GE 2022 TOTAL QUALITY MANAGEMENT

UNIT I
Introduction Need for Quality Evolution of quality- efinition of quality
i!en"ion" of !anufacturin# and "ervice quality $a"ic conce%t" of TQM
efinition of TQM TQM &ra!e 'or( )ontri*ution of e!in#+ ,uran and
)ro"*y $arrier" to TQM
INT-OU)TION TO QUALITY
One of the important issues that business has focused on in the last two decades is
quality. The other issues are cost and delivery. Quality has been widely considered as a
key element for success in business in the present competitive market. Quality refers to
meetin the needs and e!pectations of customers. "t is important to understand that
quality is about more than a product simply workin properly.
Quality refers to certain standards and the ways and means by which those
standards are achieved# maintained and improved. Quality is not $ust confined to products
and services. "t is a homoeneous element of any aspect of doin thins with hih deree
of perfection. %or e!ample &usiness success depends on the quality decision makin.
E.OLUTION O& QUALITY
Ti!e Event"
Until /010"
'rior to the
()
th
century
Quality is an art
*emands overcome potential production
+n era of workmanship
%.Taylor
,-))s
The scientific approach to manaement resultin in rationali.ation of work
and its break down leads to reater need for standardi.ation# inspection and
supervision
/hewart
,-0)s
/tatistical beinnins and study of quality control. "n parallel# studies by 1
+ %isher on e!perimental desin2 the beinnin of control charts at western
3lectric in 4/+
5ate
,-0)s
Quality standards and approaches are introduced in %rance and 6apan.
&einnin of /Q7# reliability and maintenance enineerin
,-8( /eminal work by *emin at the ministry of war in 4/+ on quality control
and samplin
9orkin roup setup by 6uran and *ode on /Q7 in 4/ army
7oncepts of acceptance samplin devised
,-88 *aode and *emin carried out seminal research on acceptance samplin
,-8: %oundin of the 6apan standard association
,-8; %oundin of the +/Q7
,-:) <isit of *emin in 6apan at the invitation of = "shikawa
,-:, Quality assurance increasinly accepted
,-:8 TQ7 in 6apan 2 &ook published ,-:;
,-:> %oundin of 3uropean orani.ation for the control of quality
+fter ,-;)s
,-;, The ?artin 7o in 4/+ introduces the .ero defects approach while
developin and producin 'ershin ?issiles. Quality motivation is startin
in the 4/ and interated prorammes beun
,-;( Quality circles are started in 6apan
,-;8 "shikawa publishes book on Quality manaement
,->) "skiawa publishes the book on the basics of quality circles and the concept
of Total Quality is affirmed and devised in 6apanese industries
,->) to
,-@)
6ust in Time and quality become crucial for competitiveness. + lare
number of 4/ and 3uropean corporations are beinnin to appreciate the
advance of 6apanAs industries. Tauchi populari.es the use of
environmental desin to desin robust systems and products
,-@)B %acin the risin sun challene in quality manaement
*evelopment and introduction of %?/s and reater dependence on
supplier contracts.
Crowth of economic based on quality control# information software
packaes
,--)B The manaement of quality has become a necessity that is reconi.ed at all
levels of manaement
"ncreasin importance is iven to off line quality manaement for the
desin of robust manufacturin processes and products. The rowth of
process optimi.ation
QUALITY E&INITION
,. 'redictable deree of uniformity and dependability at low cost and suited to the
market -*emin
(. %itness for use-6uran
0. 7onformance to requirements - 7rosby
8. ?inimum loss imparted by a product to society from the time the product is
shipped - Tauchi
:. + way of manain tile orani.ation -%eienbaum
;. 7orrectin and preventin loss# not livin with loss - Dosffin .
>. The totality of characteristics of an entity that bear on its ability to satisfy stated
and implied needs "/O
QUANITI&I)ATION O& QUALITY

E
P
Q =

' E 'erformance 3 E 3!pectations
IMEN2ION O& QUALITY
,. 'erformance (. %eatures 0. 7onformance
8. 1eliability :. *urability ;. /ervice
>. 1esponse @. +esthetics -. 1eputation
TOTAL QUALITY MANAGEMENT
Total - ?ade up of the whole
Quality- *egree of excellence a product or service provides
Mana#e!ent3 +ct# +rt or manner of handling, controlling, directing, etc...
