TOTAL

QUAL!TY
NANACENENT
8y
nakeemUrkehman
MS1oLal CuallLy ManagemenL
l8CA(uk) Lead AudlLor CMS
MSc (lnformaLlon CperaLlons ManagemenL)
Imper|a| Co||ege of 8us|ness Stud|es
% "
UNDLkS1ANDING UALI1 1M CCNCL1S
1
WHAT IS TQM?
TQN is a system approach for the continuous improvement of
all organizational processes through total participation of all
employees, resulting in high quality products and services to
attain customer satisfaction.
TOTAL: veryone associated with the company is involved
in CONT!NUOUS !NPROvNNT (including its customers S
suppliers if feasible)
QUAL!TY: Customer's expressed and implied needs and
requirements are met fully
NANACENENT: xecutives are fully committed.
2
TQN: PH!LOSOPHY
DO THE R!CHT TH!NCS, R!CHT THE F!RST T!NE, EvERY T!NE"
TQN: A CULTURAL" CHANCE
Responsibility is pushed down to empower" the
people who know the most about the job,
process or service.
TQN focus is on the process,
TQN separates the improvement process from
people personalities and egos. Topdown"
management styles disappear.
Reporting levels are reduced/streamlined.
Nanagement's role shifts to more emphasis on
coaching.
]obs are not eliminated, but job content may
change
3
PROCESS IMPROVEMENT CYCLE

DEvELP AN !NPROvENENT PLAN

efine the problem
Formulate critical success factors
related to the vision
Formulate objectives
efine performance measures S
targets
!NPLENENTANT THE
!NPROvENENT PLAN
ON THE L!N!TED
SCALE
Collect data
Train those involved
escribes the business
processes
Formulate project team
CHECK !F !T WORKS
valuate the trail project
Provide Feedback
What have we learned?
!NPLENENT THE
vER!F!ED
!NPROvENENTS
ocument them in
standard procedures
Train those involved
Repeat the cycle
DCA CCLL DCA CCLL
THE
DEN!NC
CHA!N
REACT!ON

!mprove Quality
Costs decrease
because of less rework, fewer
mistakes, fewer delays, snags,
better use of machinetime and
materials Productivity !mproves
Productivity !mproves
Capture the market
lLh beLLer quallLy and loer prlce
Stay in business
Provide jobs and more jobs

