Quality Contol

1 Introduction to Total Quality Management
Powerpoint Templates
Contents
Introduction Total Quality Management [TQM] Basic Concepts of TQM Dimensions of Product Quality Dimensions of Service Quality Dimensions of Product Quality v/s. Service Quality Costs of Quality Quality Control Quality Assurance Quality Circles
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Quality Gurus Walter Shewhart William Deming Joseph Juran Quality Tools Evolution of TQM Principles of TQM Benefits of TQM
Armand Feigenbaum Philip Crosby Kaoru Ishikawa
Introduction
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Late 40s, period post WWII, Japan was being controlled by Americans Japanese economy in shambles At that point in time, Toyota was a fledgling in the automobile industry dominated by Big 3 US companies viz Ford, General Motors & Chrysler In the board room of Toyota Motor Company in Japan, a board meeting was in progress subject of discussion How to survive & grow in the adverse conditions Powerpoint Templates that prevailed & eventually become world leaders
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Board members took courageous decisions that had far reaching consequences Decided to review everything that they were doing by asking fundamental questions & implementing emerging answers It took a lot of courage to implement what they believed in & after a decade started reaping fruits of their efforts By 1992 accomplished their dream of becoming the Powerpoint the world largest car manufacturer inTemplates
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Japanese companies began to report success after success, often outstripping American companies American teams began visiting Japan to try & understand their practices Americans attributed success of Japanese companies to the singularly different Japanese culture Gradually Americans began to realize that Japanese practices could be transcend cultural borders and could be implemented anywhere Americans began adopting Japanese practices and Powerpoint Templates TQM was born
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The phrase "total quality management" is believed to have been coined by the Department of American Navy when they adapted the Deming principles to their quality management program TQM also owes its origin to Dr. Armand Feigenbaum and his book 'Total Quality Control' As western understanding of Japanese practices grew, TQM underwent many revisions TQM continues to be an evolving art & science
Total Quality Management [TQM] DEFINITION

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Total quality Management is defined as an integrated approach in delighting the customer (both internal & external) by meeting their expectations on a continuous basis, through involvement of everyone in the organization, working towards continuous improvement along with proper problem solving methodology TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer Powerpoint Templates needs and other organizational objectives
Basic Concepts of TQM

CUSTOMER Refers to all those to whom product or service or information is supplied Customers maybe external or internal External Customers Ultimate buyers & users of products and services, stockists, retailers and transporters Internal Customers Departments with the company e.g. Production dept. is customer of Purchase dept. Sales dept. is customer of dispatch dept. Pleasing internal customer is fundamental to pleasing external Powerpoint Templates customers
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CUSTOMER DELIGHT A quality product or service meets or exceeds customer expectations
The customer is delighted rather than merely satisfied

QUALITY Following 3 definitions bring out the meaning of quality QUALITY IS FITNESS FOR USE Definition put forth by Juran Represents customers view point Important as customer is the ultimate user of products & services Customers are usually multiple and put products or services to multiple uses, not intended by Powerpoint Templates manufacturer
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QUALITY IS ESTABLISHING STANDARDS & SPECIFICATIONS
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If fitness of use has to be incorporated, standard and specifications for products & services have to be laid down Various bureaus that establish a list of standards, specification & tolerances to facilitate manufacture of products of good quality BIS - Bureau of Indian Standards earlier ISI USP - United States Pharmacopoeia JIS Japanese Industrial Standards ISO International Standards Organization

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QUALITY IS CONFORMING TO STANDARDS Standards are meaningless unless they are conformed to Few tools that focus on quality management, assurance and control techniques Statistical Process Control Poka Yoke (Mistake Proofing)
Dimensions of Product Quality 1. PERFORMANCE

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? Does the product or service do what it is supposed to do,

Refers to the primary operating characteristics of a product e.g. For an automobile these characteristics would be acceleration, handling, cruising speed etc For a television it would include sound, picture quality etc Performance is often a source of contention between customers and suppliers, particularly when deliverables Powerpoint Templates are not adequately defined within specifications
... Dimensions of Product Quality

2. FEATURES
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? Does the product or service possess any

supplementary features Are the 'bells & whistles' of products whistles Those secondary characteristics that supplement the basic functioning of the product e.g. For an automobile power steering, power windows
Powerpoint Templates For a television automatic tuners
... Dimensions of Product Quality 3. RELIABILITY specifications

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? Will the product consistently perform within

Reflects the ability of a product to perform without failure within a specified period of time A product specification may define parameters for up-time, product life, or acceptable failure rates

4. CONFORMANCE
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? Does the product or service conform to the

specification Degree to which product design and operating characteristics match pre-established standards 5. DURABILITY
? How long will the product perform or last, and

under what conditions Measure of product life The period of use before the product fails Durability is closely related to warranty

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6. SERVICEABILITY
? Is the product relatively easy to maintain &

repair Speed, efficiency & competency of repair Consumers are concerned not only about a product breaking down but also the elapsed time before product is functional again or service is restored
... Dimensions of Product Quality 7. AESTHETICS look

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? Does the product have a visually appealing