45y TQM6
,. + question of survival in the intense competitive environment
(. "ncreasin customer consciousness
E&INITION6
,. TQ? is the manaement approach of an orani.ation# centered on quality# based
on me participation of all its members and aimin at lon-term success throuh
customer satisfaction. and benefits to all members of me orani.ation and to
society.- I2O
(. TQ? is an interated orani.ational approach in delihtin customers Fboth
internal and e!ternalG by meetin their e!pectations on a continuous basis throuh
every one involved with the orani.ation workin on continuous improvement in
all products# services# and processes alon with proper problem solvin
methodoloy - INIAN 2TATI2TI)AL IN2TITUTE 7 I2I 8
0. TQ? is a. people - focused manaement system that aims at continual increase in
customer satisfaction at continually lower cost. TQ? is a total system approach
Fnot a separate area of proram G# and an interal part of hih level stratey. "t
works hori.ontally across functions and departments# involvin all employees# top
to bottom# and e!ceeds backwards and forward to include the supply chain and
the customer chain TOTAL QUALITY &O-UM O& U2A
)9A-A)TE-I2TI)2
,. 7ustomer Oriented
(. 5on term commitment for continuous improvement of all process
0. Team work
8. 7ontinuous involvement of top manaement
:. 7ontinuous improvin at all levels and all areas of responsibility
$A2I) )ON)E:T2 O& TQM6
,. Top manaement commitment
(. %ocus on the customer &oth internal and e!ternal
0. 3ffective involvement and utili.ation of entire work force
8. 7ontinuous improvement
:. Treatin suppliers as partners
;. 3stablishin performance measures for the processes
:-IN)I:LE2 O& TQM6
,. 7ustomers requirements - F both internal H e!ternalG must be met first time H
every time
(. 3verybody must be involved
0. 1eular two way communication must be promoted "
8. "dentify the trainin needs and supply it to the employees
:. Top manaement commitment is must
;. 3very $ob must add value
>. 3liminate waste H reduce total cost
@. 'romote creativity
-. %ocus on team work.
TQM &-AME 4O-;
$A--IE-2 TO
TQM
IM:LEMENTATION
,. 5ack of manaement commitment
(. 5ack of faith in and support to TQ? activities amon manaement personnel
0. %ailure to appreciate TQ? as a cultural revolution. "n other words# inability to
chane orani.ational culture
8. ?isunderstandin about the concept of TQ?
:. "mproper plannin
;. 5ack of employees commitment
>. 5ack of effective communication
@. 5ack of continuous trainin and education
-. 5ack of interest or incompetence of leaders
,). "neffective measurement techniques and lack of access to data and results
,,. Ion-application of proper tools and techniques
,(. "nadequate use of empowerment and team work
$ENE&IT2 O& TQM
Tan#i*le $enefit" Intan#i*le $enefit"
"mproved product quality
"mproved productivity
1educed quality costs
"ncreased market and customers
"ncreased profitability
1educed employee rievances
"mproved employee participation
"mproved team work
"mproved workin relationships
"mproved customer satisfaction
"mproved communication
3nhancement of $ob interest
3nhanced problem solvin capacity
&etter company imae
UNIT II
Leader"5i% 2trate#ic quality %lannin## Quality "tate!ent" 7ustomer focus
7ustomer orientation+ )u"to!er "ati"faction# )u"to!er co!%laint"# )u"to!er
retention E!%loyee involve!ent Motivation+ E!%o'er!ent+ Tea! and Tea!
'or(+ -eco#nition and -e'ard# :erfor!ance a%%rai"al )ontinuou" %roce""
i!%rove!ent :2A cycle+ <2+ ;ai=en 2u%%lier %artner"5i% :artnerin#
"u%%lier "election 2u%%lier ratin#>
LEAE-29I:
The process of influencin others towards the accomplishment of oals. De
triers tile will to do# shows the direction and uide the roup members towards
the accomplishment of oals.
)9A-A)TE-I2TI)2 O& QUALITY LEAE-2
,. 7ustomers first
(. <alue people
0. &uild suppler partnership
8. 3mpower people
:. /trive for e!cellence
;. *emonstrate involvement J commitment
>. 3!plain & deploy policy
@. "mprove communication
-. 'romote teamwork
,). &enchmark continuously
,,. 3stablish system
,(. 3ncourae collaboration
LEAE-29I: -OLE2
-OLE O& 2ENIO- MANAGEMENT
,. /tudy and investiate TQ? concepts and issues
(. /et clear quality policies and provide challenin tasks
0. 3stablish customer satisfaction as a lon term oal
8. To become coaches and cheer leaders for encourain and supportin the
manaers durin transition phase of the transformation
:. To stimulate employees to be involved
;. To attend TQ? trainin prorams
>. To up hold norms and issues
@. To create a basic of trust# respect and open communication which ensures
individual participation and continuous improvement.
-. To monitor whether quality improvement prorams are conducted as planned.
2T-ATEGI) :LANNING
"t sets the lon term direction of the orani.ation in which it wants to proceed in
future. 7an be defined K+s the process of decidin on ob$ectives of the orani.ation# on
chanes on this ob$ective# on the resource used to obtain these ob$ectives and on the
policies that are to overn the acquisition use and disposition of these resourcesK
QUALITY 2TATEMENT2
.I2ION 2TATEMENT6 "t is a short declaration of what an orani.ation aspires to be
tomorrow. "t is an ideal state which may never be achieved.
E?a!%le6 To continuously enrich knowlede base of practioners in mobility industry
and institutions in the service of humanity - 2AE
MI22ION 2TATEMENT6 *escribes the function of the orani.ation. "t provides the
clear statement of purpose for the employees# customers and suppliers.
