GE6757: Total Quality

Management

Department of Mechanical Engineering

KIT
 OBJECTIVES

• To understanding of Quality Management

principles and process.
 SYLLABUS
UNIT I
INTRODUCTION
Introduction - Need for quality - Evolution of quality -
Definitions of quality - Dimensions of product and service
quality - Basic concepts of TQM - TQM Framework -
Contributions of Deming, Juran and Crosby - Barriers to TQM -
Quality statements - Customer focus - Customer orientation,
Customer satisfaction, Customer complaints, Customer
retention - Costs of quality.
 UNIT II
TQM PRINCIPLES
Leadership - Strategic quality planning, Quality Councils -
Employee involvement – Motivation, Empowerment, Team
and Teamwork, Quality circles Recognition and Reward,
Performance appraisal- Continuous process improvement -
PDCA cycle, 5S, Kaizen-Supplier partnership– Partnering,
Supplier selection, Supplier Rating.
 UNIT III
TQM TOOLS AND TECHNIQUES I
The seven traditional tools of quality - New
management tools - Six sigma: Concepts,
Methodology, applications to manufacturing,
service sector including IT - Bench marking -
Reason to bench mark,Bench marking process
- FMEA - Stages, Types.
 UNIT IV
TQM TOOLS AND TECHNIQUES II
Control Charts - Process Capability - Concepts
of Six Sigma - Quality Function Development
(QFD) -Taguchi quality loss function - TPM -
Concepts, improvement needs - Performance
measures.
 UNIT V
QUALITY SYSTEMS
Need for ISO 9000 - ISO 9001-2008 Quality
System - Elements, Documentation, Quality
Auditing -QS 9000 - ISO 14000 - Concepts,
Requirements and Benefits - TQM
Implementation in manufacturing and service
sectors..
TEXTBOOK:
1.Dale H. Besterfiled, et at., "Total quality Management",
Pearson Education Asia, Third Edition,Indian Reprint
2006.
REFERENCES:
1.James R. Evans and William M. Lindsay,"The
Management and Control of Quality", 8th Edition,First
Indian Edition, Cengage Learning, 2012.
2.Suganthi.L and Anand Samuel,"Total Quality
Management", Prentice Hall (India) Pvt. Ltd., 2006.
3.Janakiraman. B and Gopal .R.K., "Total Quality
Management - Text and Cases", Prentice Hall (India)
Pvt. Ltd., 2006.
 UNIT – I
What is Quality ?
• Quality is the degree to which a commodity meets the
requirements of the customer .
• Quality is in its essence a way of management of the
organization.
• A distinctive attribute or characteristic possessed by
someone or something.
 What is Quality ?
• Quality is conformance to customer requirements

• Quality is about meeting the minimum standard

required to satisfy customer needs.
• Quality is fitness for use

• Quality is the totality of features and characteristics of

a product or service that bear on its ability to satisfy
stated and implied needs of customer.
 Quality in management
• A quality management system (QMS) is a
collection of business processes focused on
achieving quality policy and quality objectives to
meet customer requirements
Quality In manufacturing
• a measure of excellence or a state of being free
from defects, deficiencies and significant
variations.
 Need for quality
• Competition – Today’s market demand high
quality products at low cost. Having `high
quality’ reputation is not enough! Internal cost
of maintaining the reputation should be less.
• Changing customer – The new customer is not
only commanding priority based on volume but
is more demanding about the “quality system.”
 Need for quality
• Changing product mix – The shift from low volume,
high price to high volume, low price have resulted in a
need to reduce the internal cost of poor quality.
• Product complexity – As systems have become more
complex, the reliability requirements for suppliers of
components have become more stringent.
 Need for quality
• Higher levels of customer satisfaction – Higher customers
expectations are getting spawned by increasing
competition.
• The quality of your work defines you- Whoever you are,
whatever you do, I can find the same products and services
cheaper somewhere else.But your quality is your signature.
Evolution of quality –Means & Focus
1975 1980 1985 1990 1995 2000

Productivity Quality TQC/TQM

Total
Quality Quality
Circle

Quality
Employee
of
Involvement
Work life
Self
Self
Directed Directed/Managed
Employees
Teams
Empowerment Teams

Operation Customers Innovations 15

Evolution of quality Era
Evolution

TQM

TQC &CWQC

TQC

SQC

Inspection

Foreman

Craftsman
Years
1900 1920 1940 1960 1980 1990 16
2000
 Define Quality
• Predictable degree of uniformity and dependability
at low cost and suited to the market –Deming.
• Fitness for use-Juran.