Deals with how a product looks, feels, sounds, tastes or smells Subjective & a matter of personal judgment, personal tastes & preferences The aesthetic properties of a product contribute to a companys or brands identity

8. PERCEPTION Perception is subjective Because consumers do not always possess complete information about product attributes, they frequently rely on indirect measures when comparing brands which influence customer perception The product or service may possess adequate or even superior dimensions of quality, but still fall victim to negative customer or public perceptions e.g A high quality product maybe perceived as being low quality based on poor service by installation or field technicians If the product is not installed or maintained properly, and fails as a result, the failure is often associated with the products quality Powerpoint Templates rather than the quality of service
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Dimensions of Service Quality 1. TANGIBLES

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Refers to the appearance of the physical surroundings and facilities, equipment, personnel and the way of communication The tangible dimension is about creating first hand impressions A company should want all their customers to get a unique positive and never forgetting first hand impression, this would make them more likely to Powerpoint Templates future return in the
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Refers to how the company are performing and completing their promised service, quality and accuracy within the given set requirements between the company and the customer Reliability is just as important as a good first hand impression, because every customer wants to know if their supplier is reliable and can fulfill the set requirements with Powerpoint Templates satisfaction
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3. RESPONSIVENESS Refers to the willingness of the company to help its customers in providing them with a good quality and fast service This is also a very important dimension, because every customer feels more valued if they get the best possible response

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4. ASSURANCE Refers to the company's employees Are the employees skilled workers which are able to gain the trust and confidence of the customers? If the customers are not comfortable with the employees, there are a rather large chance that the customers will not return to Powerpoint Templates do further business with the company

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5. EMPATHY Refers to how the company cares and gives individualized attention to their customers, to make the customers feeling extra valued and special The 5th dimension is actually combining the 2nd, 3rd and 4th dimension to a higher level If the customers feel they get individualized and quality attention there is a very big Powerpoint chance that they willTemplates again return
Dimensions of Product Quality v/s. Service Quality 26

Product Quality
Conformance to specifications Performance Reliability Features Durability Serviceability
Service Quality Tangible factors Consistency Responsiveness to customer needs Courtesy / friendliness Timeliness / promptness Atmosphere
Costs of Quality
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The concept of costs of quality emerged in the 1950s Quality affects all aspects of the organization and has dramatic cost implications The most obvious consequence occurs when poor quality creates dissatisfied customers and eventually leads to loss of business However, quality has many costs, which can be organized into four major categories Prevention cost Appraisal cost Internal Failure Costs External Failure Costs
... Costs of Quality

1. PREVENTION COST Costs incurred in the process of preventing poor quality from occurring Includes Quality planning costs, such as the costs of developing and implementing a quality plan The costs of product and process design, from collecting customer information to designing processes that achieve conformance to specifications Employee training in quality measurement The costs of maintaining records of information and Powerpoint Templates data related to quality
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2. APPRAISAL COST Costs incurred in the process of uncovering defects Includes Cost of quality inspections, product testing and performing audits to make sure that quality standards are being met. Costs of worker time spent measuring quality and the cost of equipment used for quality appraisal

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3. INTERNAL COST Costs incurred in discovering poor product quality before the product reaches the customer site Includes Cost of rework viz cost of correcting the defective item If product is defective and cannot be reworked and must be thrown away. This is called scrap

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4. EXTERNAL COST Costs of failure at customer site Includes Cost of customer complaints, product returns, product repairs, and product recalls Cost of canceled orders Warranty Claims including the cost of repair or replacement, as well as associated administrative costs Product Liability Costs, resulting from legal actions Powerpoint Templates and settlements

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Quality Control [QC]

DEFINITION ISO 9000 Definition The operational techniques and activities that are used to fulfill requirements for quality QC is a system comprising of routine technical processes or activities, that measure and control the quality of the product or service delivered It is also known as the branch of engineering and manufacturing processes, dealing with quality and failure testing of the products and services being delivered to the customer Powerpoint Templates
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... Quality Control [QC]

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The aim of QC is to provide the best quality of products and services to the customer, thereby meeting or even exceeding the customer service requirements A QC system is designed for the following: To provide regular check so as to ensure the product meets standards & specifications To detect errors and to address them To document & record all the quality control Powerpoint Templates processes
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QC teams aim to identify reasons for the product or service's inability to meet the required standards When a problem is spotted, further production of products or the delivery of service is brought to a halt, until the problem is rectified Production or service delivery resumes only after the problem has been rectified Generally, the QC team's job is confined to measuring the quality level. The reasons behind the drop in quality are found, and their rectification is done by other teams QC is not only confined to processes, products and services, but also includes people. The efficiency of employees in a company is also monitored, as inefficient, incompetent employees can affect Powerpoint Templates the quality
Quality Assurance [QA]

DEFINITION ISO 9000 Definition All those planned and systematic activities implemented to provide adequate confidence, that an entity will fulfill requirements for quality The process of validating whether the products or services match up or exceed the customer expectations Aim of QA is to use a planned & systematic production process, such that, a confidence regarding the suitability of the product is created Powerpoint Templates
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... Quality Assurance [QA]