E?a!%le6 @ %acilitatin world class technical education throuh hih quality institutions#
academic e!cellence and innovative research and development prorammes# technoloy
forecastin and lobal manpower plannin# promotin industry institute interaction#
inculcatin entrepreneurship - AI)TE
QUALITY :OLI)Y 2TATEMENT6 "t is a uide for everyone in the orani.ation as to
how they provide products and services to the customer. 9ritten by the 73O feedback
from workforce and approved by quality council.
E?a!%le6 Lero! is a quality company. Quality is the basic business principle for Lero!.
Quality means providin our e!ternal and internal customers with innovative products
and service that fully satisfy their requirements. Quality is the $ob of every employee
Aero? )or%oration
)u"to!er "ati"faction6
The 7ustomer is the =in - 3mphasi.ed by TodayMs &uyers ?arket. TQ?Ms
'urpose is meetin or e!ceedin customer e!pectations# so that the customers are
delihted. The customer satisfactions must be the primary oal of any orani.ation.
)U2TOME- 2ATI2&A)TION MOEL
TeboulAs ?odel of customer satisfaction as shown in fiure
%rom the above diaram it is understood that the company should strive for increasin the
intersection portion i.e. 7ustomer /atisfaction.
T9E )U2TOME-2 A-E
The most important people in the business
Iot dependent on the orani.ation# but the orani.ation depends on them.
Iot an interruption to work but are the purpose of it.
*oin a favor when they seek business and not vice-versa.
+ part of business# not outsiders and they are life blood of the business
'eople who come with their needs and $obs
*eserve the most courteous and attentive treatment.
TY:E2 O& )U2TOME-2
Internal )u"to!er6 The customer inside the company are called internal customers
E?ternal )u"to!er"6 +n e!ternal customer is the one who used the product or service or
who purchase the products or service or who influences the sale of the product or service.
)U2TOME- 2U::LY )9AIN
)U2TOME- )OM:LAINT2 7&EE$A);8
7ustomer feedback must be continuously solicited and monitored to reduce the
dissatisfied customers as much as possible.
)U2TOME- &EE$A); O- )U2TOME- )OM:LAINT I2 -EQUI-E
To discover customer dissatisfaction
To identify customerAs needs
To discover relative priorities of quality
To compare performance with the competition
To determine opportunities# for improvement
TOOL2 U2E &O- )OLLE)TING )U2TOME- )OM:LAINT2
)o!!ent card - 5ow cost method# usually attached to warranty card
Que"tionnaire - 'opular tool# costly and time consumin - by mail or telephone
preferably multiple choice questions or a point ratin system F, to :G or F, to ,)G
)u"to!er &ocu" #rou%" - ?eetin by a representative of the company with the
roup of customers. "mprint analysis is an emerin technique to obtain intrinsic
feelins usin customer meetins# word associations# discussion# rela!ation
techniques etc.
:5one 3 Toll free Telephone numbers
)u"to!er vi"it" - <isit customerMs place of business.
-e%ort card" - 4sually# send to customer on a quarterly basis.
T5e internet and co!%uter - "t includes newsroups# electronic bulletin board
mailin lists#
3mployee feedback.
Ma"" )u"to!i=ation - 7apturin the voice of customers usin data of what
customer want instead of what customer is thinkin about buyin and
manufacturin e!act what they want.
2TE:2 TO 2OL.E )U2TOME- )OM:LAINT2
7omplaints can be collected from all sources Fletters# phone -calls# meetins and
verb inputsG
*evelop procedures for complaint resolution# that include empowerin front-line
personnel.
+naly.e complaints# but understand that complaints do not always fit into new
cateories
9ork to identify process and material variations and then eliminate the root
cause.
9hen a survey response is received# a senior manaer should contact the
customer and strive to resolve the concern.
3stablish customer satisfaction measures and constantly monitor them.
7ommunicate complaint information# as well as the result of all investiation
solution# to all people in the orani.ation. .
'rovide a monthly complaint report to the quality council for their evaluation and
needed# the assinment of process improvement teams.
"dentify customerMs e!pectations beforehand rather than afterward throuh
complaint analysis.
)U2TOME- -ETENTION
?ore powerful and effective than customer satisfaction
"t is the process of retainin the e!istin customer
7ustomer care can be defined as every activity which occurs within the orani.ation
that ensures that the customer is not only satisfied but also retained.
2IGNI&I)AN)E O& )U2TOME- -ETENTION
;)N of orani.ations future revenue will come from e!itin customers
(N increase in customer retention has ,)N decrease in operatin cost.
-;N of unhappy customers do not complain but 0 times likely to convey to other
customers about their bad e!perience.
-,N of unhappy customers never purchase oods and services from you.
"t costs : times more to attract the customer than retainin the e!istin customer.
7ustomer retention creates customer loyalty and moves customer satisfaction to a
ne!t level called customer deliht.
