Professional Documents
Culture Documents
UNIT - 1
(06ME758) VII SEM BE (MECH)
UNIT - 1
Introduction-Definition, Basic Approach, TQM framework, Historical Review, Benefits of TQM. NOTES By:
S.B. MALLUR, Mechanical Engineering Dept, STJ Institute of Technology, Ranebennur- 581 115
E-Mail-sbmallur@rediffmail.com, sbmallur@gmail.com
If you are planning for ONE year, grow rice If you are planning for TEN years, grow trees If you are planning for HUNDRED years, EDUCATE your children- Confucius There is a direct relationship between quality and sales, quality and productivity, quality and profit, quality and competitive position. Good quality will lead to good things, such as increased profits, improved productivity, lower cost, and loyal customers. Quality is the responsibility of management. Charles H. Schmauch
1.1 INTRODUCTION
Till 300 years ago, people used the power of their own muscles, animals or the force of wind and flowing water to do all works. With the invention of the steam engine they got a powerful method of running their machines. This provided a tremendous boost to Industry. Goods started getting produced in larger quantities using machines. This led to the beginning of the factory system. The significant change from hand-made goods to machine-made goods, which began in Britain in 18th century, is known as the Industrial Revolution. Why it was called Revolution? Because of the large scale changes it brought about our economy, society and culture. IR soon spread to other nation like Germany, France, and Portugal. As these countries became industrialized, they needed two things: 1. Raw materials for manufacturing and 2. New markets to sell the goods they made. They found both raw materials as well as new markets to sell their goods in the nonindustrialised countries of Asia and Africa. So they started annexing to meet the needs of their new factories. Soon they became jealous of each other, and wanted their own empires to grow. They started fighting among themselves. This finally led to a great war in which several nations of the world were involved. It came to be known as World War- I (August 1914-1918). Millions of soldiers and other people were killed or wounded. Cities were destroyed and there was shortage of food and everything else. In 1939, there was another war, called World War II. It lasted for 6 years and ended in 1945 after USA dropped atomic bombs over two Japanese cities Hiroshima and Nagasaki. After world war II, most Japanese companies had to start literally from Scratch. Everyday brought new challenges to managers and workers alike, and everyday meant progress. They observed hard working ability and bringing new-new technologies are not enough need a culture change towards TOTAL COMMITMENT and TOTAL IMPROVEMENT. They also felled that human resource of Japan is highest important and precious but they need more training for continuous development. Fortunately Japan called / invited American Experts like Edward Deming, Joseph M.Juran and others in 1950s and early 1960s. In quality movement world wide the Globalization took an important role in 2000. Due to transmission to open economy, a domestic and international competition starts. Gradually TQM Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 1
considered as the ultimatum for continuous improvement and sustainable growth in present day business. However, in 21 st century, high growth of economy- the new millennium brought about increased emphasis on worldwide quality and the Internet. Japanese and other worlds business organization started not only for quality product and services for External customer satisfaction but started satisfying them by trying to achieve the highest business excellence model Deming Award, Malcolm Baldrige National Quality Award, CII EXIM Award and TPM Award and others. Thanks QUALITY. What is this Quality Then? Quality is an attribute of a product or service that fulfills or exceeds the human expectations. These expectations are based on the intended use and selling / service price. It is somewhat of an intangible based on perception. That is why quality is a relative term and each person has his or her own definition. As per ISO 9000:2000: Quality means The degree to which a set of inherent characteristics fulfills requirements. Here, Degree quality such as poor, good, and excellent Inherent Permanent attribute Requirement need based or expectation. According to the oxford dictionary for the business world, quality is defined as the degree of excellence. Quality means a totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs. In some references, Quality is referred to as "fitness for use", "fitness for purpose", "customer satisfaction", or "conformance to the requirements." The father of Total Quality Management, Dr. William Edward Deming defined Quality should be aimed at the needs of the customer, present and future (continuous Improvement)
