Total Quality Management (17me664) : Principles and Practice

An Autonomous Institution
Affiliated to VTU, Belagavi,

Approved by AICTE, New Delhi,
Recognised by UGC with 2(f) & 12 ( B)
Accredited by NBA & NAAC
TOTAL QUALITY MANAGEMENT (17ME664)
FACULTY NAME:
KIRAN K K MODULE 1
Assistant Professor
Dept. of Mechanical Engineering PRINCIPLES AND PRACTICE
MVJCE
Approved by AICTE |Affiliated to VTU | Recognized by UGC with 2(f) & 12(B) status |Accredited by NBA and NAAC 1
SYLLABUS
•Module – 1
Principles and Practice: Definition, basic approach, gurus of TQM, TQM Framework, awareness, defining quality,
historical review, obstacles, benefits of TQM.
Quality Management Systems: Introduction, benefits of ISO registration, ISO 9000 series of standards, ISO 9001
requirements.
•Module – 2
Leadership: Definition, characteristics of quality leaders, leadership concept, characteristics of effective people,
ethics, the Deming philosophy, role of TQM leaders, implementation, core values, concepts and framework,
strategic planning communication, decision making.
•Module – 3
Customer Satisfaction and Employee Involvement:
Customer Satisfaction: customer and customer perception of quality, feedback, using customer
complaints, service quality, translating needs into requirements, customer retention, casestudies.
Employee Involvement – Motivation, employee surveys, empowerment, teams, suggestion
system, recognition and reward, gain sharing, performance appraisal, unions and employee
involvement, case studies.
•Module – 4
Continuous Process Improvement: process, the Juran trilogy, improvement strategies, types of
problems, the PDSA Cycle, problem-solving methods, Kaizen, reengineering, six sigma, case studies.
Statistical Process Control: Pareto diagram, process flow diagram, cause and effect diagram,
check sheets, histograms, statistical fundamentals, Control charts, state of control, out of control
process, control charts for variables, control charts for attributes, scatter diagrams, case studies
• Module - 5
Tools and Techniques: Benching marking, information technology, quality
management systems, environmental management system, and quality function
deployment, quality by design, failure mode and effect analysis, product liability,
total productive maintenance.
COURSE OBJECTIVES
Understand various approaches to TQM
Understand the characteristics of quality leader and his
role.
Develop feedback and suggestion systems for quality
management.
Enhance the knowledge in Tools and Techniques of quality
management
COURSE OUTCOMES
Explain the various approaches of TQM
Infer the customer perception of quality
Analyze customer needs and perceptions to design feedback
systems.
Apply statistical tools for continuous improvement of systems
Apply the tools and technique for effective implementation of TQM.
TEXT BOOKS
Total Quality Management: Dale H. Besterfield, Publisher -Pearson
Education India, ISBN: 8129702606, Edition 03.
Total Quality Management for Engineers: M. Zairi, ISBN:1855730243,

Publisher: Wood head Publishing
REFERENCE BOOKS
Managing for Quality and Performance Excellence by James R. Evans
and Williuam M Lindsay,9th edition, Publisher Cengage Learning.
A New American TQM, four revolutions in management, ShojiShiba,

Alan Graham, David Walden, Productivity press, Oregon, 1990
Organizational Excellence through TQM, H. Lal, New age Publications,

2008
TOPICS TO BE COVERED:
Definition
 Basic Approach,
Gurus of TQM
TQM Framework, Awareness
Defining Quality
Historical Review
Obstacles
Benefits of TQM
ISO Series of Standards
Total Quality Management (TQM)
Guilds of Medieval Europe
(From the end of 13th Century to Early 19th Century)
Guilds of Medieval Europe

(From the end of 13th Century to Early 19th Century)
Antecedents of Modern Quality Management
The Industrial Revolution

(From the end of 17th Century to 1800s)
 Craftsmanship
 The Factory System
 The Taylor System
Industrial Revolution: The Craftsmanship
World War II
What is Quality ?
Definitions of Quality
Quality means different to different people:
1. Customer-Based: Fitness for use, meeting customer expectations.
2. Manufacturing-Based: Conforming to design, specifications, or requirements. Having

no defects.
3. Product-Based: The product has something that other similar products do not that
adds value.
4. Value-Based: The product is the best combination of price and features.
5. Transcendent: It is not clear what it is, but it is something good...
Quality means different to different people. There are five ways of looking
at quality definitions:
I.Transcendent Definition: IV. Manufacturing-Based Definition:

