Total Quality

Management
An Introduction
Quality
▸ It is meeting and exceeding
customer expectations at a
price that he is willing to pay
to possess the product or
service.

2
APPROACHES TO QUALITY
DEFINITION
▸ Transcendent - ▸ User-based – is an
superior in quality individual issue and
or exceeding the products that best
limits of please their
expectation preferences
▸ Product-based – (perceived quality)
observed as a are those with the
quantifiable or highest quality.
measurable
characteristic or
attribute. 3
APPROACHES TO QUALITY
DEFINITION
▸ Manufacturing- ▸ Value-based – It is
based – focused defined using costs
mainly with and prices as well
engineering and as the number of
manufacturing attributes.
practices and use
the universal
definition of
“conformance
requirements”.
4
 Cost of Quality
▸ Prevention Costs – These are incurred to
prevent or avoid failure problems.

▸ Appraisal Costs – These costs are

associated with measuring and monitoring
activities related to quality standards and
performance requirements.

5
 Cost of Quality
▸ Internal failure Costs – costs happen
when the results of work fail to attain
design quality standards and are noticed
before they are transferred to the
customer.

▸ External failure Costs – These are costs

obtained to treat defects exposed by
customers. 6
Components of Cost of Quality:
Cost of Conformance – is the
cost of making available products
or services based on required
standards.
Cost of Non-Conformance –
means failure costs linked with a
process not functioning based on
required standards.

7
Total Quality
Management
Constant pursuit of quality that
involves everyone in the
organization
Core Concept of TQM
▸ Customer satisfaction Backlogs – work behind
▸ Internal customer schedule
satisfaction Late deliveries – work
▸ All work is process after agreed time
▸ Measurement Surplus items – work
Defects - work not up not required
to specification ▸ Synergy in
Rework – work teamwork
requiring correction ▸ People make quality
Scrap – work thrown ▸ Continuous
away improvement cycle
Lost Items – work done ▸ Prevention
again 9
Strategic
Dimensions
of Quality

10
Performance
– consists of primary operating
characteristics of the product.
Features
– are added characteristics that boost the attraction of the
product or service to the user.
Reliability
- is the likelihood that a product will not fail
within a particular time period.
Conformance
– depicts to that extent a product’s design and operating
characteristics meet established standards.
Durability
- is a measure of how much use a person gets from a
product before it breaks down to such a point that
replacement makes more sense than continual repair.
Types of Durability
1. Vibration Testing – the vibration environment to
which products will be exposed to in real use is
reproduced.
Vibration Experiment - used to test a sample
or representative model of volume production.
Vibration Stress Screening - All production
products are tested to eliminate faulty units and
approved good units.
Types of Durability
2. Shock Tests - replicates events to
determine if structures can withstand
sudden applied forces.
3. Climatic Testing - makes use of an
environmental test chamber that artificially
replicates the conditions under which
machinery, materials, devices, or
components might be exposed.
Climate Test Chamber Shock Testing Machine

Vibration Test Machine

Serviceability
– involves the consumers’ ease of obtaining repair
service like access to service centers and/ or ease
of self-service; the responsiveness of service
personnel like the ease of getting an appointment
and willingness of repair personnel to listen to the
customer; and the reliability of service like
whether the service is performed right the first
time.
Aesthetics
- means how a product looks, feels, sounds,
tastes, or smells.
Perceived Quality
- is the individuals’ subjective appraisal of products
or a service’s attributes.
Kaizen
A Japanese word meaning
continuous improvement. It
is made up of two
characters are “kai”
meaning “change” and “zen”
meaning good.

22
Two types of Kaizen
Gemba – is an Teian – a theory
action-oriented based approach and
approach and refers refers to strategic
to improvement improvements that
activities that are are prejudiced by
carried out in the the top
actual workplace. management.

23
Example of Gemba

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PDCA(Plan-Do-Check-Act) Cycles
(Golden cycle for improving processes)

1. Planning Phase- problems are defined and need to be

addressed
2. Doing Phase-developing a solution for the problems
3. Checking Phase- there’s comparison analysis of before
and after data to confirm the effectiveness of the
processes and measure the results.
4. Acting Phase- documenting the results and preparation
to address the other problems
25
SDCA (Standardized-Do-Check-Action)
Cycles
(Invoked when failure occurs)

1. Standard – are created with the employees.

2. Do – carrying out the standard
3. Check – compared standard with current situation
to verify intended use.
4. Action – modify the standard based upon the
results from checking the standard.

