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BAHRIA UNIVERSITY ISLAMABAD Department of Management Sciences Subject: Credit Hours: Course Outlines Total Quality Management 3 hours per week MODULE I

THE TQM PHILOSOPHIES AND CONCEPTS.

Introduction to Quality. Introduction, The Definitions of Quality, Historical Evolution of Quality, The Emergence of TQM Philosophy, TQM as a Competitive Business Quality Philosophy, TQM in Manufacturing and Services. The TQM Concepts. The Definition of TQM, The TQM Concepts, Dr William Edwards Demings Concepts of TQM, Joseph M. Jurans Steps of TQM, Phillips B. Crosbys Concepts of TQM, A.V. Feigenbaums Philosophy of TQM, Dr Kaoru

Ishikawas Commitments of TQM, Dr. Genichi Taguchis Principles of TQM, John

S. Oaklands Approaches of TQM, Dr Nawar Khans Contributions to TQM, The Synthesis of Common Concepts and Principles of TQM Philosophy, The Common Concepts (Factors and Elements) of TQM Philosophy.
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MODULE II
THE TQM TOOLS AND TECHNIQUES The TQM Transformation Strategy. Introduction, Transformation Strategy of TQM Philosophy, The Difficulties in Transformation, TQM Tools and Techniques. The TQM Tools and Technique. Introduction, The Role of TQM Tools and Techniques in Quality Management, The Power of Quality Tools and Techniques, Achievements through Application of TQM Tools and Techniques, Selecting the Right Quality Tools and Techniques for the Right Purpose, Classification and Functions of TQM Tools and Techniques, Forms of TQM Tools and Techniques, Types of TQM Tools and Techniques, The Impact of TQM Tools and Techniques on Processes, Affiliation of the TQM Tools and Techniques, Discussion of a few TQM Tools and Techniques, Selection and Implementation of TQM Tools and Techniques, Six - Sigma Quality. Introduction, Design Specification, Six - Sigma Quality, Six - Sigma (Metrics) in Practices, Six - Sigma (Metrics) versus Six - Sigma (Technique), Implementation Methodology of 6-Sigma Technique, Process Capability, Process Capability Indices, Quality Improvement Mechanism, The Vital Role of Technology, The Status of Six Sigma Technique and Technology in the Country.
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MODULE III QUALITY MANAGEMENT SYSTEMS The Development of a Quality Management System. Introduction, The Quality Evolution, The First Stage Inspection, The Second Stage Quality Control (QC), The Third Stage Quality Assurance System (QAS), The Fourth Stage Quality

System Accreditation (QSA), National Quality Improvement Initiatives.

A Quality Management System Standard. Introduction, Principles of Quality Management System Standard, Clauses of ISO 9001:2000 Quality Management System Standard, Detail Descriptions of each Clause of the Quality Management

System Standard Requirements, Correspondence Between ISO 9000:1994 and

Version 2000, ISO 9000 Quality Management System Standard Documentation, ISO 9000 Quality Management System Audits, ISO 9000 Quality Management System Certification, Choosing an Accredited Certification Organization, ISO 9000 Continuous Quality Improvement Model, Others Quality Management system Standards, ISO 9000 Quality Management System Standard and Pakistan National Quality Award, Implementing the ISO 9000 Quality Management System Standard, Benefits of ISO 9000 Quality Management System Standard Certification, Update on ISO 9001:2008.
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MODULE IV THE TQM AWARD MODELS The Fundamentals of a TQM Assessment Award Model. Introduction, Major Attributes of a TQM Assessment Award Model, Validation of a TQM Model, The Validation Process, A Complete TQM Philosophy Model. The TQM Award Models. Introduction, Types of TQM Models, Conceptual Models, Implementation Models, Assessment Models, The Existing TQM Assessment Models, Criteria Set of Different National Quality Awards, The

Best Known TQM Assessment Award Models.

The Best Known TQM Assessment Award Models. Introduction, The Deming Prize, The Malcolm Baldrige National Quality Award, The European Quality Award, The International Quality Award, The Pakistan National Quality Award, TQM (IQA Factors and Elements) can Lead to CBP, The TQM House Based on the IQA Model, TQM Philosophy Challenges and the National Initiatives.
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Recommended Books 1. Nawar Khan (1999). Total Quality Management Concepts, Tools, Systems and Awards 2. A. C. Parkinson, First year Engineering Drawing

3. Inspection and Gauging, Clifford W Kennedy and Donald E Andrews, New Yark 4. Vincent, K.O. and Ross, E. J. (1995). Principle of Total Quality, London Kogan Pages 5. Evans, James R. and Lindsay, William M. (1999). The Management and Control of Quality. 4th edition New York West Publishing Company. Besterfiled, D.H., Michna, C.B., Besterfield, G.H. and Sacre, B.M (1999). Total Quality Management, Pearson Education,Inc Singapore Grading: a.
b. c. d.

