TOTAL QUALITY

ASSURANCE SYSTEM
 is a way of preventing mistakes
or defects in manufactured
TOTAL products and avoiding problems

QUALITY when
services
delivering
to
solutions
customers; which
or

ASSURANCE ISO 9000 defines as "part of

quality management focused on
providing confidence that
quality requirements will be
fulfilled".[1]
QUALITY
noun quality \kw-l-t\
a : degree of excellence : grade
b : superiority in kind merchandise of quality

Business Dictionary: a measure of excellence or a state of being free

from defects, deficiencies and significant variations. It is brought
about by strict and consistent commitment to certain standards that
achieve uniformity of a product in order to satisfy specific customer or
user requirements. ISO 8402-1986 standard defines quality as "the
totality of features and characteristics of a product or service that
bears its ability to satisfy stated or implied needs."
 1.Scrap Reduction
Quality assurance systems identify
areas that result in scrap, or products

SIGNIFICANCE that don't meet company specifications.

OF
When the company reduces its number of
defective products, it experiences

QUALITY scrap reduction. Scrap

results in savings; identification of
reduction

defects early in the production process

decreases the cost to the company,
because fewer man-hours and materials
have been used.
 2. Time Efficiency
A quality assurance team can reduce
the amount of inspections required in

SIGNIFICANCE a manufacturing
quality assurance
organization.
team is
The
separate

OF from the production group, and can

QUALITY
therefore be objective in identifying
time-wasting areas during production.
They also ensure that production
workers don't use valuable production
time to inspect or evaluate the
production system.
 3. Increased Customer
Satisfaction
A quality assurance system eliminates

SIGNIFICANCE
defective products and continuously
evaluates the process to improve products

OF and services. Quality assurance can

QUALITY result in a

- consistently reliable product or

service. Increased reliability in the
end product results in

- customer satisfaction and brand

loyalty.
 4. Improved Employee
Morale
Employee morale is higher in a company

SIGNIFICANCE using a quality assurance system, since

OF
the organization is more likely to run
well, and actively seeks methods for

QUALITY improvement, according to the National

Institute of Accountants. Employees
become stakeholders in the organization
and its success. Improved employee morale
results in less absenteeism and turnover
among workers.
 Six Sigma is a highly disciplined

process that helps us focus on

developing and delivering near-perfect
products and services. Why Sigma? The

SIX SIGMA word is a statistical term that measures

VS
how far a given process deviates from
perfection. The central idea behind Six
ISO 9000 Sigma is that if you can measure how

VS many defects you have in a process,

KAIZEN you can systematically figure out how to

eliminate them and get as close to zero
defects as possible.
 ISO 9001 is an

International Standard that

gives requirements for an

SIX SIGMA organizations quality

VS management system (QMS).

ISO 9000
VS - ISO 9001 adopts a risk-based
KAIZEN (preventive) approach
 Kaizen (or 'continuous

improvement') is an approach of
constantly introducing small
incremental changes in a business in

SIX SIGMA order to improve quality and/or

VS efficiency. This approach assumes

ISO 9000 that employees are the best people to

identify room for improvement, since
VS they see the processes in action all
KAIZEN the time.
 SIX SIGMA
Figure out the defects then figure
out how to eliminate them.

SIX SIGMA ISO 9000

VS control of non-conforming products

ISO 9000 and corrective and preventive

VS
action.

KAIZEN KAIZEN
'continuous improvement'
 SIX SIGMA
Six Sigma is a set of strategies, techniques, and
tools for process improvement.

Six Sigma seeks to improve the quality of process

outputs by identifying and removing the causes of
defects (errors) and minimizing variability in
manufacturing and business processes.
 SIX SIGMA
It uses a set of quality management methods, including
statistical methods, and creates a special infrastructure of
people within the organization ("Champions", "Black Belts",
"Green Belts", "Yellow Belts", etc.) who are experts in the
methods. Each Six Sigma project carried out within an
organization follows a defined sequence of steps
 SIX SIGMA- DOCTRINE
It uses a set of quality management methods, including
statistical methods, and creates a special infrastructure of
people within the organization ("Champions", "Black Belts",
"Green Belts", "Yellow Belts", etc.) who are experts in the
methods. Each Six Sigma project carried out within an
organization follows a defined sequence of steps
 SIX SIGMA- DOCTRINE
Six Sigma doctrine asserts that:

Continuous efforts to achieve stable and predictable process results

(i.e.,reduce process variation) are of vital importance to business
success.

