PTTQM (BU-3)Module 5MODULE 5TOTAL QUALITY MANAGEMENT1. Define Quality. What are the dimensions of quality? Quality is a products or services ability to satisfy the needs and expectations of the customer. Dimensions of quality: Performance - basic operating characteristics Features -extra items added to basic features Reliability - probability product will operate over time Conformance - meeting pre-established standards Durability - life span before replacement Serviceability - ease of getting repairs, speed & competence of repairs Aesthetics - look, feel, sound, smell or taste Safety - freedom from injury or harm Other perceptions - subjective perceptions based on brand name, advertising, etc

2. Distinguish between quality and reliability.The difference between quality and reliability is explained as follows: Quality means - to measure the products without any deficiencies which assure the customers & Reliability means the products should be consistent without any failure. Quality is the standard of something as measured against other things, while reliability is being dependable and consistency. Quality means tosatisfy theconformance with requirements and reliability is something which related to the product cycle time,whether the product is reliable & meets thecriteria to satisfy the time line given by the customers. ( e.gWarranty time / hours / no of days in services). Ex: Twowheeler (motorbikepiston head). The engine piston has satisfied all the design specification & as well as material requirements tofulfilthe needs yet this product still need to conform whether this piston will be able tosatisfy the extreme temperature inside the engine ...? if not then we cannotrelyon thispiston. This how reliability comes into pictures.

3. What is a quality circle? State the features of quality circles.Quality circle (QC) is a small group of people who carry out quality improvement activities within their work area. The group may consist of 3 to 5 person normally. Features of Quality circles are:1. QC activities performed by operating level employees.2. Voluntary participation3. Small group of persons in the same work area or doing similar type of work4. Identify, define and solve problems related to work area5. QC members meet regularly( every week for an hour in normal)6. Leads to improved performance I the work area7. motivates and enriches work life8. Nature of the problems are such that they can be solved by themselves with little help from management9. Good work is recognized by management

4. Distinguish between Q.A. and Q.C. The difference between QA and QC are as follows:Quality Assurance (Q.A.)Quality Control (Q.C.)

A part of quality management focused on fulfilling quality requirementsA part of quality management focused on providing confidence that quality requirements will be fulfilled.

Quality Assurance is defined as All the planned and systematic activities implemented within the quality system that can be demonstrated to provide confidence that a product or service will fulfil requirements for quality.Quality Control is defined as The operational techniques and activities used to fulfil requirements for quality.

Quality Assurance is fundamentally focused on planning and documenting those processes to assure quality including things such as quality plans and inspection and testing plansQuality control on the other hand is the physicalverification that the product conforms to these planned arrangements by inspection, measurement

Quality Assurance is a complete system to assure the quality of products or services. It is not only a process, but a complete system including also control. It is a way of management.Quality Control just measures and determines the quality level of products or services. It is a process itself.

5. Briefly explain the Quality Function Deployment Quality Function Deployment (QFD) First conceptualized in 1966 as a method or concept for new product development under the umbrella of Total Quality Control, Hinshitsu tenkai (quality deployment) was developed by Dr. Shigeru Mizuno and Yoji Akao. QFD is used to translate customer requirements to engineering specifications. It is a link between customers - design engineers - competitors - manufacturing. It provides an insight into the whole design and manufacturing operation from concept to manufacture and it can dramatically improve the efficiency as production problems are resolved early in the design phase.Importance of QFD It is very powerful as it incorporates the voice of the customer in the designs - hence it is likely that the final product will be better designed to satisfy the customer's needs. Moreover, it provides an insight into the whole design and manufacturing operation (from concept to manufacture) and it can dramatically improve the efficiency as production problems are resolved early in the design phase. As a quality system that implements elements of Systems Thinking with elements of Psychology and Epistemology (knowledge), QFD provides a system of comprehensive development process for: Understanding 'true' customer needs from the customer's perspective What 'value' means to the customer, from the customer's perspective Understanding how customers or end users become interested, choose, and are satisfied Analyzing how do we know the needs of the customer Deciding what features to include Determining what level of performance to deliver Intelligently linking the needs of the customer with design, development, engineering, manufacturing, and service functions Intelligently linking Design for Six Sigma (DFSS) with the front end Voice of Customer analysis and the entire design system

