UNI T 1

INTRODUCTION
Basic concepts of TQM
Definition of TQM
TQM Framework
Contributions of Deming,
Juran and Crosby
Barriers to TQM.

Introduction
Need for quality
Evolution of quality
Definition of quality
Dimensions of
manufacturing and service
quality

Syllabus
The definition of quality depends on the role of the people
defining it.
Today, there is no single universal definition of quality
Some people view quality as performance to standards.
Others view it as meeting the customers needs
or satisfying the customer.
Lets look at some of the more common definitions of
quality
Introduction
Ex : you probably have an opinion as to which manufacturer of athletic
shoes provides the highest quality, it would probably be difficult for you to
define your quality standard in precise terms. Also, your friends may have
different opinions regarding which athletic shoes are of highest quality. The
difficulty in defining quality exists regardless of product, and this is true for
both manufacturing and service organizations. Think about how difficult it
may be to define quality for products such as airline services, child day-care
facilities, college classes, or even textbooks
Contd.,

TQM is a mgmt approach for an org. which is centered on
quality and is based on the participation of all members to
aim at long-term success thru customer satisfaction (main)
and also to its members and the society in whole.
Definition
Reduction in wastage
Quality Assurance
Customer-based
Failure Analysis
Need for Quality
Basic concepts of TQM
A committed and involved management to provide long term top-to-
bottom organizational support : LEADERSHIP
An unwavering focus on the customer, both internally and externally :
CUSTOMER SATISFACTION
Effective involvement and utilization of the entire work force : EMPLOYEE
INVOLVEMENT
Continuous improvement of the business and production process :
CONTINUOUS PROCESS IMPROVEMENT
Treating suppliers as partners : SUPPLIER PARTNERSHIP
Establish performance measures for the processes : PERFORMANCE
MEASURES
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Gurus of TQM
Gurus of TQM
Walter A. Shewart Ph.D. : Control Chart Theory, PDSA Cycle



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Gurus of TQM
W. Edwards Deming Ph.D.: 14 points of theory of management to improve
quality, productivity and competitive position


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Gurus of TQM
Joseph M. Juran Ph.D. : Juran Trology




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Gurus of TQM
Armand V. Feigenbaum Ph.D. : Author of Total Quality Control



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Gurus of TQM
Kaoru Ishikawa Ph.D. : Author of Quality is Free and Quality Without Tears ;
Fishbone / Ishikawa diagram for analyzing cause and effect




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Gurus of TQM
Genichi Taguchi Ph.D. : Taguchi philosophy


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Evolution of Quality
New and Old Cultures
Definition > Product oriented > Customer oriented
Priorities > Second to service and cost > First among equals of service and
cost
Decisions > Short term > Long term
Emphasize > Detection > Prevention
Errors > Operations > System
Responsibility > Quality Control > Everyone
Problem solving > Managers > Teams
Procurement > Price > Life cycle costs , partnership
Managers Role > Plan, assign, control and enforce > Delegate , coach,
facilitate, and mentor
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Management Involvement
Focus on customer
Involvement and utilization of entire work force
Continuous improvement
Treating suppliers as partners
Performance measures
Basic approach in TQM
Performance - Fulfillment of primary requirement
Features - Additional things that enhance performance
Conformance - Meeting specific standards set by the
industry
Reliability - Consistence performance over a period of time
Durability - Long life and less maintenance

Dimensions of Manufacturing and
Service Quality
Service - Ease of repair, guarantee, and warranty
Response - Dealer customer relationship, human interface
Aesthetics - exteriors, packages
Reputation - Past performance, ranking, branding

Dimensions of Manufacturing and
Service Quality
1924 After WWI, W.A. Sherwat of Bell Telephone statistical
chart for the control of various. Concept of sample tests
were followed. It was a failure in the initial stages.
1946 ASQC American Society for Quality Control, now
ASQ. Frequent meetings, conferences and publications
were made to public.
Historical Review
1950 W.Edwards Demings his guidance and lecture to
Japan engineers transformed quality concepts in the
organization. His cycle PLAN-DO-CHECK-ACT
1954 Joseph M.Juran Concept of efficient and
productive. Juran Trilogy
Quality planning
Quality Control
Quality Improvement
Historical Review
1960 Quality control circles was formed. Zero defects
concepts
1970 Reactive approach to proactive approach. Shift
from Japan to USA
1980 SPC Statistical Process Control. Concepts of
parameter and tolerance. Experiments
Historical Review
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 methodology provides the techniques and tools to
improve the capability and reduce the defects in any
process
Historical Review
Lack of commitment from top management
Lack of employee involvement
Lack of team work
Lack of customer oriented approach
Lack of attention to feedback and complaints
Supplier control
Review quality procedures

Barriers in TQM Implementation
Product
Process
System
People
Leadership
Pillars of TQM
Customer satisfaction oriented benefits
Improvement in product quality
Improvement in product design
Improvement in production flow
Improvement in employee morale and quality consciousness
Improvement in product service
Improvement in market place acceptance
Benefits of TQM
Economic improvement oriented benefits
Reduction in operating costs
Reduction in operating losses
Reduction in field service costs
Reduction in liability exposure
Benefits of TQM
Visionary leadership
Customer-driven excellence
Organizational and personal learning
Valuing employees and partners
Focus on the future
Managing for innovation
Management by fact
Public responsibility
Focus of results and creating values
Principles of TQM
Airline that has lost a passengers luggage
A dry cleaner that has left clothes wrinkled or stained
Poor course offerings and scheduling at a college
A purchased product that is damaged or broken
A pizza delivery service that is often late or delivers the
wrong order