The two principles adopted by QA are:
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The product or service should be suitable and fit for the intended purpose The processes used should be such, that they eliminate the errors and the shortcomings, the first time itself. This means, that one has to come up with the right product, the first time itself The regulation of raw material quality, products, components, assemblies and services related to various functions, such as production, inspection, Powerpoint Templates management, etc come under QA
... Quality Assurance [QA]

38 To deliver quality that meets or exceeds the customer expectations, it is important to know what is the quality expected by the final customer
The first step in QA is establishing objectives and designing the processes required to deliver the required end results The next step is implementation of the designed processes, after which, the monitoring and evaluation of the results is carried out If the results fail to meet the predetermined objectives, necessary actions have to be taken These QA steps, when repeated throughout the life cycle Powerpoint Templates of a product or service, result in improved efficiency
QC v/s. QA
Typical QC steps
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Typical QA steps
QC v/s. QA
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Quality Control [QC] Product oriented Works at finding defects Reactive Involves problem identification, problem analysis, problem correction and feedback Quality Assurance [QA] Process oriented Works at preventing defects Proactive
Involves data collection, problem trend analysis, process identification, process analysis and process improvement
Ensures that the processes Evaluates whether or not being implemented, meet the the final result is Powerpoint Templates predetermined objectives satisfactory
Quality Circles
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1962, first quality circle was launched in Japan under the leadership of Prof. Ishikawa Concept soon spread all over Japan& became a movement, which now has more than 10 million workers involved in Quality Circles. Now over 40 countries are using Quality circles In India some of the organizations which have introduced Quality Circles are BHEL, TVS, TELCO, L&T, State Bank of India, Bank of Baroda Powerpoint Templates etc
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A quality circle is a small group of employees doing similar or related work who meet regularly to identify, analyze, and solve product-quality and production problems and to improve general operations A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs
Although most commonly found in manufacturing environments, quality circles are applicable to a wide variety of businessPowerpoint Templates problems situations and
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The circle is a relatively autonomous unit of around 4-15 members (ideally about 8 members), usually led by a supervisor or a senior worker and organized as a work unit
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Employees who participate in quality circles usually receive training in formal problem-solving methods such as brainstorming, pareto analysis, and causeand-effect diagramsand then are encouraged to apply these methods to either specific or general company problems After completing an analysis, they often present their findings to management and then handle implementation of approved solutions
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CHARACTERISTICS Volunteers Set rules and priorities Decisions made by consensus Use of organized approaches to problem-solving All members of a Circle need to receive training Members need to be empowered Members need to have the support of Senior Powerpoint Templates Management
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ADVANTAGES Increase productivity Improve quality Boost employee morale DISADVANTAGES / PROBLEMS Inadequate training Unsure of purpose Not truly voluntary Lack of management interest Quality Circles are not really empowered to make Powerpoint Templates decisions
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Quality Tools
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Quality Circles use certain basic tools to identify, analyze & resolve problems The Seven tools of Quality Control are
Check Sheet Flowcharts Pareto Analysis
Histograms Control Charts
Cause-and-Effect Diagrams Scatter Diagrams
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Check Sheet
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AKA Checklist Is a data recording tool Common defects and the number of observed occurrences of these defects are recorded It is a simple yet effective fact-finding tool that allows the worker to collect specific information regarding the defects observed From the check sheets, data can be loaded into excel spreadsheets Powerpoint Templates
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... Check Sheet

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e.g.
Check sheet above shows four defects & the number of times they have been observed It is clear that the biggest problem is ripped material This means that the plant needs to focus on this specific problem for example, by going to the source of supply or seeing whether the material rips during a particular Powerpoint Templates production process
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... Check Sheet

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A checklist can also be used to focus on other dimensions, such as location or time e.g.
If a defect is being observed frequently, a checklist can be developed that measures the number of occurrences per shift, per machine, or per operator Thus the location of the particular defect can be isolated Thereafter focus shifts to correcting the Powerpoint Templates problem
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... Check Sheet

