TOTAL QUALITY MANAGEMENT

Concept of Quality and TQM

Dr. Shyamal Gomes Introduction: Till 300 years ago, people used the power of their own muscles, animals or the force of wind and flowing water to do all works. With the invention of the steam engine they got a powerful method of running their machines. This provided a tremendous boost to Industry. Goods started getting produced in larger quantities using machines. This led to the beginning of the factory system. The significant change from handmade goods to machine-made goods, which began in Britain in 18th century, is known as the Industrial Revolution. Why it was called Revolution? Because of the large scale changes it brought about our economy, society and culture. IR soon spread to other nation like Germany, France, Portugal. As these countries became industrialised, they needed two things: 1. Raw materials for manufacturing and 2. New markets to sell the goods they made. They found both raw materials as well as new markets to sell their goods in the nonindustrialised countries of Asia and Africa. So they started annexing to meet the needs of their new factories. Soon they became jealous of each other, and wanted their own empires to grow. They started fighting among themselves. This finally led to a great war in which several nations of the world were involved. It came to be known as World War- I (August 1914-1918). Millions of soldiers and other people were killed or wounded. Cities were destroyed and there was shortage of food and everything else. In 1939, there was another war, called World War II. It lasted for 6 years and ended in 1945 after USA dropped atomic bombs over two Japanese cities Hiroshima and Nagasaki. After world war II, most Japanese companies had to start literally from Scratch. Everyday brought new challenges to managers and workers alike, and everyday meant progress. They observed hard working ability and bringing new-new technologies are not enough need a culture change towards TOTAL COMMITMENT and TOTAL IMPROVEMENT. They also felled that human resource of Japan is highest important and precious but they need more training for continuous development. Fortunately Japan called / invited American Experts like Edward Deming, Joseph M.Juran and others in 1950s and early 1960s. Therefore, Japanese learnt from the seed courses of Dr. E. Deming's on statistical methods for quality control and Dr. J. Juran's courses on Quality Management. With zeal for learning and self- sufficiency, they vigorously promoted quality education by local experts across their country. It began with massive education of engineers, and then top and middle managers, supervisory levels. In 1960, The concept of Zero defects gained favour. Philip Crosby, who was the champion of Zero defects concept focused on employees motivation and

awareness. The first quality control circles were formed in Japan for the purpose of quality improvement by Dr. Kaoru Ishikawa in 1961.

In early 70s and 80s U.S Managers were frequent troops to Japan to learn the Japanese miracles. A quality success began to occur in U.S products and services. In 1980, the concept of TQM was being publicized. Massaki Imai, the chairman of the Cambridge Corporation, an international management consultancy firm based in Tokyo, propound the useful and vibrant technique Kaizen (Continuous Improvement) in 1986. The great Economic Liberalization world wide in 1991, bound to think every business organization for the first time that the best option is QUALITY for survive and sustain in highly competitive environment. Basically the quality aspects were first emphasized in the auto industries. Saturn Automobile ranked first in customer satisfaction, in 1996. In addition, ISO 9000 ( a series of standards) became the model for a quality management system world wide, ISO 14000 was approved as the world wide model for Environment Management system, this time. Quality assurance begins as a priority for engineers and managers. In quality movement world wide the Globalization took an important role in 2000. Due to transmission to open economy, a domestic and international competition starts. Gradually TQM considered as the ultimatum for continuous improvement and sustainable growth in present day business. However, in 21st century, high growth of economy- the new millennium brought about increased emphasis on world wide quality and the Internet. Japanese and other worlds business organization started not only for quality product and services for External customer satisfaction but started satisfying them by trying to achieve the highest business excellence model Deming Award, Malcolm Baldrige National Quality Award, CII EXIM Award and TPM Award and others. Thanks QUALITY. What is this Quality Then? Quality is an attribute of a product or service that fulfills or exceeds the human expectations. These expectations are based on the intended use and selling / service price. It is somewhat of an intangible based on perception. There are quality Gurus who define quality in different way: Quality Guru, J.M.Juran defined quality as: Fitness for use / Purpose Quality Guru Philip Crosby defined quality as: Conformance to specifications

Dr. Kaoru Ishikawa: Most economical, useful and always satisfactory to the customer / audience. Armand V.Feigenbaum: Quality is the total composite of product and services characteristics of marketing, engineering, manufacturing and maintenance through which the product and service in use will meet the expectations of the customer.