"Quality is neither mind nor matter, "Quality [means] conformance to
but a third identity independent of the requirements." "Quality is the degree to
two…even through Quality cannot be which a specific product conforms to a
defined, you know what it is." design or specification."
II. Product-Based Definition: V. Value-Based Definition:

"Quality refers to the amounts of the
un priced attributes contained in each "Quality means best for certain customer
unit of the priced attribute." conditions. These conditions are (a) the
actual use and (b) the selling price of the
product."
III. User-Based Definition:
"Quality is fitness for use." (J.M.
Juran, Quality Control Handbook).”
Definition
Total - Makeup of the whole
Quality - Degree of excellence a product or service provides
Management - Act, art, or manner of handling, controlling, directing etc.
What is TQM? (Continued)
 TQM is defined as both philosophy and a set of guiding principles that

represents the foundation of a continuously improving organization.
 It is the application of quantitative methods and human resources to improve

all the processes within an organization and exceed customer needs now and
in future.
 TQM integrates fundamental management techniques, existing improvement

efforts, and technical tools under disciplined approach.
Basic Approach
1. A committed and involved management should provide long-term top-to-bottom
organizational support.
2. An unwavering focuses on customers, both internally and externally.
3. Effective involvement and utilization of the entire work force.
4.Continuous improvement of business and production process.
5.Treating suppliers as partners.
6.Establish performance measures for the process
Basic Approach
1. A committed and involved management should provide long-term top-to-bottom
organizational support.
 Quality council
 Clear vision
 Set long-term goals
 Communication
2. An unwavering focuses on customers, both internally and externally.
 Voice of the customer
 Emphasize on design quality and Defect prevention
21
3. Effective involvement and utilization of the entire work force.
 Proper training to entire organization
Management Entire work force
4. Continuous improvement of business and production process.

 on-time delivery, order entry efficiency and billing error rate
 customer satisfaction, cycle time, scrap reduction and supplier management
5.Treating suppliers as partners.
 Partnering rather than adversarial.
 Focus should be on quality and life-cycle costs rather than on price
6.Establish performance measures for the processes.
 Uptime
 Percentage of nonconforming
 Absenteeism
 Customer satisfaction
New and old cultures
Post World War II
The Birth of Total Quality Management
• The birth of the Total Quality Control in US was in direct response to a quality
revolution in Japan following WW-II as Japanese manufacturers converted from
Producing Military Goods for internal use to producing civilian goods for trade.
• At first Japan had a widely held reputation for shoddy exports, and their goods were
shunned by international markets. This led Japanese organizations to explore new
ways of thinking about quality.
• And from here starts the era of “Quality Gurus”!
What is a quality guru?
 A guru, by definition, is a good person, a wise person and a teacher.
 A quality guru should be all of these, plus have a concept and approach
to quality within business that has made a major and lasting impact.
 These gurus have done, and continue to do, that, in some cases, even
after their death..
The Era of Quality Gurus
There have been three groups of gurus since the 1940’s:
Early 1950’s: Americans who took the messages of quality to Japan
Late 1950’s: Japanese who developed new concepts in

response to the Americans
1970’s-1980’s: Western gurus who followed the Japanese industrial

success
Gurus of TQM
1.Walter A. Shewhart
 He wrote a book Economic Control of Quality of Manufactured Product

 PDSA (Plan-Do-Study-Act) cycle
 Developed control chart theory, control limits, assignable and chance causes of variation and rational subgroups.
2.W. Edward Deming

Deming, who had become frustrated with American managers when most programs of
statistical quality control were terminated once the war and government contracts came to an
end, was invited to Japan in 1954 by the Union of Japanese Scientists and Engineers (JUSE).

Deming was the main figure in popularizing quality control in Japan and regarded as
national hero in that country.

