Total Quality Management TQMBH14-5

Session 01 Concepts + Organizational Issues

& Quality Culture

What Is Quality?

Quality does not have the popular meaning of best in

any absolute sense. It means best for certain customer
conditions . These conditions are (a) the actual use and
(b) the selling price of the product. Product quality cannot
be thought of apart from product cost.
Feigenbaum (1983)
Narrowly interpreted, quality means quality of product.
Broadly interpreted, quality means quality of work, quality
of service, quality of information, quality of process,
quality of division, quality of people, including workers,
engineers, managers, and executives, quality of systems,
quality of company, quality of objectives, etc.
Kaoru Ishikawa (1985)
Dipankar Bose - XLRI

Two Views of Quality

Internal view

Customer focused view

Compare product to specification

Compare product to competition and to the best

Get product accepted at inspection

Provide satisfaction over product life

Prevent plant and field defects

Meet customer needs on goods and services

Concentrate on manufacturing

Cover all functions

Use internal quality measure

Use customer based quality measure

View quality as technical issue

View quality as business issue

Efforts coordinated by quality manager

Efforts directed by upper management

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Changing Business Conditions

Competition
Customer focused organization
Higher level customer expectation
Performance improvement
Changes in organization forms
Changing workforce
Information revolution
E-commerce
Role of Quality department

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Some Fundamental Issues

I got a big order to be delivered within next 2 days....this

requires increase in production rate without increasing
manpower....this increases defective products....however,
increasing quality will reduce productivity....what should
be done?

If I need higher quality product....my cost will

increase....my profit will decrease....what can be done?

Increase in quality requires operations at a reduced

speed....I cannot afford that....it increases my cycle time
Dipankar Bose - XLRI

Some Relationships

Quality and Productivity

Quality and Cost
Quality and Cycle time
Quality and Value

Assume 100 units can be produced in 20 hours; Material

Cost = 40/unit; Employee cost = 50/hour; Price = 80;
Scrap value = 75; Rework = Extra 6 minutes
Compare Profit and Average Cycle time between
5 scrap and 10 rework
2 scrap and 5 rework
Dipankar Bose - XLRI

Evolution of Total Quality

Management
Salvage
Shorting/ Grading/ Re-blending
Corrective actions
Identify sources of non-conformance

Allocating blame

Inspection

Develop quality manual

Process performance data
Self-inspection
Product testing
Basic quality planning
Use of basic statistics
Paperwork control

Compliance to specification
Involvement

Quality Control

Quality systems development

Advanced quality planning
Compressive quality manuals
Use of quality costs
Involvement of non-production operations
FMEA
SPC

Caring for customer

and employee

Quality Assurance

Empowering people
Continuous improvement

Total Quality
Management

Policy deployment
Involve suppliers and customers
Involve all operations
Process management
Teamwork
Employee involvement

Dipankar Bose - XLRI

TQMBH14-5 Evaluation
Components and Tentative Grading

Mid-term Examination (Open book, Laptop) 15 Marks

Six sigma DMAIC Project (Group) 25 Marks
Six Sigma (DMAIC/DFSS) or Lean Sigma (VSM)
Examination on Minitab, R and Excel Application (Laptop
based) 20 Marks
End-term Examination (Open book, Laptop) 40 Marks
Get at least 40 marks out of 100 marks
To avoid D+, D or F
Get at least 80 marks out of 100 marks
To ensure A or A+
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Quality Gurus and Their

Contributions

Walter A Shewhart
Kaoru Ishikawa
W. Edwards Deming
Joseph Juran
Philip Crosby
Armand Feigenbaum
Genichi Taguchi
Shigeo Shingo
Masaaki Imai
Noriaki Kano

Dipankar Bose - XLRI

Demings Concepts on Quality

Principles

Productivity is a by-product of quality Do you support it?

What are common causes and special causes?
Which helps in quality improvement?
How to decide whether a variation is random or not?
What are the limitations of any control charts?
How the target should be specified for worker?

Dipankar Bose - XLRI

Some Obstacles Deming

Neglecting long-range planning

Relying on technology to solve problems
Seeking examples to follow rather than developing
solutions
Excuses, such as "our problems are different"
Obsolescence in school that management skill can be
taught in classes
Reliance on quality control departments
Placing blame on workforces
Relying on quality inspection rather than improving
product quality
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The Juran Trilogy

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Jurans Concepts on Quality Principles

Breakthrough Sequence
1. Breakthrough in attitudes
Why breakthrough is needed?
2. Identify the vital few projects
3. Organize for breakthrough in knowledge
Diagnosis to remedy
4. Conduct the analysis
When worker is responsible?
5. Determine how to overcome resistance to change
6. Institute the change
7. Institute controls

Dipankar Bose - XLRI

Four Absolutes of Quality

Management Crosby

Quality is defined as conformance to requirements

Not as 'goodness' or 'elegance'

The system for causing quality is prevention

Not appraisal

The performance standard must be Zero Defects

Not "that's close enough"

The measurement of quality is the Price of

Nonconformance
Not indices
Dipankar Bose - XLRI

Crosbys Management Maturity Grid

Link to the grid and additional comments:

http://www.qualityandproducts.com/2012/07/09/crosbysquality-management-maturity-grid/

Dipankar Bose - XLRI

Do You Know?

World Quality Day

Every year 2nd Thursday of November
This year 12th November, 2015
Sweet Dreams

WQD was started in 1989 by the quality organizations of

USA (ASQC - American Society for Quality)
Europe (EOQ - European Organization for Quality) and
Japan (JUSE - Union of Japanese Scientists and
Engineers)

Dipankar Bose - XLRI