Quizzes / Homework
Mid Term Exam Term Project Final Exam

10%
30% 10% 50%
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TOTAL QUALITY MANAGEMENT

T=TOTALITY:-

This means participation, involvement and commitment of all personnel directly responsible for quality of a process at a primary level, or indirectly supporting that quality function at secondary or tertiary level. Every one, at all levels of hierarchy from top (Chief Executive Officer CEO or General Manager GM or President of an organization) to the bottom level (shop floor workers and supervisors) of an organization (an enterprise, a company, or an institution etc), in all functions of the business (like human resource management, marketing, financing, legal, sale, purchase and production etc), in all the production or provision processes and in all departments and divisions of an enterprise to contribute to the quality cause of products or services, its management and continuous improvements in all its forms and context. 7

 The second alphabet Q stands for Quality. This big Q quality concept differs from the small q quality. The misconception of q quality persists in the past in which quality was considered as the major responsibility of producers (operators), inspectors and of their respective department. Other functions (departments) were considered peripheral or secondary and mostly were not held responsible for the poor quality and high cost of the products produced or services provided. Now the big Q quality concept holds every one responsible, at all levels, in all processes, in all departments and in all functions of a business. They must contribute to the quality of a product or service either in a direct or indirect role but if not, then their job descriptions need review and revision. If still their role is not justified, then they are not required in that department or division or even in the organization. No one is exempted from the responsibility to contribute towards 8 quality at their respective level and scope.

 As such, the big Q quality concepts also brought a new definition to quality as Total Quality instead of partial quality as existed in the past, like manufacturing based quality definition, user based quality, fitment based quality and customers satisfaction based quality definition etc (Evan & Lindsay, 2005). Quality can now be defined in a generic term of totality as totality of characteristics of an entity that bear on its ability to satisfy the stated and implied needs of customers. An entity can be an activity, a process, a product, or / an organization.

Quality Characteristics / Parameters / Variables of any Entity (Product / Service) Followings are the generic characteristics / parameters of any entity as applicable:

Specification, Dimension, Strength, Functionality, Survivability, Sustainability, Time, Precision, Cost, Performance, Utility, Intended deliverable, Aesthetic Appearance, Acceptability, Cultural, Impact, Marketability, Stability, Usability, Social impact, Influence, Knowledge Base Integration with existing service, Color, Shape, Durability, Flexibility, Life cycle, Weight, Size, Interactive, Easily accessible, Consistent,

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Cannibalization, Long lasting, Cost effective, Harmless, Easily manageable, Environmental protocols, Meet ethical values, Address religious issues, Address cultural issues, Local standards, International standards, Reliability, Material Taste, Smell, Fitness, Traceability, Availability, Re-usability, Documentation

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 Customer Satisfaction User Friendly Intime response Packing Consistency Maintainability Specification Efficiency Portability Soundless Conformance Width Depth Length Height Security Safety Speed Serviceability Strength Accuracy Simplicity Operateability Power consumption Measurability Transformability Presentation Back up supportability Light weight Economical
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 Water proof, Shelf life, Preciseability, Breakability, Manageability, Competitiveness, Under warranty, Pressure, sustainability, Good heat ability, Less carbon Dioxide, Non combustible, Purity, Supportable, Motivational, Robust /Toughness, Firmness, Comfortable, Long lasting, Having resale value
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DESIGN SPECIFICATIONS
PARAMETERS / variables. Already discussed in the preceding slide. LIMITS. These are the two extreme permissible value limits for

parameters. The upper limit for a parameter is the largest value permitted for that particular variable and the lower limit for a parameter is the smallest value permitted for that parameter. The limits of value for a parameter are derived from the combination of the design values with the limits of tolerance. TOLERANCE. The tolerance on a parameter is the margin of error

allowed on it for reasonable inaccuracy in workmanship and applications.

It is the total permitted variation in the actual value of that parameter. The
difference between the two limits of value (Upper Tolerance Limit, UTL and Lower Tolerance Limit, LTL) for a parameter gives the tolerance. The greater the tolerances that can be allowed, the more cheaply can the work
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be produced.

ACCURACY.

Accuracy is defined as the closeness of agreement

between an observed value and an accepted reference value. The lack of accuracy reflects a systematic bias in the measurement such as a gauge

out of calibration, worn out, or used improperly by the operator. Accuracy

is measured as the amount of error in a measurement in proportion to the total size of the measurement. One measurement is more accurate than another if it has a smaller relative error. PRECISION. Precision, or repeatability, is defined as the closeness of agreement between randomly selected individual measurements. Precision, therefore, relates to the variance of repeated measurements.

