This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..

1. DELL, Penang 17 & 24 Jan 2016
The Importance of Quality in Manufacturing
Dell Asia Pacific Sdn. Bhd.
Plot 76, Kawasan Perusahaan Bukit
Tengah, 14000, Bukit Mertajam, Pulau
Pinang, Malaysia. Tel 04-508 7119

2.  International Educational Leadership Speaker.
Provides consultation on Lean and leads Kaizen,
TPM, Cellular system & Moonshine set up.
 A multi skill Innovator with Mechanical background
that adopts Green Living and rode 18,290km thru 24
Countries over 5 months from Penang to London on
a 125 CC Kapcai.
 Founder of Tim’s Waterfuel, an alternative HHO gas
supplement using Water that adds power, millage &
reduce Co2 emission on automobiles.
 An NGO Community worker for Prison, Drug
Rehabilitation and Crisis Relieve & Training (CREST)
Malaysia, an organization that respond to Crisis &
Flood.
Timothy Wooi
Add: 20C, Taman Bahagia,
06000, Jitra, Kedah
timothywooi2@gmail.com
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
TRAINER’S PROFILE

3. Quality plays a major role in today’s manufacturing
environment.
Understanding Customer
needs and monitoring
process behaviors and
variation to safe guard
Customer from receiving a
defect is key in assuring
Quality.
Superior Quality, reduce Cost
and on-time Delivery (QCD)
The Importance of Quality in Manufacturing

4. Course Objective
This 1 day training program focus on the on the “Soft”
TQM Concepts to provide and equip Participants with
a better understanding TQM and
its practices and to
understand why TQM is so
important as a mechanism to
ensure Quality to Customer,
as well as to comply to
Quality procedures to ensure
Quality being delivered to
Customer.
The Importance of Quality in Manufacturing

5. continuously improve
the organization’s
processes,
products and
services.”
TQM involves ALL employees in using quantitative
methods to……………..
The Importance of Quality in Manufacturing

6. Class outlines:
The “Soft” Side of TQM resulted in the identification
of nine (9) key principles most commonly found in
Quality Management.
1) Total Employee Involvement
2) Continuous Improvement
3) Continuous Training
4) Teamwork
5) Empowerment
6) Top-management Commitment
and Support
7) Democratic Management Style
8) Customer/Citizen Satisfaction
9) Culture Change
The Importance of Quality in Manufacturing

7. 2. “Hard” TQM Practices in Quality Management
covers: Techniques,
 tools and systems;
 Statistical Process Control;
ISO 9000 series;
 Pareto Analysis;
 Matrix Diagram;
 Histograms;
Tree Decision Diagram;
Critical Path Analysis;
Fishbone or Ishakawa
Diagram.
Both are philosophy and sets of management guiding
principles for managing an organization.
The Importance of Quality in Manufacturing

8. Class outlines:
TQM in Production Manufacturing focused on (5) key
principles 1,2,4,8 & 9 from the overall (9) Quality
management as below; .
1) Total Employee
Involvement
2) Continuous Improvement
4) Teamwork
8) Customer/Citizen
Satisfaction
9) Culture Change
The Importance of Quality in Manufacturing

9. 01/31/16 9
I build it,
You inspect
I inspect,
You build
Quality is Everyone’s responsibility

10. Benefits
Participants will gain the followings at the completion
of the program:
 allows understanding of Customer needs and to be part
of the team in a total organizational approach responsible
for Quality and..
 to equip Participants with
importance of delivering a
Quality Product in
Manufacturing improve
organization’s processes,
products and services.
The Importance of Quality in Manufacturing

11. The Pencil Parable
Take 5!
Relax &
Watch!

12. What does the word ‘Quality’ means to you ?
Delighting .. 1st
meet, then exceed and 3rd
make you
happy!
The Importance of Quality in Manufacturing

13. Meeting the required standards of Satisfaction
In 21st
Century, Quality is everybody’s responsibility in
“ Delighting the Customer ” through continuous Innovation
improvement in meeting upon agreed specifications”

