Total Quality Management

Products are developed through the phases of

concept, design, and production preparation
Total Quality Management has three major
elements
Basic improvements in clarity and unity (basic
concurrent engineering)
Quality function deployment (QFD)
Quality engineering using robust design

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Total Quality Management
 Goals for DOD Version of TQM
 Change in emphasis from defect correction to defect prevention
 Continuous improvement of products rather than satisfaction with
adequate quality
 Stabilization and improvement of product rather than dependence on
inspection
 Ensuring conformance with properly defined requirements and
elimination of waivers
 Awarding contracts based on optimum life–cycle cost rather than
lowest procurement cost
 Emphasizing quality, cost, and schedule rather than just cost and
schedule
 These goals can only be met through a strong commitment
on the part of management—constancy of purpose

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Statistical Process Control
 Improved quality is means to achieve higher profits and lower costs
 The process or system is the cause of 85% of quality problems
 Only management can improve the system
 Employees will find their own defects and not pass them own
 Suppliers are critical members of the team—they must be treated
as an extension of in–plant operation to ensure reliability and
quality. Suppliers cannot be selected on cost alone.
 Every employee should have some understanding of statistical
quality control
 Numerical quotas for the work force, numerical goals for
management, and annual rating and merit systems must be
eliminated
 A vigorous program of training and self–improvement for all
employees must be instituted

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Deming’s 14 Points
1. Create constancy of purpose for improvement of product
and service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of price
tag alone. Instead, minimize total cost by working with a
single supplier.
5. Improve constantly and forever every process for planing,
production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
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Deming’s 14 Points (cont)
9. Break down barriers between staff members.
10. Eliminate slogans, exhortations, and targets from the
workplace.
11. Eliminate numerical quotas and numerical goals for
management.
12. Remove barriers that rob people of pride of workmanship.
Eliminate the annual rating or merit system.
13. Institute a vigorous program of education and
self–improvement for everyone.
14. Put everybody in the company to work to accomplish the
transformation.

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Concurrent Engineering
Simultaneous engineering or integrated product
and process development
Improved process which provides better clarity
 Concurrent processes
 Focus on quality, cost, and delivery (QCD)
 Emphasis on customer satisfaction
 Emphasis on competitive benchmarking
Closer cooperation (better teamwork) which creates
better unity within the team
 Integrated organization (multifunctional teams)
 Employee involvement
 Strategic relations with suppliers
 Empowered teams including suppliers

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Decision Making
 Many decisions must be made during design and development
 Who makes the decisions?
 What information is available to base the decisions on?
 TQM decisions making differs from traditional process by
 Team decisions (utilize collective experience, and develop
commitment)
 Visual, connective methods, usually employing large displays on
paper (focus team, and revel interrelationships)
 Customer focus
 Optimization of critical decisions
 Problem prevention
 Level of decisions
 Necessary but not critical—made by individuals—perhaps millions
 Critical—made by teams or small groups—thousands or more
 Very critical—collective experience and systematic
optimization—hundreds
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Problem Prevention
 Problems are found. Wishful thinking allows many to be swept
downstream. A large number end up in marketplace.
 Problems are found. The total quality control approach is used
to find and correct the root causes of the problem. The
information is fed upstream so that the same problem is not
introduced in a later program.
 Problems are prevented. Potential problems and their root
causes are identified before they occur. Optimization positions
the design as far as possible from all potential problems. The
information is fed down–stream to ensure the the
problem–prevention decisions are understood and maintained, to
avoid the inadvertent later introduction of the problem.

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