He believes that quality must be built into the product at all stages in order to achieve a high
level of excellence.
His thoughts were highly influenced by Walter Shewart who was the proponent of
Statistical Quality Control (SQC).
He views statistics as a management tool and relies on statistical process control as
means in managing variations in a process.
W Edwards Deming placed great importance and responsibility on management, at

both the individual and company level, believing management to be responsible for
94% of quality problems. His fourteen point plan is a complete philosophy of
management, that can be applied to small or large organizations in the public, private
or service sectors:
08/01/2021
1.Create constancy of purpose towards improvement of product and service.
2.Adopt the new philosophy. We can no longer live with commonly accepted levels of
delay, mistakes and defective workmanship.
3.Cease dependence on mass inspection. Instead, require statistical evidence that

quality is built in.
4.End the practice of awarding business on the basis of price.
5.Find problems. It is management’s job to work continually on the system.
6.Institute modern methods of training on the job.
7.Institute modern methods of supervision of production workers, The responsibility of foremen must be
changed from numbers to quality.
8.Drive out fear, so that everyone may work effectively for the company.
9.Break down barriers between departments.
10.Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity
without providing methods.
11.Eliminate work standards that prescribe numerical quotas.
12.Remove barriers that stand between the hourly worker and their right to pride of workmanship.
13.Institute a vigorous program of education and retraining.
14.Create a structure in top management that will push on the above points every day.
Ronald fisher
 Design of experiments(DOE)
 Analysis of variance(ANOVA)
 Books - The Design Of Experiments and Statistical Tables
W. Edwards Deming
 SPC and importance of quality
 14 point theory
 Books – Out of the Crisis and Quality, Productivity, and
Competitive Position
Joseph M. Juran
 Taught quality management to Japanese

 The JURANS trilogy for managing quality (planning, control and improvement)
 Books – Quality Control Handbook
Armand V. Feigenbaum
 Argues TQC is necessary to achieve productivity, market penetration and

competitive advantage
 Areas - customer satisfaction, employee involvement and company wide
quality control
 Books – Total Quality Control
Kaoru Ishikawa
 Studied under Deming, Juran and Feigenbaum
 Famous for cause and effect diagram
 Quality circle concepts
Philip B. Crosby
 Quality is free
 “Doing it right at the first time”
 Quality without tears – four quality management principles
Genichi Taguchi
 Loss function concept that combines cost, target and variation into one metric
 Robust design
The Americans who went to Japan:
J. Edward Deming Joseph M. Juran Armand V Feigenbaum
37
TQM Framework
Awareness
*Comes about when an organization loses market share or realizes that quality and
productivity go hand-in- hand.
*If TQM is mandated by the customer or if management realizes that TQM is a better
way to run a business and compete in domestic and world markets.
*Quality and productivity are not mutually exclusive.

*TQM does not occur overnight; there are no quick remedies.
*Overemphasis on short-term results and profits must be set aside so long-term
planning and constancy of purpose will prevail.
39
Awareness
Defining Quality
Q = P/E
Q=quality P=performance E=expectations
The Oxford American Dictionary defines quality as “a degree or level of excellence.”
 Performance Dimensions of Quality
 Features
 Conformance
 Reliability
 Durability
 Service
 Response
 Aesthetics
 Reputation
• In 1924 W. A. Shewhart developed SPC for the control of product variables.
• H.F. Dodge and H.G. Romig developed the area of acceptance sampling as a substitute for 100%
inspection.
• 1946 formation of American Society for Quality Control (ASQ).
• In 1950, Deming taught SPC Japanese and in 1954 Juran taught the importance of quality to Japanese.
• In 1960 formation of quality council in Japan.

• Late 70’s and early 80’s US people went to Japan learn about TQM.
• 1980, begin of TQM in automotive industry.
• ISO 9000 and ISO 14000 become standard of quality management and environmental management
standards.
Obstacles
1. Lack of Management Commitment.
2. Inability to change Organizational culture.
3. Improper planning.
4. Lack of continuous training and education.
5. Incompatible organizational structure and isolated individuals and departments
6. Ineffective measurement techniques and lack of access to data and results.
7. Paying inadequate attention to internal and external customers.
8. Inadequate use of empowerment and teamwork.
9. Failure to continually improve.
Benefits of TQM

 Improved quality
 Employee participation
 Team work
 Working relationships
 Customer satisfaction
 Employee satisfaction
 Productivity
 Communication
 Profitability
 Market share
What does the term "ISO" stand for?
• The term ISO stands for the International Organization for
Standardization.
• You would reasonably assume that it ought to be IOS, but it isn't.

