Total Quality Management

Total Quality Management

• A Great Concept ....

• ..... But What is IT?

Two Perspectives

• Producer Definition– Conformance to

specifications

– Reflects priorities on consistent quality and high-performance design

• Consumer Definition– Value and Fitness of

Use

– Hardware, support and psychological impressions

Aspects of Quality* Manufacturing *

• Performance• Features• Reliability• Servicability• Durability• Conformance• Aesthetic Characteristics• Perceived Quality

Aspects of Quality* Services *

• Reliability

• Responsiveness

• Tangibles

• Assurance

• Empathy

The Quality Gurus

• Deming: Management is Responsible

• Crosby: Quality is Free

• Juran: Quality Trilogy– Planning– Control– Improvement

TQMWheel

Customer satisfaction

PlanPlanDemingDemingWheelWheel

PlanPlan

DoDo

DemingDemingWheelWheel

PlanPlan

DoDo

CheckCheck


PlanPlan

DoDo

CheckCheck

ActAct


PlanPlan

DoDo

CheckCheck

ActAct


Deming’s 14 Points• Establish the objective of constant innovation and

improvement

• Adopt a new philosophy, we cannot accept the old mistakes and defects

• Cease dependence on mass inspection, require statistical evidence that quality is built in

• End the practice of awarding busines on the basis of price

• Use statistical methods to find troublespots

• Institute modern methods of training on the job

• Improve supervision - do what is right for the company, don’t just turn out the required quantity

Deming’s 14 Points

• Drive out FEAR ....

• Break down BARRIERS ...

• Eliminate posters and slogans

• Eliminate work standards that prescribe a numerical quota

• Remove barriers between workers and their right to pride in workmanship

• Institute a vigorous retraining program

• Create top management structure that will push EVERY DAY for these points

RIVETHEAD: Tales From The Assembly LineBy Ben Hamper

• A violation of how many of Deming’s points?

ISO 9000• Standards for companies doing business in the

EC• Certification by hearing from qualified

external examiner• Certification does NOT mean anything about

quality of a product ....• Instead, it means that company can provide

documentation supporting their quality claims.

Quality Management CostsAs Quality

Cost Category Increases, Costs:

Prevention Increase

Appraisal Decrease

Internal Failure Decrease

External Failure Decrease

Costs of Detecting a Defect

Cost of Cost of Detection Detection

($)($)

ProcessProcess Final TestingFinal Testing CustomerCustomer



($)($)




($)($)


Prevention Prevention CostsCosts

Seven Quality Tools

• Checklists

• Histograms

• Bar Charts

• Pareto Charts

• Scatter Diagrams

• Cause-and-Effect Diagrams

• Graphs

QualityFunctionDeployment

The House of QualityThe House of Quality

Voice of theVoice of theCustomerCustomer


Easy to close from outside 7

Stays open on a hill 5

Easy to open from outside 3

Doesn’t kick back 3...Doesn’t leak in rain 3

No road noise 2...

Eas

y to

op

enan

d c

lose

do

or

Iso

lati

on

Rel

ativ

e im

po

rtan

ce


Competitive Competitive AnalysisAnalysis


Customer perceptions

1 2 3 4 5

Our carA’s carB’s car


Voice of the Voice of the EngineerEngineer

Voice of the Voice of the EngineerEngineer Open-close

effortSealing-

insulation

- E

ner

gy

to c

lose

do

or

+ C

hec

k fo

rce

on

leve

l gro

un

d

+ C

hec

k fo

rce

on

10º

slo

pe

- E

ner

gy

to o

pen

do

or

- P

eak

clo

sin

g f

orc

e

... ...

+ D

oo

r se

al r

esis

tan

ce

+ A

cou

stic

tra

nsm

issi

on

, win

do

w

+ R

oad

no

ise

red

uct

ion

+ W

ater

res

ista

nce

Voice of the Voice of the EngineerEngineer

CorrelationsCorrelations


X

XRelationships

Strong positive

Medium positive

X Medium negative

X Strong negative


Technical Technical ComparisonComparison


Measurement units ft-lb lb lb ft-lb lb lb/ft - db psi

Our car door 11 12 6 10 18 3 .10 9 70

A’s car door 9 12 6 9 13 2 .10 5 60

B’s car door 9.5 11 7 11 14 2 .10 6 60

Technical difficulty 4 5 1 1 3 1 3 3 5

Imputed importance (%) 10 6 4 9 1 6 2 4 3

Estimated cost (%) 5 2 2 9 5 6 6 9 2

Targets 7.5 9 6 7.5 12 3 .10 9 70

Ob

ject

ive

mea

sure

s


Trade-offsTrade-offs


X

XX

XXX

X

XX

XRelationships

Strong positive

Medium positive

X Medium negative

X Strong negative


Cause-and-EffectDiagrams

EffectEffect

PersonnelPersonnelMachinesMachines

ProcessProcessMaterialsMaterials

Checker Board Airlines

Delayed flight departures


Aircraft late to gate

Mechanical failures

Equipment



Passenger processing at gate

Late cabin cleaners

Unavailable cockpit crew

Late cabin crew

Personnel


Mechanical failures

Equipment




Late cabin cleaners


Late cabin crew

Personnel


Mechanical failures

Equipment

Materials

Late food service

Late fuel

Late baggage to aircraft




Late cabin cleaners


Late cabin crew

Personnel


Mechanical failures

Equipment

Materials Procedures

Waiting for late passengers

Weight/balance sheet late

Poor announcement of departures

Delayed check-in procedure


Late food service

Late fuel




Late cabin cleaners


Late cabin crew

Personnel

Weather

Air traffic delays

Other


Mechanical failures

Equipment

Materials Procedures

Waiting for late passengers

Weight/balance sheet late

Poor announcement of departures

Delayed check-in procedure


Late food service

Late fuel


Documents

Total Quality Management