Total Quality Management TQM Day2 covering Hard TQM Practices involving; 1.Tools and Techniques for TQM Techniques, tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishikawa Diagram. 2. Steps in TQM implementation 3. Q& A & Workshop

1. Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)

2. Benefits of TQM
This 2 day training program focus on both the Soft
TQM Concepts & Hard TQM Practices to provide
and equip Participants with skills and understanding
of TQM and,
its practices in Organization,
to implement a Quality
System using TQM
approach as a Customer
focus mechanism to ensure
Quality delivered to satisfy &
delight Customer.
Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)

3. Participants will gain the followings at the
completion of the program:
 understanding of Customer needs and to be part
of the team in a total organizational approach
responsible for Quality and..
 to realize the importance
of delivering a Quality
Product through continual
improvement of
organization’s workforce,
processes, products and
services.
Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)
Benefits of TQM

4. Review of Day 1:
Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)
The “Soft” Side of TQM focuses on (5) key
principles 1,2,4,8 & 9 from the overall (9) Quality
management as below; .
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

5. Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)
Hard TQM Practices
1. Tools and Techniques for TQM
Course Outline Day2
Techniques, tools and systems;
 Statistical Process Control;
ISO 9000 series;
 Pareto Analysis;
 Matrix Diagram;
 Histograms;
Tree Decision Diagram;
Critical Path Analysis;
Fishbone or Ishikawa Diagram.
2. Steps in TQM implementation
3. Q& A & Workshop

6. Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)
1. TQM Tools and Techniques
Implementing any improvement process within a
organization or service environment, requires;
the ability to identify
potential improvement
opportunities,
 then systematically
implement those opportunities
for ongoing improvement.

7. Pe 1.TQM Tools and TechniquesPe 1.TQM Tools and Techniques
Techniques tools & systems
A key requirement in an effective Change process
improvement strategy is based on facts,
involves input and buy-in
from key stakeholders,
is cost effective,
 timely,
 measurable and
can be maintained

8. Pe Techniques, tools & systemsPe Techniques, tools & systems
To achieve the above you need a set of tools and
techniques, which you can apply, to problem solving
or opportunity achievement.
TQM enables an
organization through a
coordinated strategy of
teamwork and innovation
to satisfy continually
increasing customer
expectations, needs and
requirements.

9. TQM techniques are aimed to maximize the
competitiveness through continued improvement of
products, people, processes, services, systems and
operating environment.
The focus is directed
towards meeting customer
needs, which are all
important and also for sales
and profits.
It is about empowering all
employees who as resources
to be developed.
Pe Techniques, tools & systemsPe Techniques, tools & systems

10. Implementation of TQM means empowerment of all
employees through increased communication,
education and training.
Successful
implementation
requires the set up of
quality standards,
procedures and work
practices to effect the
cultural change of the
organization.
Pe Techniques, tools & systemsPe Techniques, tools & systems

11. While the initial investment is relatively high, the
investment pays dividends in the long run.
Worker expectations are
fulfilled, customer loyalty
& satisfaction generated,
good operating
standards are raised.
The result is that lower
overall operating costs
can be expected.
Pe Techniques, tools & systemsPe Techniques, tools & systems

12. TQM emphasizes on the understanding of process
variation, the importance of measurement and
diagnosis, the role of the customer and
the involvement of
employees, at all levels in
an organization, in pursuit
of continuous improvement
and reduction in variation
between products and
services.
Pe Techniques, tools & systemsPe Techniques, tools & systems

13. Statistical Process Control (SPC)
-an industry-standard methodology for monitoring
and controlling quality during the mfg. process.
Statistical Process Control (SPC)Statistical Process Control (SPC)
This ensure that the
process operates
efficiently, producing
more specification-
conforming products
with less waste (rework
or scrap).

14. Statistical Process Control (SPC)
SPC can be applied to any process where the
"conforming product" (product meeting specifications)
output can be measured.
Statistical Process Control (SPC)Statistical Process Control (SPC)
Key tools used in SPC
include run charts,
control charts,
a focus on continuous
improvement, and the
design of experiments.

15. Run Chart in (SPC)Run Chart in (SPC)
Run Chart
- a line graph of data plotted over time. By collecting
and charting data over time, you can find trends or
patterns in the process.
There is no control
limits used, run
charts cannot tell you
if a process is stable.
They only show you
how the process
is running.

16. Control Chart in (SPC)Control Chart in (SPC)
Control chart
- a graph used to study how a process changes over
time. Data are plotted in time order.
A control chart always
has a central line for the
average, an upper line for
the upper control limit and
a lower line for the
lower control limit. These
lines are determined from
historical data.

17. Statistical Process Control (SPC)Statistical Process Control (SPC)
Continuous improvement - an ongoing effort
to improve products, services or processes.

