAUNCHING DATE ATTITUDE CONTROL MASS (kg)

The core idea of quality work is to create enduring quality by providing users with reliable, easy-to-use, and surprising products. In the Internet+ era, user demand for quality has changed with the times. Customers are no longer satisfied with the requirements of basic quality functions, and more in pursuit of ease of use, pleasure and even identity. Even if the product has "satisfied with the specifications" in quality, users are still dissatisfied and express their dissatisfaction through the Internet. If we can use the Internet, big data, artificial intelligence and other technologies to collect and analyze user expectations or dissatisfaction with product quality and find improvement directions, then quality management will see great progress. Based on this, we can create a new type of quality big data analysis and management system, which we can call the Product Satisfaction Index (PSI) management system. Through the analysis and transformation of PSI, the customer’s textual expectations are turned into numerical quantifiable indicators. Through the management of PSI indicators, quality big data mining and analysis are performed to improve the product to meet customer expectations. In advancing the product satisfaction index (PSI) indicator management system, we should fully implement the definition of PSI indicators, strategic position, data analysis methods, closed-loop management models, review and continuous improvement, and data platforms. Visualize customer needs, analyze the matching between product characteristics and customer needs, and promote continuous improvement of PSI indicators through closed-loop management. The new PSI index management method opens up new ideas and methods for quality performance management, and helps build high-quality development and create customer satisfaction.

Total quality management (TQM) is a noteworthy tool for helping an organisation/institute to enhance and improve its overall performance. For this reason, many organisations have adopted the TQM approach to help ensure that their services and products are of the highest standard as well as to enhance customer satisfaction. Moreover, due to the economic contributions of the healthcare sector and other significant factors, it is considered necessary to incorporate TQM practices into this sector. A number of standards have been introduced in an effort to drive quality improvement and management within healthcare organisations, including ISO 9001 (Quality Management), EN 15224 (Quality Management System in Healthcare), ISO 15189 (Medical Laboratories), ISO 13485 (Medical Devices) and IWA 1 (Quality Management Systems). Furthermore, the TQM approach has been implemented in many countries, 12 of which (United States, France, Turkey, Jordan, Saudi Arabia, United Arab Emirates, Iran, Pakistan, India, Taiwan, Mauritius and Namibia) were included in this study in order to examine the effectiveness of TQM in the healthcare sector. A case study concerning the implementation and effectiveness of TQM in Saudi Arabia was also conducted.

The article deals with specific features of quality management at Russian enterprises in conditions of intensive import-substitution connected with introduction of economic sanctions against our country. The article briefly studies preconditions of imposing economic sanctions, analyzes specificity of conducting import-substitution in the Russian Federation in recent years, identifies key problems in the field of quality management in respect of importsubstituted products and provides recommendations aimed at raising the efficiency of quality management at Russian enterprises in the current situation. In the field of import-substitution we can observe certain positive trends however we face a lot of problems due to withdrawal from Russia and refusal to cooperate on the part of Western companies, which caused the necessity to re-adjust production processes, to alter supply chains and to build renovated systems of product quality management. Provision of high quality of products is one of the most important objectives in new circumstances, but for this end we shall search for new suppliers of high-quality raw materials and components and we need serious changes in business-processes. Current problems in this field include perception of quality management only from instrumental point of view, insufficient attention to customer needs, the absence of clear-cut understanding of benefits provided by executives’ adherence to philosophy of total quality management, difficulties with introduction of process approach to quality management, the absence at the enterprise of orientation to continuous improvement of quality indicators and so on. When these problems are resolved, we can reach success in the field of quality management.

ABSTRACTThe effect of raw material quality on final product quality was assessed. Initial physical, biological, chemical and sensory quality characteristics (total volatile bases, raw organoleptic assessment, freshness flavor, pH, viscosity, solubility, enzymatic activity, Ca2+sensitivity) were analyzed from actual experience in fish processing plants as well as from data obtained in the literature. These characteristics were studied together on a dimensionless scale, when white fish species, such as hake (Merluccius hubbsi) and cod (Gadus morhua), are processed to obtain iced and frozen products.A linear correlation between raw material and product quality was found. This correlation can be used by the industry in production planning and quality management. It is useful to settle the quality of the raw material to be purchased in order to achieve a certain product quality. Additionally, it can be used to test and check the overall process efficiency.