Small q And BIG Q

Little Q is performance to specifications, i.e. the approach that is dominant in Six Sigma and ISO 9000.

Big Q is delivering what the customer wants and exceeding those expectations. It’s the difference between tactical quality management and strategic quality management.


Big Q arose out of the realization that managing for quality should not be limited to manufacturing companies and manufacturing processes, but should also include service companies and business processes. Quality managers and upper managers have most accepted the concept of Big Q, starting in the 1980s, and the trend has been growing ever since. Time has also shown that managers in technological areas and certain staff functions have traditionally been the most resistant to it.

Big Q takes the goals of more traditional, earlier modes of quality control management (“Little q”) and builds on them. For the purposes of better understanding, let’s look at it this way: In terms of products, for example, the content of Little q would be manufactured goods, while the content of Big Q would encompass all products, goods and services, whether for sale or not. In terms of processes, Little q focuses on those processes directly related to the manufacture of goods, while Big Q covers all processes.

It has been demonstrated that since the widespread adoption of the Big Q concept in the 1980s, recognition for quality within the corporate world has increased. Quality councils have sprung up more and more to nominate and select specific projects to be recognized for their quality achievements. The scope of these nominations has increased over time, and this has been attributed to the manner in which Big Q has broadened the notions of what constitutes quality management.

Big Q has become an integral component in the business world, and is without question here to stay. We just may not call it Big Q. Some may call it TQM, some Six Sigma and others just common sense.

PS: Source- juran.com