TQM

Total Quality Management
Blueprint
Defining quality
Service quality and Manufacturing quality
Total Quality Management Introduction
Philosophy of TQM
Elements of TQM
Quality Awards
Operations management-Semester
II
Defining Quality
Conformance to specifications
Fitness for use
Value for price paid
Support Service
Psychological criteria
II
Manufacturing Quality
Manufacturing tangible product

Conformance degree to which product characteristic meet
present standard
Performance
Reliability- function as expected without failure
Features extras that are included beyond basic characteristics
Durability expected operational life of the product
Serviceability
II
Service Quality
Perceptual in nature
Tangible factors
Responsiveness to customer needs
Courtesy and friendliness of staff
Promptness of resolving complaints
Time
Consistency
II
Do you know ?
Todays customer demand and expect high quality

Six Sigma 3.4 defects per million
Everyone in the company is trained for quality
Highly qualified Black Belts
Black Belts identify and solve quality problems
E.g. G.E and Motorola
II
Total Quality Management
Preventive
Quality is customer driven
Entire organisation
Technical aspect + involvement of people
II
Concepts that make the philosophy of TQM
Customer focus
Continuous improvement
Employee empowerment
Use of quality tools
Product design
Process management
Managing supplier quality
II
Customer Focus
Meeting or exceeding customer expectation

Perfectly produced product has little value if it is not what
the customer wants
Relative or Subjective in nature
Difficult to predict
Ways and means : Focus group, market surveys and
customer interviews
II
Continuous Improvement
Traditional approach : Peak or plateaus to be reached

USA : Change = of large magnitudes
Japan : Gradual improvement
Means to attain Continuous Improvement
PDCA/PDSA
Benchmarking
II
10
Employee Empowerment
Not to pass the buck on others

Incentives
Empower the employees to take decisions
II
11
Use of Quality Tools
Assess quality by using variety of quality control tools

Seven tools
Cause-and effect diagram
Flow charts
Check lists
Control charts
Scatter diagrams
Paretto Analysis
Histograms
II
12
Seven Tools : Cause-and-effect diagrams

To identify potential
cause for particular
quality problem
Also called fish bone
diagram or Ishikawa
Spine( cause of
problem) and head of
fish (the problem)
II
13
Seven Tools : Flow charts

Schematic diagram of
sequence of steps
Explains: how the
operations work and
where the problem
could arise
II
14
Seven Tools : Check lists

Lists of common defects
and the number of
observed occurrence of
these defects
It can be multidimensional featuring
location or time
II
15
Seven Tools : Control Charts

Evaluate whether the
process is operating
within the expected
levels
Upper Control Limit
(UCL) and Lower
Control Level (LCL)
If it falls beyond that, it
shows a problem
II
16
Seven Tools : Scatter Diagram

Relationship between
variables
Positive or negative
correlation
E.g. Training and level
of defect
II
17
Seven Tools : Paretto Analysis

To identify quality problems
based on degree of
importance
Few quality problems are
important
80:20 principle
Rank the causes of poor
quality in decreasing order
based on percentage of
defect each has caused
II
18
Seven Tools : Histograms
Frequency distribution
of observed values of a
variable
II
19
Product design: Quality Function Deployment
Product design to meet customer expectation

Customer speaks in everyday language
QFD translates customer language to specific
requirements
QFD enhances inter-departmental communication
II
20
QFD: House of quality

Enables to view relationships among variables
Technical v/s customer requirements
Steps (the resultant matrix is called house of quality)
Customer requirements
Numerically scored based on importance
Scores translated into specific product characteristics
Compare with competitors
Specified goals
II
21
QFD: House of quality
II
22
House of quality : Customer requirements
Interview, focus groups along with the

importance the customer attach to the
attribute
II
23
House of quality : Customer requirements
House of quality : Competitive evaluation
How our product compares to those of

competitors
II
25
House of quality : Competitive evaluation
House of quality : Product characteristics
Attributes of the
product are market
along the top
II
27
House of quality : product characteristics
House of quality : The relationship matrix
How each customer requirement is related

product characteristics
Positive relationship
Negative relationship
II
29
House of quality : relationship matrix
House of quality : Trade-off matrix
How each product

characteristic is
related to others
II
31
House of quality : Trade-off matrix
House of quality : Setting targets
Evaluate competitors product relative to the

specific product characteristics and set
targets
II
33
House of quality : Setting targets
Process Management
Quality at the source

