Total Quality Management

Concepts
• What is quality?
Dictionary has many definitions: “Essential characteristic,”
“Superior,” etc.

• Some definitions that are accepted in various organizations:

– “Quality is customer satisfaction,”
– “Quality is Fitness for Use.”

• What is TQM?
A comprehensive, organization-wide effort to improve the quality
of products and services, applicable to all organizations.

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 Concepts
• What is a customer?
Anyone who is impacted by the product or process delivered by
an organization.
External customer: The end user as well as intermediate
processors. Other external customers may not be purchasers
but may have some connection with the product.
Internal customer: Other divisions of the company that receive
the processed product.

• What is a product?
The output of the process carried out by the organization. It may
be goods (e.g. automobiles, missile), software (e.g. a computer
code, a report) or service (e.g. banking, insurance)

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 Concepts
• How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from
deficiencies.
• Product features – Refers to quality of design.
Examples in manufacturing industry: Performance, Reliability,
Durability, Ease of use, Esthetics etc.
Examples in service industry: Accuracy, Timeliness, Friendliness
and courtesy, Knowledge of server etc.
• Freedom from deficiencies – Refers to quality of conformance.
Higher conformance means fewer complaints and increased
customer satisfaction. (This is related to free from defects.)

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 Why Quality?

Reasons for quality becoming a cardinal priority for most

organizations:
• Competition – Today’s market demand high quality products
at low cost. Having `high quality’ reputation is not enough!
Internal cost of maintaining the reputation should be less.
• Changing customer – The new customer is not only
commanding priority based on volume but is more demanding
about the “quality system.”
• Changing product mix – The shift from low volume, high
price to high volume, low price have resulted in a need to
reduce the internal cost of poor quality.

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 Quality perspectives

Everyone defines Quality based on their own perspective of it.

Typical responses about the definition of quality would
include:
1. Perfection
2. Consistency
3. Eliminating waste
4. Speed of delivery
5. Compliance with policies and procedures
6. Doing it right the first time
7. Delighting or pleasing customers
8. Total customer satisfaction and service

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History of Quality

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 The Quality Gurus
• Quality Gurus
– Individuals who have been identified as making a significant contribution
to improving the quality of goods and services.
• Walter A. Shewhart
• W. Edwards Deming
• Joseph M. Juran
• Armand Feigenbaum
• Philip Crosby
• Genichi Taguchi
• Kaoru Ishikawa
Three of the Quality Gurus Compared
Three of the Quality Gurus Compared (cont’d)
Three of the Quality Gurus Compared (cont’d)
 The Quality Guru
• W. Edwards Deming
– Advocated Statistical Process Control (SPC)
• Methods which signal shifts in a process that will likely lead to
products and/or services not meeting customer requirements.
• Emphasized an overall organizational approach to managing quality.
• Demonstrated that quality products are less costly than poor quality
products.
• Identified 14 points critical for improving quality.
– The Deming Prize
• Highest award for industrial excellence in Japan.
 Deming’s 14-Point Program for Improving Quality
1. Create constancy of purpose for improvement of product and service.
2. Adopt the new philosophy.
3. Cease dependence on mass inspection.
4. End the practice of awarding business on the price tag alone.
5. Improve constantly and forever the system of production and training.
6. Institute training.
7. Institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations, and targets for the workforce.
11. Eliminate numerical quotas.
12. Remove barriers to pride in workmanship.
13. Institute a vigorous program of education and retraining.
14. Take action to accomplish the program.
 History of quality management
• Next 20 odd years, when top managers in USA focused on marketing,
production quantity and financial performance, Japanese managers improved
quality at an unprecedented rate.
• Market started preferring Japanese products and American companies suffered
immensely.
• America woke up to the quality revolution in early 1980s. Ford Motor
Company consulted Dr. Deming to help transform its operations.
(By then, 80-year-old Deming was virtually unknown in USA. Whereas Japanese
government had instituted The Deming Prize for Quality in 1950.)
• Managers started to realize that “quality of management” is more important
than “management of quality.” Birth of the term Total Quality Management
(TQM).
• TQM – Integration of quality principles into organization’s management
systems.

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Cost of Quality

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 “Costs” of Quality
Category Definition Example

Costs associated with preventing Training, early reviews, quality planning,

Prevention
defects. tools, process improvement initiatives.

Costs associated with analyzing

Inspections, testing, audits, quality
Appraisal and testing the product to ensure it
control.
conforms to specifications.

