What is TQM?

Meeting quality expectations as defines by

the customer
Integrated organizational effort designed
to improve quality of processes at every
business level
Evolution of TQM
1900s Inspection
1940s Statistical Sampling
1960s Organizational quality focus
1980s Customer driven quality
Old concept of quality: Inspect for quality after production
New concept of quality: Build quality into the process
and identify and correct causes of quality problems
TQM Philosophy Whats
different?
Focus on Customer

Continuous Improvement

Quality at the Source

Employee Empowerment

Understanding Quality Tools

Team Approach

Bench marking

Managing Supplier Quality
Quality Gurus

W. Edwards Deming
introduced Plan-DO-Check-Act (PDCA)
cycle
Developed 14 points for managers
Demings 14 points

Create constancy of purpose toward product quality to achieve
organizational goals
Refuse to allow commonly accepted levels of poor quality
Stop depending on inspection to achieve quality
Use fewer suppliers, selected based on quality and dependability
instead of price
Instill programs for continuous improvement of costs, quality,
service, and productivity
Train all employees on quality concepts
Focus supervision on helping people do a better job
Demings 14 points
Eliminate fear, create trust, and encourage two-way communications
between workers and management
Eliminate barriers between departments and encourage joint problem
solving
Eliminate the use of numerical goals and slogans to make workers work
harder
Use statistical methods for continuous improvement of quality and
productivity instead of number, quotas
Remove barriers to pride of workmanship
Encourage education and self improvement
Clearly define managements permanent commitment to quality and
productivity
J oseph M J uran

conceived idea of Cost of Quality
Quality Trilogy concept
Quality planning
Quality Improvement
Quality Control

Armand Feigenbaum

Cost of nonconformance
Coined Total Quality Control term
1st to describe 4 categories of cost of
quality


Kaoru Ishikawa (1915-1989)

Started Quality Circles
Developed Cause and Effect [fishbone or
Ishikawa] diagram
Promoted statistical methods
Recognized internal customer
Genichi Taguchi

Contends that constant adjustment of
processes to achieve product quality is not
effective
Instead, products should be designed to
be robust enough to handle process and
field variation
Why TQM Efforts Fail

Lack of a genuine quality culture
Lack of top management support and
commitment
Over- and under-reliance on SPC methods
Ways of Improving Quality

Plan-Do-Study-Act Cycle (PDSA)
Also called the Deming Wheel after originator
Circular, never ending problem solving process
Quality Function Deployment
Used to translate customer preferences to design
Seven Tools of Quality Control
Tools typically taught to problem solving teams
Check sheet
check sheet is a structured, prepared form
for collecting and analyzing data. This is a
generic tool that can be adapted for a wide
variety of purposes

Histogram

A frequency distribution that shows how often each
different value in a set of data occurs. A histogram is the
most commonly used graph to show frequency
distributions.

Pareto chart
A bar graph that represents frequency or cost (time or
money).the chart visually depicts significant few from the
trivial many.
Fishbone diagram
Also Called: Cause-and-Effect Diagram,
Ishikawa Diagram.The fishbone diagram
identifies many possible causes for an effect or
problem. It can be used to structure a
brainstorming session.
Defect concentration diagram
a visual data display tool that literally
shows where defects or problems are
concentrated.
Scatter Diagram
Also called: scatter plot, XY graph.The
diagram graphs pairs of numerical data,
with one variable on each axis, to look for
a relationship between them (correlation)

Control Chart
The control chart is a graph used to study
how a process changes over time