Quality is a predictable degree of uniformity and dependability, at low cost and suited to the market. Quality is a relative term, generally used with reference to the end-use of a product. Quality should be aimed at the needs of the consumer, present and future. According to ISO 8402, quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. However, there is an international definition of quality: Totality of characteristics of an entity that bears on its ability to satisfy stated and implied needs (BS EN ISO 8402, 1995) Now, Quality can be quantified as follows: Q=P/E Where, Q = Quality, P = Performance and E = Expectations. If Q is greater than 1.0 then the customer has a good feeling about the product or service. Broadly quality is: a) Fitness for use b) Grade c) Degree of preference d) Degree of excellence e) Conformity to requirements To achieve satisfactory quality we must concern all stages of the product or service cycle. In the first stage quality is due to a definition of needs. In the second stage it is due to product design and conformance. In the last stage quality is due to product support throughout its lifetime. There are two major aspects of quality: quality of design and quality of conformance. Quality of design involves the variations of a product or services in grades or levels of quality. This includes the types of materials used in construction, tolerance in manufacturing, reliability, etc. Quality of conformance concerns how well the product conforms to the specifications and tolerances required by the design. Quality of conformance is influenced by the choices of manufacturing processes, training and supervision of the workforce, the type of quality-assurance system used, and the motivation of the workforce to achieve quality. Quality can be interpreted as Customers expressed and implied requirements are met fully. This is a core statement from which some eminent definitions of quality have derived. Some of the definitions are: the totality of features and characteristics of a product or service that bears on its ability to meet a stated or implied need (ISO standards of 1994), fitness for use (Juran and Gryna, 1998), and conformance to requirement (Crosby, 1979). It is important to note that satisfying the customers needs and expectations is the main idea behind these definitions. Therefore it is imperative for a company to identify such needs early in the product/service development cycle. The ability to define accurately the needs related to design, performance, price, safety, delivery, and other business activities and processes will place a firm ahead of its competitors in the market. In 1992 Crosby broadened his definition for quality by adding an integrated notion to it: Quality meaning getting everyone to do what they have agreed to do and to do it right the first time is the skeletal structure of an organisation, finance is the nourishment, and relationships are the soul. Some Japanese companies find that conformance to a standard reflects too narrowly to the actual meaning of quality and consequently have started to use a newer definition of quality as providing extraordinary customer satisfaction. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 3
2. 3. 4. 5.
Has few errors, Functions efficiently, Operates easily to, and Has good user documentation [Vallabhaneni90].
(iii) Document and archive inventory material and record all QC activities. QC activities include general methods such as accuracy checks on data acquisition and calculations and the use of approved standardized procedures for emission calculations, measurements, estimating uncertainties, archiving information and reporting. Higher tier QC activities include technical reviews of source categories, activity and emission factor data, and methods. Quality Assurance (QA) activities include a planned system of review procedures conducted by personnel not directly involved in the inventory compilation/development process. Reviews, preferably by independent third parties, should be performed upon a finalized inventory following the implementation of QC procedures. Reviews verify that data quality objectives were met, ensure that the inventory represents the best possible estimates of emissions and sinks given the current state of scientific knowledge and data available, and support the effectiveness of the QC programme.
TQM is not a project. It is the establishment of systems that assure a continuous improvement. TQM is not a single individual initiative. It is a collective effort towards achievements. TQM is not rehabilitation. It is a way of living that the entire team accepts. TQM is not a remedial procedure for better products. It is a march towards excellence and perfection. TQM is not a traditional approach. It is unorthodox and innovative. TQM is not just developing quality. It is an assurance of continuous improvement of quality. TQM is not achieved through inspectors and supervisors. It is achieved through experimenters and innovators. TQM is not an inventory of material resources. It is concerned with human resource. TQM is not about product perfection alone. It is about customer satisfaction as an objective in itself. TQM is not a simple learning. It is a system of measuring one performance with regard to the proclaimed mission. Quality products and quality service begin with quality thinking. Quality, not quantity, is the measure. Well done is better than well said. Quality standards are contiguous..... Spread them through the organization. Excellence is to do common thing in an uncommon way. Quality levels must not only be attained, but also maintained, if you dont keep doing it better, your competition will. People forget how fast you did a job, but they remember how well you did it. When youre out of quality your are out of business. Continuity is quality.
TQM is a system of management that gauges a companys dedication to consistent improvement and a sincere effort to serve its customers with what they expect all the time. It is a philosophy of management to achieve greater productivity and a total awareness of quality as an increasingly important element in competitiveness (Gould, 1992).
