Tqm Tools & Tech

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TOTAL QUALITY MANAGEMENT TOOLS AND TECHNIQUES:

THE QUEST FOR AN IMPLEMENTATION ROADMAP1

Seyed Mohammadbagher Jafari*

Graduate School of Management

Universiti Putra Malaysia, 43400 UPM, Selangor, Malaysia

E-mail: [email protected]

Mostafa Setak

Industrial Engineering Department, K.N.Toosi University of Technology,

No. 7, 4th

floor, Pardis st., Molla Sadra Ave., Vanak sq., Tehran, Iran.

E-mail: [email protected]

*Corresponding Author

ABSTRACT

Total Quality Management (TQM) has been recognized and used during the last decades byorganizations all over the world to develop a quality focus and improve organizational

performance. TQM is necessary to reach competitiveness; however, the way to achieve this is

not easy. TQM consists of a wide range of concepts regarding to quality. Most of the studiesin TQM implementation focus on the concept of TQM. There are few studies in the literature

that directly suggest an implementation roadmap of TQM tools and techniques and TQMimplementation is still problematic for many organizations. In order to respond to the quest

for a clear implementation methodology, this study tries to suggest an implementation

roadmap for TQM tools and techniques based on DMAIC methodology. The proposed

roadmap includes 6 steps and its developmental sequences start with steps that begin from

process documentation and lead to accomplishment of more complex and modern quality

tools and techniques that guide organization to a high level of institutionalized quality.

Keywords:Total Quality Management,TQM, Implementation Roadmap, TQM Tools, TQMTechniques, DMAIC methodology

INTRODUCTION

Quality management has long been recognized as a source of competitive advantage and oneof the most important drivers of global competition (Prajogo & Sohal, 2003). A few

researchers tried to identify the impact of TQM implementation on firms performances inboth industrialized (Ahire, Waller, & Golhar, 1996; Prabhu, Appleby, & Yarrow, 2000;

Prajogo & Sohal, 2003) and developing countries (Arumugam, Ooi, & Fong, 2008; Das, Paul,

Swierczek, & Laosirihongthong, 2006). Punnakitikashem et al. (2010) stated that the majorityof these studies concluded that TQM positively impacts firm performances depending on thedegree of its implementation. In spite of this, TQM implementation is still problematic for

many organizations (Hansson & Klefsj, 2003) and yet firms report less than optimal results

(Jayaram, Ahire, & Dreyfus, 2010)

1This article financially supported by the Islamic Union of Iranian Students Association (in Malaysia).

Proceedings of the AGBA 7th World Congress, Malaysia 13 Dec 2010
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Total Quality Management (TQM) is a management strategy aimed at embedding awareness

of quality in all organizational processes (Siddiqui, Haleem, & Wadhwa, 2009). TQM definedby the Deming Prize Committee of the Union of Japanese Scientists and Engineers (JUSE,

2010) as: a set of systematic activities carried out by the entire organization to effectivelyand efficiently achieve the organizations objectives so as to provide products and services

with a level of quality that satisfies customers, at the appropriate time and price.

There are many proposed tools and techniques to achieve the TQM promises. Generally, atechnique can be considered as a number of activities performed in a certain order to reach the

values (Hellsten & Klefsj, 2000). On the other hand, tools sometimes have statistical basis to

support decision making or facilitate analysis of data.

Bunney and Dale (1997) reported that on the subject of quality management, there are many

studies that agree on the vital role of the use and selection of quality management tools and

techniques to support and develop the quality improvement process. However, they

emphasized that organizations do encounter a range of difficulties in their use and application

of quality management tools and techniques.

It is hardly surprising that research and theory in TQM implementation are still at a very earlystage in the West (Dale, Y.-Wu, Zairi, Williams, & Van Der Wiele, 2001; Sitkin, Sutcliffe, &

Schroeder, 1994) and the gap in the TQM implementation literature is obvious. Most of the

studies in TQM implementation focus on the concept of TQM. There are very few studies inthe literature that directly suggest an implementation roadmap of TQM tools and techniques

and usually they are not a complete roadmap. Therefore, in this research, firstly, the literatureon the current proposed tools and techniques for TQM implementation reviewed and then

based on the result of this review, a comprehensive roadmap for TQM implementationproposed that covers all the cited tools and techniques.

