Lecture 7 TQM

13/12/2021
QUALITY MANAGEMENT
WTV 202
Lecture 7 – Total Quality Management
Bakari R
Total Quality Management
1
13/12/2021
oIntroduction
oTQM is more than a few data-analysis tools; it’s a cultural attitude toward
everything “quality.”
oIt provides customers (internal and external) with the products and services that
best satisfy their needs.
oTQM is a combination of:

oQuality culture: This concept is a company-wide value system in which
workers focus on improving the quality of everything they do.
✓Workers discuss possible improvements at every meeting and in every
report
3
oIntroduction
oQuality strategy: Strategy involves a published plan with specific techniques and
measurable goals for sustainable quality improvement
oProcess improvement tools: Employees use these tools to support the program.
oContinuous quality improvement: This concept means that every worker in the
company feels empowered to improve his or her individual processes and is
encouraged to recommend changes to larger processes.
✓Each person takes ownership in order to make products right the first time and to stop bad
products from reaching the end of the line.
2
13/12/2021
oIntroduction
o Total Quality Management (TQM) is a company-wide, proactive effort to improve quality.
o Total means that all business functions (engineering, production, marketing, and so on) focus on
defining and fulfilling (the ever-shifting) customer needs.
o Each company tailors TQM to fit its circumstances, the unifying theme is to “do the right things,
the right way, the first time.”
o Like all great ideas, it combines the best techniques of each innovator into a “total” program.
o TQM was the first quality system that taught businesspeople to look to the process steps in order
to improve.
oThe guiding principles
o Total Quality Management requires your company executives’ ongoing commitment

to change. Rather than being the duty of a “quality department” in some distant, dark
back room, quality improvement becomes everyone’s business.
o To be considered total, quality has to permeate all levels of the organization.
o Here are the TQM principles:

o Management commitment: Quality improvement must be a daily topic.
✓Meetings have to include time for asking, “How can we improve this
process?”
3
13/12/2021
o Employee empowerment: Resolving something on the spot is much faster than

going through the tedious steps of getting endless approvals.
✓Empower employees to immediately address problems they can resolve, and
reward them for passing issues beyond their control up the leadership chain.
o Fast action: Management should quickly review suggestions for quality

improvements.
✓Every day an idea sits in the in-box leads to another day’s worth of defects.
o Fact-based decision making: You base decisions about changing workflow on data
collected at critical points in the process.
✓Data should be the basis for decisions; you shouldn’t rely on whims of the
moment.
7
o Customer focus: Keep the products in sync with ever-shifting customer demands.
✓Yesterday’s optional feature is today’s requirement.
✓A customer can be either the person purchasing the final product or the next
person working in a process.
o Continuous improvement: Processes and products are never good enough.

✓You can always make improvements — to make the product better, reduce its
cost, or improve a process’s efficiency.
4
13/12/2021
oSteps for Applying TQM
o Any worker in your organization can apply TQM by following these steps:
1. Think of a quality problem in a process that you use every day.

✓Choose something that takes too long, occasionally fails, or delivers faulty
products.
2. Write a statement or brief explanation of what this process does.

✓For example, you could say, “Customers drop off the Web site and give up
trying to place orders because the page takes too long to load.”
3. Create a flowchart of the process.

✓Usually, this flowchart follows the Value Stream
Mapping process.
✓Sometimes, just a picture of the process suggests

ways for improving it.
✓The process flowchart should use one “box” for

each significant step in the process; this setup alone
may point out possible bottlenecks.
10
5
13/12/2021
4. Write down the problems with the process, both large and small
✓State each problem and its undesirable result. For example, the biggest problem is a slow
Web page (the problem) that causes customers to give up (the undesirable result).
✓You may find many problems within the big problem.
For example:
▪ The Web server is slow due to too many programs running at the same time.
▪ The disks are slow.
▪ The disks need to be compacted for better performance.
11
5. Investigate the potential causes of the problems.

✓Use a fishbone diagram to identify the various inputs to the process.
✓Identify several likely causes you can investigate further.
✓This fishbone ensures that you consider every aspect of the process.
✓The problem may lie in a place where no one ever normally looks!
12
6
13/12/2021
5. Investigate the potential causes of the problems…

✓ The "head" of the skeleton depicts the problem or effect
✓ The "bones" extend on the left to show the different causes.
✓ The ribs denote categories or classification of causes for the analysis, which branch out into causes
and sub causes
✓ The branching depends on the levels required under each classification.
o The company Toyota popularized a classification concept of 6 Ms

