WELCOME

TOTAL QUALITY MANAGEMENT

DEFINITION OF QUALITYA PREDICTABLE DEGREE OF UNIFORMITY & DEPENDABILITY.FITNESS FOR USE/ PURPOSE- Joseph M JuranCONFORMANCE TO REQUIREMENTS – Philip B CrosbyMEETING THE REQUIREMENT OF CUSTOMERSZERO DEFECTQUALITY IS PREDICTABILITY – E. DemingDOING THE RIGHT THINGS RIGHT, FIRST TIME EVERY TIMEVALUE FOR CUSTOMERSQUALITY IS CUSTOMER’S OPINION- FiegenbamUNIFORMITY AROUND A TARGET VALUE- G. TaguchiDEGREE TO WHICH A SET OF INHERENT CHARACTERISTICS

FULFILS STATED OR IMPLIED NEED OF CUSTOMERS.- ISO9000

QUALITYASSESSMEMT

QUALITY PLAN

TEAM BUILDING

VISIONQUALITY

MEASURES

TRAINING

IMPROVEPROCESS

LISTEN

IMPROVE

LEAD

MOTIVATE

BUILDING QUALITY CULTURE

IS 99.9% QUALITY ENOUGH

• About 400 IISCO Employees getting over/ under paid every year

• Your heart fails to beat 32000 times each year• More than 19000 newborn babies accidentally

dropped by doctor/nurses each year• Two unsafe landings at Indira Gandhi Air Port

every month• 20000 incorrect drug prescriptions made each year• 22000 cheques are deducted from wrong account.• 500 incorrect surgical operation each week• 7000 people get injured/ die in Rly. accident every

day.

Total Quality Process/ Management

• Co-ordinated activities to direct & control an organization with regard to Quality.

• Focusses on Customer satisfaction (internal/ external)• The Approaches are:

Top Mgmt. Leadership, Involvement of people,

Process approach, System approach,

Continual improvement, Decision making,

Supplier relationship Customer Focus

Benefits of TQM

• Customer Satisfaction• Business growth• Improved Company Image/ recognition• Improved productivity/ Quality• Less defectives/ less rework/less waste• Cost reduction• Improved Employee Morale• Cross functional Team work• Improved process control• Continual Improvement

TQM IN OFFICE MANAGEMENT

HOUSEKEEPING/ CLEANLINESSRECORD MAINTENANCE-MASTER LISTRETENTION OF RECORDS/DOCUMENTSCOMMUNICATION-PHONE/FAXDOCUMENTATIONSAFETY/COST CONCIOUSNESSUPKEEP OF OFFICE AIDSHOSPITALITYMANNERS

Some Facts on TQM

India ranks 38 in practising TQM out of 41 countries as per Skaria Report(1995)

A survey on 88 company CEOs revealed that Indian Quality is inferior to global quality.

82% CEOs are hopeful to catch up with the world in next 10 years,

ISO-9001 certification does not give guarantee of being world class in quality.

Many companies are still spending more on detection and failure cost. Leading companies spend on Prevention rather than on Correction.

QUALITY CIRCLE

QUALITY CIRCLE

• A SMALL (6-8) GROUP OF EMPLOYEEES IN THE SAME WORK PLACE VOLUNTARILY MEET REGULARLY TO IDENTIFY, ANALYSE AND RESOLVE WORK-RELATED PROBLEMS.

BASIC PHILOSOPHY: ( Swami Chinmayananda)

• The man on the job knows more about its problems than anybody else.

• Every person is inherently talented and a conducive environment will bring the best out of him.

• People building is more important than people using• Every person wants to feel affiliated with a certain

group and such cohesive groups can foster “Synergy”

•Quality Ciecles were first eatablished in Japan in 1962 and Kaoru Ishikawa has been credited with their creation.•The movement in Japan was co-ordinated by the Japanese Union of Scientists & Engineers.•The use of Quality circles then spread beyond Japan. Quality Circles have been implemented even in educational sectors in India and QCFI formulated in 1982 is promoting such activities.

The Evolution

Indian Scenerio

•BHEL – 1980 Mr. SR Udapa(GM-Oprn) 1st Indian to start Q.C.•Hero Honda Motors –Sunrise Quality Circles•Lucas TVS, Chennai- Honey Bee Quality Circle•Tata Refractories (Orissa) –Niharika Quality Circle.( saved Rs.4000 Cr p.a.•Kudhremukh Iron Ore Plant(Karnataka) –Soorthy Quality Circle in 2001

NTPC -all units, lOG -Refineries & Marketing, NMDC, JK Industries Ltd., JK Jute Mills Ltd.,