Apparently, the term ISO was chosen (instead of IOS), because iso
in Greek means equal, and ISO wanted to convey the idea of
equality - the idea that they develop standards to place
organizations on an equal footing.
HISTORY OF ISO
• The International Standards Organization (ISO), in Geneva, Switzerland, was

founded in 1947 to develop a common set of standards in manufacturing, trade
and communications.
• It is composed of the national standards institutes and organizations of 97

countries worldwide, including the American National Standards Institute
(ANSI).
• The ISO publishes thousands of standards, but the ISO 9000 series is having a
major impact on international trade.
PURPOSE OF ISO
The purpose of ISO 9001 is to assure customers that suppliers can provide
quality products and services.
•You need to control the quality of your products and services.

•You need to reduce the costs associated with poor quality.
•Your customers want you to become certified.
•Your markets expect you to be certified.
•Your competitors are already certified.
Standards and guidelines Purpose
ISO 9000:2000, Quality management systems - Establishes a starting point for understanding the
Fundamentals and vocabulary standards and defines the fundamental terms and
definitions used in the ISO 9000 family which you need to
avoid misunderstandings in their use.
ISO 9001:2000, Quality management systems - This is the requirement standard you use to assess your
Requirements ability to meet customer and applicable regulatory
requirements and thereby address customer satisfaction.
It is now the only standard in the ISO 9000 family against
which third-party certification can be carried.
This guideline standard provides guidance for
ISO 9004:2000, Quality management systems - continual improvement of your quality
Guidelines for performance improvements management system to benefit all parties through
sustained customer satisfaction.
ISO 19011, Guidelines on Quality and/or Provides you with guidelines for verifying the
Environmental Management Systems Auditing system's ability to achieve defined quality
(currently under development) objectives. You can use this standard internally or
for auditing your suppliers.
ISO 10005:1995, Quality management - Provides guidelines to assist in the preparation,

Guidelines for quality plans review, acceptance and revision of quality plans.
ISO 10006:1997, Quality management - Guidelines to help you ensure the quality of both
Guidelines to quality in project management the project processes and the project products.
Gives you guidelines to ensure that a complex
ISO 10007:1995, Quality management -
product continues to function when components
Guidelines for configuration management
are changed individually.
ISO/DIS 10012, Quality assurance requirements Give you guidelines on the main features of a
for measuring equipment - Part 1: Metrological calibration system to ensure that measurements
confirmation system for measuring equipment are made with the intended accuracy.
ISO 10012-2:1997, Quality assurance for Provides supplementary guidance on the

measuring equipment - Part 2: Guidelines for application of statistical process control when
control of measurement of processes this is appropriate for achieving the objectives of
Part 1.
ISO 10013:1995, Guidelines for developing Provides guidelines for the development, and
quality manuals maintenance of quality manuals, tailored to your
specific needs.
BENEFITS OF ISO
• According to leading experts, the ISO 9000 standards result in greater operational efficiency,
increased productivity, reduced overtime payments, reduced administrative costs and the
elimination of unnecessary procedures.
• And while some people think that ISO 9000 benefits are mainly for large organizations, studies
have shown that they also produce significant savings for smaller companies, such as sub-
contractors.
• For customers, products and services are based on International Standards brings them an
increasingly wide choice of offers, and they also benefit from the effects of competition among
suppliers
• For governments, International Standards provide the technological and scientific bases
underpinning health, safety and environmental legislation.
• For developing countries, important source of technological know-how. By defining the

characteristics that products and services will be expected to meet on export markets,
International Standards give developing countries a basis for making the right decisions
when investing their scarce resources and thus avoid squandering them.
• For trade officials International Standards create "a level playing field" for all competitors.
International Standards are the technical means by which political trade agreements can be
put into practice
• For consumers, conformity of products and services to International Standards
provides assurance about their quality, safety and reliability.
• For everyone, International Standards can contribute to the quality of life in