LITERATURE REVIEW

Researchers and practitioners have acknowledged the need to understand causal relationships

among various elements of total quality management (Ahire & Ravichandran, 2002). Bunney

and Dale (1997) stated that the introduction of the quality management tools and techniques

depend, to a certain extent, on the phase of the improvement process. The introduction of

TQM can take place in three phases (I) diagnosis and preparation, (II) management focus

and commitment, and (III) intensive improvement. The diagnostic and preparation phase of

TQM requires the introduction of a number of fact finding tools, some of which are cost of

quality and Departmental Purpose Analysis (DPA). The management focus and

commitment phase requires the use of data analysis tools (e.g. cause & effect analysis, flow

charts and Pareto analysis) to identify problem areas, quantify their effects and prioritize the

need for solution. During the intensive improvement phase the introduction of more complex

tools (e.g. statistical process control (SPC) and failure mode and effects analysis (FMEA))

help to facilitate company-wide improvement.

Bunney and Dale (1997)also categorized TQM tools and techniques in two different ways,first in five categories regarding to their application and second in seven categories regarding

to the function that they can be used. Table 1 shows the TQM tools regarding to theirapplication.



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The following table shows TQM tools and techniques within each function of a company

operation.

In another study, Hellsten and Klefsj (2000) suggested a new definition for TQM. Theirstudy indicates that TQM can be defined as a management system, which consists of three

interdependent units, namely core values, techniques and tools. The idea is that the core

values must be supported by techniques, such as process management, benchmarking, and

customer focused planning, or improvement teams, and tools, such as control charts, the

quality house or Ishikawa diagrams, in order to be part of a culture. They emphasized that this

systematic definition will facilitate for organizations the understanding and implementation of

TQM. Therefore, the implementation work should begin with the acceptance of the core

values that characterizing the culture of organization. The next step is to continuously choose

Table 1: Analysis of Application of Tools and Techniques (Bunney & Dale, 1997)

Table 2: Analysis of Tools and Techniques Used within each Function (Bunney & Dale, 1997)



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techniques that are suitable for supporting the selected values. Ultimately, suitable tools have

to be identified and used in an efficient way in order to support the chosen techniques. Figure

1 illustrates this definition (The techniques and tools in the figure are just examples and not a

complete list).

According to Hellsten and Klefsj (2000) the basis for the culture of the organization are the

core values. Another component is techniques, i.e. ways to work within the organization to

reach the values. A technique consists of a number of activities performed in a certain order.The important concept here is that TQM really should be looked on as a system. The values

are supported by techniques and tools to form a whole. We have to start with the core valuesand ask: Which core values should characterize our organization? When this is decided, we

have to identify techniques that are suitable for our organization to use and support ourvalues. Finally, from that decision the suitable tools have to be identified and used in an

efficient way to support the techniques (see Figure 2).

Hellsten & Klefsj (2000) indicated, as an example, Benchmarking should not be used

without seeing the reason for using that technique and an organization should not use just

control charts without seeing the core value behind the choice and a systematic

implementation roadmap of the techniques and tools. It is, of course, important to note that a

particular technique can support different core values and the same tool can be useful within

many techniques.

Figure 1: TQM as a Management System Consists of Values, Techniques and Tools

(Hellsten & Klefsj, 2000)

Figure 2: TQM Implementation Steps (Hellsten & Klefsj, 2000)



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In another study in this area, Fazel & Salegna (1996) tried to group major TQM tools and

techniques into six major categories as determined by their primary area of implementation

focus:

1) customer-based;2) management-based;3) employee-based;4) supplier-based;5)process-based; and6)product-based.

Table 3 shows this classification.