EM:LOYEE IN.OL.EMENT
"t is the total involvement from every person at all levels in the orani.ation
A2:E)T2 O& EM:LOYEE IN.OL.EMENT
,. 3mployee motivation
(. 3mployee 3mpowerment
0. Teams and Team work
8. 1econition and 1eward /chemes
:. 'erformance +ppraisal
/> EM:LOYEE MOTI.ATION
"t is the process of stimulatin people or attemptin to influence other to do your
will or accomplish desire oals throuh the possibility of reward
"mproves employee involvement
1educes absenteeism and increases turn over
'romotes $ob satisfaction

T9EO-IE2 O& MOTI.ATION
9E-B$E-GC2 T4O &A)TO- T9EO-Y
,. ?otivation %actorO 'eople are motivated by reconition# responsibility#
achievement# advancement and the work itself. These are called as motivators
(. *issatisfies or Dyiene %actorO 5ow salary# minimal frine benefits# poor workin
conditions# ill defined orani.ational policy# mediocre technical supervision are
dissatisfies which implies they are preventable.
EM:LOYEE 4ANT2
,. Cood pay factor is normally in the middle of rankin.
(. Iormal 9ants are interestin work# appreciation# involvement $ob security# Cood
pay# 'romotionJrowth# Cood workin conditions# 5oyalty to employees# Delp with
personal problems arid Tactful *iscipline.
A)9IE.ING A MOTI.ATE 4O-; &O-)E $Y T9E MANAGE-2
=now thyself# =now employees# 3stablish a positive attitude# /hare the oal#
?onitor proress# *evelop interestin work by $ob rotation# $ob enlarementFDori.ontalG
and $ob enrichment F<erticalG# 7ommunicate effectively# 7elebrate success.
EM:LOYEE EM:O4E-MENT
"t is an environment in which people have the ability# the confidence and the commitment
to take his responsibility and ownership to improve the process and initiate the necessary steps to
satisfy customer requirements within well-defined boundaries in order to achieve orani.ational
values and oals.
6ob 3nrichmentO "s e!pandin content of the 6ob.
6ob 3mpowermentO "s e!pandin the conte!t of the $ob.
GENE-AL :-IN)I:LE2 O- )9A-A)TE-I2TI)2 &O-D EM:O4E-ING
EM:LOYEE2
,. Tell people what their responsibilities are.
(. Civen the authority equal to the responsibility assined to them.
0. /et standards of e!cellence.
8. Cive them knowlede information and feed back.
:. Trust them and treat them with dinity and respect.
, ,
)ONITION2 TO )-EATE T9E EM:O4E-E EN.I-ONMENT
,. 3very one should under stand the need to chane
(. The system need to chane to new paradim.
0. The orani.ation must provide information# education# and skill to its employees.
Teams and Team works
+ team can be defined as a roup of people workin toether to achieve common
ob$ectives or oals
Team work is the cumulative actions of the team durin which each member of
the team subordinates his individual interest and opinions for the fulfillin of ob$ectives
of the roup.
$ENE&IT2 O& TEAM 4O-;
"mproved solutions to quality problems# ownership of solutions# communication
and interation
Ob$ectives /hort Term 'lannin
Coal 5on Term 'lannin
TY:E2 O& TEAM2
:roce"" i!%rove!ent tea!6 "nvolved in improvement of sub processes or processes.
4sually has ;-,) members. *isbanded when the ob$ective is reached. ?ay include the
local supplied and customer dependin on the location
)ro"" functional tea!"6 ;-,) members temporary team. ?embers are Top manaement
level from various functional areas of manaement. *iscuss comple! problems and break
down into smaller parts to refer it to various departmental teams for further solution.
Natural 'or( tea!"6 Iot voluntary and the total work unit is part of the team. ?anaer
also a part of the team and the manaement selects the pro$ects to be improved. ?anaers
must also ensure that the entire team is comfortable with each other.
2elf directed E "elf !ana#ed 'or( tea!6 3!tension of natural work teams but here the
roup of individuals is empowered not only to do work but manae it. Io maner will
present but a coordinator F9hich will be normally rotated amon membersG will be
appointed. +dditional responsibilities of the team hirinJ dismissal# performance
evaluation# customer relations# supplier relations# reconitionJrewards and trainin.
)9A-A)TE-I2TI)2 O& 2U))E22&UL TEAM2
,. 2%on"or6 "n order to have effective liaison with quality council# there should be sponsor.
The sponsor is a person from the quality council# he is to provide support to the
orani.ation
(. Tea! )5arter6 + team charter is a document that defines the teamAs mission boundaries#
the backround of the problem# the teamAs authority and duties and resources. "t also
identifies the members and their assined roles leader# recorder# time keeper and
facilitator.
0. Tea! )o!%o"ition6 Iot e!ceedin ,) members e!cept natural work team and self
manaed teams.
8. Trainin#6 The team members should be trained in the problem solvin techniques team
dynamics and communication skills
:. Ground -ule"6 The team should have separate rules of operation and conduct. Cround
rules should be discussed with the members# whenever needed it should be reviewed and
revised
;. )lear o*Fective"+ Accounta*ility 6 'eriodic status report should be submitted to quality
council for review
>. 4ell defined deci"ion %rocedure+ -e"ource"6 +dequate information should be provided
@. Tru"t *y t5e !ana#e!ent+ Effective %ro*le!" "olvin#O Iot by hunches or quick fires
-. O%en co!!unication+ A%%ro%riate Leader"5i%+ $alanced %artici%ation and
)o5e"ivene""
TEAM MEM$E- -OLE
5eader# %acilitator FOne who helps the team ets started in the staesG# 1ecorder#
Time keeper and Team member.