1989 1990
1993 1994
1995
1996 1999
1999
2001 2007
Not just the product quality Not just the quality of the service But everything that occurs in the organization For example : Dedication of Drivers
Management efficiency A systematic filing system
Dedication of Drivers
A conductive office environment Training and education of the workforce is a vital ingredient, as untrained staff tends to commit mistakes. Enlarging the skill base of the staff essentially makes them do a wider range of jobs and do them better. In the new system of working under TQM educating the staff is one of the principles. Measurement of work allows the company to make decisions based on facts, it also helps them to maintain standards and keep processes within the agreed tolerance levels. The involvement of senior management is essential. The lack of which will cause the TQM program to fail. Getting employees to make decision on the spot so that the customer does not face any inconvenience in empowering the employees. Mailing it a good place to work. In many an organization there exists a lot of fear in the staff. The fear of the boss, fear of mistakes of being sacked. TQM program is any company filled with fear cannot work; therefore fear has to be driven out of the company before starting of TQM program. Introduce team working, its boosts employee morale. It also reduces conflict among the staff. It reduces the role of authority and responsibility, and it provides better more balanced solutions. In a lot of companies teamwork is discouraged, so TQM programs must encourage it. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 12
Organize by process, not by function. This concentrates on getting the product to the customer by reducing the barriers between the different departments. Management Involvement Participate in quality program, develop quality council, direct participation Focus on customer who is the customer internal and external, voice of the customer, do it right first time and every time. Involvement and utilisation of entire work force All levels of management Continuous improvement Quality never stops, placing orders, bill errors, delivery, minimize wastage and scrap etc. Treating suppliers as partners no business exists without suppliers. Performance measures creating accountability in all levels TQM focuses on the development of quality systems and work processes. This is because only quality work systems and processes can ensure the production of quality outputs. In this respect, TQM emphasizes on customers and suppliers. Feedback and views of the customers are used for the purpose of designing systems and work processes to ensure that the final output conforms to requirements. Suppliers are treated as business partners who are collectively responsible for producing quality outputs. Suppliers play a vital role in supplying quality inputs to the organization. Total Quality Management (TQM) can be defined as a total commitment to the continuous improvement of a company's processes in order to maximize assets, reduce waste and rework, and satisfy and retain customers. TQM is an endless process of continual improvement. This management system was co-developed by W. Edwards Deming and Joseph Juran. At the heart of TQM are the ideas that true quality can be achieved only through constant measurement and monitoring and that total quality requires a continuous, cohesive effort by every person in a company. Its strategy requires systematic changes in management practice, including the redesign of work, the redefinition of managerial roles, the redesign of organizational structures, the learning of new skills by employees at all levels, and the reorientation of organizational goals. In adopting Deming's 14 basic principles (points) in their company, managers will need to stop depending on inspections to achieve quality; create a constancy of purpose to improve service; make quality the ultimate measure of success; stop awarding business solely on price; constantly improve service systems; adopt training programs; provide leadership; drive out fear; break down barriers among staff areas; eliminate slogans and targets; eliminate numerical goals; remove barriers to employees' pride in their work; institute a program for retraining and education; and take action. The successful implementation of TQM can result in a quality perception as well as customer service leadership, helping to ensure both customer retention and new customer growth. This concept can directly improve the productivity of a company of any size, whether it is a start-up, a struggling young company, or an established firm looking to gain an edge on competition.
FIGURE 2: FEATURS OF TQM OBJECTIVE (a) Satisfaction of customer (b) Zero defect/error-free (c) Producing the output right the first time (a) (b) (c) (d) Processes and systems Organisation culture Customers Suppliers
FOCUS
(a) Continuous improvement (b) Total involvement of the organization (d) Strategic actions (e) Orientation towards long term objective (f) Control of quality costs (g) Preventive action (h) Emphasis on quality assurance (i) Systematic problem solving (a) (b) (c) Top management (leaders) Total participation of workers Work teams
IMPLEMENTOR
PRINCIPLES
OF TQM Fig 1.2: Principles of TQM
As seen above, the principles are universal in nature and therefore are applicable in any organization. 1- Be Customer focused: Whatever you do for quality improvement, remember that ONLY customers determine the level of quality. Whatever you do to foster quality improvement, training employees, integrating quality into processes management, ONLY customers determine whether your efforts were worthwhile. 2-Insure Total Employee Involvement: You must remove fear from work place, then empower employee... you provide the proper environment.