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The third alphabet M stands for Management; which represents all actions of the overall system that determine the quality mission, policy, objectives and responsibilities and implement them by incorporating quality planning, strategy, control, assurance and improvements within the quality system. BASIC MANAGERIAL FUNCTIONS PLANNING ORGANIZING STAFFING LEADING CONTROLLING
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 Hence, the TQM Philosophy is considered as a management approach of an organization focused on quality, embedded in its business strategy, based on the participation, involvement and commitment of all its members at all levels of hierarchy and aimed at long term success through customer satisfaction and gives benefits to all members of the organization, stakeholders and to the society at large. In its simplest form, TQM is a Continuous Quality Improvement (CQI) in all its forms and manifestations.
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 The TQM philosophy was considered by some quality experts and gurus as the business quality miracle of the 20th century because of its engulfing and long term effects on all functions of an organization with particular reference to the business position in a fiercer economic competitive era. They are also of the opinion that such a mega phenomenon of the 20th century can not truly be represented by this three alphabet acronym of TQM; however, they have not yet suggested or given hint for any substitute title.

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A GENERIC MODEL OF PRODUCTION SYSTEM (Manufacturing /service)

TOTAL INPUTS 1. MEN 2. MATERAIL 3. MACHINES 4. MONEY TOTAL TRANSFORMATION PROCESS

TOTAL OUTPUTS 1. PRODUCTS 2. SERVICES

TOTAL TRANSFORMATION FROM INPUTS TO OUTPUTS

SOURCES OF VARIATION IN PRODUCTION PROCESSES

Operators Materials Inputs Process

Methods

Measurement Instruments

Outputs Human Inspection Performance

Tools
Machines Environment

VARIATIONS

Production processes face variation in:

Strength, thickness or moisture content of materials Strength & composition of cutting tools Measurement gauges used Human inspection capabilities

 Variation occurs at random, but combined effect can be predicted statistically Common causes of variation factors present as natural parts of process Result from design of system

Special causes of variation (assignable causes) Arise from external sources not inherent in the process
Bad material batch from supplier Poorly trained operators Excessive tool wear Improper calibration of equipment

Unnatural variation easily detectable Economical to correct

 System governed only by common causes is stable Understanding of differences between common & special causes Less variation benefits: Producers (higher productivity due to less inspection, scrap & rework) Customers (products with similar quality characteristics)

OTHER QUALITY DEFINITIONS

Perfection Consistency Eliminating waste Speed of delivery Compliance with policies & procedures Providing good, usable products Doing it right the first time Delighting or pleasing customers Total customer service & satisfaction
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JUDGEMENTAL CRITERIA Quality = superiority or excellence Goodness of a product You just know it when you see it little practical value to managers No means through which quality can be measured for decision making

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PRODUCT-BASED CRITERIA

Quality is a function of a specific, measurable variable Higher amount of product characteristics = higher quality Quality is mistakenly related to price Higher the price, higher the quality (Not necessarily true)
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USER-BASED CRITERIA
Quality is determined by what customer wants Quality = Fitness for intended use How well the product:
Performs its intended purpose Meets consumers needs

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VALUE-BASED CRITERIA
Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost.

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VALUE-BASED CRITERIA

Purchase decision involves trading off the quality against the price Because many of the attributes of quality are subjective assessments, therefore most of these definitions are subjective Unlike manufacturing and productbased approaches

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VALUE-BASED CRITERIA

Offering greater satisfaction at comparable price Procter & Gamble brought in VALUE PRICING Consumer brand loyalty More consistent sales Improvement of product characteristics Internal efficiencies
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MANUFACTURING BASED CRITERIA

Quality = Conformance to specifications Quality is about manufacturing a product that people can depend on every time they reach for it Achieved at Coca-Cola through rigorous quality & packaging standards
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PRINCIPAL QUALITY DIMENSIONS /

CHARACTERISTICS

1. 2. 3. 4. 5. 6. 7. 8.

Performance Features Reliability Conformance Durability Serviceability Aesthetics Perceived quality

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Performance a products primary operating characteristics. Example: A cars acceleration, braking distance, steering and handling

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Features the bells and whistles of a product. A car may have power options, a tape or CD deck, antilock brakes, and reclining seats

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Reliability the probability of a products surviving over a specified period of time under stated conditions of use. A cars ability to start on cold days and frequency of failures are reliability factors

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Conformance the degree to which physical and performance characteristics of a product match pre-established standards. cars fit/finish, freedom from noises can reflect this.

