Quality Improvement

Deming Cycle:
It is an iterative four-step
management method used
in business for the control
and
continuous
improvement of processes
and products
It is also known as the
PDCA circle/cycle/wheel,
Shewhart cycle, control
circle/cycle, or plando
studyact (PDSA)

Deming Cycle
2

1.
Identify a list
of problems

10.
Prevent
Recurrence/
Standardize
9.
Check the
Effect
8.
Implement
Solution

Action

2.
Selecting One
3.
Collecting
Data & Info.

Plan

Check
Do
7.
Present to
Management

Sample Test/
Trial & Error test
6.
Selecting
Best Solution

4.
Analyzing

5.
Identifying
Several Solutions

Continuous quality improvement with PDCA

Multiple iterations of the PDCA cycle are repeated until the problem is solved
4

TQM

(Total Quality
Management)
Prepared by :
Jemal A.
5

Quality management
An act of managing all aspects of the organization in order to
excel in all dimensions that are important to the customer.

Quality Management System:

1. A system for managing of activities related to quality.
These can include:
products/services,
processes,
operations,
people.
2. An act of coordinated activities to direct and control an
organizations to continuously improve effectiveness and efficiency
of its performance.
6

A fully implemented and documented QMS will

ensure that two requirements are met:
1.The organizations requirement
2.The customers requirement

What is TQM?
Total

Quality

Management

Complete
Made up
of the
whole
Everyone
is
involved
in

Degree of
excellence in
products
/services.
Q=P/E

Administrati
on
The process
of dealing
with or
controlling
things or
people

What is TQM?
Scientific
TQM is

Systematic

Company wide

Activity
in Which
A company
is devoted to
customers
through its
products and
services
-Noriaki kano
9

What is TQM?
ISO Definition:
The management approach of an organization,
centered on quality, based on the participation of
all its members and aiming at long term success
through customer satisfaction and benefits to all
members of the organization and to society
Dennis S. Tachiki :
Total Quality Management is a structured system
for delighting internal and external customers by
integrating the business environment, continuous
improvement, & employee Participation
10

What is TQM?
According to ASQ:
TQM is a management approach to longterm
success through customer satisfaction
In TQM, all members of an organization
participate in improving processes, products,
services, and the culture in which they work

11

Why TQM?
Strengthened competitive position
Adaptability to changing or emerging market
conditions and to environmental and other
government regulations
Higher productivity
Enhanced market image
Elimination of defects and waste
Reduced costs and better cost management
Higher profitability

12

Why TQM?

Improved customer focus and satisfaction

Increased customer loyalty and retention
Increased job security
Improved employee morale
Enhanced shareholder and stakeholder value
Improved and innovative processes

13

Evolution of TQM
Our ancestors lived in a natural world
Improvement of quality started with improvement
of hand tools.

During the Middle -Age

Quality to a large extent controlled by the long
periods of training required by the guilds(a
medieval
association
of
craftsmen
or
merchants, often having considerable power.).

Training instilled pride in workers for quality

product.
Workmanship was important .
14

Evolution of TQM
Industrial Revolution Instituted Specialization of
Labor

A worker no longer makes the entire product

Decline in workmanship
Inspection and test to control deviation
Quality control : a regulatory process

Beginning of Statistical Quality Control

In 1942, W.A Shewhart developed a Statistical
Chart for control of product variables

15

Evolution of TQM
In 1946, American Society for Quality Control
was formed: Present name is ASQ
Has promoted the use of Quality for all types of
production and service

World War - II : Devastated Japanese Economy

1946: Japanese Union of Scientists & Engineers
(JUSE)
1949: QC Research Group (Prof. Ishikawa)
Training Course on SQC (up to 1989 : 189 courses
attended by 24,270 engineers)

16

Evolution of TQM
1950 : Dr. W.E. Deming Visited
Japan
Training course & seminars for
Top Management in Large Cities
Deming Prize : established in 1951

1954 : Mr. Joseph M Juran Visited

Japan
1954 : Program in Radio
1956 : Program in Television
1962 : Gemba to QC : a Journal
1962 : Formation of first QCC
17

Characteristics of TQM
A way of managing for the future.
Customer Orientation
Wider in application than QC or QA
Application of Statistical Methods
Thorough going Standardization/ Continuous
Systematic Improvement
Managing of people & Business process for
increased customer satisfaction.
Cross Functional Management.
18

Principles of

TQM
19

1. Customer focus
Understanding customers
understand themselves.
Asking questions like:

better

than

they

Who are my customers?

