Tqm Basics

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What is Quality

FEIGENBAUM (1983) DEFINED QUALITY AS FOLLOWS

Quality is total composite product (goods and services)characteristics, through which the product in use will meet

the needs and expectations of the customers. Concept of quality must start with identification of customer

quality requirements and must end only when the finishedproduct is placed into the hands of the customer who remainssatisfied through various stages of relationship with the seller

American Society of Quality Control (ASQC) and American National Standard Institute (ANSI) defined Quality is totality of features and characteristics of product

(goods and services) that bears on its ability to satisfy givenneeds”



Approaches to define Quality Transcendent Approach

Quality is absolute and universally recognisable. It is common notion used by laymen

There is no subjective judgement and is estimated by lookingat the product. Innate excellence ex. MB AND RR

Product Based Approach Attributes of a particular product in a specific category

Precise and measurable variable These attributes are accepted as bench of quality by the

industry Others in the same industry try to produce close to this

quality. Ex . Ice cream.- Fat content.



Approaches to define Quality User Based Approach

Defined as “Fitness for use”

Viewed from user’s perspective and is dependent on how

well does the product meet needs of the consumer. Also known as Customer Oriented Approach

Production Based Approach An outcome of engineering or operational excellence

and is measured in terms of quality of conformance

The producer has specifications and produces theproduct as per the specifications



Approaches to define Quality Value Based Approach

Quality is viewed in context of price

Quality is satisfactory, if it provides desired performanceat an acceptable price

Customer looks at the total value proposition and notthe price alone

ice

BenefitsValue

Pr



Attributes of Quality Performance

Product’s primary operating characteristics.

Features Augmented product – The “bells & whistles” of the

product . Ex car

Reliability Ability of the product to function at the specified level

of performance Conformance

Degree to which characteristics of the product meet pre-established standards



Attributes of Quality Durability

Length of time a product can be used before itdeteriorates or becomes non functional

Serviceability

Speed, competence & courtesy

Aesthetics

Perceived Quality Look, feel sound, taste, smell

Resulting from advertisement, image, brand name,earlier use, hearsay



Evolution of Quality Management

MassInspection

Quality

Control(AcceptanceSampling)

Quality Assurance

Total Quality Control

Company wide Quality Control



Evolution of Quality Management Mass Inspection

Inspecting

Salvaging

Sorting Grading

Rectifying

Rejecting

Quality Control Quality manuals

Product testing using SQC

Basic quality planning

Quality Assurance Emphasis on prevention

Proactive approach using

SPC Advance quality planning

Total Quality Control All aspects of quality of

inputs

Testing equipments

Control on processes



Evolution of Quality Management Company wide Quality Control

Measured in all functions connected with production such as R&D

Design Engineering

Purchasing,

Operations etc

Total Quality Management Measured in all aspects of business, Top management commitment

Continuous improvement

Involvement & participation of employees









Gurus of TQM

Dr. W E Deming Dr. J M Juran Dr. Philip Crosby



Gurus of TQM

Dr. Kaoru IshikawaDr. Genichi Taguchi Dr. Masaaki Imai



Gurus of TQM

Dr. Shigeo Shingo Dr. Yoshio Kondo Dr .Armand V. Feigenbaum

Dr. James Harrington



W E Deming Reduction in process variability by extensive use of

statistics will lead to improvement in quality andincrease in productivity

Talked about New Climate (organisational culture)

Joy in work

Innovation

Co-operation Win-Win approach

He proposed a 14 point TQM programme



W E Deming 14 Points



W E Deming – PDCA Cycle



Seven Deadly Sins Lack of vision and mission as regards quality & process

improvement

Emphasis on short term profit

Personal performance appraisal systems Mobility of management

Running a company on visible figures alone Customer satisfaction level

Employee morale

Relationship with your vendors

Confidence the market has in your company



Excess non-productive expenditure

Excessive cost of warranty

Seven Deadly Sins



Deming’s Prize Establish in 1950 originally for Japanese companies for

major advances in quality improvement

Deming’s Prize is given under Japanese Union of Scientists & Engineers

These days Deming’s Prize is awarded to non Japanesecompanies and even individuals

2001 – Sundaram Brake Linings, the world’s firstfriction material company to win

2008 – Tata Steel is the first integrated steel plant in Asia to win



Malcolm Baldrige National Quality

Award MBNQA is given by United States National Institute of

Standards and Technology Original stated purpose of the award were

promote quality awareness recognise quality achievements of the US companies publicise successful quality strategies

Current award criteria are stated To help improve organizational performance practices, capabilities

and results

To facilitate communication and sharing of the best practiceinformation among US organizations of all types To serve as a working tool for understanding and managing

performance and for guiding planning and opportunities forlearning



Malcolm Baldrige National Quality

Award The categories are

Leadership

Strategic Planning

Customer & Market Focus

Measurement, Analysis and Knowledge Management

Workforce Focus

Process Management Results



J M Juran Developed the idea of trilogy

Quality Planning

Quality Improvement

Quality Control

Conformance to specifications is necessary but notsufficient requirement of a product.

