Total Quality Management models

Doing things right.. .FIRST time.

Submitted to: Dr. Seema Bawa Submitted by: Rupinder Kaur 801231024

Index
Quality TQM Basic concepts of TQM Implementation of TQM Basic Model Kano Model Demings Improvement Model Rewards for Quality

Quality
The word quality has multiple meanings. Two of those meanings dominate the use of the word: 1) Quality consists of those product features which meet the need of customers and thereby provide product satisfaction. 2) Quality consists of freedom from deficiencies. Nevertheless, in a handbook such as this it is most convenient to standardize on a short definition of the word quality as fitness for use

Joseph M. Juran

 The term Total quality was used for the first time in a paper by Feigenbaum at the first international conference on quality control in Tokyo in 1969 In the 1980s to the 1990s, a new phase of quality control and management began. This became known as Total Quality Management (TQM).

Total Quality Management

It is a way of managing people and business processes to ensure complete customer satisfaction at every stage. TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality TQM, combined with effective leadership, results in an organization doing the right things right, first time.

Six Basic Concepts of TQM

1. A committed and involved management to provide long-term top-to-bottom organizational support. 2. Unwavering focus on the customer. 3. Effective involvement and utilization of the entire work force. 4. Continuous improvement of the business and production process 5. Treating suppliers as partners. 6. Establish performance measures for the process. B. Creech

Models
In order to have a systematic approach to TQM, it is necessary to develop a conceptual model. Generally, a model is a sequence of steps arranged logically to serve as a guideline for implementation of a process in order to achieve the ultimate goal. Basic Model Kano Model Demings Model

Basic Model

Origins of the Kano Model

Kano Model concept first published in an article by Kano, N., Takahshi, F & Tsuji, S. (1984), Attractive quality and must-be quality. The Journal of the Japanese Society for Quality Control Kano Model Challenged traditional Customer Satisfaction Models that More is better, i.e. the more you perform on each service attribute the more satisfied the customers will be. Performance on product and service attributes is not equal in the eyes of the customers Performance on certain categories attributes produces higher levels of satisfaction than others.

Kano Model
The model is based around the level of achievement compared to the level of customer satisfaction. Product features are divided into three distinct categories: 1. Must be attributes (Basic): Customers take them for granted when they are fulfilled; if they are not fulfilled they may become very dissatisfied. 2. One dimensional attributes (Performance): attributes are those for which better fulfillment leads to linear increment of customer satisfaction 3. Attractive attributes (Excitement): Absence does not cause dissatisfaction, but achievement can lead to customer delight.

Kano Model
Didnt know I wanted it but I like it. Satisfaction Satisfier One Dimensional Desired Quality

Delighters Excited Quality Service Performance Dissatisfier Must-be Expected Quality

Service Performance

Cannot increase my satisfaction, but can decrease.

Dissatisfaction

Kano Model Process

Research Analyze & Brainstorm Plot & Diagram Strategize

Research available data sources Determine data collection strategy Collect and summarize data

Analyze results Develop Customer from data collection Requirement Matrix Brainstorm list of Record features and Questionnaire functionality results in Matrix Develop Functional and Summarize and Dysfunctional Plot results on Questionnaire Kano Model

Identify Marketing Strategy

Analyze & Brainstorm

User Survey Functional form vs. Dysfunctional Form How would you feel if the product had feature X? How would you feel if the product didnt have feature X? Kano Questionnaire Answers: I like it. I expect it. Im neutral. I can tolerate it. I dislike it.

Example: Requirements Survey

Demings improvement model

It originated in the 1920s with the statistics expert Mr. Walter A. Shewart, who introduced the concept of PLAN, DO and SEE. The late Total Quality Management (TQM) guru and renowned statistician Edwards Deming modified the Shewart cycle as: PLAN, DO, STUDY, and ACT.

Deming himself called it the 'Shewart Cycle' but Deming's work in Japan has lead to it commonly being named after him.

PDCA Cycle repeated to create continuous improvement

Performance

Plan Act

Do
Check

Continuous improvement

Time

Why for improvement

Is useful for both process, service, and product improvement. Is applicable to all types of organizations. Is applicable to all groups and levels in an organization. Facilitates the use of teamwork to make improvements. Provides a framework for the application of improvement tools and methods.

Recognizing and rewarding Quality

Promotion of high quality goods and services

Malcolm Baldrige National Quality Award (MBNQA) (United States)

Deming Prize (Japan)

European Quality Award (European Union)

Deming prize
Dr. Deming was in Japan giving lectures on statistical process control and was recorded for distribution and profit. Funds were donated to Japanese Union of Scientists and Engineers (JUSE)

Kenichi Koyanagi, the managing director of the JUSE, used those funds to create the Deming prize to individuals or organizations in 1951.

Malcolm Baldrige National Quality Award

In 1987, Congress established the Malcolm Baldrige National Quality Award to promote quality awareness, to recognize quality and business achievements of U.S. organizations, and to publicize these organizations successful performance strategies

European Foundation of Quality Management

In response to this, a similar model was developed by the European Foundation of Quality Management in 1992. This EFQM Excellence Model is the framework for the European Quality Award.

Conclusion
TQM a way of working Involves everyone High prominence on customer Awards are given based upon TQM

References
Walder, D., (1993). Kanos model for understanding customer-defined quality. Center For Quality of Management Journal, 39, 65 69. Zultner, R.E. & Mazur, G. H. ( 2006). The Kano Model: Recent Developments. The eighteenth symposium on Quality Function Deployment. Managing Quality : An integrative approach by Foster, P. 81-83 http://www.bpir.com/total-quality-management-bpir.com/menu-id-71/expertopinion.html http://www.tqe.com/TQM.html http://www.efqm.org/en/?TabId=132 http://www.google.co.in/url?sa=t&rct=j&q=total%20quality%20management&sour ce=web&cd=13&sqi=2&ved=0CIwBEBYwDA&url=http%3A%2F%2Fwww.busin essballs.com%2Fdtiresources%2Ftotal_quality_management_TQM.pdf&ei=r25UfjUL4KurAe2ioA4&usg=AFQjCNFdAwKCPQ1HIHfoay_mtLPcl1WZhQ http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html

Thank you

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