Uncover the source of quality problems and
correct it
II
35
Managing Supplier Quality
Traditional: numerous suppliers to ensure

competitive bidding
TQM : Limited suppliers to ensure
Better quality
Save time
Cost
II
36
Eight Elements of TQM
Ethics
Integrity
Trust
Training
Team work
Leadership
Recognition
Communication
II
37
Elements of TQM
Ro
of
Recogni
tion
Bindi
ng
Morta
r
Commu
nication
Training
Ethics
Buildi
ng
Brick
s
Foun
datio
n
Integr
ity
Team
work
Leaders
hip
Trust
II
38
Ethics
Good and Bad in any
situation
Organisational Ethics
Personal ethics
II
39
Integrity
Honesty, morals,
values, fairness and
adherence to the
facts and integrity
II
40
Trust
By-product of integrity
and ethical conduct
Pride of ownership
and encourages
commitment
Enables a cooperative
environment essential
for TQM
II
41
Training
Responsibility of
supervisor
Teaching the
employee the basis
of TQM
II
42
Team work
Ensures better and quicker solution to problems

Employees feel free to raise quality concerns
Quality Improvement Teams(QIT) or excellence teams
Temporary teams specific problems
Problem Solving Teams
Temporary teams certain problems
Natural Work Teams
Small group of skilled workers who share

responsibility
II
43
Leadership
Inspiring vision, make

strategic decisions
Provide focus
II
44
Communication
Sharing of correct information

Downward communication
Upward Communication
Sideways Communication
II
45
Recognition
For both suggestion and achievement

Individual or team
Recognition comes in different
Ways Letter, trophy or incentive
Places In department, directors cabin
Time Staff meeting , annual meeting
II
46
Quality Awards
The Malcolm Balridge National Quality Award

(MBNQA)
1987, to reward and stimulate quality initiatives
2 companies each in 3 categories
(Manufacturing, service and small business
Categories evaluated : Leadership, Strategic
Planning, Customer and Market focus,
Information and Analysis, Human Resources
Focus, Process Management, Business Results
II
47
Quality Awards
The Deming Prize

Japanese Award given to recognise efforts
for quality improvement
Given by Union of Japanese Scientists
and Engineers
II
48
Quality Awards in India
Rajiv Gandhi National Quality Award

The Golden Peacock National Quality Award
II
49

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TQM

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Total Quality Management

Manufacturing tangible product

Todays customer demand and expect high quality

Total Quality Management

Concepts that make the philosophy of TQM

Meeting or exceeding customer expectation

Traditional approach : Peak or plateaus to be reached

Not to pass the buck on others

Use of Quality Tools

Assess quality by using variety of quality control tools

Seven Tools : Cause-and-effect diagrams

Seven Tools : Flow charts

Seven Tools : Check lists

Seven Tools : Control Charts

Seven Tools : Scatter Diagram

Seven Tools : Paretto Analysis

Seven Tools : Histograms

Product design: Quality Function Deployment

Product design to meet customer expectation

QFD: House of quality

QFD: House of quality

House of quality : Customer requirements

Interview, focus groups along with the

House of quality : Customer requirements

House of quality : Competitive evaluation

How our product compares to those of

House of quality : Competitive evaluation

House of quality : Product characteristics

House of quality : product characteristics

House of quality : The relationship matrix

How each customer requirement is related

House of quality : relationship matrix

House of quality : Trade-off matrix

How each product

House of quality : Trade-off matrix

House of quality : Setting targets

Evaluate competitors product relative to the

House of quality : Setting targets

Quality at the source

Managing Supplier Quality

Traditional: numerous suppliers to ensure

Eight Elements of TQM

Ensures better and quicker solution to problems

Small group of skilled workers who share

Inspiring vision, make

Sharing of correct information

For both suggestion and achievement

The Malcolm Balridge National Quality Award

The Deming Prize

Quality Awards in India

Rajiv Gandhi National Quality Award

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