E)I2ION MA;ING MET9O2
Ion decision# 4nilateral decision# Dandclasp decision FTwo members with a ood
idea of the sub$ect decideG# ?inority-rule decision# ?a$ority rule decision# 7onsensus
FIot everyone need to accept# &ut every one should be willin to implementG
ELEMENT2 O& E&&E)TI.E TEAM 4O-;
1eular schedulin with a fi!ed time limit# purpose# role and responsibilities#
activities# decision# results and reconition.
TEAM MANAGEMENT 49EEL
To make a lean more effective a team manaement wheel has been evolved. The
activities are advisin# innovatin# promotin# developin# orani.ation# producin#
inspectin# maintainin and linkin. The roles of wheel are advisor# e!plore# orani.er
and controller.
2TAGE2 O& TEAM E.ELO:MENT
&or!in# "ta#e3 "nitial stae with only roup of individuals and no team work. Team
purpose# roles are created.
2tor!in# 2ta#e 3"nitial areement roles are challened. Dostilities# emere which may
be resolved
Nor!in# 2ta#e3%ormal informal relations et established.
:erfor!in# 2ta#e -Team operates in a successful manner with trust# openness# healthy
conflict and decisiveness amon the members.
Maintenance "ta#e %unctionin should not deteriorate with time Q
Evaluatin# 2ta#e 3valuatin team performance
TEN )OMMON :EO:LE :-O$LEM2
%lounderin# overbearin participants# *ominatin participants# reluctant participants#
unquestioned acceptance of opinions as facts# rush to accomplish# +ttribution# *iscounts and
plops# 9anderlust# %eudin team members.
$A--IE-2 TO TEAM :-OG-E22
"nsufficient trainin# "ncompatible rewards and compensation# %irst-line supervisor
resistance# 5ack of plannin2 5ack of manaement support# +ccess to information systems# 5ack
of union support# 'ro$ect scope too lare# 'ro$ect ob$ectives are not sinificant# Io clear measures
of success and Io time to do improvement work.
-E)OGNITION AN -E4A-
-eco#nition is a process whereby manaement shows acknowledement F<erbal or writtenG of
an employee outstandin performance. 1econition is a form of employee Bve motivation.
-e'ard is a tanible one such as increased salaries# commission# cash bonus# ain sharin etc.#
to promote desirable behavior. "t can be even theatre tickets# dinner for two# a small cash
awards# etc.#
The employees are reconi.ed to improve their morale# show the companyMs appreciation for
&etter 'erformance# create satisfied and motivated workplace and stimulate creative efforts.
INT-IN2I) .2 EAT-IN2I) -E4A-2
INT-IN2I) -E4A-2 EAT-IN2I) -E4A-2
1elated to feelin of accomplishment or
self worth
1elated to pay or compensation issues
,. Ion monetary forms of reconition
to acknowlede achievement of
quality improvement oals
(. 7elebrations to acknowlede
achievement of quality
improvement oals
0. 1eular e!pression of appreciation
by manaers and leaders to
employees to acknowlede
achievement of quality
improvement oals
8. 0;)
o
performance appraisals
feedback from co-workers#
subordinates or customers is
incorporated into performance
appraisal
:. %ormal suestion system available
for individuals to make quality
improvement suestion
;. *evelopmental based performance
,. 'rofit sharin
(. Cain sharin
0. 3mployment security
8. 7ompensation time
:. "ndividual based performance
systems
;. Quality based performance
appraisals
appraisals
>. Quality based promotion
2TE.E 2MIT9C2 T4ENTY I&&E-ENT 4AY2 TO -E)OGNIBE T9E
EM:LOYEE2
/end thank letter whenever possible
*evelop behind the scenes award
7reate the best ideas of the year booklet
%eature the quality team of the month and put their picture in prominent
place
Donor peers by reconi.in them
+llow people to attend meetins in your name when you are not available
"nvolve teams with e!ternal customers and suppliers by visitin them
"nvite a team for coffee or lunch whenever possible
7reate a visibility will displayin posters# pictures# to thank the
contributions of employee
7redit the team to hiher authorities when their ideas are accepted
Take interest in employeeAs development
Cet the team picture in company newspaper
?ention the ideas of others durin your meetins# so that they are
reconi.ed
9rite a letter of praise to contributed team member and copy to boss
+sk people to help you with the pro$ect which is difficult but challenin
/end a team to special seminars# workshops to cover topics they are really
interested in
+sk your boss to send a letter of acknowledement and thanks
Donor outstandin contribution with awards
Dave a stock of small ifts to ive to people on the spot whom you catch
doin thins riht
'romote or nominate for promotion# those people who contribute most

:E-&O-MAN)E A::-AI2AL
"t is a systematic and ob$ective assessment or evaluation of performance and
contribution of individual
Ieeds
"dentifyin employees for salary revision# promotion# transfer# demotion# lay off
To determine trainin needs of employee
To take orani.ational inventory of people
To know personal strenth and weakness of individuals
To validate the selection procedure
A::-AI2AL &O-MAT2
1ankin F%rom hihest to lowestG# Iarrative FTellin strenth and weaknessG#
Craphics FCraphical display of duties by ratinG# %orced choice F'lacin each employee
with a predetermined N like Cood (:N# 'oor ,)N etcG
A::-AI2AL :-O)E22
$ENE&IT2 O& :E-&O-MAN)E A::-AI2AL
,. 'rovides a feedback to identify employees for salary revision# transfer# lay-off
(. Delps in determinin trainin needs of employee
0. 'rovides orani.ation inventory of people
8. Delps to evaluate personal strenth and weakness of individuals
:. To validate the selection procedure.
