Republic of the Philippines

MARIKINA POLYTECHNIC COLLEGE

Shoe Ave. cor. Juan Chanyungco St. Sta. Elena Marikina City
GRADUATE SCHOOL PROGRAM
SUMMER CLASS 2020

Reporter: Rodolfo D. Garcia Jr

Topic: Quality Management
Subject: Organization and Management

Professor: Dr. Susana P. Magtubo

Quality Management
Topics:
5.1. Definitions/Meaning and Importance
5.2. Total Quality Management and Deming 14 points of TQM
5.3. Effectiveness and Efficiency in Management
5.4. PDCA Meaning and Process
5.5. Tools of TQM and Its Uses

5.1. Definitions/Meaning and Importance

Meaning of Quality
 Quality is a judgment by customers or users of a product or service. Quality is a
customer’s determination, not an engineer’s determination or manager’s
determination
 Quality is fitness for use. -Juran
 Quality is conformance to requirements. -Crosby
 Quality is the totality of features and characteristics of a product or service, that
bear on its ability to satisfy stated and implied needs of the customer - ISO
What Is Quality Management?
• Quality management is the act of overseeing all activities and tasks that must be
accomplished to maintain a desired level of excellence.
• Quality management focuses both on product and service quality and on the
means to achieve it.
• It has four main components: quality planning, quality control, quality assurance,
and quality improvement.
Importance of Quality Management
• Quality management plays a crucial role in your company's growth and
performance.
• It is also a key resource in the competition for customer relationships, striving to
deliver a superior experience. For your business to succeed, quality should be
maintained at every level. Companies can implement a set of procedures to
ensure their products meet the highest quality standards and perform optimally.
The end goal is to enhance customer satisfaction and drive business growth.

5.2. Total Quality Management and Deming 14 points of TQM

Total Quality Management (TQM)
• Total- made up of a whole
• Quality – Degree of excellence
• Management – Act, art or manner of handling, controlling, directing, etc.
Total Quality Management is defined as both a philosophy and a set of guiding
principles that represent the foundation of a continuously improving organization. It is
the application of quantitative methods and human resources to improve all the process
within the organization and exceed customer needs now and in the future.
TQM is the process of integration of all activities, functions and processes within an
organization in order to achieve continuous improvement in cost, quality function and delivery of
goods and services for customer satisfaction. (KulneetSuri)

Total quality management (TQM) is a management approach to long–term

success through customer satisfaction. In a TQM effort, all members of an organization
participate in improving processes, products, services, and the culture in which they
work. (Dr. David L. Goetsch)

14 Points of Dr. William Edward Deming

 1. Create constancy of purpose toward improvement.
2. Adopt the new philosophy
3. Cease dependence on inspection to achieve quality
4. End the practice of awarding business on the basis of price tag.
5. Improve constantly and forever every process for planning, production and
service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear
9. Break down barriers between staff areas
10. Eliminate slogan, exhortations and targets for the workplace
11. Eliminate numerical qoutas for the workforce and numerical goals for
management
12. Remove barriers that rob people of pride and workmanship and eliminate the
annual rating or merit systems
13. Institute a vigorous program of education and self-improvement
14. Put everybody in the company to work accomplishing the transformation

5.3. Effectiveness and Efficiency in Management

Efficiency and Effectiveness In Management
In the context of process reengineering, Lon Roberts (1994: 19) defines
efficiency as "to the degree of economy with which the process consumes resources-
especially time and money," while he distinguishes effectiveness as "how well the
process actually accomplishes its intended purpose, here again from the customer's
point of view."

5.4. PDCA Meaning and Process

THE PDCA CYCLE
I n the 1920s, while working at Bell Labs, the prominent statistician Walter A.
Shewhart introduced/created a model consisting of Plan, Do, See (Control Chart) –
which can be considered one of the most important early stage process improvement
perspectives
 Dr. Deming popularized this concept and saw his own cycle as being the natural
continuation of this model. The purpose of this management concept suggested by
Deming is to satisfy the quality requirements of the customer by using the cycle. Plan,
do, check and action.
When to use this cycle: This is being used for the development of new product or
improvement project based on the requirements of the customer. Developing a new
improved design of process, product, or service. Defining a repetitive work process.
Planning data collection and analysis in order to verify and prioritize problems or root
causes. Implementing any change. Working toward continuous improvement. The circle
has no end. PDCA should be repeated again and again for continuous improvement. It
is considered a project planning tool
• It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control
circle/cycle, or plan–do–study–act (PDSA). for Continuous Quality Improvement
• PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step
management method used in business for the control and continuous
improvement of processes and products.
Plan - Define the problem to be addressed, collect relevant data, and ascertain
the problem’s root cause.
Do - Develop and implement a solution; decide upon a measurement to gauge
it’s effectiveness
Check - Confirm the result through before-and-after data comparison
Act - Document the result, inform others about process changes and make a
recommendation for the problem to be addressed in the next PDCA cycle