6. Write short notes on House of Quality.House of Quality is a structured format to translate customer requirements into specific product and service characteristics.Diagrammatically it is represented as below:

Building a House of Quality List Customer Requirements (Whats) List Technical Descriptors (Hows) Develop Relationship (Whats & Hows) Develop Interrelationship (Hows) Competitive Assessments Prioritize Customer Requirements Prioritize Technical Descriptors

7. What are the various control charts used in quality control? Control charts were developed by Walter Shewhart in 1920. The chart is based on the principle that the variability of a process is minimum when the process is running under chance causes (common causes) only. Trial batches are produced and process variation (6 sigma) is established. Control charts are prepared with control limits calculated on sample sizes. Sample sizes could be 2 to up to 9 . At fixed intervals ( eg, 30 min, one hr, 4 hrs based on production quantity) samples are taken and sample averages are plotted on the chart. When the process is under control, all the points will be within the limits No unnatural patterns will be present Distribution of points will be denser in the centre and very infrequent at the limits.Any change in the above indicates presence assignable/ special causes (out of statistical control). The process is stopped and actions are taken to eliminate the causes of variation.

MeanTimeLCLUCLTypes of control charts Control Charts for Variables - used when measurements are quantitative, for example, height, weight, or thickness. One type of Variables Control Chart is the X - R Chart. Control Charts for Attributes - used when measurements are qualitative, for example, accept/reject. Attributes control charts include: np Chart - for measurements which are counted, such as number of parts defective. p Chart - for percentage measurements, such as percentage of parts defective. c Chart - for measuring defects in units of constant size, for example, number of imperfections in panes of glass. u Chart - for measuring defects in units of varying size, for example, number of imperfections in pieces of fabric. 8. What do you mean by costs of quality? Explain the categories of quality costs.The costs of quality are the cost associated with the prevention, discovery, and resolving of defects in parts.These costs can arise whether the product is in the design stages, manufacturing plant, or in the customer's hand.It is important to identify the cost of quality so that we can determine the expenses associated with producing a quality product.

Joseph Juran divided the costs of quality into 4 categories. Using this system, we can better understand where the money is being spent. Internal Failure Costs - These include the cost of evaluating, disposing of, or other action on a part that has failed inspection. Some examples are; rework, scrap, retesting, and troubleshooting. External Failure Costs - These are all costs associated with failure of parts after they are shipped to the customer. They are usually a result of not meeting the needs or specifications of the user. Some examples are; recalls, complaints, returns, and replacements. Internal Failure Costs - These include the cost of evaluating, disposing of, or other action on a part that has failed inspection. Some examples are; rework, scrap, retesting, and troubleshooting. External Failure Costs - These are all costs associated with failure of parts after they are shipped to the customer. They are usually a result of not meeting the needs or specifications of the user. Some examples are; recalls, complaints, returns, and replacements.

9. Discuss in detail TQM philosophy quoting Demings 14 point management principles.

TQM is a Management philosophy and company practices that aim to harness the human and material resources in most effective way to achieve objectives of the organization Total in Total Quality management means All Interested parties are considered All requirements are addressed All activities of the organization are covered All employees are involved