• Conformance to requirements – Crosby.

• Minimum loss imparted by a product to society

from the time the product is shipped – Taguchi.
 Define Quality
• A way of managing tile organization – Feigenbaum

• Correcting and preventing loss, not living with loss -

Hosffin .
• The totality of characteristics of an entity that bear
on its ability to satisfy stated and implied needs –
ISO
 QUANITIFICATION OF QUALITY

Q= P / E
P = Performance
E = Expectations
Q = Quality
 DIMENSION OF QUALITY
• Quality has 2 dimensions.

These dimensions are

1. Product Quality.
2. Service Quality
 DIMENSION OF QUALITY
Product Quality
1. Performance:
primary product characteristics, e.g. picture
brightness in TV.
2. Features:
secondary characteristics, added features, e.g.
remote control, picture-in-picture.
3. Usability:
ease of use with minimum training.
 Product Quality (cont.)
4. Conformance:
meeting specifications, industry standards,.
(E.g. ISI specs.,emission norms).
5. Durability
how long product lasts before replacement
6. Serviceability
ease of getting repairs, speed of repairs,
courtesy and competence of repair person
 Product Quality (cont.)
7. Aesthetics:
how a product looks, feels, sounds, smells, or tastes
8. Safety :
assurance that customer will not suffer injury or
harm from a product; an especially important
consideration for automobiles
9. Perceptions:
subjective perceptions based on brand name,
advertising, and the like
 Product Quality (cont.)
10. Efficiency:
ratio of output to input. E.g. mileage, braking
distance, processing time.
11. Reputation:
subjective assessment based of past performance,
brand image, industry ranking.
 Dimensions of Quality:
Service Quality
 Time and Timeliness
 How long must a customer wait for service,
and is it completed on time?
 Is an overnight package delivered overnight?
 Completeness:
 Is everything customer asked for provided?
 Is a mail order from a catalogue company
complete when delivered?
 Dimensions of Quality:
Service (cont.)
 Accessibility and convenience
 How easy is it to obtain service?
 Does a service representative answer you calls quickly?
 Accuracy
 Is the service performed right every time?
 Is your bank or credit card statement correct every
month?
 Responsiveness
 How well does the company react to unusual situations?
 How well is a telephone operator able to respond to a
customer’s questions?
 INTRODUCTION TO TQM

What is TQM?
TQM is the integration of all functions and processes within an
organization in order to achieve continuous improvement of
the quality of goods and services. The goal is customer
satisfaction.

“ No doubt , humans are always deficient”

(Al-Quran)
 Total Quality Management
Introduction
• Total – Made up of the whole(or) Complete.
• Quality – Degree of Excellence a product or
service provides to the customer in present
and future.
• Management – Act , art, or manner of
handling , controlling, directing, etc.

TQM is the art of managing the whole to achieve excellence.

• "TQM is a management approach for an
organization, centered on quality, based on the
participation of all its members and aiming at
long-term success through customer
satisfaction, and benefits to all members of the
organization and to society."
 CHARACTERISTICS OF TQM
1. TQM is a customer oriented.
2. TQM required a long term commitment for
continuous improvement of all processes.
3. TQM is teamwork.
4. TQM requires the leadership of top
management and continuous involvement.
5. TQM is a strategy for continuous improving
performance at all levels and in all areas of
responsibility.
 TQM BASIC CONCEPTS
• Management Involvement – Participate in quality
program, develop quality council, direct participation

• 2. Focus on customer – who is the customer –

internal and external, voice of the customer, do it
right first time and every time.

• 3. Involvement and utilisation of entire work force –

All levels of management
 TQM BASIC CONCEPTS(cont.)
4. Continuous improvement – Quality never stops, placing
orders, bill errors, delivery,

minimise wastage and scrap etc.

5. Treating suppliers as partners – no business exists

without suppliers.

6. Performance measures – creating accountability in all

levels
 Definition TQM
• TQM is composed of three paradigms:
• Total: Organization wide
• Quality: With its usual Definitions, with all its
complexities (External Definition)
• Management: The system of managing with
steps like Plan, Organise, Control, Lead, Staff,
etc.
 Definition TQM(cont.)