The above mentioned categories are described below (Salegna & Fazel, 1996):

1)Customer-based strategies should be the focal point of every TQM programme, aroundwhich all other strategies are formulated. Customer satisfaction is only likely to be

achieved and maintained when the customer plays an active role in the

organizations process of quality improvement. Major techniques used to

accomplish this are customer needs analysis, customer surveys and quality function

deployment.

2) Management-based strategies are also extremely important for the successfulimplementation of TQM. TQM initiatives are not likely to succeed without strong

leadership and support from top management. The goals and the benefits of

Figure 3: Steps in Application of Deming's PDCA Technique and Associated Tools(Ahmed & Hassan, 2003)



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implementing TQM must clearly be communicated by top management to the

workforce. The alignment of the reward structure with the goals of the organizationis also vital to the organizations success in achieving these goals.

3) Employee-based strategies provide a means of increasing the participatory role ofworkers. Strategies such as empowerment, teamwork and cross-training may result

in employees having increased decision making authority, greater jobresponsibilities, and increased motivation and sense of pride in their work. Quality

programmes may also benefit from employee suggestions resulting from othergroup activities including quality teams, quality circles, the nominal group

technique and brainstorming.

4) Supplier-based strategies provide a means of increasing an organizations likelihood ofhaving suppliers who are reliable and willing to work towards the organizations

goals of providing a quality product. Given the trend towards companies reducing

the number of suppliers and cultivating long-term relationships with the remaining

ones, these strategies are particularly important today.

Implementation Strategy Tools and Techniques

1) Customer-based Customer survey

Customer need analysis

Quality function deployment

2) Management-based reward structure Communication

Leadership

3) Employee-based teamwork EmpowermentCross-training

Quality circlesQuality teams

BrainstormingNominal group technique

4) Supplier-based supplier research Supplier trainingSupplier documentation

Supplier certification

5) Process-based statistical process

control

Quality improvement process

Just-in-time

Lead time reduction

Benchmarking

Quality cost analysis

Quality audits

Quality assessment

Process documentationISO 9000

Work flow analysis

6) Product-based standardization Benchmarking

Design of experimentsConcurrent engineering

Product flow analysis

Table 3: TQM Tools and Techniques Categories (Salegna & Fazel, 1996)



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5) Process-based strategies focus on improving processes by reducing waste, defect rates,cycle time, and providing feedback on the performance of the process.

Benchmarking, SPC and JIT are some of the most popular techniques employed by

companies to achieve these goals.

6) Product-based strategies are directly focused on the quality of the product, its physicalcharacteristics and its manufacturability.

THE PROPOSED ROADMAP FOR TQM IMPLEMENTATIONAccording to Hammer & Goding (2001) DMAIC methodology provides a structured

framework for solving business problems by assuring correct and effective process execution.This methodology has 6 phases in which, in the case of Six Sigma, teams take total employee

involvement approaches to complete the cycle of process management and use self-diagnosisskills to fulfill the goals of each phase. The business will naturally reach the Six Sigma

quality, when all key processes within a business are completed for each of these five eachphases (Byrne, 2003). Figure 4 shows the DMAIC methodology.

However, in the case of TQM, the factors that affecting TQM tools selection are many and it

should be considered before any implementation plan. These factors are:

the availability of resources within the company to facilitate tools successfulintroduction;

the objective of using quality management tools such as solving a simple problem orreaching to a high level in quality;

the product characteristics; and current product and process improvement or new product introduction.

Some tools or techniques appear simple over others in their development and interpretation.

The purpose of each of them is distinct and problem specific. Certainly, not all tools or

techniques are required in one firm. SPC tools are very basic and can be applied for both short

and long term goals. Some of the tools and techniques are commonly (even frequently) used,

for example Pareto chart, cause & effect diagram, histogram or quality control charts for

quality performance monitoring and improvement, and some others can be used less

frequently (such as Benchmarking, QFD). Some of the techniques are used, for example,

QFD, FMEA, and design for manufacturability (DfM), in the design and development

Figure 4: DMAIC Methodology (Hammer & Goding, 2001)



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The next step is to collect the required data and measuring the process. Collecting and

analyzing data are key steps in process improvement. Collecting process performance datahelp answering questions such as (Ehresman, 1995):

What is happening? How is the process performing? Is the process improving? Is the process satisfying customer requirements?