Demings 14 principles of Quality management1. Constancy of purpose: Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business, and to provide jobs.2. The new philosophy: Adopt the new philosophy. We are in a new economic age, created in Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship. Transformation of Western management style is necessary to halt the continued decline of business and industry.3. Cease dependence on mass inspection: Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product in the first place. Require statistical evidence of built in quality in both manufacturing and purchasing functions.4. End lowest tender contracts: End the practice of awarding business solely on the basis of price tag. Instead require meaningful measures of quality along with price. Reduce the number of suppliers for the same item by eliminating those that do not qualify with statistical and other evidence of quality. The aim is to minimize total cost, not merely initial cost, by minimizing variation. This may be achieved by moving toward a single supplier for any one item, on a long term relationship of loyalty and trust. Purchasing managers have a new job, and must learn it.5. Improve every process: Improve constantly and forever every process for planning, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus to constantly decrease costs. Institute innovation and constant improvement of product, service, and process. It is management's job to work continually on the system (design, incoming materials, maintenance, improvement of machines, supervision, training, retraining).6. Institute training on the job: Institute modern methods of training on the job for all, including management, to make better use of every employee. New skills are required to keep up with changes in materials, methods, product and service design, machinery, techniques, and service.7. Institute leadership: Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and supervisors must be changed from sheer numbers to quality. Improvement of quality will automatically improve productivity. Management must ensure that immediate action is taken on reports of inherited defects, maintenance requirements, poor tools, fuzzy operational definitions, and all conditions detrimental to quality.8. Drive out fear: Encourage effective two way communication and other means to drive out fear throughout the organization so that everybody may work effectively and more productively for the company.9. Break down barriers: Break down barriers between departments and staff areas. People in different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle problems that may be encountered with products or service.10. Eliminate exhortations: Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; the bulk of the causes of low quality and low productivity belong to the system, and thus lie beyond the power of the work force.11. Eliminate arbitrary numerical targets: Eliminate work standards that prescribe quotas for the work force and numerical goals for people in management. Substitute aids and helpful leadership in order to achieve continual improvement of quality and productivity.

12. Permit pride of workmanship: Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, among other things, abolition of the annual merit rating (appraisal of performance) and of Management by Objective. Again, the responsibility of managers, supervisors, foremen must be changed from sheer numbers to quality.13. Encourage education: Institute a vigorous program of education, and encourage self improvement for everyone. What an organization needs is not just good people; it needs people that are improving with education. Advances in competitive position will have their roots in knowledge.14. Top management commitment and action: Clearly define top management's permanent commitment to ever improving quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to-that is, what they must do. Create a structure in top management that will push every day on the preceding 13 Points, and take action in order to accomplish the transformation. Support is not enough: action is required!10. What are the effects of implementing TQM in a company?Effects of TQM implementation in a company

#AspectBeforeAfter

1Top management commitmentNot visibleHighly visible

2Policy clarityNo policyTransparent , detailed

3Participation in improvementsVery few personsAll levels

4Involvement of people< 10%>80%

5CommunicationNo or poor communicationEffective communication at all levels

6RecognitionSeldomAlways

7Customer satisfactionlowhigh

8Cost of poor qualityhighVery low

9Training activitiesAlmost nilContinuous, every one

10Performance measurementsNot focusedFocused and targeted

11Business resultsStagnant or decliningSteady improvement

12SuppliersOutsiders keep them in dark, squeeze them.Willing to work as extension of the company

11. Explain Jurans quality trilogy.

Quality Planning Identify who are the customers.

Determine the needs of those customers.

Translate those needs into our language.

Develop a product that can respond to those needs.

Optimize the product features so as to meet our needs and customer needs.

Quality Improvement Develop a process which is able to produce the product.

Optimize the process.

Quality ControlProve that the process can produce the product under operating conditions with minimal inspection.

Transfer the process to Operations.

12. Write a note on the contributions of Philip Crosby.

Philip Crosby is another major contributor to the quality movement. In 1979, he left ITT (International Telephone and Telegraph) and wrote his book, Quality is Free, in which he argues that dollars spent on quality and the attention paid to it always return greater benefits than the costs expended on them. Whereas Deming and Juran emphasized the sacrifice required for a quality commitment, Crosby takes a less philosophical and more practical approach, asserting instead that high quality is relatively easy and inexpensive in the long run.

Crosby is the only American quality expert without a doctorate. He is responsible for the zero defects program, which emphasizes doing it right the first time, (DIRFT) with 100 percent acceptable output. Unlike Deming and Juran, Crosby argues that quality is always cost effective. Like Deming and Juran, Crosby does not place the blame on workers, but on management. Crosby also developed a 14point program, which is again more practical than philosophical. It provides managers with actual concepts that can help them manage productivity and quality.

Crosby defined the Four Absolutes of Quality Management:-Quality is conformance to requirements -Quality prevention is preferable to quality inspection -Zero defects is the quality performance standard - Quality is measured in monetary terms the price of non-conformance

According to Crosby, five characteristics of an highly successful organisations are: People routinely do things right first time Change is anticipated and used to advantage Growth is consistent and profitable New products and services appear when needed Everyone is happy to work there

Prof. Raghavendra, KSM, BangalorePage | 9