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Durability the amount of use one gets from a product before it physically deteriorates or until replacement is preferable. For car - corrosion resistance & long wear of upholstery fabric

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Serviceability speed, courtesy, competence of repair work. auto owner -access to spare parts.

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Aesthetics how a product looks, feels, sounds, tastes, or smells. cars color, instrument panel design and feel of road make aesthetically pleasing

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Perceived quality Subjective assessment of quality resulting from image, advertising, or brand names. car, - shaped by magazine reviewsmanufacturers brochures

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QUALITY IN SERVICES
Service is a social act which takes place in direct contact between the customer and representatives of the service company Service quality includes quality of: Core services Facilitating services Improvement in customer services Cost of acquiring new customers is higher than cost of retaining customers
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SERVICE AS A PRODUCTION SYSTEM

Application of Demings view of production systems Determination of: Customers & suppliers Inputs & outputs Key processes Research requirements Meeting or exceeding customer expectations Develop performance standards & specifications

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SERVICE AS A PRODUCTION SYSTEM

design and redesign

customer research

SUPPLIERS families high schools colleges businesses

INPUTS students Teaching, counseling, faculty support staff scientific research PROCESSES

CUSTOMERS graduate schools businesses families society students

OUTPUTS able students new knowledge research findings
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Higher Education as a Production System

UNIQUE DIMENSIONS OF SERVICES

Time Timeliness Completeness Courtesy Consistency Accessibility & convenience Accuracy Responsiveness

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REQUIREMENTS OF SERVICES
Each customer has different requirements Higher degree of customization needed Intangible output Services are produced & consumed simultaneously Quality has to be trained & built into the service Customers are involved in the service process Labor intensive Human interaction necessary Large volumes of customers have to be handled 46

COMPONENTS OF SERVICE SYSTEM QUALITY

Challenge of managing quality Determining standards for intangible quality characteristics Set judgmentally & then tested Determinants of perceived service quality: Employee performance & behavior Service transaction speed
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ROLE OF EMPLOYEES
Quality of human interaction used as an evaluating tool by customers Higher the employee job satisfaction, higher the customer satisfaction If we take care of our employees, they will take care of our customers Front-line employees have direct contact with customers Should be given rewards, higher pays, training & authority 48

ROLE OF INFORMATION TECHNOLOGY

Processing large volumes of information Meeting customer demand of quicker service Used to better serve customers Easier for customers to do business with a company Lesser use of human force Less personal interaction quality may decrease Service providers must find the right balance

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ROLE OF INSPECTION AND INSPECTOR

Inspection is the critical examination of parametres of any entity Basic inspection start from human senses like, seeing, feeling, touching, tasting and hearing. Technology help in enhancing human capability like mechanical instruments and gauges, electrical and electronics gadgetry and even the hybrid arrangement There are different types of inspections, mostly based on time and place, like IN inspection, Stage inspection and Final inspection etc
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DEMINGS UNIVERSAL FOURTEEN POINTS FOR MANAGEMENT ARE SUMMARIZED AS FOLLOWS:

CREATE CONSISTENCY OF PURPOSE WITH A PLAN.

ADOPT THE NEW PHILOSOPHY OF QUALITY. CEASE DEPENDENCE ON MASS INSPECTION. END THE PRACTICE OF CHOOSING SUPPLIERS BASED SOLELY ON PRICE. IDENTIFY PROBLEMS AND WORK CONTINUOUSLY TO IMPROVE THE SYSTEM.

ADOPT MODERN METHODS OF TRAINING ON THE JOB.

CHANGE THE FOCUS (QUANTITY) TO QUALITY. FROM PRODUCTION NUMBERS
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DRIVER OUT FEAR. BREAK DOWN BARRIERS BETWEEN DEPARTMENTS.

STOP REQUESTING IMPROVED PRODUCTIVITY WITHOUT

PROVIDING METHODS TO ACHIEVE IT. ELIMINATE WORK STANDARDS THAT PRESCRIBE NUMERICAL QUOTAS. REMOVE BARRIERS TO PRIDE OF WORKMANSHIP. INSTITUTE VIGOROUS EDUCATION AND RETRAINING. CREATE A STRUCTURE IN TOP MANAGEMENT THAT WILL EMPHASIZE THE PRECEDING THIRTEEN POINTS EVERY DAY.

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JURANS TEN STEPS TO QUALITY IMPROVEMENT ARE

BUILD AWARENESS OF OPPORTUNITIES TO IMPROVE. SET GOALS FOR IMPROVEMENT. ORGANIZE TO REACH GOALS. PROVIDE TRAINING. CARRY OUT PROJECTS TO SOLVE PROBLEMS. REPORT PROGRESS. GIVE RECOGNITION. COMMUNICATE RESULTS. KEEP SCORE.