3- Process Centered: Fundamental part of TQM is to focus on process thinking. 4- Integrated system: All employees must know the business mission and vision. An integrated business system may be modeled by MBNQA or ISO 9000 5- Strategic and systematic approach: Strategic plan must integrate quality as core component. 6- Continual Improvement: Using analytical, quality tools, and creative thinking to become more efficient and effective. 7- Fact Based Decision Making: Decision making must be ONLY on data, not personal or situational thinking. 8- Communication: Communication strategy, method and timeliness must be well defined. Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Public responsibility Focus of results and creating values Systems perspective
Motor (Japan) set up the future 10 years ahead through R&D process.. Management by fact TQM companies document all of their efforts through data collection, analysis, and comparison. Partnership by development TQM firms get the suppliers, vendors, unions, and all other related outside groups to help improve the delivery of goods and services. Public responsibility TQM firms also are interested in good corporate citizenship. They accept the responsibility of providing their customers with safe, detect-free goods and services; work to produce product waste; and are prepared to share their experiences to help other firms gain better corporate citizenship. Vision Formulation While working on 10 TQM values and concepts, the management of the company also must formulate a vision regarding its view of total quality e.g.; 1. How does TQM fit with the companys value? 2. What is the companys quality policy? 3. If wastes still exist in term of inevitable, can it be developed to make money? Top Management Support Top rank groups in TQM-driven company must encourage their following ranks to implement TQM tools provided by educating them how make use all of it. It can be done while tasking through monitoring and control system. Planning and Organizing Setting up a total quality management program is to plan and organize the efforts. For example in planning; how to reduce the rate of defects in goods/services produced; with very clear objective and the laid out pragmatic steps to implement. Organize means appoint or designating someone to head the monitoring and control task. Implementing and Controlling The implementation and controlling steps are often determined when the firm formulates it total quality plan. In most cases the focus is on key results that can be measured and charted. What are the tools and technique used?.
The TQM is applied to many stages of Industrial Cycle which are listed below:
1. Marketing 2. Engineering 3. Purchasing 4. Manufacturing 5. Mechanical 6. Shipping 7. Installation and product service.
1970 Reactive approach to proactive approach. Shift from Japan to USA 1980 SPC Statistical Process Control. Concepts of parameter and tolerance. Experiments 1990 Concepts of certification of ISO, CMM etc 2000 six sigma concept - Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter used to represent standard deviation in statistics) from mean. Six Sigma methodologies provide the techniques and tools to improve the capability and reduce the defects in any process. The history of quality management is undoubtedly as old as the manufacturing industry itself. TQM is now part of a much wider concept that addresses overall organizational performance and recognizes the importance of processes. There is extensive research evidence that demonstrates the benefits from the approach. Fig. 4 indicates the quality evolution phases originated from industrial revolution.
ISO 9000s QMS with TQM
TQM
TQM Q C Dept statistical process control (SPC) TQC dept statistical problem solving (SPS) 1990
2000
1980
1920
Fig.4: Quality evolution phase from industrial revolution period to modern times. From the above figure it is clear that the concept of quality has grown in complexity to include design, analysis, techniques, and implementation methodologies, to apply to all aspects of business processes and functions and, thereby, elevate its status to that of a science.
CII organized a first major seminar with Joseph Juran in 1987. CII provided a focus and an impetus to the quality movement by forming a TQM division in 1987. By then the focus was shifted from quality circles to quality management. CII set up the TQM division with the help of 21 companies who agreed to support the journey of TQM in India. The chief executives of these companies formed a National Committee on Quality. CII also launched the first news letter on Quality. The year 1987 brought the ISO 9000 standards into reality and visible strategies emerged. CII organized training programmes in ISO 9000 quality systems for international standards and certification in the year 1989. From the year 1991, Indian companies started to get the ISO 9000 certifications. The concept of TQM spread over the service sector and technology apart from engineering applications. CII organized and launch of National Quality Campaign in 1992, led by the Prime Minister of India and the Quality Summit organized by CII has now become an annual feature across the country. The future thrust on quality movement in India would be based on: Application Research ( Industry and Academics) Experience Sharing ISO certifications Environmental protection, safety and consumer protection for quality enhancement.