Therefore, from its definitions we can assume what QUALITY stands for: Q U A L I T Y Quest for excellence Understanding customers Needs Action to achieve Customers appreciation Leadership determination to be a leader Involving all People Team spirit to work for common goal and Yardstick to measure Progress

However, there is an international definition of quality: Totality of characteristics of an entity that bears on its ability to satisfy stated and implied needs (BS EN ISO 8402, 1995) Quality can be quantified as follows: Q=P/E Where, Q = Quality, P = Performance and E = Expectations. If Q is greater than 1.0 then the customer has a good feeling about the product or service.

Importance of Quality:
Good quality of goods and services can provide an organization with competitive edge. Good quality reduces costs due to product returns, rework and scrap. Good quality increases productivity, profits and other measures of success such as brand image, product image and company goodwill. Most importantly, good quality generates satisfied customers today and tomorrow. Good quality creates an atmosphere for high employee morale, which improves productivity.

Dimensions of Quality:
Quality has different dimensions; these dimensions are somewhat Independence. Therefore a product can be excellent in one dimension and average or poor in another. Very few, if any, products excel in all dimensions now- a -days. David A. Garvin, pointed out 9 important dimensions in Managing quality: The strategic and competitive edge (1988) which were accepted by world. These dimensions are:

1. Conformance: Meeting the specifications of the customer. 2. Performance: Primary product functions such as clarity of voice received in Mobile phone, Radio. 3. Features: Added functions (secondary functions) to a product such as recording system in a television set. 4. Durability: Lifetime of the products, which include repairs. 5. Reliability: The probability of a product performing its intended duty under stated conditions without failure for a given period of time. 6. Service: Ease of repair 7. Response: Human interface, such as courtesy of the service personnel while registering a complaint from customer and while repairing at the customers site. 8. Reputation: Customers perception about the product which can be understood from a market research survey. 9. Aesthetics: The external finish given to a product to attract the customer.

Quality Culture: A Quality culture is the configuration of the learned behavior and result of the behavior whose component elements are transmitted / shared by the member of that organization.
The quality culture differs from company to company. Somewhere, it is developed somewhere it is rudimentary. According to Sandholm (1999), 5 stages of quality culture can be identified: Fig 1.1 Stages of Quality Culture

Dormant Stage

Awakening Stage

Groping Stage

Action Stage

Maturity Stage

QUALITY

AW A R E N E S S

Dormant Stage: No evident interest in becoming involvement in quality. Things are as usual profitability is acceptable and there are no fillings of external threats. Awakening Stage: Stiff competition, as usual thinkers / manufacturers started to lose market shares and incurring losses. Crisis started. Groping Stage: Where a crisis occurs, some thing has to be done. The question is what? As a general tendency Top Management invites meeting, seminars on trendy methods

and approaches to identify the solutions. This is actually not wrong method or practices but the application is wrong. Generally, the management use strategies of improving the performance of the organization in the quality field, rather studying the situation properly. Action Stage: As a result, the organization generates marginal outputs, which is not safe enough; therefore, the management realizes the important of strategic plan for the development of activities, followed by their implementation. Maturity Stage: Therefore, actual quality culture is born in an organization. Quality development and a clear focus on customers need wants and satisfaction is a natural part of this stage.