Fitness for use by the consumer of the targeted marketsegment is an essential requirement in addition toconformance



J M Juran’s Trilogy



Juran’s 10 Points Build awareness of need and opportunities for

improvement

Set goals for improvement

Organise the overall improvement programme Provide the training

solve problems through project methodology

Report progress

Give recognition Communicate results

Keep score

Institutionalise the improvement process



Philip Crosby Do it right the first time Zero Defects Absolutes of QM

Quality is defined as conformance to requirements, not as'goodness' or 'elegance' The system for causing quality is prevention, not appraisal –

Quality is Free The performance standard must be Zero Defects, not "that's

close enough" The measurement of quality is the Price of Non-conformance,

not indices. Cost of quality is only the measure of operational

performance



Crosby 14 points Management commitment Quality improvement team Quality measurement Evaluation of cost of quality Quality awareness Corrective action Establish committee for zero defect planning Supervisor training

Zero Defect Day Goal Setting Error cause removal Recognition



Cost of Quality Prevention Cost

Cost associated with time spend in planning the quality system

Consists of the following

Process control costs

Information systems costs

Training Costs

General Management cost



Cost of Quality Appraisal Costs

Cost incurred on measurement & analysis of data in order todetect & correct problems

Consist of Cost of maintaining, testing & inspection

Process control costs

Internal Failure Cost Incurred due to non-conformance

Include Scrap and rework costs

Cost of corrective action

Downgrading costs



Cost of Quality External Failure Cost

Occur when poor products reach customer

Include

Costs of customer complaints and returns

Product recall costs

Warranty claims costs

Product liability costs



Genichi Taguchi His methodologies held ensure customer satisfaction

Taguchi’s Loss Function

Taguchi Method – Design of Experiments



A quality product is a product that causes a minimalloss (expressed in money!) to society during it's entirelife. The relation between this loss and the technical

characteristics is expressed by the loss function

Taguchi’s Loss Function





Kaoru Ishikawa Simplified statistical techniques for QC

Cause and Effect diagrams (Ishikawa Diagrams or FishBone Diagrams)

Company wide quality control

quality does not only mean the quality of product, butalso of after sales service, quality of management, the

company itself and the human life



Ishikawa Diagram



Ishikawa Diagram Diagrams which show the causes of a certain event

Three sets of causes

6 M’s Machine

Method

Material

Maintenance / Management Man

Mother Nature



Ishikawa Diagram 8 Ps

Price

Promotion

Process

Place(Distribution)

Plant

Policies Procedures

Product (or Service)

4 Ss

Surroundings

Suppliers

Systems

Skills



Masaaki Imai Introduced the concept of Kaizen or continuous

improvement



Shigeo Shingo “Fool-Proofing” or “Poke- Yoke”

Source Inspection systems

No statistical sampling is necessary Zero defects through good engineering and process

investigation rather than slogans and exhortations



Yoshio Kondo Emphasised inter-relationship between quality and

people

Creativity – joy of thinking

Physical activity – joy of working

Sociality – joy of sharing pleasure and pain withcolleagues



Toyota Production System



Toyota Production System Long – Term Philosophy

Base your Management Decisions on a Long-TermPhilosophy, even at the Expense of Short-TermFinancial Goals



14 Principles of TPS The Right Process Will Produce the Right Results

Create Continuous Process Flow to Bring Problems to the Surface

Use “Pull” Systems to avoid Over Production

Level out the Work Load (Heijunka)

Build a Culture of Stopping to Fix Problems, to get Quality Right the First Time

Standardised Tasks are the foundation for Continuous Improvement and EmployeeEmpowerment

Use Visual Control so no Problems are Hidden

Use Only Reliable, Thoroughly Tested Technology that Serves your People and Processes



Continue …….

14 Principles of TPS Add Value to the Organisation by Developing Your People

and Partners

Grow Leaders who thoroughly understand the Work, Livethe Philosophy and Teach it to Others

Develop Exceptional People and Teams who follow yourCompany’s Philosophy

Respect your Extended Network of Partners and Suppliersby Challenging them and Helping them Improve



14 Principles of TPS

Continuously Solving Root Problems Drives OrganisationalLearning

Go and See for Yourself to thoroughly Understand theSituation

Make Decisions Slowly by Consensus, thoroughly Considering all Options, Implement Decisions Rapidly

Become a Learning Organisation through RelentlessReflection (Hansei) and Continuous Improvement(Kaizen)

“4 P” Model of the Toyota Way



Philosophy

(Long-term Thinking)

People andPartners

(Respect, Challenge

and Grow Them)

Process

(Eliminate Waste)

Problem

Solving(Continuous

Improvement

& Learning)

•Continual organizational learning through Kaizen

•Go see for yourself to thoroughly understand the

situation (Genchi Genbutsu )