16.0 Challenges facing managers and organizations that seek to implement total quality management.
A. Total Quality Management (TQM) improving the quality of products and services should be the focus of everyone in the organization. 1. Build commitment to quality. 2. Focus on the customer. 3. Find ways to measure quality. 4. Set goals and create incentives to reach them. 5. Obtain input from employees. 6. Find defects and trace them to their source. 7. Use a JIT inventory system. 8. Work closely with suppliers. 9. Design for ease in the production process. 10. Break down barriers between the different functional areas.
5. Lack of attention to feedback and complaints 6. Supplier control in terms of materials, cost, quality, delivery etc 7. Review quality procedures up gradation, correct past errors. Learn from experience.
18.0TQM Framework
TQM Framework begins with the knowledge provided by gurus of quality. According to the chart they contributed to development of principles and practices and/or tools and techniques of TQM.
The major benefits of TQM in terms of cost savings include: elimination of non-confirmation and repetitive work elimination of waste costs and reject products elimination of repairs and reworks reduced warranty and customer support costs process efficiency leading to improved profit per product or service fiscal discipline through elimination of unnecessary steps and wasteful expenditure
1. Improvement in product quality 2. Improvement in product design 3. Improvement in production flow 4. Improvement in employee morale and quality consciousness 5. Improvement in product service 6. Improvement in market place acceptance 1. Reduction in operating costs 2. Reduction in operating losses 3. Reduction in field service costs 4. Reduction in liability exposure
For Management
-Provides an invaluable problem-solving tool for managers and supervisors to use - Dispels negative attitudes - Management becomes more aware of problems that affect the individuals work environment - Employees gain a sense of participation - Increases efficiency and productivity - Reduces turnover rate, tardiness, costs, errors,and scrap & rework - Improves communications within and among all departments - Develops management skills that were never taught, or are long forgotten due to lack of application - Develops overall company awareness and company unity - Rearranges priorities which once seemed locked in place - Builds loyalty to the company - Reveals training requirements in all departments - Lessens the number of defects received from suppliers when they are encouraged to train in quality management
For Employee
-Provides opportunity for personal growth and development (as a result of team training activities) and the opportunity to develop and present recommendations - Increases innovation (through a greater variety of approaches and perspectives) for solving problems, removing fear of failure - Employees use their knowledge and skills to generate data-driven recommendations that will lead to well-informed decisionmaking - Encourages decision-making at the most appropriate level - Increases motivation and acceptance of new ideas - Increases job satisfaction (as a result of the opportunity to participate in and have influence over work) - Recognizes employees for their knowledge, skills, and contribution toward improvement - Develops mutual respect among employees, management and customers - Promotes teamwork. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 22
The example gets at one aspect of quality the results aspect. Does the product or service meet or exceed customer expectations? This is a critical aspect of quality, but it is not the only one. Total quality is a much broader concept that encompasses not just the results aspect but also the quality Of people and the quality of processes. 6. Define Total Quality? TQM is an enhancement to the traditional way of doing business. It is the art of managing the whole to achieve excellence. It is defined both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. It integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. 7 Give the Basic Concepts of TQM? A committed and involved management to provide long-term top-to-bottom organizational support. An unwavering focuses on the customer, both internally and externally. Effective involvement and utilization of the entire work force. Continuous improvement of the business and production process. Treating suppliers as partners. Establish performance measures for the processes. 8. Give the Obstacles associated with TQM Implementation? Lack of management commitment Inability to change organizational culture Improper planning Lack of continuous training and education Incompatible organizational structure and isolated individuals and departments Ineffective measurement techniques and lack of access to data and results. Paying inadequate attention to internal and external customers. Inadequate use of empowerment and teamwork. 9. Give the Objectives of TQM? To develop a conceptual understanding of the basic principles and methods associated with TQM; To develop an understanding of how these principles and methods have been put into effect in a variety of organizations; To develop an understanding of the relationship between TQM principles and the theories and models studied in traditional management; To do the right things, right the first time, every time. 10. What is a quality policy? The Quality Policy is a guide for everyone in the organization as to how they should provide products and service to the customers. The common characteristics are Quality is first among equals. Meet the needs of the internal and external customers. Equal or exceed the competition. Continually improve the quality. Include business and production practices. Utilize the entire work force. Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 24