5.5. Tools of TQM and Its Uses

TQM Tools
 Tools for Generating Ideas
 Check sheets
 Scatter diagrams
 Cause-and-effect diagrams
 Tools to Organize the Data
 Pareto charts
 Flowcharts
 Tools for Identifying Problems
 Histogram
 Statistical process control chart
1. Check Sheet
 Other names of check sheets are: Tally Sheet, Checklist
 Check sheet are used to ensure that a series of steps are followed
consistently. So this helps on keeping things on track, So this helps on
keeping things consistent
 Check lists are useful in collecting data and information easily. Check list
also helps employees to identify problems which prevent an organization
to deliver quality products which would meet and exceed customer
expectations.
 Check lists are nothing but a long list of identified problems which need to
be addressed. Once you find a solution to a particular problem, tick it
immediately. Employees refer to check list to understand whether the
changes incorporated in the system have brought permanent
improvement in the organization or not?
 You can use a check sheet to organize the test activities that you’ll be
performing.
 The result of performing these activities will eventually help track whether
a product passes or fail
 Note that check sheets are often used as a means of gathering data that’s
displayed in the pareto charts or even other trending and charting tools
2. Scatter Diagram
 Scatter Diagram is a quality management tool which helps to analyze
relationship between two variables.
 In a scatter chart, data is represented as points, where each point denotes
a value on the horizontal axis and vertical axis.
3. Cause-and-Effect Diagram
 Also referred to as “Fishbone Chart” (because of its shape which
resembles the side view of a fish skeleton)also called Ishikawa diagrams
named after its creator Kaoru Ishikawa,
 So Specifically with regards to quality, this diagram is a tool in figuring out
what caused a defect or a problem or an error, so if there is a problem of
an error. What caused it, what is the root-cause of any defect problem or
error. That is exactly what fishbone diagram aims at achieving.
 To come up with a fishbone diagram;
 List out all the categories of defects that you have identified. So if you
have lets say you have 20 defects that you have identified. List them out in
category .
 List out all the possible causes of the defects for each category
  When you do so, you will be able to see all the possible causes of the
defect in one place. Pagnakita mo na ang mga causes ng defects the Next
thing to do, is to fix the causes, by fixing the causes, it will help you
prevent the defects in the future
4. Pareto Chart or Pareto Diagram
 Pareto Chart is one of the basic quality tool. Now the person beyond this
name Pareto is an Italian Economist Mr. Wilfredo Pareto, who gave the
principle also known as the Pareto Principle (19 th Century) which is known
as the 80-20 rule. According to pareto, he noted that 80 % of the wealth in
Italy was held by 20% of the population. So, called as pareto principle.
Principle is that quality problems are the result of only a few problems e.g.
80% of the problems caused by 20% of causes. This principle was applied
by Dr Joseph Duran in 20th century as Quality Control Tool
 A Pareto chart is a type of chart that contains both bars and a line graph,
where individual values are represented in descending order by bars, and
the cumulative total is represented by the line
5. Flow Chart
 A chart that describes the steps in a process or is a process map that
identifies the sequence of activity needs to be perform completing the
task. Flow chart serves as training tool.
 -Show unexpected complexity, problem areas, redundancy, unnecessary
loops and where simplification may possible.
 -Allow team to reach agreement on process steps and identify activities
that may impact performance.
 While using flow chart, it important to know each shape are being used for
specific purpose.
 For example first shape – is a rectangle with 2 sides rounded it signifies
start or end of the flow.
 Next one is a standard rectangle and it implies – Process
 The next one, rhombus– is for decision
 And the last one is the parallelogram shape – is for data, documents and
so on.
6. Histogram
 Histogram, introduced by Karl Pearson is nothing but a graphical
representation showing intensity of a particular problem. Histogram helps
identify the cause of problems in the system by the shape as well as width
of the distribution.
 A histogram is an approximate representation of the distribution of
numerical or categorical data

7. Statistical Process Control Chart

 Statistical process control (SPC) is a method of quality control which
employs statistical methods to monitor and control a process. This helps
to ensure that the process operates efficiently, producing more
specification-conforming products with less waste (rework or scrap)