What do they need?
What are their measures & expectations?
Does my product exceeds expectations?
How do I satisfy their need?
Are customers involved in product development process?

Company must have costumer feed back system

and effective system to deal with complains.

Warranty cards.
Questionnaire.
Focus group discussions.
Interviews & Ethnography.

20

2. Top management
commitment/Leadership

TQM is an activity in which many people participate

Promoting of TQM is the duty of Top Managers.
The leadership must have plan, be visionary and supportive.
Value employees(hearing & supportive).
Empower rather than controlling subordinates.
Encourage collaboration than competition.
Lear from problems(seeing problems as an opportunity).
Improve communication (Vertical & Horizontal).
Establish organizational systems to support quality effort:
Quality council
Work groups
Project team
Encourage & recognize team effort.
21

3. Employee involvement
Involving people in quality improvement
programs.
Education & training is critical,(from top
management to operations personnel).
All employees assume responsibility for
inspecting quality of their work.
Multi functional project teams, where each
member has role to play.
Develop & use a suggestion system
( enable employees to identify problems & offer
solutions.)
22

4. Continuous Improvement (VOP

&
VOC)
Goal is to achieve perfection by continually
improving the business & production process.
Process improvement could be :

Reduced resources
Reduced errors
Make the process safer
Make the process satisfying to the people doing it

Continuous process improvement.

Viewing all work as a process

Making all our processes effective, efficient,& adaptable.
Anticipating changing customers needs.
Controlling in-process performance using measures:
scrap reduction
Cycle time
Control charts
23

Conti
Maintaining constructive dissatisfaction with the
present level of performance.
Eliminating waste & rework wherever it occurs.
Investigating process that do not add value.
Using benchmarking to improve competitive
advantage.
Innovation to achieve breakthrough.
Incorporating lessons learned in to future
activities.
24

5.Supplier partnership
A relationship between company & its supplier
based on mutual quality standards.
Supplier management activities

Define product and program requirement

Evaluate potential suppliers and select the best
Conduct joint quality planning & execution
Require statistical evidence of quality.
Conduct joint quality improvement program.

Supplier selection criteria.

Supplier certification.

25

6. Product/Process
excellence.
Involves product design quality.
Monitoring
the
improvement.

process

for

continuous

26

7. Team approach
The Quality Control Circle (QCC) is a
A small group
Within the same workplace
Conduct meeting once a week for half an hour
To perform voluntary quality control activities
Carries on quality control activities continuously
as a part of institution wide quality control
For self-development and mutual development
With all members participating

27

Objectives of QCC?

To build a strong workplace

To establish good management
To enhance morale
To improve human relations
To create a culture of improvement at bottom
level
To promote voluntary activities
To think well and use wisdom
To broaden the way of thinking
To improve quality assurance
28

Considerations of QCC?
People can mutually educate themselves by
sharing an experience
People are given an opportunity to be recognized
To display human capabilities fully and
eventually draw out infinite possibilities

29

Quotation:

A Quality Circle will not

last long unless the nature
of its activities is voluntary
and independent.
- Kaoru Ishikawa

30

8. Strategic & systematic approach to

management

System thinking approach.