14. Craft Manufacturing
• Late 1800’s
• Car built on blocks in the barn as workers
walked around the car.
• Built by craftsmen with pride
• Components hand-crafted, hand-fitted
• Excellent quality
• Very expensive
• Few produced
The Wasteful FactoryThe Wasteful Factory

15. Mass Manufacturing
• Assembly line - Henry Ford 1920s
• Low skilled labor, simplistic jobs, no pride in work
• Interchangeable parts
• Lower quality
• Affordably priced for the average family
• Billions produced – all identical “ You can choose any
color as long as its Black ”
The Wasteful FactoryThe Wasteful Factory

16. • Cells or flexible assembly lines
• Broader jobs, highly skilled workers, proud of product
• Interchangeable parts,
even more variety
• Excellent quality mandatory
• Costs being decreased through process improvements.
• Global markets and competition.
The Lean FactoryThe Lean Factory
Lean Manufacturing

17. The Origin of Lean Manufacturing
Pioneered by Taichi Ohno and Toyota Company in the 70’s.
New paradigm to simultaneously improve quality reduce cost
and reduce delivery time (QCD) from start of order.
Coined “Lean Manufacturing ” in 1990 by James Womack and
Daniel T. Jones in the book “The Machine that Changed the
World”
Allowed Toyota to penetrate
the American market by
delivering superior quality
at an affordable price.
Toyota Production System
initiated a revolution in
manufacturing strategy

18. Just in Time
What is needed
When is needed
exactly right Amount
• Continuous Flow
• Pull System
• Level Production
(Heijunka)
Jidoka
“Built in Quality”
• Manual / Automatic
Line Stop
• Labor-Machine
Efficiency
• Error Proofing
• Visual Control
Flexible, Capable,
Highly Motivated
People
Standardized Work
Total Productive Maintenance
Robust Products & Processes
Supplier InvolvementOperational
Stability
Lean MethodologiesLean Methodologies
TOYOTA PRODUCTION
SYSTEM
Best Quality - Lowest Cost - Shortest Lead Time
Shortening Production Flow by Eliminating Waste
5S’ WASTE elimination as Foundation of Lean

19. Best Quality - Lowest Cost - Shortest Lead Time
Shortening Production Flow by Eliminating Waste
Just in Time
What is needed
When is needed
exactly right Amount
• Continuous Flow
• Pull System
• Level Production
(Heijunka)
Jidoka
“Built in Quality”
• Manual / Automatic
Line Stop
• Labor-Machine
Efficiency
• Error Proofing
• Visual Control
Flexible, Capable,
Highly Motivated
People
Standardized Work
Total Productive Maintenance
Robust Products & Processes
Supplier InvolvementOperational
Stability
Lean MethodologiesLean Methodologies
TOYOTA PRODUCTION
SYSTEM

20. 21st
Century: Global Competition
The globalization of trade has exposes local
industries to new Competitive pressures.
Old View: Cost + Profit = Price
New View: Price – Profit = Target Cost
Order Qualifiers in a Global Market:
Superior Quality, Competitively Priced, Quick Delivery
Order Winners in a Global Market:
Products and Services that are valued by the customer.

21. Characteristics of World Class
Manufacturers
Delivery
CostQuality
Customer-Value Focused
Lean Production System
L e v e l P r o d u c t i o n
JIT
JIDOKA
5S / V i s u a l M a n a g e m e n t
Relentless R e m o v a l o f W a s t e
LEAN PRODUCTION
SYSTEM
Mechanic
Material
Machine
Standard
Work Takt
Time
SWIP
Operational
Availability
1 piece
Flow
Pull
system
Kaizen Methodology
Cost + Profit = Price
Price – Profit = Target Cost

22. CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT == KAIZENKAIZEN
IMPROVEMENTIMPROVEMENT
WITHOUTWITHOUT
ENDINGENDING
In Japanese,
KAI
Change
ZEN
Good
KAI ZEN=
Change for
better
The small, gradual, incremental changes
applied over a long period can be add up for a
major impact on business in the future.
Qualifiers of 21st Century & Skills