Cost of quality is a handy tool for drawing the attention and focuses of the top management towards quality related issues as it understands the language of bottom line. The costs of quality are certain costs which are associated with product and service quality. Some costs are associated with preventing poor quality and some costs occur after poor quality occurs. Most experts on the cost of poor quality estimate losses in the range of 20-30% of gross sales for defective or unsatisfactory products.
Joseph M. Juran (Quality Guru) has classified the cost of quality under 4 major heads: Prevention Cost Associated with preventing defects before they happen. They include the cost of redesigning the product , redesigning the process to remove causes of poor quality, training employees in the method of continuous improvement, charting of quality Assessing the level of quality attained by the operating system. They Appraisal Cost include the cost of detecting defects i.e. cost of inspection, testing and other quality control activities like measuring, evaluating and auditing cost. A preventive measures improve quality, appraisal costs decrease, because fewer resources are needed for quality inspections and the subsequent search for the causes of any problems that are detected. Internal Failure Relate to the failure of the products to meet customer specifications prior to its dispatch to the customer. This costs include the cost of Cost producing the items that are scrapped, the cost of repairing, reworking and re testing defective products Costs incurred by the company after the product has been delivered External Failure to the customers and failures of the product take place at the customers end. The costs include warranty, product liability suits or resettlements, the cost of product returns or recalls and lost business and customer goodwill. Table 1.2: Cost of quality in 4 major heads

Organizations especially in India have been paying more attention towards reducing the internal and external failure costs by way of inspection because costs incurred here give more tangible results by way of reduction in the number of defects. Many scholars in TQM noticed that large nos. of organization in the Western world such as GE, Motorola, and Ford etc. invested huge amounts money in their SIX SIGMA initiatives (Define, Measure, Analysis, Improve and Control) , prevention and Appraisal costs): and received astronomical benefits as a return of those investments. They also feel that it is high time that Indian Organizations also focus upon changes their accounting practices to include systems like activity based costing (ABC) so that a clear picture may be made available to their top management regarding the several of costs of Quality.

How to reduce the cost of quality?

The total cost of quality can be minimized by observing the relationship between cost of quality and the degree of conformance to customer requirements. When the degree of conformance is very high (low defects), the costs of failures are low but the costs of control are quite high. When the degree of conformance is low (high defects), the opposite situation exists. Thus there is, between the two extremes, an optimal level of conformance where total quality costs are minimized.

Total Quality Management

Total Made up of the Whole; Quality Degree of Excellence a product or

service provides; Management Act, art or manner of handling, controlling, directing.

Therefore, TQM is the art of managing the whole to achieve excellence. It is the application of quantitative methods and human resources to improve all the processes with in an organization and exceeds customer needs now and in the future ( Besterfield) In the book Essential of Strategic management J.David Hunger and T.L Weeler mentioned that Total Quality Management (TQM) is an operational philosophy that stresses commitment to customer satisfaction and continuous improvement. Table 1.3: Conceptual development of TQM (In Indian Scenario) Step 1 Step 2 Step 3 Step 4 The year 1991 (economic liberalization) brought about a lot of changes in the Indian Economy and over all business environment in our country. Lots of Foreign MNCs started operations in India in the form of Joint ventures (JV) like Hero Honda, Maruti Sujuki, etc. Professor Yasutosi Washio, has predicted that the quality of Indian man will overtake that of Japan in 2013. Mahindras Tractor unit is the first tractor unit in the world to win

Step 5

DEMNG Award. Indian industries even small industries interested to involve themselves under total quality management process by using the tools and techniques like TPM (Total Productive Maintenance) and other techniques for moving towards business excellence model.

The Japanese Union of scientists and Engineers (JUSE) define that TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers at the appropriate time and price. Therefore, from the above definitions we can easily understand what TQM is: Intense focus on the customer both external and internal Concern for continuous improvement quality can always be improved Improvement in the quality of everything the organization does not only related to final product, but also to services, response to complaints and the like. Accurate measurement of every critical performance variable in the companys operations. Empowerment of employees TQM involves the people on the line in the improvement process. Teams are empowered for finding and solving problems

Goal, objective, strategy and methods of TQM Goal: Objectives : Total Customer Satisfaction : To create a Culture of Continuous Improvement for zero defects, zero loss and zero accident. : Do the Right Things, right the first time, and every time. : Review, Plan, Train, Empower, Team , Learn from Document, Standardize the Process, Reduce Variation , Auditing the performance , Reward & Recognition

Strategy

Methodology

TQM has 4 Targets: 1. 2. 3. 4. Better, less variable quality of the product and service Quicker, less variable response in processes to customer needs Greater flexibility in adjusting to customers shifting requirements Lower cost through quality improvement and eliminating of non value adding work.