;. 'rovide the basis for promotion# demotion etc
>. ?ay provide some information on e!ternal factors like family circumstances#
health# financial or personal matters that may be affectin the performance
)ONTINUOU2 :-O)E22 IM:-O.EMENT 7):I8
TQ? has been defined as a philosophy based on quest for proress and
continual improvement in the areas of cost# reliability# quality# innovation#
efficiency and business effectiveness
"t is a continuous learnin process which never stops and is cyclic and
iterative
To do 7'"# we have different approaches such as 6uran Triloy# '*/+
cycle# =ai.en and :/ concept
IN:UT E OUT:UT :-O)E22 MOEL
The process refers to business and production activities of an orani.ation.
3!ample 'urchasin# 3nineerin# ?arketin and +ccountin
$A2I) 4AY2 TO IM:-O.E :-O)E22
To reduce resources
To reduce errors
To meet e!ceed customer needs
To make process safer
To make process more satisfyin to the person doin it.
,U-AN T-ILOGY
*r. 6oseph ?. 6uran# who .wrote a ,-)) pae te!t. book on Q4+5"TP
7OIT1O5 D+I*&OO= and other contributions to the total quality. 6uran dividesQ
Quality ?anaement into
Quality 'lannin
Quality control
Quality improvement. .
QUALITY :LANNING
'lannin process is crucial for improvement to become continuous activity with a
lon term viewO The 6uran Quality 'lannin road ?ap as iven below.
3!istin H 3stablished 'roduct# 'rocess H Coals R Identify )u"to!er" R 5ist of
customersR i"cover cu"to!er" need" R 7ustomerAs needs Fin their lanuaeG R
Tran"late R 7ustomerMs needs Fin our lanuaeG R E"ta*li"5 Unit of !ea"ure R4nits
of measure R E"ta*li"5 !ea"ure!ent R )u"to!er need" 7in unit" of !ea"ure
R3!istin 'roduct and process R evelo% :roduct R 'roduct features R O%ti!i=e
%roduct de"i#n R 'roduct oals R evelo% %roce"" R'rocess features R O%ti!i=e6
:rove %roce"" ca%a*ility R'rocess ready to transfer R Tran"fer to o%eration
R'rocess ready to produce
QUALITY )ONT-OL
+t this stae# control processes are desined to meet and ensure the oals set in
the plannin stae. 6uranMs Quality control 'rocess as shown.
7hoose control sub$ects# decide items to control R )5oo"e unit" of !ea"ure!ent R
E"ta*li"5 "tandard" of %erfor!ance R Mea"ure actual %erfor!ance G Note
difference *et'een %erfor!ance and "tandard G Ta(e action to clo"e t5e
%erfor!ance #a%
.
QUALITY IM:-O.EMENT
To find and remedy the basic causes of poor quality - +ims to hiher levels of
performance that are sinificant to current level- 6uranMs ten steps to improvement are
&uild awareness of the need and opportunity for improvement
/et for improvement
Orani.e to reach the oals
'rovide trainin
7arry out pro$ect to solve problems
1eport proress
Cive reconition
7ommunicate results
=eep score
?aintain momentum by makin annual improvement part of the reular
system processes of company
,U-AN T-ILOGY IAG-AM
"t describes the way in which 6uranMs triloy is desined to the cost of quality
over time which is a cyclic and ever-endin continuous improvement approach. - The
sporadic waste should be identified and corrected throuh whereas the chronic waste
requires an improvement process.
2UMMA-Y O& ,U-ANC2 QUALITY T-ILOGY
Quality :lannin# Quality )ontrol Quality I!%rove!ent
"dentify the
customers
*etermine the
customerAs needs
*evelop product
features
3stablish quality
oals
*evelop a process
'rove process
capability
7hoose control
sub$ects
7hoose unit of
measurement
3stablish
measurement and
standard of
performance
?easure actual
performance
"nterpret the
difference
Take action on the
difference
'rove need for
improvement
"dentify specific
pro$ects for
improvement
Orani.e to uide
the pro$ects
Orani.e for
dianosis for
discovery of cause
*iaonise to find the
causes
'rovide remedies
'rove that remedies
are effective under
operatin conditions
'rovide for control
to hold ains
:2A )Y)LE
"t is also called as *emin 7ycle or *emin 9heel. *eveloped by 9alter +.