Manufacturing and business processes have characteristics that can be

measured, analyzed, controlled and improved.

Achieving sustained quality improvement requires commitment from the

entire organization, particularly from top-level management.

 SIX SIGMA- DOCTRINE
A clear focus on achieving measurable and quantifiable financial
returns from any Six Sigma project. An increased emphasis on strong
and passionate management leadership and support.

A special infrastructure of "Champions", "Master Black Belts",

"Black Belts", "Green Belts", etc. to lead and implement the Six
Sigma approach.

A clear commitment to making decisions on the basis of verifiable

data and statistical methods, rather than assumptions and
guesswork.
 SIX SIGMA- DOCTRINE
Following are the main elements of Six Sigma:

Teamwork

Personal Discipline

Improved Morale

Quality Circles

Suggestions for Improvement

 SIX SIGMA- DOCTRINE
METHODS
According to Vinay T Belagala, a famous
Marketing Analyst, Six Sigma projects follow
two project methodologies inspired by Deming's
Plan-Do-Check-Act Cycle.
 SIX SIGMA- DOCTRINE
METHOD 1 DMAIC
DEFINE the system, the voice of the customer, and the
project goals, specifically.

MEASURE key aspects of the current process and collect

relevant data.
 SIX SIGMA- DOCTRINE
METHOD 1 - DMAIC
ANALYZE the data to investigate and verify cause-and-effect relationships.

Determine what the relationships are, and attempt to ensure that all factors

have been considered. Seek out root cause of the defect under investigation.

IMPROVE or optimize the current process based upon data analysis using

techniques such as design of experiments, poka yoke or mistake proofing,

and standard work to create a new, future state process. Set up pilot runs to

establish process capability.

 SIX SIGMA- DOCTRINE
METHOD 1 - DMAIC
CONTROL the future state process to ensure that any deviations from
target are corrected before they result in defects. Implement control
systems such as statistical process control, production boards,
visual workplaces, and continuously monitor the process.

Some organizations add a Recognize step at the beginning, which is to

RECOGNIZE the right problem to work on, thus yielding an RDMAIC
methodology.
 SIX SIGMA- DOCTRINE
METHOD 2 DMADV / DFSS

DEFINE design goals that are consistent with

customer demands and the enterprise strategy.

MEASURE and identify CTQs (characteristics that are

Critical To Quality), product capabilities,
production process capability, and risks.
 SIX SIGMA- DOCTRINE
METHOD 2 DMADV / DFSS (DESIGN FOR SIX SIGMA)
ANALYZE to develop and design alternatives

DESIGN an improved alternative, best suited per analysis

in the previous step

VERIFY the design, set up pilot runs, implement the

production process and hand it over to the process
owner(s).
 SIX SIGMA- DOCTRINE
IMPLEMENTATION ROLES
Executive Leadership

- CEO and other members of top management

- Responsible for setting up a vision for Six Sigma implementation

Champions

- Take responsibility for Six Sigma implementation across the organization

- Mentors of the Black Belts

- Identifying projects/functions for Six Sigma

 SIX SIGMA- DOCTRINE
IMPLEMENTATION ROLES
Master Black Belts
- Identified by champions, act as an in-house coaches on Six Sigma
- Statistical tasks
- Ensuring consistent application of Six Sigma across various
functions and departments.
- Identifying projects/functions for Six Sigma
 SIX SIGMA- DOCTRINE
IMPLEMENTATION ROLES

Black Belts

- Focus on Six Sigma Project Execution and Special leadership

with special tasks.

Green Belts

- Employees who take up Six Sigma implementation along with

their other job responsibilities.
 ISO 9000
ISO 9000 is a well-established international standard for
quality management systems for all kinds of companies in nearly
every industry. Developed by Technical Committee 176 of the
International Organization for Standardization (ISO), it has
evolved based on input from companies and institutions from
a theoretical set of requirements in 1987 to a practical and
process-oriented approach to assess the framework for quality
management in 2000.
 ISO 9000
Principle 1 Customer focus

Principle 2 Leadership

Principle 3 Involvement of people

Principle 4 Process approach

Principle 5 System approach to management

Principle 6 Continual improvement

Principle 7 Factual approach to decision making

Principle 8 Mutually beneficial supplier relationships

 ISO 9000
ISO 9000 has always been those requirements that make an
organization assess itself, which starts with internal audits
once or twice a year and goes on to annual external third party
audits performed by accredited certifying bodies. These
requirements keep the ISO 9000 quality management system alive
and up-to-date, avoiding the idea that ISO certification is a
one-time event, a project just to reach the certification and
to show the paperwork.
 ISO 9000
ISO 9000 REQUIREMENTS

Define quality management information needs

Collect quality management system data

Provide quality management information

Improve quality management system

 ISO 9000

YOU CAN USE THE SIX SIGMA TO MEET

THESE REQUIREMENTS!
 ISO 9000
Tools provided by Six Sigma to meet these requirements are, for example:

Dashboards as a set of key performance indicators to monitor all processes at a

reasonable degree for all relevant managerial levels.