MAINTAIN MOMENTUM BY MAKING ANNUAL IMPROVEMENT PART OF

THE REGULAR SYSTEMS AND PROCESSES OF THE COMPANY.

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CROSBY CONCEPTS
1. MANAGEMENT COMMITMENT. TOP MANAGEMENT MUST BECOME CONVINCED OF THE NEED FOR QUALITY AND MUST CLEARLY COMMUNICATE THIS TO THE ENTIRE COMPANY BY WRITTEN POLICY, STATING THAT EACH PERSON IS EXPECTED TO PERFORM ACCORDING TO THE REQUIREMENT OR CAUSE THE REQUIREMENT TO BE OFFICIALLY CHANGED TO WHAT THE COMPANY AND THE CUSTOMERS REALLY NEED. 2. QUALITY IMPROVEMENT TEAM. FORM A TEAM COMPOSED OF

DEPARTMENT HEADS TO OVERSEE IMPROVEMENTS IN THEIR DEPARTMENTS AND IN THE COMPANY AS A WHOLE.

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3. QUALITY MEASUREMENT.

ESTABLISH

MEASUREMENTS

APPROPRIATE TO EVERY ACTIVITY IN ORDER TO IDENTIFY AREAS IN NEED OF IMPROVEMENT. 4. COST OF QUALITY. ESTIMATE THE COSTS OF QUALITY IN

ORDER TO IDENTIFY AREAS WHERE IMPROVEMENTS WOULD BE PROFITABLE. 5. QUALITY AWARENESS. AMONG EMPLOYEES. RAISE THEY QUALITY AWARENESS THE

MUST

UNDERSTAND

IMPORTANCE OF PRODUCT CONFORMANCE AND THE COSTS OF NON CONFORMANCE. 6. CORRECTIVE ACTION. RESULT OF STEPS 3 AND 4.
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TAKE CORRECTIVE ACTION AS A

7. ZERO DEFECTS PLANNING

ALL LEVELS OF MANAGEMENT MUST BE TRAINED IN HOW TO IMPLEMENT THEIR PART OF THE QUALITY IMPROVEMENT PROGRAM. 8. SUPERVISOR TRAINING FORM A COMMITTEE TO PLAN A PROGRAM APPROPRIATE TO THE COMPANY AND ITS CULTURE. 9. ZERO DEFECTS DAY

SCHEDULE A DAY TO SIGNAL TO EMPLOYEES THAT THE COMPANY

HAS A NEW STANDARD. 10. GOAL SETTING INDIVIDUALS MUST ESTABLISH IMPROVEMENT GOALS FOR

THEMSELVES AND THEIR GROUPS.

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11.

ERROR CAUSE REMOVAL

EMPLOYEES SHOULD BE ENCOURAGED TO INFORM MANAGEMENT

OF ANY PROBLEMS THAT PREVENT THEM FROM PERFORMING ERROR-FREE WORK. 12. RECOGNITION. GIVE PUBLIC, NON-FINANCIAL APPRECIATION TO THOSE WHO MEET THEIR QUALITY GOALS OR PERFORM OUTSTANDINGLY. 13. QUALITY COUNCILS COMPOSED OF QUALITY QUALITY SHARE PROFESSIONALS COUNCILS EXPERIENCES AND TEAM MEET AND

CHAIRPERSONS, REGULARLY TO

SHOULD PROBLEMS,

IDEAS.
14. DO IT ALL OVER AGAIN REPEAT STEPS 1 TO 13 IN ORDER TO EMPHASIZE THE NEVER ENDING PROCESS OF QUALITY IMPROVEMENT.
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AV FEIGENBAUM PHILOSOPHY
FEIGENBAUM IS BEST KNOWN FOR COINING THE PHRASE TOTAL QUALITY CONTROL IN THE UNITED STATES FEIGENBAUMS PHILOSOPHY IS SUMMARIZED IN THIS THREE STEPS TO QUALITY AS FOLLOWS.
1. QUALITY LEADERSHIP. A CONTINUOUS MANAGEMENT

EMPHASIS IS GROUNDED ON SOUND PLANNING RATHER REACTION TO FAILURES MANAGEMENT MUST MAINTAIN A CONSTANT FOCUS AND LEAD THE QUALITY EFFORT.

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2. MODERN QUALITY TECHNOLOGY.

THE TRADITIONAL QUALITY DEPARTMENT CANNOT RESOLVE 80 TO 90 PERCENT OF QUALITY PROBLEMS. THIS TASK REQUIRES THE INTEGRATION OF OFFICE STAFF AS WELL AS ENGINEERS AND SHOP FLOOR WORKERS IN THE PROCESS WHO CONTINUALLY EVALUATE AND IMPLEMENT NEW TECHNIQUES TO SATISFY

CUSTOMERS IN THE FUTURE.

