INTRODUCTION

Manufacturing Industries are under increasingly diverse and mounting pressures

due to more sophisticated markets, changing customer choice and global
competition. The market for products is becoming increasingly international
(Dangayach and Deshmukh, 2003). They must understand how changes in their
competitive environment are unfolding. Industries should actively look for
opportunities to exploit their strategic abilities, adapt and seek improvements in
every area of the business, building on awareness and understanding of current
strategies and successes (Papulova & Papulova, 2006). Accordingly, measures of
modern quality management aiming for sustainable success do not only mean to
avoid the delivery of defective products to the customer but seek to establish
maximum efficiency in the performance of all processes of the company. With
such optimized procedures, products of high quality can be provided with
minimum effort of time and costs (Werner & Weckenmann, 2012). To achieve a
positive ranking and thus assure a high level of perceived quality, the company
has to find a suitable position in the triangle of conflicting requirements on
quality, costs and time (W. Geiger, 1994).
Quality management theory has been influenced by the contributions made by
quality leaders (Crosby, 1979; Deming, 1982; Ishikawa, 1985; Juran, 1988;
Feigenbaum, 1991). Table 1 shows the empirical studies leading to a scale of
Quality management (Juan Jos Tar & Vicente Sabater, 2004).
Quality tools & techniques for quality management: A single tool is a device with
a clear function, and is usually applied on its own, whereas a technique has a
wider application and is understood as a set of tools (McQuater et al., 1995).
Thus, Ishikawa (1985) and McConnell (1989)have identified a list of seven TQM
tools: flow charts, cause and effect diagrams, Pareto charts, histograms, run
charts and graphs, X bar and R control charts and scatter diagrams. Also, Imai
(1986), Dean and Evans (1994), Goetsch and Davis (1997), Dale (1999), and
Evans and Lindsay (1999) have offered a list of tools and techniques for quality
improvement. For their part, Dale and McQuater (1998) have identified the tools
and techniques most widely used by firms, as shown in Table 2.
TOOLS AND TECHNIQUES FOR QUALITY MANAGEMENT IN MANUFACTURING
INDUSTRIES
PRODUCTIVITY IMPROVEMENT USING INDUSTRIAL ENGINEERING TOOLS
Topic:
Quality management tools and techniques in industrial engineering
(Manufacturing industries perspective)
http://ymcaust.ac.in/tame2012/cd/industrial/IE-30.pdf
http://umpir.ump.edu.my/1406/1/How,_Sheng_Boon_(_CD_5030_).pdf
http://iopscience.iop.org/article/10.1088/1757-899X/36/1/012006/pdf