Operational definitions to describe exactly how, when, where, with which tools, by

whom, how often and how much data should be collected. Additionally, Six Sigma

provides tools to address such questions as sample size and precision as well as

capability, repeatability and reproducibility of data collection.

 ISO 9000
Data displays to help draw business-relevant conclusions and

tests to justify the significance of conclusions drawn from data

collected.

DMAIC: Define-Measure-Analyze-Improve-Control as a methodology

for process improvement at a project level, which is after

necessary customization applicable to all kinds of processes.

 KAIZEN
Kaizen refers to a Japanese word which means

improvement or change for the better. Kaizen is

defined as a continuous effort by each and every

employee (from the CEO to field staff) to ensure

improvement of all processes and systems of a

particular organization.
 KAIZEN
Kaizen works on the following basic principle.

Change is for good.

Kaizen means continuous improvement of processes and functions

of an organization through change. In a laymans language,

Kaizen brings continuous small improvements in the overall

processes and eventually aims towards organizations success.

 KAIZEN
Kaizen process aims at continuous improvement of processes not

only in manufacturing sector but all other departments as well.

Implementing Kaizen tools is not the responsibility of a single

individual but involves every member who is directly associated with

the organization. Every individual, irrespective of his/her designation

or level in the hierarchy needs to contribute by incorporating small

improvements and changes in the system.

 5S OF KAIZEN
Five S of Kaizen is a systematic approach which leads
to foolproof systems, standard policies, rules and
regulations to give rise to a healthy work culture at the
organization. The process of Kaizen plays an important
role in employee satisfaction and customer satisfaction
through small continuous changes and eliminating defects.
 5S OF KAIZEN
SEIRI (Sort): Sort out & separate that which is needed & not needed in
the area.

SEITION (Straighten): Arrange items that are needed so that they

are ready & easy to use. Clearly identify locations for all items so that
anyone can find them & return them once the task is completed.

SEISO (Shine): Clean the workplace & equipment on a regular basis in

order to maintain standards & identify defects.
 5S OF KAIZEN
SHEIKETSU (Standardise): Revisit the first three
of the 5S on a frequent basis and confirm the condition
of the Gemba using standard procedures.

SHITSEKU (Sustain / Self discipline): Keep to

the rules to maintain the standard & continue to
improve every day.
 TOOLS OF TQM
- Quality Management tools help organization collect
and analyze data for employees to easily understand
and interpret information.

- Quality Management tools help employees identify

the common problems which are occurring repeatedly
and also their root causes.
 TOOLS OF TQM
1. Check List - Check lists are useful in collecting
data and information easily .Check list also helps
employees to identify problems which prevent an
organization to deliver quality products which would
meet and exceed customer expectations.
 TOOLS OF TQM
2. Pareto Chart - The credit for Pareto Chart goes
to Italian Economist - Wilfredo Pareto. Pareto Chart
helps employees to identify the problems, prioritize
them and also determine their frequency in the
system.
 TOOLS OF TQM
3. The Cause and Effect Diagram - Also referred to
as Fishbone Chart (because of its shape which
resembles the side view of a fish skeleton)and
Ishikawa diagrams after its creator Kaoru Ishikawa,
Cause and Effect Diagram records causes of a
particular and specific problem
 TOOLS OF TQM
4. Histogram - Histogram, introduced by Karl Pearson
is nothing but a graphical representation showing
intensity of a particular problem. Histogram helps
identify the cause of problems in the system by the
shape as well as width of the distribution.
 TOOLS OF TQM
5. Scatter Diagram - Scatter Diagram is a quality
management tool which helps to analyze relationship
between two variables. In a scatter chart, data is
represented as points, where each point denotes a
value on the horizontal axis and vertical axis.
 TOOLS OF TQM
6. Graphs - Graphs are the simplest and most
commonly used quality management tools. Graphs help
to identify whether processes and systems are as per
the expected level or not and if not also record the
level of deviation from the standard specifications.