18. Statistical Process Control (SPC)Statistical Process Control (SPC)
These efforts can seek incremental” improvement
over time or “breakthrough” improvement all at once.

19. Design of experiments (DOE)
- a systematic method to determine the relationship
between factors affecting a process and the output of
that process.
Statistical Process Control (SPC)Statistical Process Control (SPC)
It is used to find
cause-and-effect
relationships.
This information is
needed to manage
process inputs in
order to optimize the
output.

20. What makes you 100%
Take 5!
Relax &
Watch!

21. Design of experiments (DOE) Design of experiments (DOE)

22. Pe Techniques, tools & systemsPe Techniques, tools & systems
The ISO 9000 family of quality management
systems (QMS) standards is designed to help
organizations to;
Meet the needs of
customers and
other stakeholders
& also
Comply to the
statutory and
regulatory
requirements
related to a product
or service.

23. Pe Techniques, tools & systemsPe Techniques, tools & systems
The ISO 9000 family

24. Pe ISO 9000 SeriesPe ISO 9000 Series
ISO 9000 deals with the fundamentals of quality
management systems, including the seven quality
management principles upon which the family of
standards is based on.
ISO 9001 deals with
the requirements that
organizations wishing
to meet the standard
must fulfill.

25. Pe ISO 9000 SeriesPe ISO 9000 Series
The ISO 9000:2015 and ISO 9001:2015 standard is
based on the following Seven principles of Quality
management.

26. Third-party certification bodies provide independent
confirmation that organizations meet the requirements
of ISO 9001.
Over one million
organizations
worldwide are
independently certified,
making ISO 9001 one
of the most widely used
management tools in
the world today.
Pe ISO 9000 SeriesPe ISO 9000 Series

27. Pe 1.TQM Tools and TechniquesPe 1.TQM Tools and Techniques
Pareto Analysis
- a technique for recording and analyzing information
related to a problem or cause, which easily enables
the most significant aspects to be identified.
A Pareto diagram is a
special form of vertical
bar chart, or column
chart, which allows the
information to be
visually displayed.

28. Key Steps
The Pareto diagrams are a form communication
process of language display in a commonly
understood format.
Pe Pareto AnalysisPe Pareto Analysis
Pareto diagram
enhances
communication
between members of
staff and through all
levels of management.

29. Pe Pareto AnalysisPe Pareto Analysis
When to use it
Separating the 'vital few' from the 'useful many'
problems, (80/20 rule). " First things first“ suggest on
which error or activity resources should be used first
to make the best improvement.
Selecting major
problem areas
Identifying major
effects and causes

30. Key Steps
A key requirement in an effective Change process
improvement strategy is based on facts,
Pe Pareto AnalysisPe Pareto Analysis
List the activities to
be analyzed
Calculate totals
Order totals
Draw the Pareto
diagram
Interpret results

31. Matrix Diagram
-a new management planning tool for analyzing and
displaying the relationship between data sets.
Pe 1.TQM Tools and TechniquesPe 1.TQM Tools and Techniques
The matrix
diagram shows
the relationship
between two, three
or four groups of
information.

32. Pe Matrix DiagramPe Matrix Diagram
Table1
Roof-shaped: 1 group
L-shaped: 2 groups
T-shaped: 3 groups
X-shaped: 4 groups
Table 1 summarizes when to use each type of
matrix. Click on the links below to see an example
of each type.
In the examples,
matrix axes have
been shaded to
emphasize the
letter that gives
each matrix its
name.
Types of Matrix Diagram

33. Roof-shaped matrix
- relates one group of items to itself. It is usually
used along with an L- or T-shaped matrix.
Pe Matrix DiagramPe Matrix Diagram
Most commonly used with
a house of quality, forming
the “roof” of the “house.”
Example, a strong
relationship links color and
trace metals, while
viscosity is unrelated to
any of the other
requirements.

34. L-shaped matrix
-two groups of items to each other (or one group to
itself). most basic and common matrix format
Pe Matrix DiagramPe Matrix Diagram
The L-shaped matrix actually forms an upside-down L.
Customer
D
Customer
M
Customer
R
Customer
T
Purity % > 99.2 > 99.2 > 99.4 > 99.0
Trace metals (ppm) < 5 — < 10 < 25
Water (ppm) < 10 < 5 < 10 —
Viscosity (cp) 20-35 20-30 10-50 15-35
Color < 10 < 10 < 15 < 10
Drum
Truck
Railcar

35. Pe Matrix DiagramPe Matrix Diagram
T-shaped matrix relates-three groups of items:
-relates product models (group A) to their
manufacturing locations (group B) and to their
customers (group C).

