this slides given by my sir.i'm shearing it for help who has studying quality engineering ..............

2. Quality Engineering (ME522)
Dr. Monoj Bardalai
Assistant Professor
Department of Mechanical Engineering
Tezpur University
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3. Introduction: Total Quality Management (TQM)
6 Basic concepts
1. Involvement of management from top to bottom to provide organisational
support.
2. Satisfaction of customers-internal and external
3. Effective involvement of workforce
4. Continuous improvement
5. Treating suppliers as partners
6. Performance measures of the processes/organisations
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4. Difference between new and old culture
Quality element Old culture TQM
Definition Product oriented Customer oriented
Decision Short term Long term
Emphasis detection prevention
Responsibility Quality control Everyone
Problem solving managers Team
Manager’s role Plan, control and detection Coach, facilitate and deligate
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5. Quality is the degree excellency
Q=P/E
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6. Garvin’s definition of quality
1. Relative quality: comparison of features and characteristics.
2. Product based: quantity of some product attributes.
3. User based: fitness for intended use.
4. Manufacturing based: conformance to specification
5. Value based: in terms of cost and prices. Quality product is that
which provides performance at an acceptable price and
conformance at an acceptable cost.
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7. Dimensions of quality
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1. Performance
2. Features
3. Conformance
4. Reliability
5. Durability
6. Service
7. Response
8. Aesthetics
9. Reputation

8. Deming’s (Dr. W. Edward Deming) Philosophy
(Deming’s 14 principle)
Sl
No
1. Create and publish the aim and purpose of the
organisation
2. Learn/adopt the new philosophy
3. Understand the purpose of inspection
4. Stop awarding business based on price alone
5. Improve constantly and forever the system
6. Institute training
7. Teach the institute leadership to improve all
job functions.
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Sl
No
8. Remove fear and create trust and climate for
innovation
9. Optimise the efforts of team, groups and staff
10. Eliminate exhortation
11. (a) Eliminate numerical quotas
(b) Eliminate management by objectives
12. Remove barriers that rob the pride of
workmanship
13. Encourage education and self improvement for
everyone
14. Include all and take action to accomplish the
transformation.

9. Barriers in implementing Deming’s principles
▪ Lack of management commitment
▪ Inability to change organisational culture
▪ Improper planning
▪ Lack of continuous training
▪ Incompatible organizational structure and isolated
centers/departments.
▪ Ineffective measuring technique and lack of data and results
▪ Inadequate attention to the customers
▪ Inadequate use of empowerment and team work.
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10. Deming’s chain reaction
1. Improve quality of products and services—a step that will in itself begin
to instill pride in workers who contribute to an organization’s quality
improvement.
2. Costs will decrease as a result of this emphasis on quality rather than
quantity.
3. Productivity in fact will increase as workers see meaning in their efforts.
4. Organizations can expand their market share by increasing productivity.
5. This will allow them to stay in business.
6. This will also expand the opportunities for workers by adding jobs and
improving training
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11. Deming’s chain reaction (contd.)
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12. Chapter 1: Leadership
Needs the understandings of human nature-basic needs and abilities of
people as follows:
1. People needs security and independence at the same time.
2. People are sensitive about rewards and punishment.
3. People wants to hear the word of praise.
4. People can process only few facts at a time.
5. People trust the emotional reaction rather than the statistical data.
6. People distrust the leader’s impressive words if there is no link with
the works.
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13. Role of a senior manager
1. Senior manger must understand the theory of MBWA
(Management by Wandering Around)
2. A senior manager’s role is not to take the final decision alone.
3. Senior manager must find time to celebrate the success.
4. Senior manager must be visibly and actively engaged in quality
efforts by serving on team, coaching team, teaching, delegating etc.
5. A senior manager must listen to the customers.
6. Senior manager must communicate effectively.
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14. Quality council
Provides the overall direction in order to build quality into culture.
Composition-CEO, senior managers of all functional areas such as
design, finance, production, etc.
General duties-
1. Develop mission, vision and quality policy statement by taking all inputs.
2. Develop the strategic planning.
3. Create total education and training plan.
4. Determine and continuously monitor the cost of poor quality.
5. Determine the performance measures of the organisation.
6. Establish or revise the recognition and reward system.
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15. Quality statements
• Vision statement
• Mission statement
• Quality policy statement
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16. Quality policy statement
It’s a guide for everyone in the organisation as to how they should
provide products and services to customers. It is written by the CEO by
taking feedback from the customers and approved at the quality
council. Some common objectives:
• Quality first among all.
• Meet the needs of customers.
• Equal or exceed the competition.
• Continually improve the quality.
• Utilise the entire workforce.
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17. Strategic planning
Short term (1-3 yr) and long term(3-10 yr)
Goals and objectives
1. Goals are measurable, only measurable goals can be achieved.
2. Goals must be definite, specific and understandable.
3. Goals should be based on statistical data.
4. Goals must have plan or methods with resources to achieve it.
5. Goals must be challenging yet achievable.
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18. Seven steps to strategic quality planning
• Customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alingment
• Implementation
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19. Shared values
• Treat others with uncompromising truth.
• Lavish trust on your associates.
• Mentor unselfishly
• Be receptive to new ideas disregarding their origin
• Take personnel risk for the sake of the organisation
• Give credit where credit is due
• Don’t trust the dishonest dollar
• Put the interest of others before your own
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20. Characteristics of leaders
1. They give the importance on customers
2. They empower rather than control the subordinates
3. They train or coach rather than direct or supervise
4. They emphasise on improvement rather than maintenance
5. They prefer on prevention rather than detection
6. They encourage on collaboration rather than competition
7. They learn from problems
8. They give importance on continuous improvement
9. They choose suppliers based on quality, not on price
10. They encourage and recognise the team effort
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21. Chapter 2: Customer Satisfaction
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Customer
Front line representatives
Functional
operational areas
Senior
managers
CEO

