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Total Quality ManagementIntroduction

Basic Concepts of Quality and TQMIntroduction to QualityMeaning of QualityQuality is a judgment by customers or users of a product or service. That is quality is a customer determination, not an engineers determination or managers determination. Quality definition Quality is fitness for use. -JuranQuality is conformance to requirements. -CrosbyQuality is the totality of features and characteristics of a product or service, that bear on its ability to satisfy stated and implied needs of the customer - ISOQuality can be quantified as followsQ=P/EWhere Q=Quality P=Performance and E=ExpectationsIf Q is greater than 1.0, then the customer has a good feeling about the product or service.Different views of QualityFrom the users point of viewThe product/services usefulness in meeting the needs and expectations and its reliability, safety, durability and so onFrom the production point of viewThe quality of a product is measured by the quality of its performance which depends on the quality of design and the quality of conformance

Japanese Quality chain reactionsThe Deming quality chain reaction

Dimensions of Product Quality

Dimensions of Service QualityReliabilityResponsivenessAssuranceEmpathyTangiblesOther dimensionsTimeTimelinessCompletenessCourtesyConsistencyAccessibility and convenienceAccuracyCompetenceAccessCommunicationCredibilitySecurity

Why TQMThe Intense Competitive environmentIncrease customer consciousness all over the worldNeed for earning profit instead of making profitCrucial role played by organizational issues, such as Leadership, Human Resource, revolution of Information etc., in quality managementTotal Quality ManagementTotal- Made up of the whole

Quality-Degree of excellence a product or Service provides

Management Act, art, or manner of handling, controlling, directingTQM DefinitionTQM is the management approach of an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to all members of the organization and to society.Characteristics of TQM

Management philosophy to guide a process of changeCustomer oriented management systemStarts at the top; it requires the leadership of top management and continuous involvementTeam work; it requires organization-wide involvementCalls for planningStrategy for continuous improving performance at all levels and in areas of responsibilityAims at meeting the dynamic needs of the customer and creates a loyal and diversified customer baseBasic concepts of TQMTop Management CommitmentFocus on the customerEffective involvement and utilization of the entire work forceContinuous improvementTreating suppliers as partnerEstablishing performance measure for the processes

Pillars of TQMProblem solving disciplineInterpersonal skillsTeam work andQuality improvement process(Employee involvement, Structured, Stepwise, discipline, consistency)Evolution of TQMPrinciples of TQMCustomers requirements must be the first time, every timeThere must be agreed requirements, for both internal and external customersEverybody must be involved, from all levels and across all functionsRegular communication (both formally and informally) with staff at all levels is must. Two way communication at all levels must be promotedcontIdentifying training needs and relating them with individual capabilities and requirements is mustTop managements participation and commitment is mustA culture of continuous improvement must be establishedEmphasis should be placed on purchasing and supplier managementEvery job must add valueQuality improvement must eliminate wastes and reduce total costContThere must be a focus on the prevention of problemsA culture of promoting creativity must be establishedPerformance measure is a must at organization, department and individual levels. It helps to assess and meet objectives of qualityThere should be focus on team workBarriers to TQM implementationLack of management commitment Lack of faith in and support to TQM activities among management personnel.Failure to appreciate TQM as a cultural revolution. In other words, inability to change organizational cultureMisunderstanding about the concept of TQMImproper planningContImproper planningLack of employees commitmentLack of effective communicationLack of continuous training and educationLack of interest or incompetence of leadersIneffective measurement techniques and lack of access to data and resultsNon-application of proper tools and techniquesInadequate use of empowerment and team workInadequate attention to internal and external customersDelay or non-implementation of quality improvement teams recommendations.Benefits of TQMTangible BenefitsIntangible BenefitsImproved product qualityImproved employee participationImproved productivityImproved teamworkReduced quality costsImproved working relationshipsIncreased market and customersImproved customer satisfactionIncreased profitabilityImproved communicationReduced employee grievancesEnhancement of job interestEnhanced problem-solving capacityBetter company imageContributions of Quality Gurus:Walter A. ShewartW. Edwards DemingJoseph M. JuranPhilip CrosbyMasaaki ImaiArmand V.FeigenbaumKaoru IshikawaGenichi Taguchi & Shingeo ShingoWalter A. Shewart

Statistical control chartsPDSA cycleW. Edwards Deming

Demings ContributionDemings 14 points on route to qualityDeming cycle (or PDCA cycle)Seven deadly disease of management andSystem of profound knowledge

Demings 14 pointsCreate constancy of purpose toward improvement of product and serviceAdopt the new philosophyCease dependence on inspection to achieve qualityEnd the practice of awarding business on the basis of price tagImprove constantly and forever the system of production and serviceInstitute trainingInstitute leadership cont

Demings 14 points8. Drive out fear9. Break down barrier between departments10. Eliminate slogans, exhortations and targets for work force 11. Eliminate work standards (quotas) on the factory floor-Eliminate management by objectives12. Remove barriers to pride of workmanship13. Institute a vigorous program of education and self-improvement14. Accomplish the transformation