Concepts of TQM ?
lost customers and Opportunities for competitors to
take advantage of the market need

Consequences:
Doing it right first time and all the time.
This boosts Customer satisfaction immensely and increases
efficiency of the Business operations.
Clearing the bar
(ie. Specification or Standard stipulated) Excellence that
is better than a minimum standard.
QUALITY IS .the QUALIFIER!
TQM FRAME WORK
TQM FRAME WORK
Demings 14 Points Summarised
1. Create constancy of purpose and continual improvement
2.Adopt the new (Japanese) philosophy by management and workers alike.
3. Do not depend on (quality) inspection build quality into the product and process
4. Choose quality suppliers
5. Improve constantly to reduce variation in all aspects
6. Training on the job for workers and management.
7. Leadership not supervision to get people to do a better job, not just meet targets.
8. Eliminate fear encourage two-way communication, encourage employees
9. Break down internal barriers departments are internal customers
10. Eliminate slogans (exhortations) processes make mistakes not people.
11. Eliminate numerical targets management by objectives not numbers
12. Remover barriers to worker satisfaction including annual appraisals
13. Encourage self improvement and education for all
14. Everyone is responsible for continual improvement in quality and productivity particularly
top management

Demings 14 Points Summarised
PDCA Cycle PLAN > DO > CHECK > ACT
PDCA Cycle PLAN > DO > CHECK > ACT
The PDCA (or PDSA) Cycle was originally conceived by Walter Shewhart in 1930's,
and later adopted by W. Edwards Deming.
The model provides a framework for the improvement of a process or system.
It can be used to guide the entire improvement project
It can be used to develop specific projects once target improvement areas have been
identified.


Plan - a change or a test, aimed at improvement.

In this phase, analyze what you intend to improve, looking for areas that hold
opportunities for change.
The first step is to choose areas that offer the most return for the effort you put in-the
biggest bang for your buck.
To identify these areas for change consider using a Flow chart or Pareto chart

Do - Carry out the change or test (preferably on a
small scale).

Implement the change you decided on in the plan phase.
Document the procedure and observation
Use tools to collect information

Check or Study - the results. What was learned?
What went wrong?

This is a crucial step in the PDCA cycle. After you have implemented the change for a
short time, you must determine how well it is working.
Is it really leading to improvement in the way you had hoped? You must decide on
several measures with which you can monitor the level of improvement.
Run Charts can be helpful with this measurement.

Act - Adopt the change, abandon it, or run the cycle again

After planning a change, implementing and then monitoring it, you must decide whether it is
worth continuing that particular change.
If it consumed too much of your time, was difficult to adhere to, or even led to no improvement,
you may consider aborting the change and planning a new one.
However, if the change led to a desirable improvement or outcome, you may consider
expanding the trial to a different area, or slightly increasing your complexity.
This sends you back into the Plan phase and can be the beginning of the Ramp of Improvement.

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Contribution of
JURAN
Juran, like Deming, was invited to Japan in 1954 by the Union of
Japanese Scientists and Engineers (JUSE). His lectures introduced the
management dimensions of planning, organizing, and controlling and
focused on the responsibility of management to achieve quality and
the need for setting goals.
Juran defines quality as fitness for use in terms of design,
conformance, availability, safety, and field use. Thus, his concept more
closely incorporates the viewpoint of customer. He is prepared to
measure everything and relies on systems and problem-solving
techniques. Unlike Deming, he focuses on top-down management and
technical methods rather than worker pride and satisfaction.

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The Juran philosophy
Pursue quality on two levels:
1. The mission of the firm as a whole is to achieve high product quality.
2. The mission of each individual department is to achieve high
production quality.
Quality should be talked about in a language senior management
understands: money (cost of poor quality).
At operational level, focus should be on conformance to specifications
through elimination of defects- use of statistical methods.
The Trilogy consists of three sequential and logical groups of activities:
Quality Planning -
discover customer needs and deficiencies and design adequate processes
Quality Control -
compare actual performance to goals and take action on the differences
Quality Improvement -
the attainment of unprecedented levels of performance


Juran Trilogy
Cost of quality
( According to Juran)
i) Failure costs: Scrap, rework, corrective actions, warranty
claims, customer complaints, and loss of customer.
ii)Appraisal costs: Inspection, compliance auditing and
investigations
iii)Prevention costs: Training, preventive auditing and
process improvement implementation
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Break through concept
In essence, this splits it up into two areas:
journey from symptom to cause
journey from cause to remedy


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Philip Crosby

Quality is defined as conformance to requirements, not goodness
The system for achieving quality is prevention, not appraisal.
The performance standard is zero defects, not thats close enough
The measurement of quality is the price of non-conformance, not
indexes.

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The Crosby philosophy
Basic Elements of Improvement
Determination (commitment by the top management)
Education (of the employees towards Zero Defects (ZD))
Implementation (of the organizational processes towards ZD)
Crosbys quality Vaccine
Vaccine is explained as medicine for management to
prevent poor quality
Five sections of Vaccine:
Integrity: Treat quality seriously throughout the whole
business organization from top to bottom
Systems: Appropriate measures and systems should be put
in place for quality costs, education, quality, performance,
review, improvement and customer satisfaction
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Communication: To communicate requirements and
specifications and improvement opportunities around the
organization.
Operations: Work with and develop suppliers. Processes
should be capable and improvement culture should be
the norm
Polices: Must be clear and consistent throughout the
business.

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