1. Man
2. Machine
3. Material
4. Method
5. Measurement
6. Mother Nature
13
14
7
13/12/2021
15
oSteps for Applying TQM > Quiz
======================================================
In 5 minutes:
o Identify a product of your interest
o Use a fishbone to establish a potential process effects that can affects the product
quality
16
8
13/12/2021
6. Gather data on the defects

o Often, the defect reports are what start the review process.
o Display the defect data on a Pareto chart to identify the most frequently occurring problems — or
the most expensive defects.
o Focus on the significant few defects that cause the most problems.
17
7. Review past data on the process’s performance

o Display the quality results on a run chart, which indicates the number of defects over time
o This chart outlines whether the problems occur at some specific point in time or with regular
frequency.
o If you find historical data for any of the targeted defect areas, compare it to the present to see if
something has deteriorated over time.
18
9
13/12/2021
8. After targeting the causes of the problems, apply a fishbone diagram to identify all
the sources of variation that go into the process.
o You apply a fishbone to zero in on each potential problem area to see what goes
into it.
o With this information, you can point out where to try a fix.
o Collecting a ton of data is time consuming; your goal is to zero in on the most
promising areas and minimize your efforts.
o The first fishbone you created was for a general look; this one should be very
specific.
19
8.
20
10
13/12/2021
9. Apply a control chart to the identified problem area(s) to determine the amount of
variation that results and how well the process meets the desired performance.
21
10. Identify the input variation with the greatest negative impact on the product, and
eliminate or adjust it.
o Create a test where the suspected problem is varied up and down while you monitor
the performance.
o 🕺🏿If this seems to control the situation, you’ve likely found the problem
11. Start all over again, driving out the next most frequent or most expensive process
defect.
22
11
13/12/2021
oThe pros of TQM
✓It helps a company increase employee morale and job satisfaction, as well as product
quality.
✓Increasing supplier, employee, and consumer satisfaction by identifying and fulfilling

customer requirements.
✓Saving money by improving processes and reducing defects.
✓Increasing productivity through less time lost to scrap, rework, or inefficient processes.
✓Constantly improving the quality of products and services
23
oThe cons of TQM
✓Small continuous improvements take too long to show significant results. In contrast, Six
Sigma which strives for breakthrough (major) process improvements.
✓Company executives call for “total” quality management, but other management ranks
may not be interested in the idea. TQM requires top management to consistently break
down internal barriers of communication and control to address problems.
✓Empowering employees to change their own processes may result in sub-optimizing the
overall process as each worker strives to do as little as possible. This situation leads to an
endless dispute over which workstation should do what task.
✓Many TQM installations are inflexible, with only one way to do things.
24
12
13/12/2021
o Basic techniques to achieves continuous improvement
o Commitment of senior management and employees at all levels:

✓ At every opportunity, the organization needs to emphasize and reinforce that TQM is the responsibility
of every employee.
✓ At every planning meeting, ask the question, “How will that impact our quality?” In every edition of
the company newsletter, provide examples of how TQM has improved some aspect of the company.
o Dedication to meeting customer requirements:

✓ Implement a process for gathering and analyzing customer requirements and desires
✓ Customer complaints and product returns send powerful messages; they’re full of information about
things the company can change.
✓ Feed this information to the people who can use it!.
✓ The sooner the problem is reported, the faster you can repair it.
25
o Improvement teams:
✓ Form groups of employees to address quality problems.
✓ Big problems call for special, interdepartmental teams.
✓ TQM believes that employees know the most about their daily activities and that they have high
personal standards of performance.
✓ TQM empowers all employees to solve problems with their processes.
o Reducing product and service costs:

✓ TQM reduces the chance of creating defective parts or building on defective parts.
26
13
13/12/2021
o Using challenging goals and benchmarking:

✓A company needs to set goals for everyone to work toward. You may set goals to
reduce customer complaints, have faster delivery times, or reduce reworked goods.
✓Here are some traits of goals and tips for using them:
▪ Choose goals the organization can easily measure, and make sure managers
regularly give employees feedback on their progress.
▪ Visit companies that are the “best in class” to see what they’ve done to improve
product quality — a technique known as benchmarking.
▪ Select goals that are challenging enough to encourage improvement, though not so
lofty that workers become discouraged. TQM can’t fix a company overnight.
▪ Compare goals and results to both previous work done by the company and to
work done by other companies.
27
o Recognition and celebration:

o When employees do a good job, let everyone know.
o Share the success of the company with them (by giving paid vacations, bonuses, promotions, and so
on).
o This gives workers an incentive to try harder in the future.
28
14
13/12/2021
oEmphasizing the deletion of defects
o Use techniques that limit errors

