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UNIT I: Introduction of Quality Management

Dilip Kumar K Asst Prof - ASBEX

Basics of Quality Management

Quality is the measure of how closely a good or

service conforms to the Specified standard.

Quality standards may be any one or combination

of attributes and variables of the product being

Quality is fitness for use Joseph Juran Quality is conformance to requirement Philip

Quality is a predictable degree of uniformity, at low

Basics of Quality Management

Q= p/e
Where, Q denotes Quality P Performance E- Expectation

If Q is greater than 1.0, then we can assume the

customer has a good perception about the Good or service. The Quality Hierarchy
Prevention Detection TQM Quality Assurance QC Inspection

Total Quality Management

TQM is defined both a philosophy and a set of

guiding principles that represent the foundation of a continuously improving organization. Total Quality Management is an approach that tries to achieve and sustain long term organizational success by encouraging employee feedback and participation, satisfying customer needs and expectations, respecting societal values and beliefs and obeying governmental statutes and regulations.


Product Process

People Leadership

BASIC TENENTS OF TQM The customer makes the ultimate determination of quality. Top mgmt must provide leadership and support for all quality initiatives. Preventing variability is the key to produce high quality. Quality goals are a moving target, thereby requiring

Three Cs of TQM
Tools, techniques and training in their use for

Quality for the customers as a driving force and

central concern
Shared values and beliefs expressed by leaders

that define and support quality.

Objective Principles Elements

Continuous Improvement Customer Focus Process Improvement Total Involvement

TQM Applications to many stages of Industries

Engineering Purchasing Manufacturing Mechanical Shipping Installation

Fundamental Factors affecting Quality (9 Ms)


Management Men Motivation Materials Machines and Mechanization Modern Information Methods Mounting Product Requirements

Traditional Approach Vs TQM

Quality Element
Definition Priorities Decisions Emphasis Errors Responsibility Problem solving Procurement Managers Role

Traditional Approach
Product-oriented Second to service and Cost Short-term Detection Operations Quality control Managers Price Plan, Assign, Control and Enforce

Customer-oriented First among equals of service and cost Long-term Prevention System Everyone Teams Life cycle cost and partnership Delegate, coach, facilitate and mentor

Visionary Leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility

Focus on the future

Managing for Innovation Management by fact Public responsibility Focus of results Systems perspective

the ability to influence a group towards the

achievement of goals
Ambition and energy Desire to lead Honesty and integrity Self-confidence

Job-relevant knowledge

Characteristics of Quality leaders

Continuous evaluate ever-changing

customer/client needs Empower, rather than control sub-ordinates Emphasize improvement rather than maintenance Emphasize prevention Encourage collaboration rather than competition Train and coach rather than direct and supervise Learn from problems Continuously committed to quality Encourage and recognize team effort.

Quality Statements
Core values and concepts provide the unity of

purpose. Vision, Mission and Quality Statement. They are the part of Strategic planning process. Vision Statement: Vision statement is the Vision of the CEO about where the organization should be in the long run. E.g.," PepsiCo's responsibility is to continually improve all aspects of the world in which we operate environment, social, economic - creating a better tomorrow than today. Our vision is put into action through programs and a focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company."

Quality Statements

Statement: The mission statement describes the purpose for which the organization is in business and provides the strategies to achieve this purpose. The mission statement should communicate the guiding principles and values held common by the organization.

E.g., At Microsoft, we work to help people and

businesses throughout the world realize their full potential. This is our mission. Everything we do reflects this mission and the values that make it possible

Quality Statements
Quality Policy: QP should clearly convey the views of the

management on dealing with the customers and achieving customer satisfaction. It is aimed at improving the customers perceptions about the organization and thereby improving the organizations image. E.g., HUL Principles of the Quality Policy Putting the safety of our products and our consumers first. Putting consumers and customers at the heart of our business Quality is a shared responsibility Building and maintaining excellent systems to ensure the quality and safety of our products
We actively promote our Quality Policy and have a quality

assurance organisation in place to ensure consistency and visibility of quality standards, processes and performance

Strategic Quality Planning

Seven basic steps to strategic planning
Customer needs Customer positioning Predict the future

Gap analysis
Closing the Gap Alignment Implementation

Implementation of TQM
To be successful implementing TQM, an

organization must concentrate on the eight key elements

Ethics Integrity

Training Teamwork Leadership Recognition Communication

Key Elements of TQM