3. ORG COMMITMENT.
CONTINUOUS TRAINING AND MOTIVATION OF THE ENTIRE

WORKFORCE AS WELL AS INTEGRATION OF QUALITY IN BUSINESS

PLANNING INDICATE THE IMPORTANCE OF QUALITY AND PROVIDE

THE MEANS FOR INCLUDING IT IN ALL ASPECTS OF THE FIRMS ACTIVITIES.
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DR KAORU ISHIKAWA PHILOSOPHY

AN EARLY PIONEER IN THE QUALITY REVALUATION IN JAPAN, KAORU ISHIKAWA WAS THE FOREMOST FIGURE IN JAPANESE QUALITY KAORU ISHIKAWA WAS INSTRUMENTAL IN THE DEVELOPMENT OF

THE BROAD OUT LINES OF JAPANESE QUALITY STRATEGY, CONCEPT

OF CWQC, THE AUDIT PROCESS USED IN THE DETERMINING WHETHER A COMPANY WILL BE SELECTED TO RECEIVE THE DEEMING AWARD, TEAM-BASED PROBLEM SOLVING AND A VARIETY OF PROBLEM-SOLVING TOOLS THAT HE THOUGHT ANY WORKER COULD USE. DR. KAORU ISHIKAWA ALSO INFLUENCED THE DEVELOPMENT OF A PARTICIPATIVE, BOTTOM-UP VIEW OF QUALITY, WHICH BECAME

THE TRADEMARK OF THE JAPANESE APPROACH TO QUALITY

MANAGEMENT.
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SOME KEY ELEMENTS OF DR. KAORU ISHIKAWA PHILOSOPHY QUALITY BEGINS WITH EDUCATION AND ENDS WITH EDUCATION. THE FIRST STEP IN QUALITY IS TO KNOW THE REQUIREMENTS OF

CUSTOMERS.
THE IDEAL STATE OF QUALITY CONTROL OCCURS WHEN

INSPECTION IS NO LONGER NECESSARY.

REMOVE THE ROOT CAUSE, NOT THE SYMPTOMS.

QUALITY CONTROL IS THE RESPONSIBILITY OF ALL WORKERS AND ALL DIVISIONS.

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DO NOT CONFUSE THE MEANS WITH THE OBJECTIVES.

PUT QUALITY FIRST AND SET YOUR SIGHTS ON LONGER-TERM PROFITS.

MARKETING IS THE ENTRANCE AND EXIT OF QUALITY. TOP MANAGEMENT MUST NOT SHOW ANGER WHEN FACTS ARE PRESENTED BY SUBORDINATES.

NINETY-FIVE PERCENT OF PROBLEMS IN A COMPANY CAN BE SOLVED WITH SIMPLE TOOLS FOR ANALYSIS AND PROBLEM SOLVING.

DATA WITHOUT DISPERSION INFORMATION (VARIABILITY) IS FALSE DATA.

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COMMON FACTORS AND ELEMENTS

S. No TQM FACTORS TQM ELEMENTS

1
1.1 1.1.1 1.1.2 1.1.3 1.2 1.3 1.4

Top Management Role

Leadership Vision Style Driving Force Commitment Involvement Participation Team Work and

1.5

Communication
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2
2.1 2.2 3 3.1 3.2 4 4.1 4.2

Customer and Market Focus

Customer Focus Marketing Policy Quality Policy Quality Mission and Objectives Planning Long Term Quality Planning Short Term Quality Planning
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5
5.1 5.2 5.3 5.4

Quality Assurance
Quality System Management Data

Information and Management Quality Losses Cross Management

Functional

5.5
5.6

Processes
Standardization

5.7
5.8

Products and Services

Measurement and Control
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5.8.1

Measurement

5.8.2 5.9 5.10 5.10.1 5.10.2 5.10.3

Control Audit Integrated Approach Suppliers Company Distributors System

5.10.4

Customers

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Resources Management

6.1

Human Resource

6.1.1
6.1.2 6.1.3

Human Management
Education Training

Resource

6.1.3.1
6.1.3.2 6.1.4 6.1.5

Quality Training
Job Training Involvement Participation
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6.1.6 6.1.7 6.1.8 6.1.9 6.2 6.3 6.3.1

Team Work Empowerment Reward and Recognition Motivation Financial Resources Material Resources Technology and Equipment

6.3.2

Support and Maintenance

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Quality Culture

7.1

Quality Awareness

7.2

Corporate Culture Protection

Quality

8.1

Health and Safety

8.2

Environment

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9 9.1 9.2 9.3 10 10.1 10.2 10.3 10.4 10.5