general by ensuring that the transport, machinery and tools we use are safe.
• For the planet we inhabit, International Standards on air, water and soil quality,
and on emissions of gases and radiation, can contribute to efforts to preserve the
environment.
NEED FOR ISO
• Many manufacturers • ISO 9000 certification is • ISO 9000 can improve
even have to undergo a uniform standard, overall business
customer-driven accepted and recognized efficiency
"quality audits," which internationally. So you
can be expensive and save money. you begin
time-consuming. to accrue benefits even
• ISO 9000 practically before you achieve ISO
eliminates the need for 9000 certification.
many customer-driven • The preparation for ISO
quality programs. 9000 registration
involves a close analysis
of your existing quality
systems.
• Companies who have achieved ISO 9000 certification enjoy a significant advantage in
satisfying their customers and gaining new ones. It also helps maintain approved vendor
status, as the trend is to reduce the number of suppliers.
• In fact, a recent study of certified companies revealed that ISO 9000 certification had also
brought unexpected benefits, such as greater operational efficiency, increased profitability,
savings in administrative costs, and improvements in marketing and sales activity.
• ISO standards also have important economic and social repercussions. ISO standards make a
positive difference, not just to engineers and manufacturers for whom they solve basic
problems in production and distribution, but to society as a whole.
• ISO standards contribute to making the development, manufacturing and supply of products
and services more efficient, safer and cleaner.
• They make trade between countries easier and fairer.
• They provide governments with a technical base for health, safety and environmental
legislation.
• They aid in transferring technology to developing countries.
• ISO standards also serve to safeguard consumers, and users in general, of products and
services - as well as to make their lives simpler.
REQUIREMENTS OF ISO-9000
• Scope
• Normative Reference
• Terms and definitions
• Quality Management System
• Management Responsibility
• Resource management
• Product Realization
• Measurement, Analysis and Improvement
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Near ITPB, Whitefield
Bengaluru-560 067 Thank You

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An Autonomous Institution

Affiliated to VTU, Belagavi,

TOTAL QUALITY MANAGEMENT (17ME664)

historical review, obstacles, benefits of TQM.

strategic planning communication, decision making.

Total Quality Management for Engineers: M. Zairi, ISBN:1855730243,

A New American TQM, four revolutions in management, ShojiShiba,

Organizational Excellence through TQM, H. Lal, New age Publications,

Guilds of Medieval Europe

The Industrial Revolution

 The Factory System

 The Taylor System

1. Customer-Based: Fitness for use, meeting customer expectations.

2. Manufacturing-Based: Conforming to design, specifications, or requirements. Having

4. Value-Based: The product is the best combination of price and features.

5. Transcendent: It is not clear what it is, but it is something good...

I.Transcendent Definition: IV. Manufacturing-Based Definition:

II. Product-Based Definition: V. Value-Based Definition:

 TQM is defined as both philosophy and a set of guiding principles that

 It is the application of quantitative methods and human resources to improve

 TQM integrates fundamental management techniques, existing improvement

2. An unwavering focuses on customers, both internally and externally.

3. Effective involvement and utilization of the entire work force.

4.Continuous improvement of business and production process.

5.Treating suppliers as partners.

6.Establish performance measures for the process

4. Continuous improvement of business and production process.

The Birth of Total Quality Management

• And from here starts the era of “Quality Gurus”!

 A guru, by definition, is a good person, a wise person and a teacher.

Early 1950’s: Americans who took the messages of quality to Japan

Late 1950’s: Japanese who developed new concepts in

1970’s-1980’s: Western gurus who followed the Japanese industrial

 He wrote a book Economic Control of Quality of Manufactured Product

national hero in that country.

W Edwards Deming placed great importance and responsibility on management, at

3.Cease dependence on mass inspection. Instead, require statistical evidence that

4.End the practice of awarding business on the basis of price.

5.Find problems. It is management’s job to work continually on the system.

6.Institute modern methods of training on the job.

changed from numbers to quality.

9.Break down barriers between departments.

without providing methods.

11.Eliminate work standards that prescribe numerical quotas.

13.Institute a vigorous program of education and retraining.

 Books - The Design Of Experiments and Statistical Tables

 SPC and importance of quality

 Books – Out of the Crisis and Quality, Productivity, and

 Taught quality management to Japanese

 Argues TQC is necessary to achieve productivity, market penetration and

 Studied under Deming, Juran and Feigenbaum

 Famous for cause and effect diagram

 Quality circle concepts

 “Doing it right at the first time”

 Quality without tears – four quality management principles

J. Edward Deming Joseph M. Juran Armand V Feigenbaum

*Quality and productivity are not mutually exclusive.

The Oxford American Dictionary defines quality as “a degree or level of excellence.”

• In 1960 formation of quality council in Japan.

2. Inability to change Organizational culture.

4. Lack of continuous training and education.

5. Incompatible organizational structure and isolated individuals and departments