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Uses of check sheets Used for recording & keeping track of defects Provides frequency of quality problems Limitations Shows where problems have occurred but does not show the causes of the problems Hence check sheets should be used as forerunner for problem identification & problem analysis Powerpoint Templates
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Flowcharts
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A flowchart is a schematic diagram of the sequence of steps involved in an operation or process i.e., actions which transform an input to an output for the next step Its a visual tool that is easy to use and understand By seeing the steps involved in an operation or process, everyone develops a clear picture of how the operation works and where problems could arise
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... Flowcharts
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In making a flow chart, the process owner often finds the actual process to be quite different than it was thought to be Often, non-value-added steps become obvious and eliminating these provides an easy way to improve the process When the process flow is satisfactory, each step becomes a potential target for improvement
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... Flowcharts
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... Flowcharts
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Uses of flowcharts Provides a pictorial representation of steps in a process Analyzing a flowchart helps identify areas for improvement Problem Areas A potential problem area in flow charting is the use of assumed or desired steps rather than actual process steps in making the chart
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Cause-and-Effect Diagram
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AKA Fish-bone Diagram / Ishikawa Diagram Developed by Dr. Kaoru Ishikawa of Japan Is an investigative tool that helps identify potential causes for particular quality problems They are also called fish bone diagrams because they look like the bones of a fish
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General Cause-and-Effect Diagram
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58 The head of the fish is the quality problem, such as damaged zippers on a garment or broken valves on a tyre The spine of the fish connects the head to the possible cause of the problem These causes could be related to the machines, workers, measurement, suppliers, materials, and many other aspects of the production process Each of these possible causes can then have smaller bones that address specific issues that relate to each cause e.g. A problem with machines could be due to a need for adjustment, old equipment, or tooling problems A problem with workers could be related to lack of training, Powerpoint Templates poor supervision, or fatigue
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Uses of Cause-and-effect diagram Problem-solving tools commonly used by quality control teams Allow user to show all possible causes to a problem Then the the most likely cause of the problem can be identified Are typically constructed through brain-storming techniques, hence are often drafted by hand on paper Two software packages capable of drawing CausePowerpoint Templates and-effect diagrams AutoCAD & CADKEY
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Pareto Charts
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Tool is based on Italian economist Vilfredo Pareto's rule of 80-20 viz Vital few & trivial many The 80-20 rule applied to quality Approximately 80% of the problems are created by approximately 20% of the causes Pareto Chart is a graphical representation of the most frequent causes of a specific problem Chart helps identify areas for putting maximum Powerpoint Templates effort for correcting, for getting best results
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Constructing a Pareto Chart
Information must be selected based on types or classifications of defects that occur as a result of a process The data must be collected and classified into categories Then a histogram or frequency chart is constructed showing the number of occurrences in descending order Thereafter focus shifts to correcting problem Powerpoint Templates with maximum occurrences
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... Pareto Charts

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Constructing a Pareto Chart
Information must be selected based on types or classifications of defects that occur as a result of a process The data must be collected and classified into categories Then a histogram or frequency chart is constructed showing the number of occurrences in descending order Thereafter focus shifts to correcting problem Powerpoint Templates with maximum occurrences
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Scatter Diagram
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AKA scatter plot, X-Y graph A scatter diagram is a tool for analyzing relationships between two variables One variable is plotted on the horizontal axis and the other is plotted on the vertical axis The pattern of their intersecting points can graphically show relationship patterns Most often a scatter diagram is used to prove Powerpoint Templates or disprove cause-and-effect relationships
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... Scatter Diagram
69 When to use: Use a scatter diagram to examine theories about cause-and-effect relationships & to search for root causes of an identified problem Use a scatter diagram to design a control system to ensure that gains from quality improvement efforts are maintained How to use: Collect data Gather 50 to 100 paired samples of data that show a possible relationship Draw roughly equal horizontal and vertical axes of the diagram, creating a square plotting area Label the axes in convenient multiples (1, 2, 5, etc.) increasing on the horizontal axes from left to right and on the vertical axis from bottom to top Plot the data on the chart, using concentric circles to indicate repeated data points Powerpoint Templates Title and label the diagram
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... Scatter Diagram

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Interpret the data Scatter diagrams will generally show one of six possible correlations between the variables: Strong Positive Correlation The value of Y clearly increases as the value of X increases Strong Negative Correlation The value of Y clearly decreases as the value of X increases Weak Positive Correlation The value of Y increases slightly as the value of X increases Weak Negative Correlation The value of Y decreases slightly as the value of X increases No Correlation There is no demonstrated connection Powerpoint Templates between the two variables
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Control Chart
72 AKA Statistical process control A means of monitoring a process according to tolerance limits and is a visual means of representing whether a process is within statistical limits The chart allows the user to track the normal variations that indicate a process is in control and to determine when it goes out of control The charts are made by plotting in sequence the measured values of samples taken from a process e.g the number of defects in a sample of a product, the miles per gallon of automobiles tested sequentially in a model year, etc. These measurements are expected to vary randomly Powerpoint Templates about some mean with a known variance
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From the mean and variance, control limits can be established
Control limits are values that sample measurements are not expected to exceed unless some special cause changes the process A sample measurement outside the control limits therefore indicates that the process is no longer stable, and is usually reason for corrective action Other causes for corrective action are non-random behavior of the measurements within the control limits. Control limits are established by statistical methods depending on whether the measurements are of a Powerpoint Templates parameter, attribute or rate
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Histogram
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Are a graphical representation of the distribution of data by category It is a more effective way of displaying data than a table of figures because it gives a visual indication of relationships When to use it: Use a histogram to observe whether data falls into a specific pattern The histogram will indicate the extent of Powerpoint Templates variation outline
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Histogram
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e.g. A histogram maybe used to observe the number of defective pieces manufactured in a month. A succession of histograms can be used for comparison
Quality Gurus
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Walter A. Shewhart Contributed to understanding of process variability Developed concept of statistical control charts William E. Deming Stressed managements responsibility for quality Developed 14 Points to guide companies in quality improvement Joseph M. Juran Defined quality as fitness for use. Developed concept of cost of quality Armand V. Feigenbaum Introduced concept of total quality control Philip B. Crosby Coined phrase quality is free Introduced concept of zero defects Kaoru Ishikawa Powerpoint Templates Developed cause-and-effect diagrams
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Walter A. Shewhart
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WALTER A. SHEWHART (1891 1967)