36. X-shaped matrix-four groups of items. Each
group is related to two others in a circular fashion.
Pe Matrix DiagramPe Matrix Diagram
Extended from the
the T-shaped matrix
with inclusion of the
relationships of
freight lines with the
manufacturing sites
they serve and the
customers who use
them.

37. Pe Matrix DiagramPe Matrix Diagram
Each axis of the matrix is related to the two adjacent
ones, but not to the one across. Thus, the product
models are related to the plant sites and to the
customers, but not to the freight lines.

38. Histogram
1.TQM Tools and Techniques1.TQM Tools and Techniques
Continuous process improvement requires that we
collect data through simple quality tools such as,
simple
Charts, but
then we need
to be able to
analyze this
data.

39. Histogram
-a kind of bar chart showing a distribution of variables
or causes of problems. In short, A histogram is a bar
chart especially in TQM.
HistogramHistogram
It shows the
frequency of a
cause of a problem
occurring where
the height of the
bar as an indicator
of the most
affecting reason.

40. Think Without the Box
Take 5!
Relax &
Watch!

41. Tree Decision Diagram
1.TQM Tools and Techniques1.TQM Tools and Techniques
- a new management planning tool that depicts the
hierarchy of tasks and subtasks needed to complete and
objective.
The tree diagram
starts with one item
that branches into
two or more, each
of which branch
into two or more,
and so on.
The finished diagram bears a resemblance to a tree, with
a trunk and multiple branches.

42. Tree Decision DiagramTree Decision Diagram
-It breaks down a data set into smaller and smaller
subsets while at the same time an associated
decision tree is incrementally developed.
The final result is a tree
with decision nodes and
leaf nodes.
A decision node has two
or more branches. Leaf
node represents a
classification or
decision.

43. Critical Path Analysis
-Critical Path Analysis (CPA) or the Critical Path
Method (CPM) helps you plan all tasks that must be
completed as part of a project.
1.TQM Tools and Techniques1.TQM Tools and Techniques
They act as the basis
both for preparation
of a schedule, and of
resource planning.
They allow you to
monitor achievement
of project goals.

44. The critical path is defined as the list of tasks
which determine the completion date of the project.
They help you to
see where
remedial action
needs to be
taken to get a
project back on
course.
Critical Path AnalysisCritical Path Analysis

45. Fishbone or Ishikawa Diagram
1.TQM Tools and Techniques1.TQM Tools and Techniques
-devised by Prof. Kaoru Ishikawa, who pioneered
quality management process in the Kawasaki
Shipyards in the 1960s.
It show the causes of a
specific event, used for
product design and
quality defect
prevention to identify
potential factors causing
an overall effect.

46. -a visualization tool for categorizing the potential
causes of a problem in order to identify its root causes.
Fishbone or Ishikawa DiagramFishbone or Ishikawa Diagram

47. Steps in TQM implementation
Successful TQM implementation is dependent on the
existence of a total quality culture among everyone.
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.
Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)

48. 12 Steps in TQM implementation
Pe Steps in TQM implementationPe Steps in TQM implementation
1. Clarify Vision, Mission and Values
2. Identify Critical Success Factors (CSF)
3. Develop Measures and Metrics to Track CSF Data
4. Identify Key Customer Group
5. Solicit Customer Feedback
6. Develop Survey Tool
7. Survey Each Customer Group
8. Develop Improvement Plan
9. Resurvey
10.Monitor CSF
11.Incorporate Satisfaction Data into Marketing Plans
12.Technology

49. 1. Clarify Vision, Mission and Values
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Employees need to know how & what they do is tied
to organizational strategy and objectives. All need to
understand;
where the organization is
headed (its vision),
 what it hopes to
accomplish (mission) and
 the operational principles
(values) that will steer its
priorities and decision
making.

50. 1 12 Steps in TQM implementation1 12 Steps in TQM implementation
educate employees during new employee
orientation and communicate the vision as first step.
PRESERVING
OUR
1. Clarify Vision, Mission and Values

51. 1 12 Steps in TQM implementation1 12 Steps in TQM implementation
PRESERVING OUR
Mission
To lead solid waste management industry
through creation, innovation and promotion of
environmental awareness for sustainable.
Committed to maximize shareholders return of
investment and constantly develop and reward
our employees by inculcating high-performance
cultures.
1. Clarify Vision, Mission and Values
educate employees during new employee orientation
and communicate the Mission as first step.

52. 1. Clarify Values
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Reliability &
Accountability
Timely & dependable
performance in delivering
superior services to
stakeholders
Professionalism
Expert about the industry
and perform quality with
integrity
Teamwork
Sharing the knowledge
through mentoring &
coaching to gain
multifunctional support in
enhancing performance
Continuous Quality
Assurance
Continuous improvement of
performance in driving full
compliance towards
sustainable development
educate employees during new employee orientation
and communicate the Values as first step.