Therefore, to fulfill those targets, TQM requires six basic concepts:

1. Management must participate in the quality programme in the following manner: Establishing a quality council to develop a clear vision, mission and objectives, the business plan. An annual quality improvement programme Implementing plan by building the capacity of entire workforce as a team.

Committed Management for Organizational support Establish Performance Measuring Process Special focus on Customer TQM CONCEPTS Effectiveness of Entire workforce

Treating Suppliers as Partners Cost Improvement Process

Fig.1. 2: six concept of TQM 2. The key to an effective TQM Programme is its focus on the customer.

3. TQM is an organization wide challenge that is everyones responsibility. All personnel must be trained in TQM, so they can effectively participate on project teams. Changing behaviors is the goal. People must come to work not only to do their jobs, but also to think about how to improve their jobs. People must be empowered at the lowest possible level to perform processes in an optimum manner. 4. There must be a continual striving to improve all business and production processes like On time delivery Order entry efficiency

Building the error rate Cycle time Scarp reduction Supplier management Bench Marking Quality function development etc.

5. The focus should be on quality and life cycle costs rather that price. Suppliers should be few in number so that true pertaining can occur. 6. Performance measures such as up time, percent of non-conforming, absenteeism and customer satisfaction should be determined for each functional area. Therefore, TQM is a culture Change. This change is substantial and will not be accomplished in a short period of time. Small organizations will be able to make the transformation much faster than large organizations. Table 1.4 : New and old Cultures TQM Environment Quality Element Previous State or before TQM Business Focus Product Oriented Priorities Second to service and cost Decisions Emphasis Errors Responsibility Prob. Solving Procurement Managers Role Short term Detection Operations Q.C. / Q.A. Department Managers part Price Plan, assign, control and enforce After TQM Customer Oriented First among equals of service and costs Long term Prevention System Every one Teams part Life cycle costs, Partnership Delegate, coach, facilitate and Mentor

Obstacles of TQM Implementation:

Many organizations, especially small ones with a niche, are comfortable with their current state. They are satisfied with the amount of work being performed, the profits realized, and the perception that the customers are satisfied. Organizations with this culture will see the little need for TQM until they begin to lose market share. For survival, these organizations starts initiative for TQM but few are of them succeeded. Question is why?

Prof. Robert J. Masters observed the most important 8 obstacles for this failure and ultimate reason is LACK OF MANAGEMENT COMMITMENT.
9 Obstacles are:

1. 2. 3. 4. 5. 6. 7. 8. 9.

Lack of management commitment Inability to change organizational culture Improper planning Lack of continuous training and education Incompatible organizational structure and isolated individual and departments Ineffective measuring techniques and lack of access of data and results Paying inadequate attention to internal and external customers Inadequate use of empowerment and team work Failure to continually improve

Fig. 1.5: TQM overview (tools and techniques in TQM)

Objective: To create a Culture of Continuous Improvement for zero defect zero accident and zero loss.