26
Three Dimensions
of Kaizen

▸ Quality
▸ Cost
▸ Delivery

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KAIZEN SYSTEMS

28
1.
Total Quality
Control (TQC)
It is a management tool
for improving total
performance. TQC
means organized
Kaizen activities
involving everyone in
a company.
2.
JIT (Just in Time)
Production
- is a revolutionary way
to trim down cost
while at the same
time meeting the
customer’s delivery
needs.
3.
Total Productive
Maintenance (TPM)
It is a system of
maintaining and
improving the integrity
of production and
quality systems
through the machines,
equipment, processes,
and employees that
Types of Maintenance
1. Breakdown Maintenance – means that people waits until
equipment fails and repair.
2. Preventive Maintenance – Daily maintenance (cleaning,
inspection, oiling, re-tightening) design to retain the healthy
condition of equipment and prevent failure.
▸ Periodic Maintenance – consist of periodically inspecting,
servicing and cleaning equipment and replacing parts to
prevent sudden failure and process problems.
▸ Prediction Maintenance – in which the service life of
important part is predicted based on inspection or
diagnosis, in order to use the parts to the limit of their
service life.
3. Corrective Maintenance – improves equipment and its 32
4.
Policy Development
• People follow policies, good
or bad.
• Policy should be direct and
concise and should clearly
define management’s
commitment to quality.
• It needs to state the level of
defects or errors that is
acceptable.
• Should be explained to
employees.
5.
Suggestion system
It encourages all workers
to talk about their
suggestions orally with
supervisors and put
them into action right
away, even before
submitting suggestion
forms.
6.
Small Group Activities
These are informal and voluntary
groups organized to carry out
specific task in a workshop
environment.
Quality Circles are designed to
address not only quality issues but
also such issues as cost, safety,
and productivity.
Small Group Activity (SGA) is a
method for problem solving in
teams by structurally searching
for the root cause and eliminating
Quality
Certificatio
n and
Award
Chapter 11

36
ISO (International Organization
for Standardization)
▸ ISO (International Organization for Standardization)
is the world’s largest developer of voluntary
International Standards.
▸ ISO develops International Standards. It was
founded in 1947, and since then has published more
than 19,000 International Standards covering almost
all aspects of technology and business.
▸ ISO is derived from the Greek “isos”, meaning
equal. Whatever the country, whatever the
language, the short form of our name is always ISO.
37
ISO (International Organization
for Standardization)
Structure and Governance
▸ ISO is an independent, non-governmental organization
made up of
members from the national standards bodies of 164
countries. They have a Central Secretariat in Geneva,
Switzerland, that coordinates the system.
Example of ISO:
▸ ISO 9000 - Quality management
▸ ISO 14000 - Environmental management
▸ ISO 22000 - Food safety management
▸ ISO 26000 - Social responsibility
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 Malcolm Baldrige National
Quality Award (MBNQA)
▸ The Malcolm Baldrige National Quality Award
(MBNQA) is presented annually by the President of
the United States to organizations that demonstrate
quality and performance excellence. Three awards
may be given annually in each of six categories:
• Manufacturing
• Service company
• Small business
• Education
• Healthcare
• Nonprofit 39
Malcolm Baldrige National
Quality Award (MBNQA)
Baldrige Criteria for Performance Excellence:
1. Leadership
2. Strategic planning
3. Customer and market focus
4. Measurement, analysis, and knowledge
management
5. Human resource focus
6. Process management
7. Business/organizational performance results
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1. Cause and Effect/ Fishbone Diagram
It is employed to identify the underlying symptoms of a
problem or “effect” as a means of finding the root cause.
Major Factors
4M’s (Method, Manpower, Material and Machinery)
4P’s (Policies, Procedures, people and Plant)

41
2. Pareto Chart
It organizes and displays
information in order to
demonstrate the relative
importance of various problems
or causes of problems.
Alfredo Pareto, an economist
who noted that a few (20%)
people controlled most of a
(80%) nation’s wealth.
Pareto Principle – states that
80% of the problem is attributed
to 20% of its causes or inputs.
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3. Check Sheets
It is also known as
data collection
sheets and tally
sheets.
It used to capture
data in a manual,
reliable, formalized
way so that
decisions can be
made based on facts.
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4. Histogram
It is a form of bar
chart.
Used to measure
the frequency
distribution of data
that is normally
grouped together
in ranges or “bins”.

44
5. Control Charts
Most complicated of the basic tools of TQM, but are based on simple principle.
It focuses on monitoring performance over time by looking at the variation in
data points and distinguishes between common cause and special cause
variations.
Control Limits are values from mean and variances that sample measurements
not expected to exceed unless some special cause changes the process.

45
6. Scatter Diagrams
It is used to identify whether there is a relationship
between to variables.

46
7.Flow Chart
Sometimes called process map.
It is a visual representation of a process.
Used to piece together the actual process as it is carried out, which
quite often varies from how the process imagines it is.

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