o Many defects are preventable through mistake proofing.
o Mistake proofing uses tools such as connectors that can attach only one way or pre-made
kits with no extra parts (having pieces left over means something was left out).
o E.g. Surgeons use checklists to ensure that every instrument is accounted for before they
sew up patients.
29
oEmphasizing the deletion of defects
o Have a good system in place for detecting errors and fix them immediately.
✓Your organization can find errors through detection methods such as inspection, automatic
weighing, clearance arms to ensure proper orientation, and so on.
✓As soon as you detect a defect, stop the process and investigate the source of the error. Make
repairs to prevent the same mistake.
o If you can’t eliminate the chance of a defect, inspect the product immediately after a problematic
process step so defective parts don’t continue down the line
✓When your workers find defective equipment upfront, the company saves money on
components and time later on.
✓Here are some examples of this action:
▪ If a circuit board doesn’t print properly, don’t add new components to it; the final product won’t
work later.
▪ If a loan application is unreadable, passing it on for a credit check is useless
30
15
13/12/2021
31
oTQM tools
o Brainstorming:
o A small team focuses on a quality problem, tossing out whatever information about
the issue comes to mind.
o One team member then groups the notes, and the team uses the ideas as the basis of
further action.
o Brainstorming is most useful when a problem area or a course of action isn’t obvious.
32
16
13/12/2021
oTQM tools
oPareto chart
✓This chart is based on the 80/20
rule, which says that 20 percent of
the issues cause 80 percent of the
defects. This chart is a version of a
histogram with the highest (most
significant) values on the left.
✓With TQM, you should focus

efforts on the significant few.
33
oTQM tools
o Scatter plots:
✓These graphs are plots of dots where the X-axis represents the characteristics tagged as the
causes, and the Y-axis monitors effects.
✓This tool illustrates positive and negative relationships and indicates trends and the dispersion
of values.
✓If the dots aren’t clustered around a desired value, something must change!
34
17
13/12/2021
oTQM tools
o Run chart
✓This chart shows the values for a characteristic over time; it may identify points where
external influences disrupt a process’s output.
✓Run charts can illustrate a process’s performance over time, and they often highlight
differences between shifts, operators, or even between days of the week.
35
oTQM tools
o Control charts
✓This chart (based on a run chart) adds control limits and a mean line that show when a
process is getting out of control.
✓Control charts are valuable for plotting trends.
36
18
13/12/2021
oTQM tools
o Process flowcharts:
✓A flowchart is a visual tool that shows
the flow of work through a process.
✓Often, this tool is enough to identify

where a problem may be.
37
oTQM tools
o Fishbone diagrams:
✓Also known as a cause-and-effect or
Ishikawa diagram, a fishbone diagram is
a tool that lists, on one sheet of paper,
all the things that go into completing a
task.
✓The primary bones are material, men,

money, methods, machinery, and
environment.
38
19
13/12/2021
oTQM tools
o Check sheets:
✓A check sheet lists all the actions that must take place to complete a task.
✓As you complete a step, you check it off! Use these tools to ensure that all important
steps have been taken to fix a problem.
✓Check sheets are often used in data collection.
39
20

Lecture 7 TQM

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lecture 7 TQM

Uploaded by

Copyright:

Available Formats

13/12/2021

Total Quality Management

Total Quality Management

oTQM is a combination of:

Total Quality Management

Total Quality Management

o Total Quality Management (TQM) is a company-wide, proactive effort to improve quality.

Total Quality Management

oThe guiding principles

o Total Quality Management requires your company executives’ ongoing commitment

o To be considered total, quality has to permeate all levels of the organization.

o Here are the TQM principles:

Total Quality Management

oThe guiding principles

o Employee empowerment: Resolving something on the spot is much faster than

o Fast action: Management should quickly review suggestions for quality

Total Quality Management

oThe guiding principles

o Continuous improvement: Processes and products are never good enough.

Total Quality Management

oSteps for Applying TQM

1. Think of a quality problem in a process that you use every day.

2. Write a statement or brief explanation of what this process does.

Total Quality Management

oSteps for Applying TQM

3. Create a flowchart of the process.

✓Sometimes, just a picture of the process suggests

✓The process flowchart should use one “box” for

Total Quality Management

oSteps for Applying TQM

Total Quality Management

oSteps for Applying TQM

5. Investigate the potential causes of the problems.

Total Quality Management

oSteps for Applying TQM

5. Investigate the potential causes of the problems…

o The company Toyota popularized a classification concept of 6 Ms

Total Quality Management

oSteps for Applying TQM

5. Investigate the potential causes of the problems…

Total Quality Management

oSteps for Applying TQM

5. Investigate the potential causes of the problems…

Total Quality Management

oSteps for Applying TQM > Quiz

5. Investigate the potential causes of the problems…

Total Quality Management

oSteps for Applying TQM

6. Gather data on the defects

Total Quality Management

oSteps for Applying TQM

7. Review past data on the process’s performance

Total Quality Management

oSteps for Applying TQM

Total Quality Management

oSteps for Applying TQM

Total Quality Management

oSteps for Applying TQM

Total Quality Management

oSteps for Applying TQM

Total Quality Management

oThe pros of TQM

✓Increasing supplier, employee, and consumer satisfaction by identifying and fulfilling