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.

Definition

Total Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes.

Guru’s of TQM

•Walter A. Shewhart - TQC &PDSA

•W. Edward Deming - 14 Points & PDCA

•Joseph M. Juran - Juran’s Trilogy

•A. Feiganbaum - Customer requirement,CWQC,Employee Involvement, TQC.

Guru’s of TQM• Kaoru Ishikawa-Disciple

of Juran & Feigenbaum. TQC in Japan, SPC, Cause &Effect Diagram,QC.

• Philips.B.Crosby. Four Absolutes-Quality-Req, Prevention of NC,Zero Defects & Measure of NC.

• Taguchi.G-Loss Function

Benefits of TQM

• Improved Quality Awareness

• Employee Participation • Internal & External

Customer Satisfaction• Improved Productivity• Improved Communication• Cost Saving• Profitability & Market

Share

Team building & team work

"Quality is everyone's business"We all contribute to the success of our

business.We all can contribute to making it better.

improvement, quality, team building & INNOVATION

"We find new ways of doing things."Groups of people are trained and are continuously working to find better ways of doing thing.”These

are known as Quality Improvement Teams.

Quality systems

"New standards become new ideas"Once we have found new ways of doing things, we incorporate them in our Quality Systems.ISO 9001 was the foundation, now we start to

build the house.

Training for quality

"Training for quality"Training course are being carried out that will

provide us all with thenecessary skills to identify and eliminate

waste

customer services-continuous improvement

"Quality improvement is a continuous process"The journey on the road to total quality is one of

continuous improvement. As we get better, so does our competition.

Total customer satisfaction

"Total customer satisfaction"Being the best in the business will bring

satisfaction, rewards and greater security to all of us.

Total quality management

Obstacles

• Top management commitment• Changing Organization Culture• Improper planning• Continuous Training & Education• Empowerment & Teamwork• Continuous Improvement• Organization Structure & Departments

INTRODUCTION:• Quality as a competitive weapon.• And that is the reason for the growing move

to ISO 9000 certification.• iso in Greek means equal, and ISO wanted to

convey the idea of equality

• The International Standards Organization (ISO), in Geneva, Switzerland, was founded in 1946 to develop a common set of standards in manufacturing, trade and communications.

• It is composed of the national standards institutes and organizations of 97 countries worldwide, including the American National Standards Institute (ANSI).

Why is ISO 9000 Important?

• ISO 9000 is important because of its orientation.

• ISO 9000 is important because of its international orientation.

• ISO is also important because of its systemic orientation.

• E.g. ITC Hotel Maurya Sheraton was the first hotel in India to get ISO 14001.

KAI Change

ZEN Good(for the better)

KAIZEN = Continual Improvement

kaizen

KAIZEN Umbrella-Continuous Improvement

• Customer Orientation• 5 S• TQC• Zero Defect• TPM• QC’s• JIT• Quality Improvements

Stages of Total Quality Management

The development of quality management can be defined in four stages (Dale and Plunkett, 1990) :

• (1) Quality inspection stage;• (2) Quality control stage;• (3) Quality assurance stage;• (4) Total quality management stage.

Stages of Total Quality Management

• 1) Quality Inspection stage :Quality management started with simple inspection-based systems. Under such a system, one or more characteristics of a product are examined, measured or tested and compared with specified requirements to assess its conformity

• 2) Quality Control Stage : Under a system of quality control, product testing and documentation control became the ways to ensure greater process control and reduced non-conformance.

• 3) Quality Assurance Stage : In this stage, an organization sets up a system for controlling what is being done and the system is audited to ensure that it is adequate both in design and use.

• 4) Total Quality Management Stage :Total quality management stage is the highest level, involving the application of quality management principles to all aspects of the business. Total quality management requires that the principles of quality management be applied in every branch and at every level in an organization.