23. Why Kaizen
To continuously eliminate waste without removing the
value added activities in the process
Processing
Transportation
Waiting
Movement
MUDA
Take
all
FOUR
I need
ONE!
DefectsDefects
Over Production
InventoryInventory
Qualifiers of 21st Century & Skills

24. Qualifiers of 21st Century & Skills

25. TQM is the mutual co-operation of everyone in an
organization and its associated business to produce
products and services, which meet and exceed the
needs and expectations of customers.
Two important aspects
that comprise TQM
management are:
1. Soft TQM Concepts and
2. Hard TQM Practices.
The Importance of Quality in Manufacturing

26. continuously
improve the
organization’s
processes,
products and
services.”
TQM that involves ALL in using quantitative methods
to:
Soft TQM Concepts

27. TQM is a long-term approach that views continuous
improvement in an Organization and not as a
short-term goal.
It aims to radically
transform the organization
through progressive
changes in the attitudes,
practices, structures and
systems.
Soft TQM Concepts

28. TQM transcends the product quality approach, involves
everyone in the organization, and encompasses its
every function:
administration,
communications,
distribution,
manufacturing,
marketing,
planning,
training,
etc.
Soft TQM Concepts

29. Who wants what...
Customer Needs &
Expectation
Low Cost
High Quality
Availability
Company needs &
expectation
Profit
Repeat Business
Growth
Cash !!Cash !!$
Value !!Value !!
The Money Business Now!The Money Business Now!

30. 1. “Soft” TQM in Manufacturing focus on:
Total Employee Involvement;
Continuous Improvement;
Teamwork;
Customer/Citizen Satisfaction;
 Culture Change.
The Importance of Quality in Manufacturing

31. Employee Involvement
Employee involvement can be defined as:
The direct participation of staff to help an
organization fulfill its mission and meet its
objectives by:
applying their own ideas
 expertise, and efforts
towards
 solving problems and
 making decisions.
The Importance of Quality in Manufacturing

32. 1) Total Employee Involvement1) Total Employee Involvement
The “total” element of
TQM implies that every
organizational member is
involved in quality
improvement processes in
the “distribution of
intelligence” for resolving
problems.
TQM, involves everyone in an organization.
Increase employees’ participation in the overall quality
strategy brings an increased flow of information and
knowledge.

33. 2) Continuous Improvement2) Continuous Improvement
Continuous improvement is a method for
identifying opportunities for streamlining work and
reducing waste.
The practice by the
popularity of Lean / Kaizen
in manufacturing and
business.
It is now being used by
thousands of companies all
over the world to identify
savings opportunities.

34. To meet the 21st
Century Business CHALENGE
We need to be able to do three things well, all at the same
time!
“Cheaper” “Faster” “Better”
Cost QualityLead Time
Customer Price
Net Margin
Production Costs
2) Continuous Improvement2) Continuous Improvement
Why Continuous Improvement?

35. 35
Costs of Defects
Does it cost more to make processes better? NO
Making processes better leads to reduced
Defect
Rework
Scrap
Wastes
Build Quality into Processes Build Quality into Processes

36. Continuous Improvement using Kaizen Methodology
Shop Floor Kaizen
Equipment and
Facility Kaizen
System
Kaizen
ProgressionRadical Change – Kaikaku
Kaizen Workshops
Daily Improvements – Standard Work
People Based
System
2) Continuous Improvement2) Continuous Improvement

37. This approach does
nothing to eliminate the
source of defect although
it may result in just high
quality for the Customer.
““Traditional Inspection”Traditional Inspection”
2) Continuous Improvement2) Continuous Improvement
Traditional manufacturing which relied on QA
Inspection to detect defects before reaching the
customer no longer can assure Quality.

38. These practices prevent
defective items from
continuing and assures
Quality.
““Do it right the 1Do it right the 1stst
timetime””
Build Quality into ProcessesBuild Quality into Processes
2) Continuous Improvement2) Continuous Improvement
In a Lean factory. Production is responsible to
build Quality in its product.
Operators are required to
perform their work to the
Quality standards before
passing on next process..