Continuous Improvement Review Improvement Activities Creativity, Innovation and Design Satisfaction of the Stakeholders Customers Employees Management) Society Shareholders Government
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(Including

TQM PHILOSOPHY
MINDSETS APPROACHES MANAGEMENT LAWS CONCEPTS

THEORY

PRINCIPLES RULES

THEORIES OPERATIONALIZATION

STRATEGY PROBLEM SOLVING GRAPHICS MANAGEMENT PRACTICES

PLANNING ROOT CAUSE ANALYSIS DATA COLLECTION

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TQM PHILOSOPHY

PEERS

THEORITICAL/ ABSTRACT KNOWLEDGE

(PSYCHOLOGY/PHYSIOLOGY/ SOCIALOGY/ SCIENTIFIC MANAGEMENT)

GURUS

SCHOLARS

PROPONENTS

TRANSFORMATION

SYSTEMS PRACTICAL/ AWARDS STANDARDS REAL KNOWLEDGE

TOOLS

TECHNIQUES
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Summarized Scored Criteria Set of DP Model (2005)

Factors

S. No
1. 2. Management Policies and their Deployment New Product Development, Work Process Innovation

Weighted Score (%) 20 20

3.
4. 5. 6.

Maintenance and Improvement

Management Systems Information Analysis and Utilization of IT Human Resource Development Total Score

20
10 15 15 100

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. Management policies and their Development (20)

2. New product development Work process Innovation (20) 5. Information analysis and utilization of IT (15)

3. Maintenance and Improvement (20) 6. Human Resource Development (15)

4. Management System (10)

Core Quality System (50)

THE DP FRAMEWORK

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MBNQA CRITERIA SET (2004) (Factors only) (1000 marks) 1. Leadership

2. Strategic Planning 3. Customer and Market Focus 4. Measurement, Analysis and Knowledge Management 5. Human Resource Focus 6. Process Management 7. Business Results

(12%)
(8.5%) (8.5%) (9%) (8.5%) (8.5%) (45%)
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MBNQA FRAMEWORK

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78

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EQA CRITERIA SET (2004) (FACTORS ONLY) (1000 MARKS)

1. LEADERSHIP 2. POLICY AND 3. PEOPLE 4. PARTNERSHIP AND RESOURCES STRATEGY (10%) (8%) (9%) (9%)

5. PROCESSES
6. CUSTOMER 7. PEOPLE RESULTS

(14%)
(20%) (9%) (6%) RESULTS (15%)
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RESULTS

8. SOCIETY RESULTS 9. EY PERFORMANCE

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SUMMARIZED SCORED CRITERIA SET OF PNQA MODEL

S No 1 2 3 4 5 6 7

Main Factors Top Management Leadership and Management of Quality Use of Quality Data and Information Human Resource Management Customer Focus and Satisfaction Quality Assurance of External Suppliers Process Management Business Results

Weighta ge (%) 17 10 15 10 10 10 28

Marks 170 100 150 100 100 100 280

Total

100

1000

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Process Management 6.0

Top Management Leadership And Management of Quality 1.0

Human Resource Management 3.0

Customer Focus and Satisfaction 4.0

Quality Assurance of External Suppliers 5.0

Business Results 7.0

Use of Quality Data & Information 2.0 %

THE PNQA MODEL FRAMEWORK

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UQA CRITERIA SET (2004) (Factors only) (1000 marks)

1. TOP MANAGEMENT ROLE 2. CUSTOMER AND MARKET FOCUS 3. POLICY 4. PLANNING 5. QUALITY ASSURANCE 6. RESOURCES MANAGEMENT 7. QUALITY CULTURE 8. PROTECTION (13.5%) (4.3%) (3.2%) (2.4%) (21%) (13.3%) (5%) (2.8%)

9. CONTINUOUS IMPROVEMENT
10. SATISFACTION OF THE STAKEHOLDERS

(7.5%)
(27%)

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SEQUENCE

TQM FACTORS

SCORE %

EQUIVALENT MARKS

1.
2. 3. 4. 5.

Top Management Roles

Customer and Market Focus Policy Planning Quality Assurance

13.5
4.3 3.2 2.4 21

135
43 32 24 210

6.
7. 8. 9. 10.