NALCO, Binani Cements Ltd., DCW Ltd., Lakshmi Cements Ltd., PWD -Maharashtra, IDL Industries Ltd., IMFA, UP Government Hospitals, IPCL, JK Corp., HAL, Hero Honda Ltd., Raymonds Synthetics Ltd., Madras Cements Ltd., Indian Immunologicals, Cheminor Drugs Ltd., Parle Group of Factories, APSRTC, BEL, Indal Electronics, ITI, Kudremukh Iron Ore, Vysya Bank, Asea Brown Boveri Ltd., FAG Precision Brg., Compaq Computers (I) Pvt. Ltd., Bombay Dyeing & Mfg. Co. Ltd., Morarjee Brembana Ltd., REVL, Recron Synthetics Ltd., Carborandum Universal Ltd., TATA SSL Ltd., NFC, ECIL, India Pistons Ltd., Canara Bank, SBI, Mother Dairy, Gontermann Peipers (I) Ltd., Hindalco Industries Ltd., MOIL, Munjal Showa Ltd., Indian Rayons Ltd., SAIL all units, TISCO, Visakhapatnam Steel Plant, Andrew Yule Ltd., Apollo Tyres Ltd, Exide Industries Ltd., Jayshree Textiles Ltd., Metal & Steel Factory, NICCO Corp., RCF, Auto Max Ltd., MCC PTA Ltd., Samsung (I) Ltd., Godrej Consumer Products Ltd., Godrej Sara Lee Ltd., Grasim Industries, BHEL , Ballarpur Industries, CAFVD, Ispat Ltd., Maharashtra Antibiotics, Mather & Platt (I) Ltd. MIDC, Rajkumar Eng., Rajashree Cements, NEI, Samcor Glass, Shriram Rayons Ltd., Eveready Industries Ltd., Hi Tech Carbon Ltd., Kanpur Plasti Pack, Loco Workshop, Lucknow, OEF, Kanpur, OPF Kanpur, JK Paper, Jaykaypur , Ordnace Factory, Dehradun, NALCO, Astlok Leyland Ltd., Govt. Polytechnic, Chennai, HVF, Chennai, TAFE, Chennai, India Cements Ltd., London Rubber, Virudhunagar, Meenakshi Mission Hospital, Madurai, Bajaj Auto Ltd., Century Pulp & Textiles Ltd., Mahindra & Mahindra Ltd., Mukund Ltd., Gun Carriage Factory, Jabalpur, Hindustan Lever Ltd., WCL, Nagpur, Hindustan Motors Ltd., Neyveli Lignite Corporation, Forbes Marshall Ltd., Phillips (I) Ltd., Sudarshan Chemicals Ltd., TELCO, Thermax Ltd., Tata Refractories Ltd., Naval Dockyard Mumbai and Visakhapatnam, GMR groups Ltd., India

Cements Ltd., and many more.

Some of the QCFI Member Organizations

QUALITY CIRCLE

STRUCTURE OF Q.C.

Top

Mgmt

Facilitator

Team Members

Team Leader

Steering Committee

Seven Tools

Pareto analysis Cause-effect Diagram Stratification Check Sheets Histograms Scatter Diagram Graph & Control Charts

100

A B C D E

PARETO GRAPH

010

20

30

40

50

60

70

80

90

78%

86%93%

97%

0

10

20

30

40

50

60

70

80

90

100

78%

8% 7% 4% 3%

Cum

ula

tive %

METHOD

MISCELLANEOUSMATERIAL MACHINE

MAN

Due to mistake of operators

Steam injection valve left open

SuctionDefective ammonia liquor flow

Steam valve not holding properly

Due to mechanical fault

DEFECTIVE LINING BRICKS

Entering of ammonia liquor in oven

Direction of spray nozzle changes

Muck deposition on I.V.

FISHBONE DIAGRAM

Chocking of

Gooseneck’s

DAMAGE OF

STAND PIPE

Bar Chart and PIE Chart (DIAGRAM)

61%28%

11%

0

10

20

30

40

50

60

APR MAY JUN JUL AUG SEP

IRONSTEEL

ABC ANALYSIS

29

14

10

5

0

5

10

15

20

25

30

35

40

TOTAL A B C

NO

. O

F P

RO

BL

EM

S

CATEGORY

WHY-WHY WHY-WHY ANALYSISANALYSIS

DETENTION OF RLY. BOX WAGON

WHY

DUE TO INTERNAL USE

WHY

DUE TO INTERNAL TRANSPORTATION OF MATERIALS

WHY

IT IS ESSENTIAL

WHY

TO RUN THE PROCESS

BRAIN STORMING

EVERY ONE TO GIVE IDEAS IN FREE WHEELING PROCESS

BENEFITS OF Q.C.

-Improvement in productivity & quality

-Reduction in down time

-Cost & waste reduction

-Improvement in employee morale

-Improvement in Safety & Housekeeping

What is ISO / ISO-9001

• International Organisation for Standardisation.- A world wide federation of National Standard bodies

• Head quarter in Geneva, Switzerland.• ISO-9001:2008 – A model for Quality Mgmt System

to have parity in standards for meeting customer requirement.

• First published in 1987, Got revised in 1994 and also in 2000& 2008 (QAS to QMS)

• Indicates various clause requirements to be fulfilled by an Organistion seeking Certification.

• It is not a product standard but a System standard.• It gives consistency in operation, does not give

Guarantee for Quality.

FIVE Clauses of ISO-9001:2000

• Quality Mgmt. System• Management Responsibility• Resource Management• Product Realization• Measurement, Analysis &

Improvement.

THANK YOU