39. Total Quality Approach
““Stop the Line” AuthorityStop the Line” Authority
2) Continuous Improvement
Operators are given ‘Stop line authority’ whenever
abnormalities are detected in Production.
They then feedback the
non conformance to the
Engineering & QA group
to come up with a
countermeasure.

40. 40
POKA-YOKEPOKA-YOKE Ways of Preventing Mistakes
1. Shutdown the process
2. Feedback to Engineering
dept for countermeasure
and to implement.
3. Ask for Mistake Proof
devices in process to prevent
Human error.
When an error is predicted or detected, Production
can stop Defects by:
2) Continuous Improvement

41. Total Quality Approach
TQM Quality CirclesTQM Quality Circles
2) Continuous Improvement
Quality Assurance work with Production in Quality
Circles to understand root cause of defect and assist
Production for countermeasures.
QA then use Quality tools
to improve the system
prevent the defect
repeating.
This assure that only
Quality products leaves the
Company.

42. Total Quality Approach
2) Continuous Improvement
QA with Production feedback to Engineering Dept.
(ED) cause of Defect for early detection.
Jidoka - AutonomationJidoka - Autonomation
ED then study ways of
incorporating ‘Human
Intelligence’ into equipment
to detect abnormalities and
stop automatically
whenever defects occur.

43. Total Quality Approach
Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing
2) Continuous Improvement
ED then study and design Mistake proofing devices to
prevent Defects caused by ‘Human Error’ that requires
human skills and ‘remembering of process steps’
Example:
A cast part must
have a hole drilled in
it in order to be used
in assembly.

44. A same L”shaped
counterpart of the slot
on the Part attached
to the drill press table,
allowed the Part to be
loaded only with the
correct orientation and
accurate position.
The original jig required careful orientation of the part
on the drill press table to ensure the location of the
drill hole.
2) Continuous Improvement2) Continuous Improvement
Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing

45. The focus is on planning, prevention, and anticipation.
2) Continuous Improvement2) Continuous Improvement
PDCA
Problem
Solving
Guide
TQM approach using Problem Solving Tools

46. Elimination of Defect- CAP Do
46
Do
Implement
Poka-Yoke &
measure results
CHECK
What is the Defect?
ACT
Find root
causes
Plan
Poka-Yoke
KAIZEN
Continuous
Improvement
2) Continuous Improvement2) Continuous Improvement

47. Elimination of Defect using PDCA approach starts
with Step iii) Check (use 4W +1H to assist)
1.What is the defect and What causes it?
2. Where does the
Defect occur ?
3. When the Defect
occur?
4. Who causes the
Defect
5.How does the Defect
Occur ?.
2) Continuous Improvement2) Continuous Improvement

48. Step ii) Act: Analyze the defect to determine what
cause it. Determine improvement to prevent such
defects.
Choose from the
possible improvement
o implement that will
prevent the defect
2) Continuous Improvement2) Continuous Improvement

49. Step iii) Plan
After defining the improvement points, Make a plan
to implement them.
Questions to consider:
What steps should be
done to achieve the
plan?
When to finish this
plan?
Once the plan is established, implement it with a
completion time frame.
2) Continuous Improvement2) Continuous Improvement

50. Step iii) Plan
This is again divided into 3 steps
1st
Identifying the problems
in the current process. Find
a countermeasure to
solving problems and not
just finding the solutions.
This avoids future recurrence - the primary goal of
Continuous Improvement.
2) Continuous Improvement2) Continuous Improvement

51. Step iv) Do
When the improvement actions are implemented
successfully as well as the target is met, do the
following-
Review the improvement
activities learn lessons.
Standardize the
improvement in the process
and follow.
Update the Quality as well
as the Standard Process
documents.
Determine when and where to make changes in the next
project.
2) Continuous Improvement2) Continuous Improvement

52. Definition: cooperative or coordinated effort on the
part of a group of persons acting together as a team
or in the interests of a common cause.
 to increase performance,
employee unity and
company culture.
Companies that must frequently
develop new ideas or products
using a project-based approach
assemble teams in order to
diffuse responsibility.
4) Teamwork
The Importance of Quality in Manufacturing

53. 3) Teamwork3) Teamwork
Teamwork an important outcome and a condition
for continuous improvement are generally viewed
as more powerful and effective work entities than
individuals.
Teams should include
employees from all the
hierarchical levels, layers, and
from all the departments of the
enterprise to make work more
flexibly and to develop mutual
trust among members.