11.How Is Total Quality Different? What distinguishes the total quality approach from traditional ways of doing business can be found in how it is achieved. The distinctive characteristics of total quality are these: customer focus (internal and external), obsession with quality, use of the scientific approach indecision making and problem solving, long-term commitment, teamwork, employee involvement and empowerment, continual process improvement, bottom-up education and training, freedom through control, and unity of purpose, all deliberately aimed at supporting the organizational strategy. 12. Where did the idea of TQM come from? The notion of TQM was first developed by Feigenbaum and popularises by W Edwards Deming who implemented many TQM programmes in Japan, where his ideas, initially at least, were more readily accepted. In essence, Deming, Juran, Crosby and all the other gurus, said that total quality management involves everyone taking a positive and proactive approach to quality and that good quality, i.e. consistent conformance to customers expectations, can only be achieved if:
The organisation understands what customer needs are and could define and specify all of them (see quality characteristics chapter 17). All employees understand that all parts of an organisation have a role to play in meeting customer expectations, not just the people on the shop floor, but the work of finance staff for example in ensuring error free invoices for example. Each employee recognises that they have an impact on quality. All the costs of quality are considered, not just the cost of putting things right when they go wrong, but also the costs of trying to prevent problems, with an emphasis on the latter in order to bring about a reduction in the former. There is a focus on getting things right first time and instead of putting it right when it goes wrong to try to make sure it does not go wrong in the first place. There are robust and organisation-wide quality systems and procedures that both ensure the things above happen, but also the removal of systems and procedures that can make quality difficult to deliver (see Deliberate Defectives box). The organisation is concerned with continually improving what it does and how it does it (see chapter 18).
13.What are the main differences between traditional quality management and TQM? What was different and important about TQM was that it changed peoples views about the nature of quality problems and the responsibility for quality. Quality was (and still is in some organisations!) seen simply an issue for manufacturing or service employees where the role of management is to put checks and controls in place (using some of the techniques described in chapter 17) in order to inspect-in quality. This is what is known as the traditional approach to quality. Deming and the other gurus challenged this view with their beliefs that:
Quality was an issue for everyone (everyone in the organisation and also suppliers and customers, i.e. the whole of the supply chain).and Quality had to be built-in to prevent problems occurring.
The Eurocamp and Unipart illustrations in the chapter provide examples of this. 14. What are the main implementation issues in TQM initiatives? The main implementation issues are: Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 25
To realise that TQM is not a quick fix but a long-term approach to quality. Good quality needs to be underpinned by systems with clearly set out goals and guidelines. The need for top management commitment because TQM involves the whole organisation without top level support any such initiative is doomed to failure. This support usually is evidenced by an executive champion, and a high level steering group. Involving the people who know TQM is not a management tool but a means of involving everyone in identifying and solving problems. It is essential that there should be means of involving everyone, providing necessary training and also recognising success when it is achieved. The final issue is that TQM may, over time, lose its effectiveness (see figure 20.8), if it is seen as a programme (with an implied start and end) rather than a working philosophy that is a part of the organisations way of working. To this end many organisations refrain from using the name TQM and simply seek to encourage good (TQM) practice.
15. How do quality awards and models contribute towards TQM? The Ulster Carpets box provides a useful example of the application of the EFQM quality award and how it underpinned the companys TQM approach. Quality awards are useful because they: Provide motivation for improving quality and pursuing TQM approaches. Provide frameworks to assess quality. Provide incentives to improve quality. Provide international recognition of success. 16.Why TQM Fails? Yes, Total Quality Management fails. We don't hear too much about those. When it does not bring about improvement in the workplace, it is usually a result of faulty implementation rather than anything intrinsically wrong with the concepts.