Awarded doctorate in physics from the University of California, Berkeley in 1917 Worked as statistician at Bell Labs during the 1920s and 1930s
Studied randomness and recognized that variability existed in all manufacturing processes Developed quality control charts that are used to identify whether the variability in the process is random or due to an assignable cause, such as Powerpoint Templates poor workers or mis-calibrated machinery
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... Walter A. Shewhart

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Stressed that eliminating variability improves quality His work created the foundation for todays statistical process control Developed the Plan-Do-Check-Act (PDCA) cycle He is often referred to as the grandfather of quality control
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William E. Deming
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WILLIAM E. DEMING (1900 1993) Often referred to as the father of quality control In the 1940s was a professor of statistics professor at New York University After World War II he assisted many Japanese companies in improving quality Made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage
The Japanese regarded him so highly that in 1951 they established the Deming Prize, an annual award given to firms that demonstrate Powerpoint Templates outstanding quality
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... William E. Deming

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SIGNIFICANT CONTRIBUTIONS Historically, poor quality was blamed on workers on their lack of productivity, laziness, or carelessness However, Deming pointed out that only 15% of quality problems are actually due to worker error The remaining 85% are caused by processes and systems, including poor management Deming said that it is up to management to correct system problems and create an environment that promotes quality and enables workers to achieve their full potential
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82 Popularized the Plan-Do-Check-Act (PDCA) cycle which also came to be known as Deming's Wheel Deming outlined his philosophy on quality in his famous 14 Points presented in his book Out of the Crisis in 1982 These principles Are founded on the idea that upper management must develop a commitment to quality and provide a system to support this commitment that involves all employees & suppliers Help guide companies in achieving quality improvement Stress that quality improvements cannot happen without organizational change that Templatesfrom upper Powerpoint comes management
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DEMING'S 14 POINTS OF MANAGEMENT

1. Create constancy of purpose for improvement of product & service
Companies should think hard about the future, developing both a plan & method to stay in business Innovation Putting resources into research & development Continuous improvement of product & services Invest in maintenance of equipment, furniture & Powerpoint Templates fixtures
Establishing Constancy of purpose implies

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.... William E. Deming

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... DEMING'S 14 POINTS OF MANAGEMENT
2. Adopt the new philosophy
Companies can no longer live with commonly accepted levels of delays, mistakes, defective workmanship Require, instead, statistical evidence that quality is built in
3. Cease dependence on mass inspection
4. End the practice of running the business on price alone Powerpoint Templates
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5. Improve constantly and forever the system of production and service Improvement is not a one-time process To ensure whether a firm is improving or not ask the following questions ? Is the firm doing better than a year ago ? Is marketing more effective ? Has customer satisfaction increased performance ? Has pride & Powerpoint Templates of employees improved
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6. Institute training & retraining Employees should be trained in different skill sets for different jobs 7. Institute Leadership Leadership is management's job Leadership must help people do their jobs better Leadership must take responsibility for their Powerpoint Templates success & failure
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... DEMING'S 14 POINTS OF MANAGEMENT 8. Drive out fear
Employees are usually afraid of

Losing their raises & promotions New assignments Superior's threats Admitting mistakes etc
Management must provide an atmosphere wherein employees feel secure so that they come up with innovative ideas, suggestions & Powerpoint Templates improvements over the existing system
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9. Break down barriers between departments
Employees work in the system created b y the management
It is the management's job to help different departments work together as teams 10. Eliminate slogans, exhortations, and targets for the workforce