• TQM is the management approach of an

organization, centered on quality, based on
me participation of all its members and aiming
at long-term success through customer
satisfaction. and benefits to all members of
me organization and to society.- ISO
 Definition TQM(cont.)
• TQM is an integrated organizational approach in
delighting customers (both internal and external) by
meeting their expectations on a continuous basis through
every one involved with the organization working on
continuous improvement in all products, services, and
processes along with proper problem solving
methodology - INDIAN STATISTICAL INSTITUTE ( ISI )
 Definition TQM(cont.)
• TQM is people - focused management system that aims at
continual increase in customer satisfaction at continually
lower cost. TQM is a total system approach and an integral
part of high level strategy. It works horizontally across
functions and departments, involving all employees, top to
bottom, and exceeds backwards and forward to include the
supply chain and the customer chain – TOTAL QUALITY
FORUM OF USA
 Definition TQM(cont.)
 Philips B Crosby

Quality is Conformance to requirements

W.Edwards Deming

A predictable degree of uniformity and dependability

at low cost and suited to market
 Definition TQM(cont.)
 Bill Conway

Development,manufacture,administration And
distribution of consistently low cost and
products and services that customers need and
want.
• Joseph Juran

Total quality is defined as fitness for use or

purpose
TQM Framework
 PRINCIPLES OF TQM

• Customer’s requirements must be met the first

time, every time.
• There must be agreed requirements, for both
internal and external customers.
• Everybody must be involved, from all levels and
across all functions.
 PRINCIPLES OF TQM(cont.)

• Regular communication with staff at levels is

must. Two way communication at all levels
must be promoted.
• Identifying training needs and relating them
with individual capabilities and requirements is
must.
 PRINCIPLES OF TQM(cont.)
• Top management’s participation and commitment
is must.
• A culture of continuous improvement must be
established.
• Emphasis should be placed on purchasing and
supplier management
• Every job must add value.
• Quality improvement must eliminate wastes and
reduce total cost.
 PRINCIPLES OF TQM(cont.)
• There must be a focus on the prevention of
problems.
• A culture of promoting creativity must be
established.
• Performance measure is a must at organization,
department and individual levels. It helps to
asses and meet objectives of quality.
• There should be focus on team work.
 OBSTACLES (BARRIERS) IN
IMPLEMENTING TQM
 Lack of Management Commitment

 Inability to change Organizational culture

 Improper planning

 Lack of continuous training and education

 Failure to continually improve

 Incompatible organizational structure and isolated

individuals and departments
 OBSTACLES (BARRIERS) IN
IMPLEMENTING TQM(cont.)
 Ineffective measurement techniques and lack of
access to data and results
 Paying inadequate attention to internal and
external customers
 Inadequate use of empowerment and
teamwork
 BENEFITS OF TQM

 Improved quality

 Employee participation

 Team work

 Working relationships

 Customer satisfaction
 BENEFITS OF TQM(cont.)

 Employee satisfaction

 Productivity

 Communication

 Profitability

 Market share
 Guru’s of TQM

• Walter.A.Shewhart - TQC &PDSA

• W.Edwards Deming - 14 Points & PDCA
• Joseph.M.Juran - Juran’s Trilogy
• A.Feiganbaum - Customer

Requirement, Employee Involvement, TQC.

54
 W. Edward Deming
Biographical:
• Pioneered the use of statistics and sampling
methods
• Became interested in the work of statistician
Walter Shewhart and believed the principles could
be applied to non-manufacturing environments
• In the early 1950’s he lectured Japanese business
on quality concepts leading directly to the
emergence of Japan as a quality leader
 CONTRIBUTIONS OF W. Edward
Deming
• Encouraged the adoption of a systematic
approach to problem solving known as the
Deming or PDCA (Plan Do Check Act) cycle