The quality of an exercise facility can be defined as: variety of gym equipment variety and availability of fitness classes value for the price of membership ability to help members get into shape accurate billing atmosphere meets members needs waiting times for machines are two minutes or less The quality of spaghetti sauce can be defined as: good taste the jar is filled to 28 ounces plus or minus one ounce value for price paid perceived quality of the product ability to quickly answer questions at the address listed on the jar of sauce the sauce has chunks of tomatoes ease of opening jar ease of preparing the sauce to eat able to keep leftover sauce in container in refrigerator easily to last longer length of time the sauce can still be eaten The quality of toothpaste can be defined as: ability to clean teeth good taste perceived quality of the product ability to keep breath fresh ability to prevent plaque ability to whiten teeth ability to prevent cavities tube of toothpaste is filled ability to fight gingivitis ability to fight tartar able to quickly and accurately answer questions in a friendly manner at the toll-free number listed on toothpaste tube tube is filled with 4.2 ounces plus or minus 0.5 ounce. toothpaste is certified by the American Dental Association (ADA)
19. Describe the TQM philosophy and identify its major characteristics. TQM focuses on identifying the causes of quality problems and correcting these problems. TQM emphasizes the need to include every employee in the organization in the quality improvement efforts. TQM emphasizes the need to define quality based on the customers needs. Its major characteristics are customer focus, continuous improvement, quality at the source, employee empowerment, understanding quality tools, a team approach, benchmarking and managing supplier quality. 20. Explain how TQM is different from the traditional notions of quality. Also, explain the differences between traditional organizations and those that have implemented TQM. Traditional notions of quality focused on inspection of products. Instead of relying on inspection as the primary tool for quality, TQM focuses on identifying the causes of quality problems and correcting Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 28
these problems. TQM takes a broader view of the organization than traditional views of quality. Organizations that implemented TQM successfully were able to produce a higher quality product at a lower price, thereby increasing market share. Traditional organizations have either failed or will fail in the future if quality is poor. 21. Describe the four dimensions of quality. Which do you think is most important? The four dimensions of quality are the quality of product or service design, quality of conformance to design, ease of use and post-sales service. The quality of product or service design is determined by the features that are included in the final design of the product or service. The quality of conformance to design is the result of how well the product or service meets its specifications. Ease of use is determined by the ease of using the product or service, its reliability and its maintainability. Post-sales service is the level of service provided after the product or service has been purchased. The four dimensions of quality are all important in determining quality. However, quality of design is most important since it determines the ability to meet customer needs, which is the objective. If the quality of design does not meet customer needs, then it will not matter if the product or service meets it design specifications, is easy to use or is supported by good post-sale service. 22. Explain the Three aspects of quality The three aspects of quality and their linkages with each other have been depicted in Fig. 6 below:
QUALITY ASSPECTS
QUALITY OF CONFERENCE
QUALITY OF DESIGN
QUALITY OF PERFORMANCE
Fig.6. Three Aspects of Quality Quality of Design: The product must be designed to meet the requirement of the customer. The product must be designed right first time and every time and while designing, all aspects of customer expectations must be incorporated into the product. The factors need to consider while designing the product are: Quality of Conformance: The product must be manufactured exactly as designed. The activities involved at this stage include: defect finding, defect prevention, defect analysis, and rectification. The difficulties encountered at the manufacturing stage must be conveyed to the designers for modification in design, if any. The two-way communication between designer and manufacturing may help to improve the quality of the product. Quality of Performance: The product must function as per the expectations of the customer. The two way communication between designers and customer is the key to have a quality product.
Employee Involvement
Continuous Improvement
Customer focus
Training
Value Improvement
Bench marking
Supplier Teaming
ASSIGNEMENT 1) TQM is too important to be taken up in organization; specifically it should not be subsidiary to profit or productivity do you agree to the assertion. Justify your view point. 2) Mention significant difference between two concept quality control and quality assurance. 3) Is there any model demonstration the foundation pillar of TQM .elaborate the pillar of TQM. 4) What do you mean by TQM wheel? Discuses the constituent element and also elaborate employ environment. 5) Define TQM, at least of 7 definitions by various authors. 6) What is the basic approach to be made towards the TQM implementation? 7) Explain in detail various frame work of TQM. 8) Explain the historical review of TQM in detail. 9) What are the benefits of TQM?