Elements for Success

• Management Support• Mission Statement• Proper Planning• Customer and Bottom Line Focus• Measurement• Empowerment• Teamwork/Effective Meetings• Continuous Process Improvement• Dedicated Resources

The Continuous Improvement Process

Measu

rem

entM

easu

rem

ent

Measurement

Empowerment/ Shared Leadership

Process Improvement/

Problem Solving

Team Management

Customer Satisfaction

Business Results

Measurement

7 Tools of Quality Improvement

• Check sheets used to gather information on problem under investigation – where and how much

• Pareto Diagram – the so called 80-20 chart used to identify the “vital few” that cause the most problems – helps to focus the improvement studies

• Histogram – shows stratification in production

• Scatter Diagram – used to identify relationships between variables

• Flow Charts – describes, visually, the process under study. Allows teams to focus on problem areas and structural issues

• Cause-and-effect diagrams – also called fishbone diagrams relates relationships between various factors influencing the problem under study.

• Control Chart – charts of SPC to that assess status of the problem under study

DEMINGS CYCLE

The Deming Cycle or PDCA Cycle

Adopt the change as a permanent modification to the process, or abandon it.

PLAN

CHECK

DOACT

Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

Implement the change on a small scale and measure the effects

Study the results to learn what effect the change

had, if any.

Juran's Trilogy

Quality Planning

Identify the CustomersDetermine the customer’ needsDevelop a processProve process capability

Quality Control

Choose control Subjects (What to Control)Choose Units of measurementsEstablish MeasurementEstablish Standards of performanceMeasure actual performanceInterpret the differenceTake action on the difference

Quality Improvement

Prove need for improvementIdentify specific projects for

ImprovementsOrganize to guide & DiagnosisTo find causesProvide RemediesProve remedies for effective in

operating conditionsControl the gains

TOTAl PRODUCTIVE MAINTENANCE (TPM)

• TPM – Meaning :

TPM is a partnership between the maintenance and production organization to improve product quality, reduce waste, reduce cost, increase equipment availability and improve maintenance state

TYPES OF MAINTENANCE

• Corrective (or) breakdown maintenance

It implies that repairs are made after failure of machine or equipment

• Scheduled (or) Routine maintenance It is a stitch-in-time procedure

aimed to avoiding breakdowns

• Preventive maintenance It is carried out before the failure

arises (or) prior to the equipment actually breakdowns. E.g. Overhauling & Periodic upkeep.

• Predictive maintenance Equipment Condition evaluated

periodically and maintenance carried out.

OBJECTIVES OF TPM

Improve Equipment EffectivenessAchieve Autonomous Plan Maintenance To Train all staff in maintenance skills To Zero Breakdowns

Statistical process control (spc)

•What is a process ????????

Inputs PROCESS Outputs

A process can be described as a transformation of set of inputs into desired outputs.

WHY STATISTICS?THE ROLE OF STATISTICS ………

USLT

LSL

Statistics is the art of collecting, classifying, presenting,

interpreting and analyzing numerical data, as well as making conclusions about the system from

which the data was obtained.

Statistical Process Control (SPC)

• Measures performance of a process• Uses mathematics (i.e., statistics)• Involves collecting, organizing, &

interpreting data • Objective: Regulate product quality• Used to– Control the process as products are

produced– Inspect samples of finished

products

CONTROL CHART

Functions of a Process Control System are :

To signal the presence of assignable causes of variation

To give evidence if a process is operating in a state of statistical control

CONTROL CHART

Time

Varia

ble

Valu

es Upper Control Limit

Central Line

Lower Control Limit

Essential features of a control chart :

Essential features of a control chart

• Show changes in data pattern– e.g., trends

• Make corrections before process is out of control

• Show causes of changes in data– Assignable causes

• Data outside control limits or trend in data

–Natural causes• Random variations around average

Control Chart Types

ControlCharts

RChart

VariablesCharts

AttributesCharts

`XChart

PChart

CChart

FEEDBACK

Comment Card Customer Questionnaire Focus GroupToll-Free Telephone Customer Visit Report card Internet & Computers

Benefits of Feedback

Customer Dissatisfaction Quality Priorities Performance AppraisalCustomer Needs-

Requirements in DesignImprovements in Every StageCustomer Retention

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