Majority of causes for low quality & productivity lie with the system & are beyond the control of the work force Hence exhortations such as asking for zero defects and new levels of productivity create adversarial relationships Eliminate slogan as goals without methods for achieving Powerpoint Templates them are useless
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11. Eliminate numerical quotas Eliminate numerical quotas for production Instead learn and institute methods for improvement Eliminate management by objectives (MBO) Instead, learn the capabilities of processes, and how to improve them
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... DEMING'S 14 POINTS OF MANAGEMENT 12. Remove barriers to pride of Workmanship
Remove barriers that rob the hourly paid worker of his right to pride in workmanship The responsibility of supervisors must be changed from sheer numbers to quality Remove barriers that rob people in management and engineering of their right to pride in workmanship This means, abolishment of the annual or merit Powerpoint Templates rating and management by objective
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13. Institute a vigorous program of education and self-improvement It is not enough to have good people in the organization They must continually acquire new knowledge & skills Education & retraining is akin to an investment in people, required for long term planning Powerpoint Templates
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14. Take action to accomplish transformation Put everybody in the company to work to accomplish the transformation The transformation is everybody's job Top management's permanent commitment to ever-improving quality and productivity must be clearly defined and a management structure created that will continuously take action to follow the preceding 13 points Powerpoint Templates
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Step 1: PLAN for changes to bring about improvement Customer / supplier mapping Flowcharting Pareto Analysis Brainstorming Nominal group techniques Solution / fault tree Cause / effect diagrams
PDCA Cycle
Step 4: ACT to get the greatest benefit from change Process mapping Process standardization Reference information Formal training for standard processes
Step 3: CHECK to see if changes are working Dated check sheets Control charts Graphical analysis
Step 2: DO changes on a small scale trial basis Small group leadership skills Experimental design Powerpoint Templates Conflict resolution On-job training
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... PDCA Cycle
Dr. Walter Shewhart developed the Plan-DoCheck-Act (PDCA) cycle AKA known as Plan-Do-Study-Act (PDSA) Cycle Popularized by Dr. Deming which led to it being referred to as the Deming Cycle Describes the activities a company needs to perform in order to incorporate continuous improvement in its operation Powerpoint Templates
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STEPS IN THE PDCA CYCLE 1. PLAN Managers must evaluate the current process and make plans based on any problems they find They need to document all current procedures, collect data, and identify problems This information should then be studied and used to develop a plan for improvement as well Powerpoint Templates as specific measures to evaluate performance
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... STEPS IN THE PDCA CYCLE 2. DO Involves implementing the plan (do) During the implementation process managers should document all changes made and collect data for evaluation
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... STEPS IN THE PDCA CYCLE 3. CHECK Involves studying the data collected in the previous phase The data are evaluated to see whether the plan is achieving the goals established in the plan phase
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... STEPS IN THE PDCA CYCLE 4. ACT Involves acting on the basis of the results of the first three phases The best way to accomplish this is to communicate the results to other members in the company and then implement the new procedure if it has been successful
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... PDCA Cycle PDCA is a cycle; the next step is to plan again After reaching the act phase, the cycle repeats again
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Joseph M. Juran
JOSEPH M. JURAN (1904 - 2008) 1920 graduated from University of Minnesota with a degree in Electrical Engineering Industrial career began at Western Electric in the inspection department 1937 head of the Industrial Engineering Dept. Wrote the standard reference work on quality control, the Quality Control Handbook, first published in 1951 & now in its 4th edition Powerpoint Templates
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... Joseph M. Juran

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1954 went to Japan to work with manufacturers and teach classes on quality During his 1966 visit to Japan, Juran learned about the Japanese concept of Quality Circles which he enthusiastically evangelized in the West Emperor Hirohito awarded him Japan's highest award that can be given to a non-Japanese, the Order of the Sacred Treasure It was bestowed in recognition of his contribution to "the development of quality control in Japan and the Powerpoint Templates facilitation of U.S. and Japanese friendship
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... Joseph M. Juran

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Though his philosophy is similar to Demings, there are some differences Whereas Deming stressed the need for an organizational transformation, Juran believes transformation that implementing quality initiatives should not require such a dramatic change and that quality management should be embedded in the organization
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... Joseph M. Juran

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SIGNIFICANT CONTRIBUTIONS Defined quality as fitness for use rather than simply conformance to specifications Developed the concept of cost of quality, which allows us to measure quality in dollar terms rather than on the basis of subjective evaluations Formulated the idea of the quality trilogy: quality planning, quality control, and quality improvement Together with Deming, Juran stressed that to implement continuous improvement workers need to Powerpoint Templates have training in proper methods on a regular basis
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... Joseph M. Juran

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Armand V. Feigenbaum
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ARMAND V. FEIGENBAUM (1922)

American quality control expert & businessman Master's degree and Ph.D. from MIT 1958-1968 worked as Director of Manufacturing Operations at General Electric 1961-1963 served as President of the American Society for Quality Is now President and CEO of General Systems Company of Pittsfield, Massachusetts, an engineering Powerpoint Templates firm that designs and installs operational systems
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... Armand V. Feigenbaum

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SIGNIFICANT CONTRIBUTIONS Introduced the concept of total quality control Presented the concept of TQM in his book 'Total Quality Control' Promoted the idea of a work environment where quality developments are integrated throughout the entire organization, where management and employees have a total commitment to improve quality, and people learn from each others successes This philosophy was adapted by the Japanese and Powerpoint Templates termed company-wide quality control
... Quality Gurus
Philip B. Crosby
108 PHILIP B. CROSBY (1926 - 2001) 1952 started working for the Crosley Corporation, as a junior electronic test technician Asked to join the American Society for Quality Control, the Richmond section, where his early concepts concerning "quality" began to form 1955 worked for Bendix Corporation as a reliability technician Bendix & the U.S. Navy were developing and testing the TALOS missile & as a quality engineer Crosby was Powerpoint Templates to investigate defects found by the testers & inspectors
... Quality Gurus
... Philip B. Crosby

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1964, he received the Distinguished Civilian Service Medal from the Dept. of the Army, to recognize his development of the concept of Zero Defects 1965, joined ITT as Corporate V. P. of Quality 1979, he established his own consulting firm He has written 13 books some of which are Quality is Free, Quality Without Tears, Running Things, The Eternally Successful Organization and Leading: The Art of Becoming An Executive, Zero Defects His first book, Quality is Free has been credited with Powerpoint Templates beginning the quality revolution in the US and Europe
... Quality Gurus

