QUALITY

0 • Full form of TQM

1 • Full form of ISO
2 • Name any 2 Quality Gurus
3 • Full form of PDCA (Cycle)
4 • Who introduced PDCA cycle
5 • Another name for Fishbone Diagram
6 • Who developed Fishbone Diagram
7 • Meaning of Japanese word Poka-Yoke
8 • Full form of SQC
9 • Types of Sampling
• Name any one Quality Control Charts/
10 Diagrams
11 • Full form of SPC
12 • Full form of JIT
13 • What does 6σ signify
Total Quality Management
 Course Contents…
• Introduction and evolution of quality movement
• Contributions of Shewhart, Deming, Juran, Feigenbaum,
Crosby, and contributions of Japanese pioneers Ishikawa,
Taguchi, Taichi Ohno, Shigeo Shingo
• Statistical quality control basics
• Basics of sampling and reliability
• Quality tools and techniques
• Quality improvement and Total Employee Involvement
 …Course Contents
• Statistical Process Control, process capability studies
• Cost of quality
• JIT manufacturing and Lean manufacturing through waste
elimination
• Six sigma tools, Quality circles
• Quality management in services – the SERVQUAL model
Total Quality Management

Lecture – 1
 What is Quality?

• Quality is “fitness for use”

(Joseph Juran)
• Quality is “conformance to requirements”
(Philip B. Crosby)

Quality of a product or service is its ability to satisfy the needs

and expectations of the customer
 Evolution of Quality Management

Salvage, sorting, grading, blending, corrective actions,

Inspection
identify sources of non-conformance

Develop quality manual, process performance data, self-

inspection, product testing, basic quality planning, use
Quality Control of basic statistics, paperwork control

Quality systems development, advanced quality

Quality
planning, comprehensive quality manuals, use of quality
Assurance costs, involvement of non-production operations,
failure mode and effects analysis, SPC

Policy deployment, involve supplier & customers,

TQM involve all operations, process management,
performance measurement, teamwork, employee
involvement
 TQM Evolution

Custom-built Articles/Products having considerable control over

Quality

Mass- Produced Products with less control over Quality

Quality control Department in Factories

TQM-based Production facility – enhancing the Organization

through Quality techniques to better achieve organization’s goals-eg.
Productivity and Profitability with minimum wastage

ISO Quality Management Systems

 The 9 Dimensions of Quality

Features

Performance Conformance

Responsibility
Reliability
Quality

Aesthetics
Durability

Reputation
Service
 TQM defined

• Total: Made up of the whole

• Quality: Degree of excellence a product or service provides
• Management: Act, art or manner of planning, controlling or
directing

TQM is the art of managing the whole to achieve

excellence
 Goal of TQM

“Do the right things right the first time, every time”

Two main objectives:

1. Total client satisfaction through quality products and services
2. Continuous improvements to processes, systems, people,
suppliers, partners, products and services
 Productivity and TQM…
Traditional View
Process performance = defective
parts per hundred produced
Focused on after-the-fact
inspections of products
Employees are passive workers
who followed orders
One improvement per year per
employee
Focus on short term profits
Total Quality View
Process performance = defective
parts per million produced
Continuous improvement of
products, processes and people
Employees are empowered to
think & make recommendations
At least 10 improvements per
employee per year
Focus on long term profits and
continual improvement
 … Productivity and TQM …
Traditional View
Productivity versus quality
Productivity and quality are
always in conflict. You cannot
have both
How quality is defined
Meeting customer
specifications
How quality is measured
Establishing an acceptable level
of nonconformance and
measuring against the bench
mark
Total Quality View
Lasting productivity gains are
made only as a result of quality
improvements
Satisfying customer needs and
exceeding customer
expectations
Establishing high-performance
bench marks for customer
satisfaction and then continually
improving performance
 … Productivity and TQM …
Traditional View
How quality is achieved
Quality is inspected into the
product
Attitude towards defects
Defects are an expected part of
producing a product
Quality as a function
Quality is a separate function
Total Quality View
Quality is determined by product
design and achieved by effective
control techniques
Defects are to be prevented
using effective control systems
Quality should be fully
integrated throughout the
organization, i.e. it should be
every body’s responsibility
 … Productivity and TQM
Traditional View Total Quality View
Responsibility for quality
• Employees are blamed for • 80% quality problems are
quality management’s fault
Supplier relationships
• Supplier relationships are • Supplier relationships are long
short term and cost driven term and quality oriented
 Elements of Total Quality…
• Strategically Based
• Customer Focus
• Obsession with Quality
• Scientific Approach
• Long-term Commitment
• Teamwork
• Education and Training
• Freedom through Control
• Unity of Purpose
• Employee Involvement and Empowerment
 Elements of Total Quality…

• Strategically Based
 Comprehensive strategic plan with following elements: vision, mission,
broad objectives and following activities
 Provides sustainable competitive advantage in the marketplace
• Customer Focus
 “Customer is the driver”
 External customers: define the quality of the product or service
delivered
 Internal customers: define the quality of people, processes, and
environment associated with the products or services
 …Elements of Total Quality…

Obsession with Quality

 All personnel at all levels approach all aspects of the job from the
perspective of “How can we do this better?”
 “Good enough” is never good enough
Scientific Approach
 Hard data are used in establishing benchmarks, monitoring
performance, and making improvements
 Decision making and problem solving is based on scientific principals
Long-term Commitment
 Quality improvement is NOT another management innovation but a
whole NEW way of doing business that requires an entirely new
corporate culture
 …Elements of Total Quality…

• Teamwork
 Internal competitiveness vs. External competitiveness
 Continual Process Improvement
 Continually improve systems (environments) where products are
developed and services are delivered by people
• Education and Training
 Best way to improve people on a continual basis.
 Train hardworking people “How to work smart?”
 …Elements of Total Quality…

• Freedom through Control

 Involving and empowering employees to simultaneously bring more
minds to bear on the decision-making process and increase the
ownership employees feel about decisions that are made.
 Well-planned and carried-out controls (not loss of management
control)
• Unity of Purpose
 Internal politics have no place in a total quality organization, rather
collaboration is the norm.
 Unity of purpose has nothing to do with Labor Unions
 …Elements of Total Quality

• Employee Involvement and Empowerment

 Basis for involving employees:
1. To increase the likelihood of a good decision or a better plan;
2. To promote ownership of decisions by involving the people who will have to
implement them
 Empowerment means not just involving people but involving them in
ways that give them a real voice
 TQM and Continuous Improvement…
Traditional Approach
• Market-share focus
• Individuals
• Focus on ‘who” and “why”
• Short-term focus
• Status quo focus
• Product focus
• Innovation
• Fire fighting
Continuous Improvement
• Customer focus
• Cross-functional teams
• Focus on “what” and “how”
• Long-term focus
• Continuous improvement
• Process improvement focus
• Incremental improvements
• Problem solving
 Quality and Profitability

Improved quality Improved quality

of design of conformance

Higher perceived Higher Lower

value prices manufacturing
and service costs

Increased market Increased

share revenues

Higher profitability
 Quality is Not!

• 100% inspection
• Management fad
• SPC
• Employee involvement
• Another excuse for a “management retreat”
• Only applies to manufacturing