- Immediate remedies - Objectives

- future actions - Methods
Act Plan

- Against objectives Check Do - Train

- Execute

56
 Deming’s 14 Points for
Management
1. Create constancy of purpose for the
improvement of the product and service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve
quality.
4. End the practice of awarding business on the
basis of price tag alone. Instead, minimize
total cost by working with a single supplier.
 Deming’s 14 Points for
Management(cont.)
5. Improve constantly and forever every process
for planning, production, and service.
6. Institute training and retraining.
7. Adopt and institute leadership.
8. Drive out fear.
9. Breakdown barriers between staff areas.
10.Eliminate slogans, exhortations, and targets
for the workforce.
 Deming’s 14 Points for
Management(cont.)
11.Eliminate numerical quotas for the workforce
and numerical goals for management.
12.Remove barriers that rob people of
workmanship.
13.Institute a vigorous program of education and
self-improvement for everyone.
14.Put everybody in the company to work to
accomplish the transformation.
 Joseph Juran
Biographical:
• Like Deming, was invited to Japan in the early
1950’s by the Union of Japanese Scientists and
Engineers (JUSE)
• Strong advocate of the need for quality planning
and the setting of clear and measurable goals
• Has been very critical of some of the quality
initiatives of the 1990’s as lacking substance
 THE JURAN TRILOGY
• Juran views quality as fitness for use.
• Juran Trilogy is designed to reduce the cost of
quality over time.

1. QUALITY PLANNING

2. QUALITY CONTROL

3. QUALITY IMPROVEMENT
 1. QUALITY PLANNING

• Determine internal & external customers.

• Their needs are discovered.

• Develop product / service features.

• Develop the processes able to produce the

product / service features.
• Transfer plans to operations.
 2. QUALITY CONTROL
• Control is used by operating forces to help meet the
product, process and service requirements.
• It consists of the following steps

• 1. Determine items to be controlled.

• 2. Set goals for the controls.

• 3. Measure actual performance.

• 4. Compare actual performance to goals.

• 5. Act on the difference.

 3. QUALITY IMPROVEMENT
• Aims to attain levels of performance that are
higher than current levels.
It consists of the following steps
• Establishment of quality council.
• Identify the improvement projects.
• Establish the project teams with a project
leader.
• Provide the team with the resources.
 Juran’s 10 Steps to Quality
Improvement
1. Build awareness of the need and opportunity
for improvement.
2. Set goals for improvement.
3. Organize to reach the goals (establish a quality
council, identify problems, select projects,
appoint teams, designate facilitators).
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
 Juran’s 10 Steps to Quality
Improvement(cont.)
7. Give recognition.
8. Communicate results.
9. Keep score.
10.Maintain momentum by making annual
improvement part of the regular systems and
processes of the company.
 CONTRIBUTIONS OF CROSBY
• The Four absolutes of quality are
• 1. Quality is defined as conformance to
requirements.
• 2. The system for causing Quality is prevention.
• 3. The performance standard must be zero
defects.
• 4. The measurement of Quality is the Price of
Nonconformance
 Crosby’s 14 Steps to Quality
Improvement
1. Make it clear that management is committed to
quality.
2. Form quality improvement teams with representatives
from each department.
3. Determine where current and potential quality
problems lie.
4. Evaluate the cost of quality and explain its use as a
management tool.
5. Raise the quality awareness and personal concern of all
employees.
 Crosby’s 14 Steps to Quality
Improvement(cont.)
6. Take actions to correct problems identified
through previous steps.
7. Establish a committee for the zero-defects
program.
8. Train supervisors to actively carry out their
part of the quality improvement program.
9. Hold a “zero-defects day” to let all employees
realize that there has been a change.
 Crosby’s 14 Steps to Quality
Improvement(cont.)
10. Encourage individuals to establish
improvement goals for themselves and their
groups.
11.Encourage employees to communicate to
management the obstacles they face in
attaining their improvement goals.
12.Recognize and appreciate those who
participate.
 Crosby’s 14 Steps to Quality
Improvement(cont.)
13. Establish quality councils to communicate
on a regular basis.
14. Do it all over again to emphasize that the
quality improvement program never ends.
 Comparison

Deming Juran Crosby

Definition of Continuous Fitness for use Conformance to
quality improvement requirements
Emphasis Tools/system Measurement Motivation
(behaviour)
Types of tools Statistical Analytical, cost- Minimal use
process control of-quality
Use of goals and Not used Significant Posted goals for
targets emphasis workers