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SIGNIFICANT CONTRIBUTIONS Created the zero defects concept of quality defects management arguing that no amount of defects should be considered acceptable Developed the phrase Do it right the first time Scorned the idea that a small number of defects is a normal part of the operating process because systems and workers are imperfect Instead, he stressed the idea of prevention
... Quality Gurus

... SIGNIFICANT CONTRIBUTIONS
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He became famous for coining the phrase quality is free and for pointing out the many costs of quality, which include not only the costs of wasted labor, equipment time, scrap, rework, and lost sales, but also organizational costs that are hard to quantify Crosby stressed that efforts to improve quality more than pay for themselves because these costs are prevented. Therefore, quality is free Like Deming and Juran, Crosby stressed the role of management in the quality improvement effort and the use of statistical control tools in measuring and monitoring Powerpoint Templates quality
... Quality Gurus

Crosbys 14-point Program 112 1. Top management must become convinced of the need for quality improvement, and must make its commitment clear to the entire company 2. All levels of management must be trained to implement their part of the quality improvement program 3. Commitment of all layers of management for TQM program 4. To turn commitment into action, individuals must establish improvement goals for themselves and their group 5. Form a team of department heads to oversee quality improvement 6. Establish quality measurement for every activity to identify Powerpoint Templates areas needing improvement
... Quality Gurus

... Crosbys 14-point Program
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7. Make an estimate of the cost of quality to identify areas where quality improvement would be profitable 8. Raise quality awareness among employees. They must understand importance of product conformance and the cost of nonconformance 9. Opportunities for correction are generated by steps 3 and 4, as well as discussion among employees 10. Form an ad hoc zero defects committee from member of the quality improvement team 11. Schedule a zero defect day, to signal to employees that company has Powerpointperformance standard a new Templates
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... Crosbys 14-point Program 12. Encourage employees to inform management of any problems that prevent them from performing error-free work 13. Non-financial appreciation must be given to their quality goals 14. Do all again, to emphasize the never-ending process of quality improvement
... Quality Gurus
Kaoru Ishikawa
KAORU ISHIKAWA (1915 - 1989) 1939 graduated from the Engg Department of Tokyo University 1960 obtained his Doctorate of Engineering Awarded The Deming Prize The Nihon Keizai Press Prize The Industrial Standardization Prize for his writings on Quality Control The Grant Award from the American Society for Powerpoint Templates Quality Control
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... Quality Gurus
... Kaoru Ishikawa

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SIGNIFICANT CONTRIBUTIONS Developed quality tool called cause-and-effect diagrams AKA as fishbone or Ishikawa diagrams These diagrams are used for quality problem solving The first quality guru to emphasize the importance of the internal customer, the next person in the production process One of the first to stress the importance of total company quality control, rather than just focusing on Powerpoint Templates products and services
... Quality Gurus
... Kaoru Ishikawa

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... SIGNIFICANT CONTRIBUTIONS Believed that everyone in the company needed to be united with a shared vision and a common goal Stressed that quality initiatives should be pursued at every level of the organization and that all employees should be involved Proponent of implementation of quality circles, which are small teams of employees that volunteer to solve quality problems
... Quality Gurus
... Kaoru Ishikawa

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SIGNIFICANT CONTRIBUTIONS Developed quality tool called cause-and-effect diagrams AKA as fishbone or Ishikawa diagrams These diagrams are used for quality problem solving The first quality guru to emphasize the importance of the internal customer, the next person in the production process One of the first to stress the importance of total company quality control, rather than just focusing on Powerpoint Templates products and services
... Quality Gurus
... Kaoru Ishikawa

119
... SIGNIFICANT CONTRIBUTIONS Believed that everyone in the company needed to be united with a shared vision and a common goal Stressed that quality initiatives should be pursued at every level of the organization and that all employees should be involved Proponent of implementation of quality circles, which are small teams of employees that volunteer to solve quality problems
Evolution of TQM
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... Evolution of TQM

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Mass Inspection Quality Control Inspecting Salvaging Sorting Grading Rectifying Rejecting
Quality manuals Product testing using SQC Basic quality planning Quality Assurance Emphasis on prevention Proactive approach using SPC
Advance quality planning

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Total Quality Control Company wide Quality Control All aspects of quality of inputs Testing equipments Control on processes Measured in all functions connected with production such as R&D Design Engineering Purchasing
Operations etc

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Total Quality Management Measured in all aspects of business Top management commitment Continuous improvement Involvement & participation of employees

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Principles of TQM
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The customer is the ultimate determiner of quality Services and programs should be designed, with the needs of the customer in mind Quality should be built from the beginning, and not simply derived from customer complaints Achieving quality requires continuous improvements, because customer expectations are always changing Each department of an organization must be involved in producing a quality product and not just try to modify it before delivery TQM is not a one-time activity but has to be pursued Powerpoint Templates by all employees of the organization continuously
Conceptual Model of TQM

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Steps in TQM
Most companies use TQM to 127 Improve customer value Increase the sales Increase profitability from goods & services Different methods may be used for TQM methods, but they will usually include similar steps in achieving company goals
1. Customer Focus Companies collect and review customer data regarding satisfaction on goods & services, current demands for new products and suggested changes for existing products Developing a customer-focused strategy of improving Powerpoint Templates products and meeting customer needs
... Steps in TQM