A system is the functions or activities with in an
organization that work together for the aim of the
organization.
Sub systems of an organization are linked
together as an internal customers & suppliers.
Eg. Marketing department is a supplier for the
design department , and production department
is an internal customer.
31

9. Factual approach to
decision
making
Numbers speaks
louder than words!

SPC (statistical process control)

DOE,
FMEA
The 7 statistical tools

32

Implementation of TQM
Comparing with a building, elements of TQM can
be divided into four groups according to their
function. The groups are:
Foundation:
Ethics, Integrity and Trust

Building Bricks:
Training, Teamwork and Leadership

Binding Mortar:
Communication

Roof:
Recognition
33

Key Elements of TQM

Co
mm
un
ic

Recognition
Leadership
Teamwork
Training

ati
o

Communication

Communication

m
o
C

on
i
t
ic a
n
mu

Ethics, Integrity and Trust

Communication

34

How to start TQM?

1. Obtain CEO/ Top
Management Commitment
2. Educate Upper-Level
Management
3. Create Steering Committee and
establish QCCs
4. Outline the Vision Statement, Mission
Statement, & Guiding Principles
5. Provide Quality Training Programs at
regular interval
35

How to start TQM?

6. Focus on the Owner/Customer
(External) & Surveys
7. Consider the Employee as an
Internal Owner/customer
8. Implement Process Improvements,
Use the Tools of TQM
9. Monitor, motivate and follow-up
regularly
10. Establish Quality day: yearly
competition and rewarding system
36

Tips for Successful

Implementation of TQM
Start with a great BIG BANG, with bulletins,
leaflet (emphasis on pictorial notice) etc.
Whatever the situation is, ensure regular meeting
of the QCCs
Attend at the QCC meetings randomly, without
notice and guide as necessary
Motivate & follow up regularly
No alternative of rewards and recognitions
37

Challenges of TQM
TQM is not a device, but its a matter of culture
thats take time to adopt
TQM is for long run, not short term profit
Lack of leadership, commitment of the top
management
Lack of effective measurement of quality
improvement
Resistance of the workforce
Lack of proper training/ Inadequate Human
Resource Development
38

Why TQM Fails?

Top management is not concerned for its staff
Top management is not committed to the TQM
program
The company loses interest in the program after
six months
The workforce and the management do not agree
on what needs to happen
TQM is imposed on the workforce, which does
not inwardly accept it
Processes and progresses are not analyzed,
systems are weak
39

Characteristics of Successful
TQM
Comp.
Strive
for owner/customer satisfaction

and

employee satisfaction
Strive for accident-free workplace
Recognize the need for measurement and factbased decision making
Arrange for employees to become involved in
helping the company improve
Train extensively
Place a strong emphasis on the right kind of
leadership
Strive for continuous improvement
40

Six Sigma
A process for developing and
delivering virtually perfect products
and services
Measure of how much a process
deviates from perfection
3.4 defects per million opportunities
Six Sigma Process
four basic steps of Six Sigmaalign,
mobilize, accelerate, and govern

Champion

an executive responsible for project

Copyright 2009 John
success
2-41
Wiley & Sons, Inc.

Six Sigma:
Breakthrough StrategyDMAIC
DEFINE
DEFINE

MEASURE
MEASURE ANALYZE
ANALYZE

IMPROVE
IMPROVE

CONTROL
CONTROL

3.4
3.4 DPMO
DPMO

Copyright 2009 John

Wiley & Sons, Inc.

67,000
67,000 DPMO
DPMO
cost
cost == 25%
25% of
of
sales
sales 2-42

Six Sigma:
Black Belts and
Green Belts

Black Belt
project leader

Master Black
Belt
a teacher and
mentor for Black
Belts

Green Belts
project team
members
Copyright 2009 John Wiley & Sons, Inc.

2-43

Six Sigma
Design for Six Sigma (DFSS)
a systematic approach to designing products
and processes that will achieve Six Sigma

Profitability
typical criterion for selection Six Sigma
project
one of the factors distinguishing Six Sigma
from TQM
Quality is not only free, it is an
honest-to-everything profit maker.

Copyright 2009 John

Wiley & Sons, Inc.

2-44