TQM Operational Philosophy

(Continues Improvement Process)

Tools
PDSA, PDCA, 7 Management tools (Statistical and Non Statistical), 5S

Contribution from quality GURUS

(Techniques)
QFD, Benchmarking, Kaizen, JIT, Quality Circle, BPR, TPM, Six Sigma, ZQC Poka Yoke etc

Excellence
Business Excellence Model
Q.M.S (ISO 9000)

Therefore, TQM umbrella is full of techniques such as QFD (Quality Function Deployment), Benchmarking, Kaizen (Improvement), Quality Circle, Total Productive maintenance (TPM) and 5S (Sort, Sort in Order, Shine, Standardize and self discipline), Six Sigma and Zero Quality Control etc. TQM Philosophers and their major contributions: There are many individuals have made substantial contribution to the theory and practices of quality management but the Mahagurus of quality evolution in the world are four: Prof. Walter A. Shewhart Dr. W.Edward Deming Dr. Joseph M. Juran Dr. Philip B. Crosby Other Japanese Gurus are: Massaki Imai, Armand V.Feigenbaum, Kaoru Ishikawa, Genichi Taguchi, Shigeo Shingo Gurus Walter Shewart Alfred Contribution to Total Quality Management Statistical control chart PDSA to manage the effects the variations PDCA cycle , 14 points for quality management, 7 deadly sins and diseases, the theory of variance, Wrote Quality control hand book, called Bible of quality Habit of quality, Quality Trilogy. Define quality as Fitness of use Categorized the cost of the quality 14 steps for quality improvement Concept of Zero defects Written book Quality is free Propounded the ImprovementKaizen concept ( continuous

W. Edwards Deming

Joseph .M Juran

Philip B. Crosby

Masaki Imai

Kaoru Ishikawa

Cause and effect diagram or fish bone diagram Quality circle 7 Management Tools Zero quality control (ZQC) using POKA YOKE error proofing 100% inspection

Shigeo Shingo

A. Deming Philosophy: Edward Deming first envisioned quality management as an organization wide activity rather than a technical task for inspectors or a special quality assurance group. He identified quality as a management responsibility, observing that managers must create the systems and processes that generate quality. A quality product combines a good design with effective production methods only by meeting both these conditions could a firm assure quality. Deming stressed that the top management has higher responsibility for quality improvement that senior or middle level management. Deming advocated a never ending cycle, of product design, manufacture, test and sales followed by market survey and then redesign and so forth. He claimed that higher quality, leads to higher productivity, which in turn leads to long term competitive strength. This is called Demings Chain Reaction Theory. This theory states that improvements in quality lead to lower costs because they result in less rework, forward mistakes fewer delays and snags, and better quality and lower prices, a firm can achieve a higher market share and this stay in business, providing more and more jobs.

IMPROVED QUALITY COST DECREASES LESS REWORK

PRODUCTIVITY IMPROVES CAPTURE THE MARKET BY LOWERE PRICE

Chain Reaction Model

STAY IN BUSINESS
PROVIDE JOBS AND JOBS MORE

Demings 14 Points for Management: Points 1. Create constancy of purpose for continual improvement of product and services 2. Adopt the new philosophy for eco stability ( Taylors old principle like work measurement and work adversarial work relationship not work in present global environment) based on mutual cooperation between labour and management and a never ending cycle of improvement 3. Chase dependency on inspection to achieve quality Explore to Any successful organization must clear its VM-V to provide long term direction for its management and employees In todays competitive environment, companies must take a customer driven approach.

Work ownership workers must take responsibility for their work rather than leave the problems for the inspectors. 4. End the practice of awarding business A total cost assessment of any purchase is on price tag alone essential by loyalty and opportunities for mutual improvement with good suppliers

5. Improve constantly and forever the system of production constantly and forever the system of production and services 6. Institute training on the job 7. Adopt and institute modern methods of supervision and leadership 8. Breakdown barriers between departments and individuals

9. Eliminate the use of slogans, posters and exhortations. 10. Eliminate work standards and numerical quotas: 11. Remove barriers that rob the hourly worker of tight to pride in workmanship

12. Institute a vigorous project of education and retraining

13. Drive out fear: Fear of reprisal, fear of failure Fear of weakness, fear of loosing control, fear of change 14. Define top management commitment to ever improving quality and productivity