Resources Management
Quality Culture Protection Continuous Improvement Satisfaction of the Stakeholders TOTAL SCORE

13.3
5 2.8 7.5 27 100

133
50 28 75 270 1000
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QUALITY ASSURANCE

CUSTOMER AND MARKET FOCUS

TOP MANAGEMENT ROLE

SATISFACTION OF THE STAKEHOLDERS

QUALITY CULTURE PROTECTION

POLICY

CBP

PLANNING

CONTINUOUS IMPROVEMENT

RESOURCES MANAGEMENT

1
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FRAMEWORK OF UQA FINAL FRAMEWORK OF THE TQM IQA MODEL

DETAILED SCORES OF THE TQM UQA MODEL CRITERIA SET (FACTORS AND ELEMENTS)
S. No TQM FACTORS TQM ELEMENTS SCORE % EQUIVALENT MARKS

1
1.1 1.1.1 1.1.2 1.1.3 1.2 1.3 1.4

Top Management Role

Leadership Vision Style Driving Force Commitment Involvement Participation Team Work and

13.5
7.3 3.6 1.2 2.5 2 1 1.6

135
73 36 12 25 20 10 16

1.5

Communication

1.6

16
87

2
2.1 2.2 3 3.1 3.2 4 4.1 4.2

Customer and Market Focus

Customer Focus Marketing Policy Quality Policy Quality Mission and Objectives Planning Long Term Quality Planning Short Term Quality Planning

4.3
2.5 1.8 3.2 1.8 1.4 2.4 1.5 0.9

43
25 18 32 18 14 24 15 9
88

5
5.1 5.2 5.3 5.4

Quality Assurance
Quality System Management Data

21
2.9 1.3 2 Functional 0.9

210
29 13 20 9

Information and Management Quality Losses Cross Management

5.5
5.6

Processes
Standardization

1.7
1

17
10

5.7
5.8

Products and Services

Measurement and Control

2..2
4.5

22
45
89

5.8.1

Measurement

2.4

24

5.8.2 5.9 5.10 5.10.1 5.10.2 5.10.3

Control Audit Integrated Approach Suppliers Company Distributors System

2.1 1.5 2.9 0.5 1.4 0.5

21 15 29 5 14 5

5.10.4

Customers

0.5

90

Resources Management

13.3

133

6.1

Human Resource

9. 3

93

6.1.1
6.1.2 6.1.3

Human Management
Education Training

Resource

2
1 1.5

20
10 15

6.1.3.1
6.1.3.2 6.1.4 6.1.5

Quality Training
Job Training Involvement Participation

0.9
0.6 0.5 0.5

9
6 5 5
91

6.1.6 6.1.7 6.1.8 6.1.9 6.2 6.3 6.3.1

Team Work Empowerment Reward and Recognition Motivation Financial Resources Material Resources Technology and Equipment

0.5 1.1 1 1.2 2 2 1.3

5 11 10 12 20 20 13

6.3.2

Support and Maintenance

0.7

7
92

Quality Culture

50

7.1

Quality Awareness

2.9

29

7.2

Corporate Culture Protection

Quality

2.1

21

2.8

28

8.1

Health and Safety

1.8

18

8.2

Environment

10

93

9 9.1 9.2 9.3 10 10.1 10.2 10.3 10.4 10.5

Continuous Improvement Review Improvement Activities Creativity, Innovation and Design Satisfaction of the Stakeholders Customers Employees Management) Society Shareholders Government TOTAL SCORE (Including

7.5 2 4.1 1.4 27 14.3 4.5 1.9 3.7 2.6 100

75 20 41 14 270 143 45 19 37 26 1000 94

OTHER NATIONAL QUALITY AWARD MODELS

THE DEMING PRIZE (DP) MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA) EUROPEAN QUALITY AWARD (EQA) UK QUALITY AWARD (UKQA) AUSTRALIAN QUALITY AWARD (AQA) IRISH QUALITY AWARD (IQA) SCOTLAND QUALITY AWARD SWEDISH QUALITY AWARD THE NORTHERN IRELAND QUALITY AWARD SINGAPORE QUALITY AWARD (SQA) CONDT
95

OTHER NATIONAL QUALITY AWARD MODELS

RAJIV GHANDI NATIONAL QUALITY AWARD (RGNQA) NEW ZEALAND NATIONAL QUALITY AWARD (NZQA)

CANADIAN AWARD FOR EXCELLENCE (CAE)

FRENCH QUALITY AWARD (FQA) CONFEDERATION OF INDIAN INDUSTRY (CII-EXIM) AWARD

NETHERLANDS QUALITY AWARD (NQA)

BRAZILIAN NATIONAL QUALITY AWARD.

96

QUALITY CULTURE
QUALITY ASSURANCE ROLE RESOURCES MANAGEMENT

SATISFACTION OF THE STAKEHOLDERS

CONTINUOUS IMPROVEMENT

PLANNING

POLICY

CUSTOMER & MARKET FOCUS

THE HOUSE OF TQM

PROTECTION

97

QUALITY AWARD WEB SITES 1.http://www.juse.or.jp

2.http://www.efqm.org

3.http://www.quality.nist.gov

98