22. James Teboul customer satisfaction model
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Company offer
Customer needs
Customer satisfaction

23. Types of customer
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i/p from
external
suppliers
o/p to
external
suppliers
Internal customer/internal supplier
Fig. Customer supplier chain
Design/an
alysis
Modeling
Assembly/
Fabrication
Preparation
of parts
Welding
Surface
finishing
Inspection
/failure
analysis

24. Voice of customer
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How the voice of customer is heard
How voice of the customer is evaluated
Who is the customer
Who has what responsibilities
Voice of customer
NBA
Survey
Focus group
Design review
Site visit
Internal
External
QFD
Affinity diagram
Team meeting
For listening
For evaluating
Data control

25. Customer retention
• Activities that produce the necessary customer satisfaction that creates customer
loyality.
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Employee satisfaction
Internal service quality
Employee retention
External service quality
Customer satisfaction
Customer retention Profit
Driver
System
Fig. Profitability and customer retention

26. Quality Function Deployment (QFD)
• A technique or discipline for optimising the process of developing and
producing new products based on customer needs. Thus, it translates
customer requirements into company requirements.
QFD has five steps:
• Identify the customer needs.
• Translate the requirements into technical requirements.
• Turn the technical requirements into end products specifications.
• Design the process to deliver the end product or service.
• Plan the activities necessary to produce required output.
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27. House of Quality
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Correlation matrix
Operational goals or
target
Competitive technical
requirement
Voice of customer
Technical requirement
Relationship
Strong
Medium
weak
Customer competitive
expectations
How much the company
pays for the performance
against the cometititors
How the customer rates the
product of the company in
relative to the competitors

28. Affinity diagram
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Ungrouped ideas
A B
DC
Ungrouped ideas
Fig. a
Fig. b

29. Relationship diagram
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Teacher/facilitator
Learner 1
Learner 3
Learner 2
Course material

30. Tree diagram
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Satisfied customer
in a restaurant
Good food
Pleasant
surrounding
Good service
Impressive decor
Good sitting arrangement
Professional waiter
Pleasant response/attention
Good recipe
Quality ingredient
Hygienic
Comfortable atmosphere

31. Probability Tree diagram
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32. Matrix diagram
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33. Matrix diagram
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34. Customer perception of quality
American society for quality (ASQ) shows the following rankings:
• Performance − fitness for use, reliability, maintainability
• Features
• Service
• Warranty
• Price
• Reputation
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35. Feedback collecting tools
• Comment card
• Survey
• Focus group
• Toll free telephone number/email/chat/tweeter etc.
• Customer visit
• Report card
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36. Kano model (Prof. Noriaki Kano in 1980)
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Requirements fulfilledRequirements not fulfilled
Customer satisfied
Customer not satisfied

37. Chapter 3: Employee Involvement
Motivation
Maslow’s Hierarchy of needs:
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Survival
Security
Social
Esteem
Self actualization

38. Herzberg’s two factor theory
• Motivators- recognition, responsibility, achievement, advancement
etc. (equivalent to Maslow’s upper level)
• Dissatisfiers/hygiene factor-salary, fringe benefits, working condition,
organisational policy and technical supervision.
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39. Employee wants and manager’s perception of
employee wants:
Factors Employee rating Manager rating
Interesting work 1 5
Appreciation 2 8
Involvement 3 10
Job security 4 2
Good pay 5 1
Promotion/growth 6 3
Good working condition 7 4
Loyalty to employees 8 7
Help with personal problems 9 9
Tactful discipline 10 6
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40. Achievement of motivated workforce
1. Know the self
2. Know your employees
3. Establish a positive attitude
4. Share the goals
5. Monitor progress
6. Communicate effectively
7. Celebrate the success
8. Develop interesting work
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Job rotation (Fig. a)
Job enlargement (Fig. b)
Job enrichment (Fig. b)

41. Job rotation, Job enlargement, Job enrichment
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Fig. a. Job rotation
Fig. b. Job enlargement and
job enrichment
Fig. c. Job rotation, Job enlargement and job enrichment

42. Merits of job rotation, job enragement and job
enrichment
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Benefits of job enlargement
• Interesting and challenging job
• Improves in decision making
• Identifies future managerial calibre
• Identifies higher order needs of employees
• Reduces workload of superiors
Benefits of job enrichment
• Gives the worker autonomy, responsibility and control
• The worker get achievement, recognition and self actualisation
• The worker get the sense of belongingness and importance in the organisation
• The workers find the job more meaningful
• Motivates the worker to give best performance
Benefits of job rotation
• Helps managers to explore the hidden talent
• Helps individuals to explore their interest
• Identifies knowledge, skills and attitudes
• Motivate employees to deal with new challenges