72
 Quality statements
• Vision statement – a short declaration of what the
organization hopes to be tomorrow.
• Mission statement – a statement of purpose –who we
are, who are our customers, what we do , and how we do
it.
• Quality policy – is a guide for everyone in the organization
,how they should provide products and services to the
customers.
 Goals of Customer Focus:

Creating Better Offering Building deeper

Products or compelling customer
Services customer relationships
experience

End goal of customer focused strategies is the same:

Boosting retention and repurchase =

more sales!!!
 Customer Satisfaction
Three Part System
Human Resource Customer Expectations
Management

Company Operations Customer Satisfaction

(Processes)
 Customer satisfaction
• Customer is the Boss or’King’
• Customer dictates the market trends and direction
• Customer not only has needs to be supplied( basic
performance functions)
• Also he ‘wants what he wants!’( additional
features satisfy him and influence his purchase
decision)
• Hence the Suppliers and Manufacturers have to
closely follow at the heel of the customer.
Norman’s Customer satisfaction model

Quality Customer C,Q

 Customer Satisfaction

Quality Quality Product/ Customer Satisfaction

System Service

Customer
Focus
 Customer Satisfaction Organisational Diagram

•
CUSTOMERS

Front-line Staff

Functional
Department
Staff
Sr.
Mgrs
CEO
 Teboul Model of Customer Satisfaction

Customer needs

Company
Product/Service
offer
Kano’s Model

81
 What is customer satisfaction?

• Is it due to Product quality?

• Is it due to pricing?
• Is it due to good customer service ?
• Is it due to company reputation?
• Is it something more?
 Customer Complaints

Definition
A complaint is an expression of dissatisfaction,
made either verbally or in writing, about the
standard of service, actions or lack of action by
the Council or its staff, affecting an
individual customer or group of customers.
 Customer Complaints (Contd.,)
Actions an organization can take to handle complaints are as follows
•Investigate customers experiences by actively getting feed back, both
positive and negative, and then acting on it promptly.
•Develop procedures for complaint resolution that include empowering
front – line personnel.
•Analyze complaints, but understand that complaints do not always fit into
neat categories.
•Work to identify process and material variations and then eliminate the
root cause. “More inspection” is not corrective action.
•When a survey response is received, a senior manager should contact the
customer and strive to resolve the concern.
 Customer Complaints (Contd.,)
• Establish customer satisfaction measures and constantly
monitor them.
• Communicate complaint information, as well as the results
of all investigations and solutions, to all people in the
organization.
• Provide a monthly complaint report to the quality council
for their evaluation and, if needed, the assignment of
process improvement teams.
• Identify customers‟ expectations beforehand rather than
afterward through complaint analysis.
 CUSTOMER RETENTION
• It means “retaining the customer” to support the business. It
is more powerful and effective than customer satisfaction.
• For Customer Retention, we need to have both “Customer
satisfaction & Customer loyalty”
 CUSTOMER RETENTION (Contd.,)
The following steps are important for customer retention.
•Top management commitment to the customer satisfaction
•Identify and understand the customers what they like and
dislike about the organization.
•Develop standards of quality service and performance.
•Recruit, train and reward good staff.
•Always stay in touch with customer.
•Work towards continuous improvement of customer service
and customer retention.
•Reward service accomplishments by the front-line staff.
•Customer Retention moves customer satisfaction to the next
level by determining
what is truly important to the customers.
•Customer satisfaction is the connection between customer
satisfaction and bottom line.
 Customer types

• External and Internal customers

• External – current, prospective and lost customers
• Internal – Every person in a process is a customer of the
previous operation.( applies to
design,manufacturing,sales,supplies etc.) [Each worker
should see that the quality meets expectations of the next
person in the supplier-to-customer chain ]
• TQM is commitment to customer-focus - internal and
external customers.
 Quality Costs

COST OF QUALITY IS THE COST OF

NON QUALITY

1: 10:100 Rule
“A stitch in time saves nine”
Types of Quality Costs
The cost of quality is generally classified into
four categories

1. Cost of Prevention
2. Cost of Appraisal
3. Cost of Internal Failure
4. Cost of External Failure
 Cost of Quality
• Quality affects all aspects of the organization
• Quality has dramatic cost implications of:
– Quality control costs
• Prevention costs
• Appraisal costs
– Quality failure costs
• Internal failure costs
• External failure costs
 Cost of Quality – 4 Categories

Early detection/prevention is less costly