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B Y

A R U N M I S H R A

Total Quality Management

(TQM)

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Total Quality Management

New Thinking About Quality

Old Quality is smallq New Quality is BigQ

About products About organisations

Technical Strategic For inspectors For everyone

Led by experts Led by Management

High grade The appropriate grade

About control About improvement

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What is Total Quality Management (TQM)?

A philosophy that involves everyone in an organisation in a

continual effort to improve quality and achieve customer

satisfaction.

Encompasses entire organization, from supplier tocustomer

Stresses a commitment by management to have acontinuing, companywide drive toward excellence in allaspects of products and services that are important to the

customer.

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Principles of Total Quality

1. Focus on the customer (Both internal &external

2. Participation and Team work

3. Employee involvement and empowerment4. Continuous improvement and learning.

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Seven Concepts of TQM

Continuous improvement

Six Sigma

Employee empowerment

Benchmarking Just-in-time (JIT)

Taguchi concepts

Knowledge of TQM tools

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Represents continual improvementof all processes

Involves all operations and workcenters including suppliers andcustomers

People, Equipment, Materials,Procedures

Continuous Improvement

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2. Do

Test theplan

3. Check

Is the planworking?

4. Act

Implement the

plan

1.Plan

Identify theimprovement &

make a plan

Shewharts PDCA Model

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Two meanings

Statistical definition of a process that is99.9997% capable, 3.4 defects permillion opportunities (DPMO)

A program designed to reduce defects,lower costs, and improve customer

satisfaction

Six Sigma

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Six Sigma

1. Define critical outputsand identify gaps forimprovement

2. Measure the work andcollect process data

3. Analyze the data

4. Improve the process

5. Control the new process tomake sure new performance ismaintained

DMAIC Approach

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Employee Empowerment

Getting employees involved in product andprocess improvements

85% of quality problems are due to process

and material Techniques

Build communication networks that

include employees

Develop open, supportive supervisors

Move responsibility to employees

Build a high-morale organization

Create formal team structures

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Quality Circles

Group of employees who meetregularly to solve problems

Trained in planning, problemsolving, and statistical methods

Often led by a facilitator

Very effective when done properly

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Taguchi Concepts

Engineering and experimental designmethods to improve product andprocess design

Identify key component and processvariables affecting product variation

Taguchi Concepts

Quality robustness

Quality loss function

Target-oriented quality

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Quality Robustness

Ability to produce products uniformly inadverse manufacturing and environmentalconditions

Remove the effects of adverse conditions Small variations in materials and process do

not destroy product quality

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Tools of TQM

Tools for Generating Ideas

Check sheets

Scatter diagrams

Cause-and-effect diagrams Tools to Organize the Data

Pareto charts

Flowcharts

Tools for Identifying Problems

Histogram

Statistical process control chart

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/

/

/ / /// /

// ///

// ////

///

//

/

Hour

Defect 1 2 3 4 5 6 7 8

A

B

C

/

/

//

/

Seven Tools of TQM

(a) Check Sheet:An organized method of recording data

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Seven Tools of TQM

(b) Scatter Diagram:A graph of the value of one variablevs. another variable

Absenteeism

P

roductivity

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Seven Tools of TQM

(c) Cause-and-Effect Diagram: A tool that identifiesprocess elements (causes) that might effect anoutcome

Figure 6.6

Cause

Materials Methods

Manpower Machinery

Effect

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Seven Tools of TQM

(d) Pareto Chart:A graph to identify and plot problems ordefects in descending order of frequency

Figure 6.6

Fre

quency

P

ercent

A B C D E

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Seven Tools of TQM

(e) Flowchart (Process Diagram): A chart that describesthe steps in a process

Figure 6.6

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Seven Tools of TQM

(f) Histogram: A distribution showing the frequency ofoccurrences of a variable

Figure 6.6

Distribution

Repair time (minutes)

