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Other Philosophies and

Tools of TQM
Prepared & Edited by
Nazim Uddin
Assistant Professor
National Institute of Textile Engineering & Research
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Other Philosophies and Tools of

TQM
Kaizen
PDCA (Plan-Do-Check-Act)
QFD( Quality Function Deployment)
QC (Quality Circle)
Root Cause analysis
Supplier Development
Benchmarking
BPO (Business Process Reengineering)
Brainstorming
Failure mode and effect analysis (FMEA)

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Kaizen
Kaizen is for small incremental improvements, but carried out on
a continual basis and involve all people in the organization.

It is opposite of big spectacular innovations

Aims at reducing losses
The main target of kaizen is
-To achieve and sustain zero losses
-Aims to achieve 30% manufacturing cost reduction

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Tools used in kaizen

• PM analysis
• Why analysis
• Summary of losses
• Kaizen register
• Kaizen summary sheet

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PDCA Cycle
Plan- Plan to Improve operations first by finding out
what things are going wrong and come up with
ideas for solution.
Do- Perform the changes designed to solve the
problems on a small scale or experimental scale
first.
Check-Check whether the small scale or experimental
changes are achieving the desired result.
Act-Act promptly to implement changes on a larger
scale if the experiment is successful.

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Quality Function Deployment

 Structured approach
 Voice of the customer
 House of quality

Quality function deployment is a structured

approach of defining customer needs or
requirements and translating them into specific
plan of product, parts, process and production
plan
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Quality Circle
 It is a participatory management technique
that enlists the help of employees in solving
problems related to their own job
 Small group of employees doing similar or
related work who meet regularly to identify,
analyze and solve product –quality production
Problems
 The circle is relatively autonomous unit
usually led by a supervisor or senior worker.

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Root Cause Analysis

Finding the real cause of the problem and
dealing with it rather than simply continuing to
deal with the symptoms
This raises several questions
 Determine the situation for root cause
analysis
 Finding the root cause
 Resolve or not to resolve

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Supplier Development
 The backward linkage part of the complete
supply chain of any organization
 Suppliers are critical to the cost base of the
purchaser, as well as distribution timings and
quality of product or service.
• Long term partnership
• Barriers to develop partnership
• Cultural implication
• Setting partnership arrangement
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Benchmarking
• Designing and implementing an
efficient new production or
management system
• Adoption of best practices and
improvement in existing system
• “Industry best practice” termed as
benchmark or standard.

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Types of benchmarking
• Internal benchmarking
• Competitive benchmarking
• Functional benchmarking

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Business Process
Reengineering (BPR)
The critical analysis and radical
redesign of existing business process
to achieve breakthrough improvements in
performance measure
 Sometimes known as business process
innovation

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Business Process
Reengineering (BPR)
Five steps approach to BPR
 Develop the business vision and process
objectives
 Identify the process to be redesigned
 Understand and measure the existing process
 Understand IT capabilities
 Design and build a prototype of the new
process

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Brainstorming
Brainstorming is a group process designed to
relax and energize a group so that the synergy
of the group as a whole can be focused on a
task
 Application areas
 Etical rules to remember

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Failure mode and effect
analysis (FMEA)
FMEA is a proactive tool, technique and quality
method that enables the identification and
prevention of process or product errors before
they occur
 Types of FMEA
 Methodology
 Goals of FMEA
 Benefits of FMEA

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Questions