54. At Google, during a
‘Kaizen,’employees
typically work in small
teams of only three to six
people.
This gives productivity than
with larger groups.’
Work in many small, diverse teams for projects.
3) Teamwork3) Teamwork
The result is an empowered, flexible organization with
small teams pursuing hundreds of projects,
an approach that

55. …a frequently used marketing term is a measure of
how products and services supplied by a company
meet or exceeds Customer expectation.
….is defined as "the
number of customers, or
percentage of total
customers, whose reported
experience with a firm, its
products, or its services
(ratings) exceeds
specified satisfaction goals
4) Customer/Citizen Satisfaction
The Importance of Quality in Manufacturing

56. Customer satisfaction … the driving force to
improve performance to both Customers: external
(clients, government regulatory bodies, the public)
and internal (employees, different departments)
Both external and internal
Customers have needs.
TQM stresses the
importance of satisfying
those needs.
444) Customer/Citizen Satisfaction444) Customer/Citizen Satisfaction

57. 4) Customer/Citizen Satisfaction4) Customer/Citizen Satisfaction
A happy (or satisfied) customer
often doesn’t say anything or
tells just a few friends, but an
unhappy (or dissatisfied)
customer tells many more
people to warn them.
“A happy customer tells a friend; an unhappy
customer tells the world”
The exact words (and number of people told) vary, but the
adage became popular in the mid-1980s, when the
American Management Association conducted a business
study of the phenomenon.

58. Organizational culture affects and alters employees’
actions and perceptions of all aspects of their work
in order to include quality.
Culture acts as a
force for cohesion in
organizations and
therefore can support
or inhibit the process
of change towards
TQM application.
The Importance of Quality in Manufacturing
5) Culture Change

59. 5) Culture Change5) Culture Change
Change
… defined as making a
difference in something
compared to an earlier state,
transforming or converting
something, or simply
becoming different.
Culture
…. is a way of life of a group of people - the behaviors,
beliefs, values, and symbols that they accept,
generally without thinking that are passed along by
communication and imitation from generation.

60. Culture Change
…..modification of a society through innovation,
invention, discovery, or contact with other societies
5) Culture Change5) Culture Change
It is the transformation of
pass down older beliefs,
values, and symbols
without much thought to
those that work in current
environment ,time and
technological change.

61. Successful TQM implementation is dependent on the
existence of a total quality culture among everyone.
The Importance of Quality in Manufacturing
Research indicates that,
positive elements for
example:
 common accepted vision,
 accepted responsibilities,
 customer focus and‐
 group cohesiveness,
much still needs to be done to pave the way for a
total quality culture.

62. Attitude is Everything
Take 5!
Relax &
Watch!

63. What to Expect in the Future
• Training
• Communication
• Elimination of Waste (NVA)
• Continuous Improvement
• Visual Factory
• More efficient layouts
• Roles & Responsibilities
• More involvement / ownership
• Long term GROWTH!!
The Importance of Quality in Manufacturing

64. & The Trainer
For further enquiries, please contact us:
Iverson Associates Sdn Bhd
No.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900
Bayan Lepas Penang.
T: 04 641 2760, 638 3179 | F: 04 641 2761
E: sales-pg@iverson.com.my | W: www.iverson.com.my
This training course is facilitated by IVERSON & conducted by its
Trainer Timothy Wooi, a LEAN Consultant and certified Kaizen
Leader with 30 over years of Hand-On exposure driving Lean &
Kaizen Improvement Projects.
We provide Technical Consulting services on TPM, Kaizen, Quick
Changeover, Cellular system set up, Production Line Balancing,
Factory Layout Planning and Small Group Activities.
We also conduct Team Building & Lean Production Training
Course Series.