53. 2 Identify Critical Success Factors (CSF)
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Critical Success Factors help an organization focus on
meeting objectives and move closer to achieving its
mission. These measures provide a gauge for
determining how well the organization is meeting
objectives.
Example of CSF:
Financial Performance
Customer Satisfaction
Process Improvement
Market Share
Employee Satisfaction
Product Quality

54. 3 Develop Measures and Metrics to Track CSF Data
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Once critical success factors are identified,
measurements need to be put in place to monitor
and track progress.
Use a reporting process that
collects specified data and share
information with senior leaders.
For example, if a goal is to
increase customer satisfaction
survey scores, there should be a
goal and a measure to
demonstrate achievement of the
goal.

55. 4 Identify Key Customer Group
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Every organization has Customers. Understand who
the key customer groups are, and create products and
services based on their requirements.
The mistake a lot of organizations make is not
acknowledging employees as a key customer group.
Example Key Customer Groups:
Employees
Customers
Suppliers
Vendors
Volunteers

56. 5 Solicit Customer Feedback
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
The only way for an organization to know how well
they are meeting customer requirements is by simply
asking the question.
Create a structured
process to solicit
feedback from each
customer group in an
effort to identify what
is important to them.

57. 5 Solicit Customer Feedback
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
This this type of feedback
is obtained
through customer focus
groups.
Develop a customer
satisfaction survey tool
based on finding out what
is important to customers
Organizations often make the mistake of thinking
they know what is important to customers and ask
the wrong survey questions.

58. 6 Develop Survey Tool
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
but if you are
developing a product
and trying to keep the
cost down and
skimping on the
quality, you
are creating a product
that do not meet the
needs of the customer.
For example,
If Customers care more about quality than cost,

59. 7 Survey Each Customer Group
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Create a customized survey for each customer group.
This survey establish baseline data on the customers’
perception of current practice.
Now you will have a
starting point for
improvements and
will be able to
demonstrate
progress as
improvement plans
are implemented.

60. Manager vs Leader
Take 5!
Relax &
Watch!

61. 8 Develop Improvement Plan
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Develop an improvement plan based on customer
feedback from each group.
Improvement plans
should be written
in SMART
goals format with
assignments to
specific staff for follow
through.

62. 8 Develop Improvement Plan
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Goals May Include Some of the Following:
Process improvement initiatives like:
Customer call hold times
Leadership Development:
Walk-the-Talk
Management Training / Development:
How to manage employees in a quality
environment

63. 8 Develop Improvement Plan
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Goals May Include Some of the Following:
Staff Training/Development:
Customer Service
Performance Management:
 Setting expectations,
 Creating job descriptions that support
the vision &
 Holding staff accountable.

64. 9 Resurvey
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
After a period of (12-18 months), resurvey key
customers to see if scores have improved.
Customer needs and
expectations change
over time so being
in-tune to changing
needs and
expectations is
critical to long-term
success.

65. 10 Monitor CSF
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
It is important to monitor CSF monthly to ensure
there is consistent progress toward goals.
This also allows for
course correction
should priorities and
objectives change
during the review
period.

66. 11 Incorporate Satisfaction Data into Marketing Plans
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Once you achieved some positive results with your
satisfaction data, use it as a marketing tool!
Successful organizations miss the boat by not letting
others know what they do well.
Customers want to know
how an organizations
internal processes
work especially if those
process help to deliver an
outstanding product or
service!

67. 12 Technology
1 12 Steps in TQM implementation1 12 Steps in TQM implementation
Make sure technology is user-friendly and supports
targeted improvements.
For example,
a website should be
easy to navigate as well
as easy to find (SEO)
and the content should
be easy to understand.

68. Final Thought
Make sure employees understand the vision as well
as their role in supporting it.
Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)
Look for ways to ensure
that all internal
processes are
standardized and that
employees receive the
training to understand
the standardization.
PRESERVING
OUR

69. 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!!
Pe Total Quality Management (TQM)Pe Total Quality Management (TQM)

70. The Trainer
For further enquiries, please contact us:
shamrose@trainingpls.com
This training course is facilitated by Profound Learning
Solutions conducted by their Trainer, Timothy Wooi, a
certified LEAN 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, Factory Layout
Planning and Small Group Activities.
We also conduct Team Building & Lean Production Training
Course Series.

71.  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

72. Community Home > Metro > Community
Tuesday, 22 September 2015
Bikers finally reach Downing Street, London
We are here: (From left) Eric Lim, B.K. Lim and Timothy Wooi finally makes it
to Downing Street, London, after travelling from Downing Street in Penang on
125cc motorcycles.