128 2. Planning Process Companies collect and review customer data regarding satisfaction on goods & services, current demands for new products and suggested changes for existing products Using the information gathered from their customerfocused strategy, companies plan their business processes to meet needs of customers Involves changing production materials, correcting product flaws and creating new product features Businesses must understand that product quality is based on the perception of customers; planning and deciding how to achieve this perception are important in Powerpoint Templates TQM
... Steps in TQM

3. Process Management Once the planning process is complete, focus shifts to the actual production processes Includes reviewing costs of raw materials, processes of manufacturing & delivering products and services to Ensure they are consistent in quality standards
Ensure products continue to meet customer needs Ensure products are available at the right place, at
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the right time,in the right quantities

Ensuring products & services are being provided at
lowest possible costs
... Steps in TQM

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4. Process Improvements
TQM is driven by the understanding that no consumer market continues to operate at the same level of demand every year As the business cycle moves through booms and busts, customers change preference and incomes change; companies must be willing to adjust to these changes to ensure TQM for their products and services
... Steps in TQM

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5. Total Participation All aspects of TQM can be achieved only through total participation from all employees of the company All divisions and employees must commit to a customer focus and desire to produce the best goods and services to meet consumer demands Managers must train, educate and develop the customer focus strategy in each employee working in the company Solid communication lines must also be created between management and employees; this allows the company to react quickly to any issues that affect the Powerpoint Templates TQM process in the company
Benefits of TQM
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When organization follows TQM principles, they gain both measurable and intangible benefits such as Ability to be more competitive Increased market share Cost reductions Increased flexibility and responsiveness Simplified process Improved communication Less Frustration & Powerpoint Templates more satisfaction among the workforce
... Benefits of TQM

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Where TQM Fails

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TQM must be customized for each company May a times organizations buy solutions off the shelf, often sold by consultants Sometimes managers become impatient & focus on short-term gain Managers do not understand importance of long-term gains which leads to implementation failure Managers focus too much on tools & techniques & may not understand properly how to transform themselves, their employees & the organization Managers use TQM as 'quick fix' to solve a variety of problems These action may be shortsighted & when there are no quick achievements, TQM program may be abandoned & all efforts may be wasted Powerpoint Templates Inability to change organization culture
... Where TQM Fails

135 Lack of discipline required for transformation Inability to maintain momentum in the TQM program Managers loose focus on external processes One of the primary requirements of TQM is proper focus on internal processes Managers may get so engrossed in internal processes that they may loose focus on external processes such as shifting customer perceptions, changing customer tastes & preferences Managers fail to understand that mutual trust & support between customers & suppliers are the keys to success Achieving certifications like ISO 9001-2000 or ISO 14000 or any other awards are not an end to TQM but the beginning to a journey of quality Quality must be understood in the same spirit & language by both management & employees, otherwise implementation becomes Powerpoint Templates difficult

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1 Introduction to Total Quality Management

Armand Feigenbaum Philip Crosby Kaoru Ishikawa

Total Quality Management [TQM] DEFINITION

Basic Concepts of TQM

... Basic Concepts of TQM

CUSTOMER DELIGHT A quality product or service meets or exceeds customer expectations

The customer is delighted rather than merely satisfied

... Basic Concepts of TQM

... Basic Concepts of TQM

... Basic Concepts of TQM

Dimensions of Product Quality 1. PERFORMANCE

? Does the product or service do what it is supposed to do,

... Dimensions of Product Quality

? Does the product or service possess any

... Dimensions of Product Quality 3. RELIABILITY specifications

? Will the product consistently perform within

... Dimensions of Product Quality

? Does the product or service conform to the

? How long will the product perform or last, and

... Dimensions of Product Quality

? Is the product relatively easy to maintain &

... Dimensions of Product Quality 7. AESTHETICS look

? Does the product have a visually appealing

... Dimensions of Product Quality

Dimensions of Service Quality 1. TANGIBLES

... Dimensions of Service Quality 2. RELIABILITY

... Dimensions of Service Quality

... Dimensions of Service Quality

... Dimensions of Service Quality

Dimensions of Product Quality v/s. Service Quality 26

... Costs of Quality

... Costs of Quality

... Costs of Quality

... Costs of Quality

... Costs of Quality

Quality Control [QC]

... Quality Control [QC]

... Quality Control [QC]

Quality Assurance [QA]

... Quality Assurance [QA]

... Quality Assurance [QA]

... Quality Circles

... Quality Circles

... Quality Circles

... Quality Circles

... Quality Circles

Histograms Control Charts

Cause-and-Effect Diagrams Scatter Diagrams

... Quality Tools

... Quality Tools

... Check Sheet

... Quality Tools

... Check Sheet

... Quality Tools

... Check Sheet

... Quality Tools

... Quality Tools

... Quality Tools

... Quality Tools

... Quality Tools

... Quality Tools

... Cause-and-Effect Diagram

General Cause-and-Effect Diagram