Introduction

• Evolution
• Quality Gurus
• Quality Definition
• TQM Framework
• Barriers or Obstacles
– Critical Success Factors
• Quality – Process Vs. Product
• Cost of Quality
Evolution of Quality
Evolution of Quality: Automobile – US
Vs. Japan
 Quality Gurus
Quality Guru Quality Definition Contributions
Walter Shewhart (USA) – Quality control – Quality is to Plan-Do-Study-Act (PDSA)
Statistician, Engineer use of statistical methods all Cycle, Statistical Quality
the way from raw material to Control, Cause – Chance and
consumer and back again Assignable, Control Charts
Edward Deming (USA) – Continuous improvement Plan-Do-Check-Act (PDCA)
Statistician, Consultant through reduced variations Cycle, Deming Philosophy – 14
points
Joseph Juran (USA) – Fitness for use Costs of Quality, Quality
Professor, Consultant Trilogy, Top Management
Commitment, 10 steps for
Quality Improvement Process
Philips Crosby (USA) – Director Conformance to requirement Book – Quality is free, Zero
of College, Consultant defects “Doing it right the first
time”, 14 steps for Quality
Improvement Plan
 Quality Definition – Dimension
• Performance
• Features
• Conformance
• Reliability
• Durability
• Service
• Response
• Aesthetics
• Reputation
Quality Definition – Dimension
Previous State (Traditional Quality System)
Vs. Total Quality Management (TQM)
 Total Quality Management (TQM)
• TOTAL implies complete (100%), all areas and function, all activities, all
employees.
• QUALITY defined as
• Continuous improvement in never ending cycle of event (Deming)
• Fitness for use (Juran)
• Conformance to specification (Crossby)
• Any system reaches its ideal function when all of its applied energy
(input) is transformed efficiently into creating desired energy (output)
(Taguchi)
• Customer satisfaction at affordable price
• MANAGEMENT implies quality does not happen on its own. It requires be
planning and managing. Therefore needs systematic approach. Continuous
improvement is making small improvements ultimately result in large
improvement.
 Framework of TQM

GURUS: QUALITY INNOVATORS AND MAIN YEAR OF THEIR WORK

U.S: WALTER A. SHEWHART (1920-1930), W. EDWARDS DEMING (1980), JOSEPH M. JURAN
(1980), PHILIP B.CROSBY (1980), ARMAND V. FEIGANBAUM (1970-1980).
JAPANESE: KAORU ISHIKAWA (1980), GENICHI TAGUCHI (1960-1980).
PRINCIPLE AND PRACTICE: CRITICAL SUCCESS FACTOR (CSF) OR CORE CONCEPT
PEOPLE AND RELATIONSHIP – LEADERSHIP, CUSTOMER SATISFACTION, EMPLOYEE INVOLVEMENT,
SUPPLIER PARTNERSHIP.
APPROACH – CONTINUOUS PROCESS IMPROVEMENT.
MEASURE – PERFORMANCE MEASURE.
TOOLS AND TECHNIQUES:
STATISTICAL PROCESS CONTROL (SPC), QUALITY FUNCTION DEPLOYMENT (QFD), QUALITY BY
DESIGN, FAILURE MODE & EFFECTANALYSIS (FMEA), TAGUCHI’S QUALITY ENGINEERING,
BENCHMARKING,MANAGEMENT TOOLS,QUALITY MANAGEMENT SYSTEM,ENVIRONMENT
MANAGEMENT SYSTEM,TOTAL PRODUCTIVE MAINTENACE (TPM).
Critical Success Factor (CSF) or Core
Concept
 Critical Success Factor (CSF) or Core
Concept
• Leadership or Top Management Commitment –
Provide long-term top-to-bottom organizational
support
• Customer Satisfaction – Focus on both the internal and
external
• Employee Involvement – Effective involvement of the
entire work force
• Continuous Process Improvement – Both Business and
production process
• Supplier Partnership – Treating supplier as partners
• Performance Measures – Processes
 Barriers or Obstacles –
Implementation of TQM: Failure of
TQM
• Lack of Leadership or Top Management
Commitment
• Inadequate attention to internal Customer
Satisfaction
• Ineffective Employee Involvement
• Lack of Continuous Process Improvement
• Low Supplier Partnership – Treating supplier as
partners
• Less usage of Performance Measures – Processes
 Quality – Process Vs Product
Characteristics Process Product
Conversion Process – Input – Raw Material;
Stage –
Semi-finished Components
Description
Components or Goods Output – Finished Goods
Statistical Process Control
Acceptance Sampling –
(SPC) – The process of
The process of randomly
randomly inspecting a
inspecting a sample of
Technique – sample of the output from
components or goods
Description a process and deciding
and deciding whether a
whether the process is
batch of goods should
functioning properly or
be accepted or rejected
not
 Quality – Process Vs Product
Characteristics Process Product
7 SPC or QC Tools Lot Acceptance
*Pareto Analysis – Statistics
Sampling Plans (LASPs)
*Process Flow Chart *Single Sampling Plan
*Checklist or Check Sheet
Tool *Double Sampling Plan
*Cause and Effect Diagram
*Histogram – Statistics *Multiple Sampling Plan
*Sequential Sampling
*Scatter Diagram – Statistics
*Control Charts – StatisticsPlan
*Acceptance Quality
*Mean Level (AQL)
*Standard Deviation *Lot Tolerance Percent
Parameter
*Process Capability Index – Defective (LTPD)
CP, CPK *Producer’s Risk (α)
*Consumer’s Risk (β)
Continuous Process Improvement (CPI)
• Continuous Process Improvement (CPI) or Continuous Improvement (CI) is
an ongoing effort to improve products, services, or processes. These
efforts can seek "incremental" improvement over time or "breakthrough"
improvement all at once.
• Perfection Impossible – Continuously strive
• Achieve Perfection – Continuous improvement as a gradual never-ending
effort in the business and production processes
• Improvement – Five basic ways
– Reduce resources
– Reduce errors
– Meeting expectations of Internal customers
– Make the process safer
– Make the process satisfying the internal customer
• Technique – Plan-Do-Check-Act (PDCA) cycle
• Tool – Statistical Process Control (SPC)
 Production Process – Before TQM
(Only Product Quality)
Input – Product Transformation Output – Product
Quality Process Quality

Energy
Materials Finished Goods Or Services
Manpower Transformation
Process
Machinery
Information

Feedback Information
 Production Process – After TQM using CPI
(Process Quality with Product Quality)
Transformation
Output – Product
Input – Product Quality Process – Process
Quality
Quality
Plan-Do-Check-Act (PDCA) Cycle
P

A PDCA D

C
Problem Solving Steps with PDCA Cycle
Identify & Describe the
Standardize the solution
problem

Analysis
A P the process

C D Develop the alternate

solutions

Evaluate & Monitor the Implement the optimal solution

solution
 Problem solving Steps with SPC Tools
PDCA Plan Do Check Act

Tools Step Identify Describe Analysis Develop Implement Evaluate Standardize

Pareto
Analysis
Cause &
Effect diagram
Process Flow
Chart
Checklist /
Check sheet

Histogram

Control Chart
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