2. Deming PDCA cyclePlan- what is neededDo-itCheck- that it worksACT- to correct problems or improve performance3. Seven deadly diseases of managementLack of consistency of purposeEmphasis on short term profitsReliance on performance appraisal and meritsStaff mobilityReliance on financial figuresExcessive medical costsExcessive legal costs4. System of profound knowledgeFour elements of system of profound knowledgeAppreciation for a systemKnowledge of statistical theoryTheory of knowledgeKnowledge of psychologyJurans contributionsInternal customers

2. Cost of qualityFailure cost: Scrap, rework, corrective actions, warranty claims, customer complaints and loss of customerAppraisal costs: inspection, compliance auditing and investigationsPrevention costs: Training, preventive auditing and process improvement implementation

Jurans quality trilogyQuality planningIdentify the customersDetermine the customers needsEstablish quality goodsDevelop a processProve process capabilityQuality controlChoose control subjects (what to control?)Choose units of measurementEstablish measurementEstablish standards of performanceMeasure actual performanceInterpret the difference (actual vs. standard)Take action on the difference

Quality improvementProve need for improvementIdentify specific projects for improvementOrganize to guide the projectsOrganize for diagnosis-for discovery of causesDiagnose to find the causesProvide remediesProve that remedies are effective under the operating conditionsProvide for control to hold gains

Jurans 10 steps for quality improvementBuild awareness of the need and opportunity for improvementSet goals for improvementOrganize to reach the goalsProvide trainingCarry out projects to solve problemsReport progressGive recognitionCommunicate resultsKeep scoreMaintain momentum by making annual improvement part of the regular systems and processes of the companyThe breakthrough conceptjourney from symptoms to cause and the journey from cause to remedyPhilip CrosbyZero Defects and Do it right first timeCrosbys ContributionsFour Absolutes of qualityFourteen steps to quality management and Crosbys quality vaccine1. Crosbys absolutes for quality managementFirst Absolute: The definition of quality is conformance to requirements, not goodnessSecond Absolute: the system for causing quality is preventive, not appraisalThird Absolute: the performance standard must be zero defect, not thats close enoughFourth Absolute: The measurement of quality is the price of non-conformance, not indexesCrosbys Fourteen steps for quality improvementEstablish and ensure management commitmentForm quality improvement teams for quality improvement process planning and administrationEstablish quality measurementsEvaluate the cost of quality and explain its use as a management tool to measure wasteRaise quality awareness among all employeesTake actions to correct problems identified through previous stepsEstablish a zero defects committee and programmeTrain supervisors and managers on their role and responsibilities in the quality improvement processHold a zero defects day to reaffirm management commitmentEncourage individuals and groups to set improvement goalsObstacle reporting(i.e, encourage employees to communicate to management any obstacles they take in attaining their improvement goals)Recognize and appreciate all participantsEstablish quality councils to discuss quality matters on a regular basisDo it all over again to demonstrate that the improvement process never ends3. Crosbys Quality VaccineIntegritySystems CommunicationOperationsPolicies

Masaaki Imai ContributionImai has brought together the management philosophies, theories and tools as a single concept known as KaizenKaizen-Continuous improvement or improvement over improvementKairyo- (western philosophy) describes improvement through innovation i.e., improvement in one or two great jumps.Armand V. FeigenbaumIndustrial cycle- Quality is everybodys jobHidden plant and Crucial elements of total qualityQuality is the customer perception of what quality is, not what a company thinks it isQuality and cost are the same, not differentQuality is an individual and team commitmentQuality and innovation are interrelated and mutually beneficialManaging quality is managing the businessQuality is principalQuality is not a temporary or quick fix but a continuous process of improvementProductivity gained by cost effective demonstrably beneficial quality investmentImplement quality by encompassing suppliers and customers in the system

Kaoru ishikawaCompany wide quality benefitsReduced defectsImproved product qualityQuality improvement becomes the normIncreased reliabilityReduced costsIncreased quality of productionWaste is identified and reducedRework is identified and reducedImprovement techniques are established and continually improved

10. Inspection and after the fact expenses are reduced11. Contracts are rationalized12. Sales and market opportunities are increased13. Company reputation is increased14. False and inaccurate data is reduced15. Meeting are more effective and focused16. Repairs and maintenance are rationalized 17. Improvement in human relations18. Company loyalty is increased19. Intradepartmental barriers are broken down and communication becomes easier.2. Quality circles3. Cause and effect diagram

Shingeo shingoShingos contributionsZero quality controlPoka-Yokeidentification of the needidentification of possible mistakesmanagement of mistakes before satisfying the need and

3. JIT related concepts

Define quality as per Juran, Crosby and DemingDefine TQMWhat are the elements of TQM?What is a PDCA cycle?Name any six quality gurus.

What do you mean by product and service quality? Select a product or service and describe how the dimensions of quality influence its acceptance.

Brief the history of evolution of TQM. Describe the various contributions of Deming.