2. Total Quality Management (TQM)
Quality
• Value for money
• Ability of product to meet customer’s need.
• Conformance to specification
• Combination of aesthetics, features and Design.
“The totality of features and characteristics of a product or
service, that bears on its ability to satisfy given needs.”
Management
• The process of dealing with or controlling things or people
3. 8 Dimensions of Product Quality
PERFORMANCE
FEATURES
RELIABILITY SERVICEABILITY
AESTHETICS
DURABILITY
CUSTOMER
SERVICE
SAFETY
4. 10 Dimensions of Service Quality
RELIABILITY
RESPONSIVENESS
COMPETENCE ACCESS
COURTESY
COMMUNICATION CREDIBILITY
UNDERSTANDING
SAFETY
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5. QUALITY MANAGEMENT
Top Management commitment to quality
Strategic planning for quality
Continuous improvement
Customer satisfaction and delight
6. TQM
TQM is something that penetrates into an organization from the
moment its raw materials arrive to the moment its finished products
leave.
A philosophy that involves everyone in an organization in a
continual effort to improve quality and achieve customer satisfaction.
7. ESSENTIALS of TQM
Customer satisfaction
Leadership
Employee involvement
Supplier selection and development
8. Quality GURU
A TQM Guru is an expert thinker who communicates his thoughts
through verbal and written expressions and thus contributes to the
field of TQM.
9. Famous GURU’s
Some of the major contributions towards the thought of TQM are:
(i) W Edwards Deming
(ii) Joseph M. Juran
(iii) Philip B. Crosby
(iv) Armand V. Feigenbaum
(v) Bill Conway
(vi) Kauru Ishikawa
(vii) Genichi Taguchi
(Viii) Shigeo Shingo
(ix) W.G. Ouchi
(x) Vilfredo Pareto
(xi) Tom Peters
(xii) S.R. Udpa
(Xiii) Stephen Covey
(xiv) J.S. Oakland
10. William Edwards Deming
William Edwards Deming was an American engineer,
professor, author, lecturer, and management consultant.
Educated initially as an Electrical engineer and later
specializing in mathematical physics.
“Deming is best known for his management
philosophy, establishing quality, productivity and
competitive position.”
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11. DEMING FOCUS ON 3 IDEAS
1. Deming Cycle
2. Deming 14 points
3. Seven Deadly Diseases and Sins of quality
13. Deming14 Points
1. Create consistency of purpose towards improvement of product and
service.
2. Adopt the new philosophy. We can no longer live with commonly
accepted levels of delay, mistakes and defective workmanship.
3. Cease dependence on mass inspection. Instead, require statistical
evidence that quality is built in.
4. End the practice of awarding business on the basis of price.
5. Find problems. It is management’s job to work continually on the
system.
6. Institute modern methods of training on the job.
7. Institute modern methods of supervision of production workers, The
responsibility of foremen must be changed from numbers to quality.
14. 8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments
10. Eliminate numerical goals, posters and slogans for the workforce asking for
new levels of productivity without providing methods.
11. Eliminate work standards that prescribe numerical quotas
12. Remove barriers that stand between the hourly worker and their right to
pride of workmanship
13. Institute a vigorous programme of education and retraining
14. Create a structure in top management that will push on the above points
every day
15. Seven Deadly Diseases and Sins of quality
Deadly Diseases
1) Lack of Consistency: Lack of consistency of purpose is to stay in
business by not planning to provide products and services in the future,
with a specific market in mind, in order to keep the company in business
and providing for job creation.
2) Short-term Profits: Short-term thinking defeats constancy of purpose to
stay in business with long-term growth.
3) Performance Appraisal: The effects of performance appraisal (personal
review system, evaluation of performance, annual review, etc.) are
devastating.
16. 4) Job-hoping: Mobility of management causes instability, leads to
decisions being made by people with little knowledge and
understanding of business activities and who feed from their
experiences in different situations.
5) Use of Only Visible Figures: Management should not just refer to
visible figures. Although these are important, management should learn
how to manage their businesses by taking a wider and more global
approach (the figures that are unknown are even more important).
17. Deadly Sins
The two deadly sins which Deming considered to be the most important
are:
1. Evaluation of performance, i.e. merit rating or annual review, and
2. Running a company on visible figures only.
18. JOSEPH M. JURAN
Dr. Joseph M. Juran has also contributed a lot to the movement of total
quality. He raised pertinent questions on the contribution of quality in
reducing costs and improving standards in his book titled: Quality Control
Handbook in 1951 which has subsequently become an essential reference
book on quality.
Juran is known for his development of the concepts of determining the
avoidable and unavoidable costs of quality, company-wide quality
management and quality Trilogy.
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19. Juran’s Quality Trilogy
Juran proposes three managerial processes under his Quality Trilogy
which he thinks are necessary for the structured implementation of a total
quality program. These three managerial processes are:
1. Planning
2. Improvement
3. Control
20. Quality Planning Quality Control Quality Improvement
• Identify the customers.
• Determine the customer’s
needs.
• Develop product features.
• Establish quality goods.
• Develop a process.
• Prove process capability
• Choose control subjects
• Choose units of measurement
• Establish measurement
• Establish standards of
performance
• Measure actual performance
• Interpret the difference
• Take action on the difference
• Prove need for improvement
• Identify specific projects for
improvement
• Guide the projects
• Diagnose for discovery of causes
• Diagnose to find the causes
• Provide remedies
• Prove that remedies are effective
under the operating conditions
• Provide for control to hold gains.
21. Juran’s 10 Steps of Quality Improvement
1. Build awareness of the need and opportunity for improvement
2. Set goats for improvement
3. Organise to reach the goals (e.g. establish a quality council, identify
problems, select processes that need improvement, appoint teams, train
facilitators and team members)
4. Provide training throughout the organisation.
5. Carryout projects to solve problems.
6. Report progress
7. Give recognition
8. Communicate results
9. Keep score
10. Maintain momentum by making actual improvement part of the regular
systems and processes of the company.
22. Philip Crosby
• Known as The Fun Uncle of the Quality Revolution
• Where Phil Crosby excellence was in finding a terminology for quality
that mere mortals could understand. (Dr. Deming and Dr. Juran were the
great brains of the quality revolution)
• He popularized the idea of the "cost of poor quality", that is, figuring out
how much it really costs to do things badly
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23. Crosby’s Six C’s
A Key to the improvement process is education beginning with management
and flowing down to all employees. Crosby summarizes the education
process in the six C’s as follows:
1. Comprehension: Understanding what is necessary and the
abandonment of the conventional way of thinking.
2. Commitment: Expression of dedication first by management and
everyone else soon after.
3. Competence: Implementation of the improvement process in a
methodical way.
4. Correction: Elimination of possibilities for error by identifying current
problems and tracking them back to their basic cause.
5. Communication: Complete understanding and support of all people in
the process including suppliers and customers.
6. Continuance: Unyielding remembrance of how things used to be and
how they are going to be.
24. CROSBY FOUR ABSOLUTES
1. The definition of quality is conformance to requirements, it is not
appropriate to say good or bad quality as quality cant be measured but
conformance.
2. The system of the quality is prevention : make a prevention strategy
and it should be supported by SPC in order to understand the process
and discover the default before occurring.
3. The performance is zero defects: make the requirement right from the
first time , and make the quality accepted by a number of standard
items.
4. The measurements of quality is the price of NON-conformance :
because cost quality is the prime motivation for management .
