CHAPTER I Total Quality Management  That are not needed by the customer but they do not

receive.
Quality 2. Process level- Categorized into functions or departments. Most
processes are cross functional so managers can optimize the
 Exceed customer expectations and re-established pride and loyalty
activities. The ff. issues may help define quality at this level:
in their organization.
 Products or services that are most important to external
 It can be attained by non-stop improvement of all systems.
customers.
 Can be observed through the eyes of the customers.
 Processes that produce those products or services.
 Communication will be the key. Going beyond customer
 The key inputs to the process.
expectations guarantees meeting all the definition of quality.
 Processes that have the most major effect on the
David Garin Approaches to Quality Definition organization customer drive performance standard.
 The internal customers and their needs.
1. Transcendent- Quality is not easy to define or personalized. 3. Performer/job/task design level- Individuals are one of the vital
2. Product Based- Quality is observed as a quantifiable or measurable components of human performance system. It accepts inputs,
characteristics. generate outputs and then adjust his performance from the
3. User based- Quality is an individual issue and products that best feedbacks obtained.
please their preferences.
4. Manufacturing based- Focused mainly with engineering and Quality paradigms
manufacturing services.
1. Customs-Craft paradigm – The focus is on the product or service and
5. Value based- using costs and price, Based on Quality and value,
performance.
“best buy” product or service.
2. Mass production and sorting paradigm- Focus is on production rate.
Quality types
Products are design and built based on how the customer defined the
1. Quality of design- Set of characteristics that the product or service products.
must minimally have to satisfy the requirements of the customer
3. Statistical quality and control paradigm- More emphasis is given to
based on market research.
production process. Low scrap and rework, and low production lost.
2. Quality of conformance- meeting the standards or user based
characteristics. Expected level of reliability and uniformity. 4. Total quality management paradigm- Focuses on customers and
3. Quality performance- product functions or service performs when suppliers. Possible customers participates in product definition, creation,
put to use. Meeting customer expectations is the focus of quality of and performance evaluation stage.
performance.
5. Techno-Craft paradigm- Reducing delivery time. It built using high level of
Quality levels product process flexibility.
1. Organizational level- revolve around its customers quality Cost of quality
requirements. The ff. issues may help define quality at this level:
 Products or services that meet customers expectations,  Method that permits an organization to decide on the level to which
 that do not meet customers expectations, is resources are used for activities that avoid poor quality.
 that are needed by the customers but they do not received.
1. Prevention cost- prevent or avoid failure problems. 2. Building bricks
 Product service or requirements- establishments of requirements.  Leadership- provides a direction to the entire process of TQM
 Quality planning- drawing of plans for quality.  Teamwork- Employees need to work in teams
 Quality assurance- planning of continuance of assurance  Problem solving- formed to solve certain problems.
 Training- development, preparation, and continuation of programs.  Quality improvement- temporary teams with the purpose of
dealing with specific problems.
2. Appraisal cost- measuring and monitoring, spotting defects rather than  Natural work- small groups of skilled workers who shared
prevention. task and responsibilities.
 Verification- checking  Training- workers need to be trained on TQM to become highly
 Quality audits- confirmation productive. Employees need to be trained on:
 Supplier rating- Appraisal and endorsement  Interpersonal skills
 The ability to work as a team member
3. Internal failure cost- acquired to treat defects revealed earlier.  Technical know-how
 Decision-making skills
 Waste- outcome of errors, poor organization, or communication.
 Problem-solving skills.
 Scrap- Faulty product that cannot be repaired, used or sold.
 Rework or rectification- improvement of flawed materials 3. Binding mortar
 Failure analysis- ascertain the reasons of internal product or service
failure.  Communication- binds everything together, vital link between all
the TQM. It is need to be credible and easily interpreted.
4. External failure cost- defects exposed by customers.
3 type of communication
 Repairs and servicing
1. Downward- management to employees
 Warranty claims- failed products that are re-performed under
guarantee. 2. Upward- from lower employees to the top level mgt.
 Complaints-
 Returns- investigation of discarded or recalled products. 3. Sideways /lateral- it breaks down barriers between dept.

Quality is a necessary parameter which helps organizations outshine their 4. Roof

1. Foundation Core concepts of TQM

 Ethics- is a combination of written and non written codes of 1. Customer satisfaction- centered on the requirements of the customers.
principles. Imperative to listen to them and do what is agreed upon.
 Integrity- consistency of actions, values etc. 2. Internal customer satisfaction- the person within the company who
 Trust- It builds cooperative environment. receives the work of another and adds his contribution to the product or
service before passing it on to someone else.
3. All work is process- process is a combination of methods, natural
variability and one approach to quality improvement is to progressively
reduce variation.
4. Measurement- this will help focus both on satisfying internal customers
and meeting the requirements of external customers.
Seven generic ways:
 Defects- not up to specs.
 Rework- Required correction
 Scrap- work thrown away
 Lost items- done again
 Backlogs –behind sched
 Late deliveries- after agreed time
 Surplus items- not required
5. Synergy in teamwork- whole is greater than the sum of parts.
6. People make quality – managers are required to ensure that all necessary
is prepared to let people to produce quality.
7. Continuous improvement cycle- used over and over again will lead to
fresh chemistry within the organization.
8. Prevention – result of an emphasis on prevention, prevention is the goal
of quality assurance.
Benefits of TQM
1. Creates a good corporate culture-
2. Better reviews from customers-
3. Better performance from employees-

Enumeration-