/hewart and populari.ed by 3dward *emin
:LAN
"dentify the problem# plan and opportunities
Observe and analy.e
"solate the real causes
*etermine corrective actions
O
'repare
+pply
7heck application
2TUY E )9E);
7heck results
7ompare with oals
A)T
/tandardi.e and consolidate
'repare ne!t stae of plannin
$ENE&IT2 O& :2A )Y)LE
*aily routine manaement for the individual and or the team
'roblem solvin process
'ro$ect manaement
7ontinuous development
<endor development
Duman resource manaement
Iew product development
'rocess trials
<2 9OU2E ;EE:ING
This is a house keepin technique used to establish and maintain a productive and
quality environment in an orani.ation. This method is invented in 6apan which will ive
safer# more efficient and more productive operation results in boostin of morale of
workers# $ob involvement and satisfaction and ownership of their responsibilities.
,A:ANE2E TE-M
ENGLI29
EQUI.ALENT
MEANING
2EI-I Tidiness
)leanin# Throw away all
rubbish unrelated materials
in the work place
2EITON Orderliness
Arran#in# /et everythin
in proper place for quick
retrieval and storae
2EI2O 7leanliness
2'ee%in# 7lean the work
place# every thin with out
fail
2EI;ET2U /tandardi.ation
Maintainin# )leanline""
/tandardi.in the way of
maintainin cleanliness
29I2U;E *iscipline
2elf i"ci%line 'ractice
S:/A daily. ?ake it a way or
life. This also means
commitment
-ELATION29I: $ET4EEN .A-IOU2 <2
O$,E)TI.E2 O& <2
To create a neat and clean work place
To create systemi.e day to day workin
To improve work efficiency
To standardi.e work practice
To improve work discipline
To improve the quality of work and products
&A)TO-2 IN IM:LEMENTING <2
:artici%ation *y all - /hould be understood and practiced by all employees
To% !ana#e!ent co!!it!ent 73O and /enior manaement team need
personally commitment practice and supervise the proram
25ould *e "elf "u"tainin# &anners# sloan posters and new tutors should be
fully utili.ed to draw attention of every one
-evie' t5e %ro#ra! 3very month roup of people from different areas of
responsibilities plan and evaluate each .one
$ENE&IT2 IN IM:LEMENTING <2
9ork place becomes proud place to work
1esults in ood imae and- enerates business
Operations become easier and safer in work place
*isciplined people
"mprove productivityM and morality
&etter quality awareness
?ore usable space
5ess ?aterial handlin time
5ess production cost
'reventive maintenance
Dih employee involvement
5ess accidents
?ore time to improvement.
;AIBEN
6apanese - word -means continuous improvement or improvement over
improvement - continuous improvement in small increments that make the process more
efficient# effective# controllable and adequate.
;AI-YO
9estern philosophy - improvement throuh innovation# i.e.# improvement in one
or two reat $umps
;AIBEN .2 ;AI-YO
;AIBEN ;AI-YO
"t is achieved throuh conventional know
how and '*7+
"t is obtained by technoloical or
orani.ational break throuh
"t is employee oriented
"t is technoloy oriented
"t requires little investment but reat effort
to maintain
"t requires lare investment but little effort
to maintain
"t involves everybody in the company "t involves a selected few e!perts and
researchers
"t requires reconition of effort before
results "t is motivated by e!pected results
&EATU-E2 O& ;AIBEN
,. <alue added and non value added work activities
(. ?uda# which refers to the seven classes of wastes. 9astes are over production#
delay# transportation# processin# inventory# wasted motion# and defective parts
0. 'rinciples of motion study and the use of cell technoloy
8. 'rinciples of materials handlin and use of one piece flow
:. *ocumentation of standard operatin procedures
;. The :/ for workplace orani.ation# which are five 6apanese words that mean
proper arranement F/3"1"G# Orderliness F/3"TOIG# 'ersonal cleanliness
F/3"/OG# /tandardi.ation F/3"=3T/4G and *iscipline F/D"T/4=3G
>. <isual manaement by means of visual display that everyone in the plant can use
for better communication
@. 6ust in time principle to produce only the units in the riht quantities at the riht
time and with the riht resources
-. 'oka-Poke to prevent or detect errors
,). Team dynamics# which include problem solvin# communication skills and conflit
resolution
-OLE O& :EO:LE IN IM:LEMENTING ;AIBEN
,. Top manaement must be committed to introducin =ai.en as a company stratey
(. The e!ecutives $ust below top manaement must formulate and carry out =ai.en
oals accordin to uidelines from top manaement
0. /upervisors like everyone else must use =ai.en in their activities
8. 9orkers must be involved in =ai.en throuh the suestions systems and small
roup activities
2U::LIE- :A-TNE-29I:
+ commitment to continuous quality improvement cannot be translated into
reality without treatin supplier as partner
:-IN)I:LE2 O& )U2TOME- E 2U::LIE- -ELATION
&oth the customer and the supplier are fully responsible for the control quality
&oth the customer and the supplier should be independent of each other and
respect each otherAs independence
The customer is responsible for providin the supplier with clear and sufficient
requirements so that the supplier can know precisely what to produce
&oth the customer and the supplier should enter into an non adversarial contract
with respect to quality# quality# price# delivery method and terms of payments
The supplier is responsible for providin the quality that will satisfy the customer
and submittin necessary data upon the customerAs request
&oth the customer and the supplier should decide the methods to evaluate the
quality of the product or service to the satisfaction of both parties
&oth the customer and the supplier should establish in the contract the method by
which they can reach an amicable settlement of any disputes that may arise
&oth the customer and the supplier should continually e!chane information#
sometimes usin multifunctional teams# in order to improve the product or service
quality
&oth the customer and the supplier should perform business activities such as
procurement# production and inventory plannin# clerical work and system so that
an amicable and satisfactory relationship is maintained
9hen dealin with business transactions both the customer and the supplier
should always have the best interest of the end user in mind
2U::LIE- :A-TNE-ING
"t is defined as a continuin relationship# between a buyin firm and supplyin
firm# involvin a commitment over an e!tended time period# an e!chane of information#
and acknowledement of the risks end rewards of the relationship.