The best tools for this purpose is check sheet, Pareto chart, histogram, scatter diagram, runchart and statistical process control (SPC). The data collected by these tools can be used to

measure the process. According to Ehresman (1995) process measurements serve as a meansto listen to a process. When appropriately analyzed and interpreted, the measurements provide

accurate, meaningful and timely process performance feedback. The measurements can tellyou a lot about the process. Process measurements are useful for many purposes including

those listed below:

understanding what is happening; provide objective performance feedback;

evaluate the need for improvement; evaluate the impact of changes; and set schedules and performance targets.

The third step in the proposed roadmap is to use problem finding and solving tools. Problem

solving requires a structured approach. Without such an approach, efforts often are random

and/or misguided. The five steps listed below can be applied to any type of problem,

regardless of its complexity (Ehresman, 1995):

1) define a problem;2) identify the root cause;3) select the best solution;4) develop an action plan; and5) verify plan results.

The proper techniques for this goal are cause & effect diagram, relationship diagram,

brainstorming, reversal and characteristic changing. These techniques can be applied todetermine and eliminate the root cause of a problem. Key element of any problem-solving

effort are identifying the root cause and generating a list of possible solution ideas.Continuous quality improvement is the next step. In this step all the above mentioned steps

will be repeated and more tools and techniques will be used to ensure continuousimprovement. The most common tools and techniques in this step are control charts, FMEA,

and fault tree analysis.

After the above steps quality stabilization within company and making quality everyones job

is necessary. Quality is not a part of everyones job. Everyone doesnt do quality for a whileand then get back to his/her real job. Quality is everyones job (Ehresman, 1995). The best

tool that can assist every organization in its effort to make quality everyones job is ISO9000

series. A key aim of TQM is customer satisfaction. The focus of customer satisfaction, in turn,

is to understand and meet or exceed customer requirements. A system is required to ensurethat the requirements are continually and consistently adhered to. This system contains

documentation so requires that anyone assigned to perform a job can be trained in the same

precise manner as the previous person on that job. There can be no decline in quality just

because the person performing the process has changed. The existence or need for quality



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systems certainly is not new; companies around the world have been developing their own

quality systems for years. ISO9000 is series of international quality standards that widelyaccepted and is the best tools for ensuring that quality is everyones job (Martnez-Costa,

Choi, Martnez, & Martnez-Lorente, 2009; Van der Wiele, Dale, & Williams, 1997).

However, in addition to the above mentioned tools and techniques, there are numerous

techniques which are technical and engineering related and have specific applications toproduct design and development. Usually these tools and techniques cover all functionswithin the organization and need more effort to implement and to lead organization to a high

level of quality. Six Sigma, 5Ss housekeeping, total productive maintenance (TPM), reward

system, suggestion system, electronic data exchange (EDI), computer aided (product/process)

design (CAD), computer aided manufacturing (CAM), design for manufacture and assembly

(DFMA), finite element analysis (FEA), computer numerical control (CNC), computer

integrated manufacturing (CIM) and just-in-time (JIT) are within this category.

CONCLUSIONThe correct selection and use of tools and techniques is a vital component of any successful

TQM implementation plan. The TQM tools and techniques can be divided into simple tools

for solving a special problem and complex one that cover all functions within the company.Before any implementation the availability of resources within the company, the usage and

scope of each tools and techniques and the product characteristics should be considered

carefully. In order to response to the quest for a comprehensive methodology for TQM toolsand techniques implementation, a roadmap with 6 steps proposed in this research. The

developmental sequences of this roadmap start with steps that begin from processdocumentation and lead to accomplishment of more complex and modern quality tools and

techniques that guide organization to a high level of quality. This roadmap can help allorganizations intending to reach to a high level of institutionalized quality.

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