Improvement means reducing variation by eliminating special causes and reducing the effects of common causes. This improves quality which is turn improves of productivity and decrease the costs. Continuous improvement of organisations must valuable resources Leadership rather supervision helps managers / supervisors to eliminate the elements of fear from the job and encourage team work. Interdisciplinary TEAMS and teamwork helps to breakdown barriers between department and individual and build quality product compared with strictly functionally oriented process. Motivation can be better achieved from trust and leadership than from slogans and goals. Un realistic quotas course fear and frustration and leave room for improvement. Deming believed that TQM sets one of the highest barriers to pride in workmanship in performance appraisal. P.A destroys team work by promoting for limited resources, focuses on short term and discourages risk taking. Continual training keeps the workforce up to date with information about new development, changes in product designs and machinery, new tools and procedures and innovative techniques. Fear as a major obstacles to improve efficiency and effectiveness and a major barrier to change and survival Top management must publicly demonstrate their vigorous commitments to ensure continuous quality improvement and innovation.

Deming used his 14 points for the management to emphasise the critical role of managers in TQM. He saw managers rather than workers on equipments as the real obstacles to TQM. In his opinion 85% of quality problems could be traced to the management while workers are responsible for the repairing 15%. Demings theory of variance: Deming categorised variance in two phases: Controlled variance variance from standard processes that a worker can control.

Uncontrolled variance - variance from standard processes that a worker can not control due to impact of some factors. According to Deming, Variance can be corrected by workers or managers by either changing its common cause or removing its special causes.

VARIANCE

CONTROLLED VARIANCE

UNCONTROLLED VARIANCE
Can be corrected either

Lack of knowledge or skill, workers negligence

Changing Common Cause

Long term operating Process

or
Short term process Removing its special cause Weakness in product design, equipments, malfunctions, poor maintenance

Demings 7 deadly diseases: For successful implementation of 14 points for management, managers first eliminate the bad practices known as seven deadly diseases and sins.

1. Lack of consistency of purpose short term quality program 2. Emphasis on short term profits firms seeking only to increase the quarterly divided undermine quality. 3. Over reliance on performance appraisal encourage revelry, fear and short term thinking. It can also undermine teamwork and mutual respect. 4. Mobility of management: excessive job hopping encourages short term thinking and habits the ability of the manager to understand the long term implicating of actions. 5. Overemphasis on visible figures: Due to over emphasis of easily capture data for evaluating the performance, managers may be unknown / or often unknowable such as the effect of a satisfied customer. 6. Excessive medical cost for employee health care that increases the final cost of goods and services. The long term effect has been a determination in competitiveness. 7. Examining costs of warranty and legal costs: professional cots medical, laws

PDCA Cycle: Demings wheel / PDCA cycle is a problem solving tools adopted by firms engaged in continuous improvements. This cycle consists following steps: P : Plan- The team select a process that need improvement, documents the selected processes sets qualitative goals. After assessing the benefits and the costs of the alternatives, the team develops a plan with quantifiable measures for improvement. D : Do Implement the plan monitor the progress. Data are collected continuously to measure improvement in the process. C : Check Analyse the data collected in do step, find out how closely the results cover ponds to the goals in the plan step. A : Act It result is successful, the team documents the revised process for standard.

PDCA CYCLE : Never ending improvement

Jurans philosophy:
After Deming, Dr. Joseph Juran has had the greatest impact on the theory and practices of quality management. Jurans contribution to TQM centres on 4 themes: 1. 2. 3. 4. Compelling definition of quality and the cost of quality Quality Habit Quality trilogy Universal break through sequences.

Dr. Juran defines quality as fitness for use that results from 5 major product traits : Quality of design specification Quality of conformance Availability absence of problem Safety and threat of harm Field use packing, stage, maintenance etc. Cost of quality: According to Juran, costs associated with defective products includes costs of making, finding, repairing and avoiding defects. Juran categorised the cost of quality into 4 categories: 1. Internal Failure cost 2. External failure cost 3. Appraisal cost 4. Prevention cost Quality Habit: According to Juran, the ultimate goal for a TQM program for the firm as a whole has to be set on a process of continuous improvement rather than slogan and exhortations Thus focus should be develop into a habit of quality. Juran advocated a four steps process t o develop quality habit: 1. Establish the specific goals 2. Establishing planning to achieve those Goals 3. Assign clear responsibility to achieve that plan 4. Base rewards on Results Quality Trilogy: Juran broke down the requirements for successful TQM into 3 major activities: Quality Planning, Quality controlling and Quality Improvement.