TQN EvOLUT!ON
QUAL!TY CONTROL vS. !NSPECT!ON
PRODUCTON
TE8TNG
LAB8
ADMN,
OA
PROCE88
MANT.
FNANCE PROCE88
VlXE0
PR00uCT

Process and/or
8ystems
Fixing
Process and/or
8ystems
Fixing
Cyc|e 8
PR00uCT/
3ERvlCE
FlXlN0
PR00uCT/
3ERvlCE
FlXlN0
Cyc|e A
Not Not
OK OK
Veasu-
rererl
0K
$9,3/,7/ $9,3/,7/
CORRECT!vE ACT!ONS: Action taken to
eliminate the cause of a detected nonconformity or
other undesirable situation. (SO 9000:2000)
1he operaLlonal Lechnlques and acLlvlLles LhaL are used Lo fulflll Lhe requlremenLs for
quallLy (lSC9000)
1hls general area may be dlvlded lnLo Lo maln sub areas
5totlstlcol ltocess coottol
Acceptooce 5omplloq lloos
lnSLC1lCn+ CorrecLlve acLlon
Product
F|x|ng
Product
F|x|ng
0K
Not
OK
PRODUCT
Performance
PROCE88E8
Product, Process or
8ystems Fixing &
mprovement
Product, Process or
8ystems Fixing &
mprovement
Customers
QUAL!TY CONTROL S QUAL!TY ASSURANCE
/,t,
PR06E88
Performance
/,t,
.tions
.tions
D
E
S
I
G
N
M,rket
Customer
Leg,
en.m,rks
Pro.ess
Fin,n.i,
PREvENT!vE ACT!ONS: Action
taken to eliminate the cause of a
potential nonconformity or other
potentially undesirable situation.
(SO 9000:2000)
CuallLy Assurance addresses Lhe enLlre llfe cycle of a producL sLarLlng from Lhe lnlLlal
producL ldenLlflcaLlon Lo flnal lnspecLlon rellablllLy ln use and cusLomer saLlsfacLlon
u4Ll1Y 455uk4Nc All Lhose planned and sysLemaLlc acLlvlLles lmplemenLed Lo provlde
adequaLe confldence LhaL an enLlLy lll fulflll requlremenLs for quallLy
QUAL!TY CONTROL
vS
QUAL!TY ASSURANCE
ua||ty Contro|
W roducL
W 8eacLlve
W Llne funcLlon
W llnd uefecLs
Quality Assurance
Process
Proactive
Staff function
Prevent defects
3
Product
F|x|ng
Product
F|x|ng
0K
Not
OK
PRODUCT
Performance
PROCE88E8
Product, Process or
8ystems Fixing &
mprovement
Product, Process or
8ystems Fixing &
mprovement
Customers
!NSPECT!ON,
QC , QA S QN
/,t,
F!ELD
Performance
Product , Process or
8ystems Fixing
& mprovement
Product , Process or
8ystems Fixing
& mprovement
/,t,
.tions
PR06E88
Performance
/,t,
.tions
.tions
D
E
S
I
G
N
M,rket
Customer
Leg,
en.m,rks
Pro.ess
Fin,n.i,
n ongoing effort to provide Products / services that meet or exceed customer
expectations through a structured, systematic process for creating organizational
participation in planning and implementing quality improvements.
E!CHT QUAL!TY
NANACENENT PR!C!N!PLES
8 QbALIIY
MANAGEMENI
FkINCIFLES
Mutuo||y bene||c|o|
supp||er re|ot|onsh|p
Customer-|ocus
Foctuo| Approoch
to Monogement
Leodersh|p
Invo|vement o|
Feop|e
Frocess Approoch
System opprooch to
monogement
Cont|nuo|
Improvement
11
WHAT !S QUAL!TY ?
llLness for use or purpose
!uran
CuallLy ls conformance Lo Lhe requlremenLs
Crosby
CuallLy should be almed aL Lhe needs of Lhe
consumer presenL and fuLure
ur uemlng
12
W C/L
C CuallLy
erformance
L LxpecLaLlons
QUAL!TY NEASURENENT?
POPL
PROCSS
PRFORNNC
13
WHAT !S CRADE?
CaLegory or rank glven Lo dlfferenL
quallLy requlremenLs for producLs
processes or sysLems havlng Lhe same
funcLlonal use
(lSC 90002000)
1
WHAT !S QUAL!TY?
Dav|d Garv|n found LhaL mosL deflnlLlons of quallLy
ere elLher 1kANSCLNDLN1 kCDUC18ASLD USLk
8ASLD MANUIAC1UkING8ASLD or VALUL8ASLD
1kANSCLNDLN1
#Level of Lxcellence"
kCDUC1 8ASLD
#roducL ALLrlbuLes"
USLk 8ASLD
#llLness for lnLended use"
VALUL 8ASLD
#CuallLy vs rlce"
MANUIAC1UkING 8ASLD
#Conformance Lo speclflcaLlons"
1
QUAL!TY PERSPECT!vES QUAL!TY PERSPECT!vES
Distribution
Customer
products products
and and
services services
needs needs
,rketing
Design
,nuf,.turing
TRANSCENDENT S TRANSCENDENT S
PRODUCT PRODUCT BASED BASED
USERBASED
NANUFACTUR!NC
BASED
vALUEBASED
nformation flow nformation flow
Product flow Product flow
1
D!NENS!ONS
OF PRODUCT QUAL!TY
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality
(ReI: Garvin 88)
17
SERv!CE QUAL!TY D!NENS!ONS
Parasuraman, Zeithamel, S Berry: Three marketing professors from Texas
S N University, published a widely recognized set of service quality
dimensions.
Tangibles
Service Reliability
Responsiveness
ssurance
mpathy
vailability
Professionalism
Timeliness
Completeness
Pleasantness
18
T!NE
WHAT !S QUAL!TY?
iffering Functional Perspectives on Quality
Functional Perspectives include:
ngineering
Supply Chain
Operations
Strategic Nanagement
Narketing
Financial
Human resource
13
QUEST!ONS
20