•Make decisions slowly by consensus, thoroughly

considering all options; implement rapidly

•Grow leaders who live the philosophy

•Respect, develop, and challenge yourpeople and teams

•Respect, challenge, and help your suppliers

•Create process “flow” to surface problems

•Use pull systems to avoid overproduction

•Level out the workload (Heijunka)•Stop when there is a quality problem (Jidoka)

•Standardize tasks for continuous improvement•Use visual control so no problems are hidden

•Use only reliable, thoroughly tested technology

•Base management decisions on along-term philosophy, even at the

expense of short-term financial goals

4 P Model of the Toyota Way




Philosophy


People andPartners

(Respect, Challenge

and Grow Them)

Process

(Eliminate Waste)

Problem

Solving(Continuous

Improvement

& Learning)







•Respect, develop, and challenge yourpeople and teams









Where Most

“Lean” Companies

are





Philosophy


People andPartners

(Respect, Challenge

and Grow Them)

Process

(Eliminate Waste)

Problem

Solving(Continuous

Improvement

& Learning)







•Respect, develop, and challenge your

people and teams









Toyota’s

Terms


Toyota Production System House



Leveled Production (Heijunka)

Stable and Standardized Processes

Visual Management

Toyota Way Philosophy

Just-in-TimeRight Part, Right

Amount, Right Time

• Take Time Planning

• Continuous Flow• Pull System

• Quick Changeover

• Integrated Logistics

Jidoka(In-station Quality)

Make Problems

Visible

• Automatic Stops• Andon

• Person – Machine

Separation

• Error Proofing

• In-station Quality

Control

• Solve Root Cause of

Problems (5 Why’s)

Best Quality – Lowest Cost – Shortest Lead Time –

Best Safety – High Morale Through shortening the production flow by eliminating waste

People & Teamwork• Selection

• Common Goals

• Ringi Decision Making

• Cross – Trained

Waste Reduction• Genchi Genbutsu

• 5 Why’s

• Eyes for Waste

• Problem Solving

Continuous Improvement

Toyota Production System House

em ng s yc e



Check

Check

Check

Check

Plan

Plan

Plan

Plan

Act Act Act Act Do Do Do Do

Across Companies

Company

Group

Project

em ng s yc e

Creating Flow



Evaluate

Results

(Check)

Surface

Problems

(Plan)

Counter

Measures

(Do)

Eliminate

Waste

Create

Flow(Act)

Creating Flow

Three Ms



MudaWaste

Muri

Overburden

Mura

Unevenness

Three Ms

Toyota’s Leader View



PEOPLE

Long – term Asset – > Learned Skills

Machinery Depreciates -> Loses Value

People Appreciates -> Continue to Grow

PHILOSOPHICAL

Technical• Stability

• JIT

• Jidoke

• Kaizen• Heijunka

Management

• True North• Tools to Focus

Management Attention

• Go and See

• Problem – Solving• Presentation Skills• Project Management

• Supportive Culture

Philosophy / Basic Thinking• Customer First• People are most Important Asset

• Kaizen

• Go and See -> Focus on Floor• Give feedback to Team Members and Earn Respect

• Efficiency Thinking

• True (vs. apparent) Condition

• Total (vs. Individual) Team Involvement

Toyota s Leader View

Supply Chain Need Hierarchy



Learning

Enterprise

Enabling Systems

Clear Expectations

Stable, Reliable Processes

Fair and Honorable Business Relations

Next Level of

Improvement

Stability

Supply Chain Need Hierarchy



Myth vs RealityMyth

What TPS is Not

A Tangible recipe for Success

A Management Project orProgram

A set of Tools forImplementation

A system for Production Flooronly

Implementable in a Short or Mid-term Period

Reality

What TPS Is A Consistent way of Thinking

A Total Management Philosophy

Focus on Total Customer Satisfaction

An Environment of Teamwork and Improvement

A Never-ending Search for a Better Way

Quality Built in Process

Organised, Disciplined Workplace

Evolutionary



Motivational Theories & TPS





5 S Seiri – Sorting

Seiton – Straighten or Set in order

Seiso – Sweeping, shining or cleaniness

Seikestu – Standardising

Shitsuke – Sustaining the discpline

5 S’



SortClear out rarely used

Items by Red Tagging

Straighten

Organise and Label aPlace for Everything

Shine

Clean ItStandardise

Create Rules to Sustain

the first 3 5’S

SustainUse Regular Management

Audits to Stay Disciplined Eliminate

Waste

5 S’s

Waste in a Value System



Time

Casting

Transportation

StagingSetup

Machining

Inspection

Assembly

Staging

Raw

MaterialTime Finished

Parts

Value – Added Time

Non-Value-Added

Time (Waste)

• Value-added Time is only a Small Percentageof the Total Time

• Traditional Cost Savings focuses only on

Value-adding Items

• Lean Thinking Focuses on the Value Stream

to Eliminate Non-Value-Adding Items

Waste in a Value System

Waste in a Truck Assembly Line



aste a uc sse b y e

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Tqm Basics