QP QI

QC

1. Quality Planning: Quality Planning begins with identifying customers both external n internal, determining their needs and developing product features that respond to those needs. 2. Quality Controlling: Process involved with determining what to control, establish units of measurement to evaluate data objectively establish standards of performance, measuring actual performance, interpreting the different between actual performance and the standard and finally corrective action on the difference. 3. Quality Improvement: focuses on long term goal seeking to achieve quality break through that move the firm to a new level of performance. In trilogy, according to plan once, the operation begins, usually 20% of the work has to be redo due to quality deficiencies as depicted in figure. It is not possible for the procedures to get rid of this chronic waste ( a result of deficient quality planning). Therefore, they perform the quality control ( the second process of quality trilogy) to prevent the situation from getting worse. Here the process may go out of control (say resulting in 40% rework ) and has to be brought back within the control limits by taking appropriate measures. Over a period of time, by employing quality improvement (the second step of trilogy) , the chronic waste can be reduce to a much lower level. ( Juran 1999).

Quality Planning

Quality Control (During Operations) Sporadic spike

Q U A L I T Y I M P R O V E M E N T

C O S T O F P O O R Q U A L I T Y

40

Original zone of QC

New Zone of Quality control

20

0 0 Time (Horizontal axis)

Lessons Learned

Crosby Philoshophy:
Philip B.Crosby, the third major influence on the management tools of TQM , was a management consultant and the director of Crosbys quality college. He was contributed 3 major ideas to TQM: 1. Absolutes of quality management 2. 14 steps for quality improvement 3. Quality vaccine.

Crosbys 4 absolutes of Quality: Quality is defined as conformance to requirements not goodness. The system for achieving quality is prevention not appraisal. The performance standard is Zero defects not that is close enough. The measurement of quality is the price of non conformance, not index.

Crosbys 14 steps for quality Improvement: 1. 2. 3. 4. Establish management commitment Form a quality improvement team Est. quality measures for each activity through out the company. Evaluate the cost of quality

5. Est. quality awareness of employees 6. Integrated corrective actions 7. Zero defect planning 8. Employee education 9. Hold a zero defect day to establish the new attitude. 10. Employee goal setting should take place usually on a 30, 60, 90 day basis. 11. Error cause removal should follow the identification of problems that prevent error free work environment. 12. Est. recognition for those who meet goals. 13. Est. and hold regular meetings of quality councils composed of quality professionals and team chair person. 14. Do it all over again continuous improvement. Quality Vaccine: Crosby advocated that TQM an integral part of an organization the quality vaccine describes a corporate quality management regimen that improves the overall health of the firm and corrects communication / system operations many of its pressing problems.

Masaki Imai:
The chairman of the Cambridge Corporation an international management consulting firm, based in Tokyo, brought together the man philosophy theories, and tools as a single concept Kaizen. Kaizen is a Japanese word means continuous improvement. Three guiding principle he pointed out in Kaizen: 1. Process view of the system 2. Stress comes from people 3. Constant sense of urgency

Kaoru Ishikawa:
Dr. K.Ishikawa was a Japanese quality guru, developed the concept of deployment of quality control circle small groups of people that meet regularly to plan and carry out process changes to improve quality, productivity and the work environment. He also developed Ishikawas cause and effect charts or fish bone diagram.
Cause 1:Method Reason Cause 2:Machinery

Effect Outcome/ Problem

Reason Cause 3: People

Cause 4: Materials

There are two sets of general categories of main causes used in the fish bone diagrams. 3 Ms and 1P - Method, Machinery, Materials and People 4Ps Policies, Procedures, People and Plant Some key elements of his philosophy are: 1. Quality begins with education and ends with education 2. The first step in quality is to know the requirement of customers 3. The ideal state of Q.C occurs when inspection is no longer necessary. 4. Remove the root causes, not the symptoms 5. Quality control is the responsibility of all workers and all divisions. 6. Do not confuse means with the objectives 7. Put quality first and set your sights long term profits 8. Market is the entrance and exist of quality 9. Top management must not show anger when facts are presented by subordinates 10. 95% problem can solve with problem solving tool. 11. Data without dispersion information (variability) are false data.