Frequency

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Seven Tools of TQM

(g) Statistical Process Control Chart: A chart with time onthe horizontal axis to plot values of a statistic

Figure 6.6

Upper control limit

Target value

Lower control limit

Time

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Cause-and-Effect Diagrams

Material(ball)

Method(shooting process)

Machine(hoop &

backboard)

Manpower(shooter)

Missedfree-throws

Figure 6.7

Rim alignment

Rim size

Backboardstability

Rim height

Follow-through

Hand position

Aiming point

Bend knees

Balance

Size of ball

Lopsidedness

Grain/Feel(grip)

Air pressure

Training

Conditioning Motivation

Concentration

Consistency

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Pareto Charts

Number of

occurrences

Room svc Check-in Pool hours Minibar Misc.72% 16% 5% 4% 3%

12

4 3 2

54

100

93 88

72

70

60

50

40

30

20

10

0

Frequency(number)

Causes and percent of the total

C

umulativepercen

t

Data for October

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Flow Charts

MRI Flowchart

1. Physician schedules MRI2. Patient taken to MRI3. Patient signs in4. Patient is prepped5. Technician carries out MRI6. Technician inspects film

7. If unsatisfactory, repeat8. Patient taken back to room9. MRI read by radiologist10. MRI report transferred to

physician11. Patient and physician discuss

11

10

20%

9

880%1 2 3 4 5 6 7

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Three Levels of Quality

Meeting external customerrequirements

Organisationlevel

Meeting the needs of internalcustomersProcess level

Meeting the requirements ofaccuracy, completeness innovation,timeliness and cost.

Performer level(job level or task design

level)

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Kaizen Movement or Japanese 5 S Approach

1. Seiri Straighten-up Avoid unnecessary materials, tools,machinery, documents etc.

2. Seitonputting things in orderEverything should be in itsplace and there should be place for everything (good house

keeping)3. Seiso clean-upEvery individual should clean-up his

work place everyday after the work.

4. Seiketsu (Personal cleanliness) Healthy body healthy

mind.5. Shitsuke (discipline) Every worker & manager has to

follow rules and procedures in the work place.

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3 MUs Check List (of Kaizen)

1. Muda (Waste)

2. Muri (Strain)

3. Mura (Discrepancy)

Quality Circles (QC)

Quality circle: A small group of employees who meet

regularly to undertake work-related projects designed to

improve working conditions, spur mutual self-development

and to advance the company, all by using quality control

concepts.

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Quality Certification

Quality Systems A quality system is defined as "The collectiveplans, activities and

events that are provided to ensure that a product, process or

service will satisfy given needs".

International Quality Standards

ISO 9000: A set of international standards on quality management

and quality assurance, critical to international business

ISO 14000: A set of international standards for assessing a

companys environmental performance.

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ISO 9000

Series of standards agreed upon by the InternationalOrganization for Standardization (ISO)

Adopted in 1987 More than 100 countries

A prerequisite for global competition?

ISO 9000 directs you to "document what you do andthen do as you documented"

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ISO 14000: Environmental Standard

Core Elements:

Environmental management

Auditing

Performance evaluation

Labeling

Life cycle assessment

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ISO 9001 : 2000

The Indian standard (second revision) which is identical with ISO9001 : 2000 "Quality Management Systems Requirements" issued

by International organisation for standardisation (ISO) was adopted

by the Bureau of Indian Standards (BIS) on the recommendation of

the Quality Management Sectional Committee and approval of the

Management and Systems Division Council.

Process Approach

ISO 9001 : 2000 promotes the adoption of a process approachwhen developing, implementing and improving the effectiveness

of a quality management system, to enhance customer satisfaction

by meeting customer requirements.

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Three Forms of ISO Certification

1. First party: A firm audits itself against ISO 9000

standards

2. Second party: A customer audits its supplier

3. Third party: A "qualified" national or international

standards or certifying agency serves as auditor

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