$ENE&IT2 O& 2U::LIE- :A-TNE-ING
"mproved Quality
1educed cost
"ncreased 'roductivity
"ncreased efficiency
"ncreased market share
"ncreased opportunity for innovation
7ontinuous improvement of productsJservices. .
,A:ANE2 -E.IE4 O& :A-TNE-ING
The 6apanese partnerin concept is =3513/T4 developin lon term
relationships with a few key suppliers rather than havin short term relationship with
many suppliers.
=ey elements to 'artnerin
5on term 7ommitment
Trust
/hared vision - To satisfy the end users is the common oal of both supplier and
customer.
2U::LIE- 2OU-)ING
2ole "ourcin# 3 only one supplier for the entire orani.ation. This may be forced.
to happen because of patent# technical specification# raw material location#
monopolistic supplier
Multi%le "ourcin# 3 %or a sinle item havin two or more supplier# resultin in
better quality# better service at lower cost
2in#le "ourcin#3 use of one supplier to one item when several sources are
available leadin to lon-term partnerin relationship.
$A2I2 O& 2U::LIE- 2ELE)TION
7ost# Quality# *elivery# 1eliability# ?anaement compatibility# Coal conruence
and /trateic direction of supplier firm.
2TAGE IN 2U::LIE- 2ELE)TION H E.ALUATION
/urvey stae# enquiry stae# neotiation and selection stae# e!perience stae.
The supplier should understand and appreciate the manaement philosophy of the
orani.ation
The supplier should have a stable manaement system
The supplier should maintain hih technical standards and have the capability of
dealin with future technoloical innovation
The supplier should provide those raw materials and parts required by the
purchaser and those supplied meet the quality specifications
The supplier should have the capability to produce the amount of production
needed
The supplier should not breach the corporate secrets
The supplier should be easily accessible in terms of transportation and
communication
The supplier should be sincere in implementin the contract provisions
The supplier should have an effective quality system and improvement proram
such as "/O J Q/ -)))
The supplier should have a track record of customer satisfaction and orani.ation
credibility
2U::LIE- -ATING
+lso referred as score card system# is used to obtain and overall ratin of supplier
performance based on quality# price# performance and production capability
O$,E)TI.E2 O& 2U::LIE- -ATING
Obtain an overall ratin of supplier performance ensure completer
communication with suppliers - provide each supplier about the details of problems for
corrective action and - maintain and improve the partnerin relationship between the
customer and the supplier.
EAAM:LE 2U::LIE- 2)O-E)A-
T9-EE $A2I) &A)TO-2 &O- 2U))E22&UL 2U::LIE- -ATING 2Y2TEM
+n internal structure to implement and sustain the ratin proram
+ reular and formal review process
+ standard measurement for all the suppliers
-ELATION29I: E.ELO:MENT
1efers to maintainin the relationship development throuh the various
techniques discussed previously. %or maintainability and rowth of relationship the
followin key factors are considered
"nspection ,))N inspection# /amplin# +udit and identify check
Trainin
Team approach %ormation of customer supplier team in all the functional areas
1econition 7ustomers can reconi.e suppliers by non monetary J monetary
rewards
:E-&O-MAN)E MEA2U-E
+n important principle alon with customer satisfaction# employee involvement#
continuous process improvement and supplier partnership# refers to measurin the
performance of entire orani.ation
EMING :9ILO2O:9Y
,. 7reate and publish the aims and purpose of the orani.ation
(. 5earn the new philosophy
0. understand the purpose of inspection
8. stop awardin business based on price alone
:. "mprove constantly and forever the system
;. "nstitute trainin
>. Teach and "nstitute leadership
@. *rive out fear and create a climate for innovation
-. Optimi.e the efforts of teams#. Croups and staff areas
,). 3liminate e!hortations for the work force
,,. 3liminate numerical quotas for the work force
,(. 1emove barriers that rob people of pride of workmanship
,0. 3ncourae education and self improvement for every one
,8. Take action to accomplish the transformation