Shigeo Shingo: According to SS, statistical methods detect errors too late in the manufacturing process, what is needed is to identify errors as they happen and to correct or deal with them right away. Shingo proposed his own version of zero defects. This is called POKA YOKA in Japanese which means FOOL PROOFING. The idea is to handle errors as they occur. Poka Yoka emphases dealing with second logical issues with a relevant technical feedback and control system. Shingos ideas have nothing to say about human beings in terms of them as social cultural or political beings. Genechi Taguchi:
Japanese quality Guru, Genichi Taguchi, Ph.D, believes that: To improve quality, one must look up stream at the design stage because that is where quality begins. Quality must be designed in, it cannot be inspected later.

Taguchi oriented quality engineering which is an approach that involves combining engineers and statistical methods to reduce costs and improve quality by optimising product design and manufacturing processes.

Taguchi methods helps product designers estimate the true cost of quality and then cost effectively improve quality. He developed his loss function concept that combines cost, target and variation into one metric. According to him quality in terms of the social loss, loss to producers and consumers from the time a product is conceived. The smaller the value of this social loss, the more desirable is the product.

LOSS can be
occurred

By the CUSTOMERS (eg.

Short product life, increased maintenance and repair costs

By the COMPANY (eg. Increased scrap,

rework and warranty cost damaged to company reputation the loss of

Or by SOCIETY in
general (eg. Pollution / safety)

Taguchi quality loss function is a statement that: Any deviation from the target value of quality characteristic result in extra costs to some segment of the society. Quality loss function is expressed as: L = C (X-T)2 where L Total loss C A cost of constant X Actual average value of quality characteristics and T Target value of quality characteristics Taguchis Seven Points: (off line quality control) Conventionally, quality control activities centre on final inspection sampling or on control charts and process control. This is known as on line quality control Taguchi pushed the process upstream to focus on product and process design. This is known as off line quality control Taguchis 7 points are as follows: 1. Product quality is measured by the total loss to society created by the product 2. Continuous quality improvement and cost reduction care necessary to survive in world competition. 3. Quality improvement requires continual and repeated reduction of variation.

4. Quality loss is frequently proportional to the square of the deviation of the performance from the nominal value. 5. Product and process design can have an important impact on a product quality and cost. 6. Performance variation can be reduced by suitable adjustment of the products parameters and /or the process parameters. 7. The appropriate parameter settings that reduce variation can be identifying with the appropriate statistically designed experiments.

Philosophical Comparison of Gurus in TQM: GURU Deming Juran Definitions of Quality Customer led Customer led Emphasis Process Dominant factor Control of Variation,

People & Process Fitness for purpose / use

Crosby

Supply led

Performance & process

Conformance to requirements

Ishikawa

Value led

People & process Company wide quality control Proceess / Design Quality loss function

Taguchi

Supply led

Thus, TQM is an operational philosophy where the ultimate focus is customer and their satisfaction. To fulfill the customers need and wants as well as for business growth; all the quality gurus suggested that to develop a culture for continuous improvement. They also explained that continuous improvement is a process to build a system that can consistently produce a quality product / services. Here, both management and the workers role are crucial because they must identify and eliminate waste and variability throughout system; take the equal responsibility for proper tools and knowledge uses and team leadership and empowerment for entire organization. This is not so easy task but it is possible and generic. If any organization really wants to develop a culture for continuous improvement, the top management must develop and follow some strategic steps for long term achievement.

Thanks: Dr. Shyamal Gomes