Internal Costs associated with fixing Repair, retesting, updating

Failure defects found prior to release. documentation.

Technical support, defect reporting and

External Costs associated with fixing
tracking, field updates, loss of future
Failure defects found after release.
sales.
 Assuring Customer Satisfaction

• Service Recovery
– How quickly a firm rectifies a service mistake has a strong effect on
establishing customer loyalty and creating customer satisfaction.
• Service Guarantees
– Provide customer feedback on service operations
– Effective guarantees
• Unconditional
• Easy to understand
• Meaningful
• Easy and painless to invoke
• Easy and quick to collect on
Elements of TQM & Implementation

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 Elements of TQM
• Leadership
– Top management vision, planning and support
• Employee involvement
– All employees assume responsibility for inspecting the quality of their
work.
• Product/Process Excellence
– Involves product design quality and monitoring the process for
continuous improvement.
 Elements of TQM (cont’d)
• Continuous Improvement
– A concept that recognizes that quality improvement is a journey with no
end and that there is a need for continually looking for new approaches
for improving quality.
• Customer Focus (on “Fitness for Use”)
– Design quality
• Specific characteristics of a product that determine its value in the
marketplace.
– Conformance quality
• The degree to which a product meets its design specifications.
 Implementing TQM
• Successful Implementation of TQM
–Requires total integration of TQM into day-to-day
operations.
• Causes of TQM Implementation Failures
–Lack of focus on strategic planning and core competencies.
–Obsolete, outdated organizational cultures.
 Implementation of TQM
For TQM to be successful, the organization must
concentrate on the following key elements:

Integrity
Ethics
Trust
Training
Teamwork
Communication
Recognition
Leadership
 Implementation of TQM
The key elements of TQM can be divided into four groups
according to their function:

Foundation: Integrity, Ethics, Trust

Building Bricks: Leadership, Teamwork,Training

Roof: Recognition (Motivation)

Binding Mortar: Communication

 Process improvement: Kaizen
• Japanese for gradual and orderly continuous improvement
over a long period of time with minimum financial investment,
and with participation by everyone in the organization.
• Improvement in all areas of business serves to enhance quality
of the firm.
• Three things required for successful kaizen program: operating
practices, total involvement, and training.
• Operating practices expose opportunities for improvement.
JIT reveals waste and inefficiency as well as poor quality.

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The Seven TQM Tools

1. Check Sheets
2. Histograms
3. Scatter Diagrams
4. Control Charts
5. Run Charts
6. Ishikawa Diagram
7. Pareto Diagram
 Check Sheets

Check Sheets are simple documents

that are used for collecting data in
real-time.
A Check Sheet is typically a blank
form that is designed for the quick,
easy and efficient recording of the desired information,
which can be either quantitative or qualitative.
When the information is quantitative, the check sheet is
called a Tally Sheet.
 Histograms
A histogram divides
up the range of
possible values in a
data set into classes or
groups.
For each group, a
rectangle is constructed
with a base length equal to the range of values in that specific
group, and an area proportional to the number of
observations falling into that group.
 Scatter Diagrams
Scatter Diagrams are
used to present
measurements of two
or more related variables.
A Scatter Diagram does
not specify dependent or
independent variables.
Either type of variable can be plotted on either axis.
Scatter Diagrams represent the association (not causation)
between two variables.
 Control Charts
A control chart consists
of the following:
CL

A Centre Line (CL) drawn

at the process mean value.

Lower and Upper Control Limits that indicate the

threshold at which the process output is considered
statistically unlikely.
 Run Charts
Run Charts are
similar in some
regards to Contol
Charts, but do
not show the
control limits of
the process.
They are therefore
simpler to produce, but do not allow for the full range of analytic
techniques supported by Control Charts.

• Run chart: Measurement against progression of time.

• Control chart: Add Upper Control Limit and Lower Control Limit to
the run chart.
 Also called fishbone diagrams (because of
their shape) or Ishikawa diagrams.
Helps in identifying root causes of the
quality failure. (Helps in the diagnostic
Ishikawa Diagram journey.)

Machine Manpower

Problem

Method Material

Ishikawa Diagram is also called Cause-and-Effect Diagram.

Often are four generic heading used: 4 M´s!
 Pareto Diagram

It can be noted that the 3 defects of out-of-dimension, poor

surface finish and loose joints account for 75% of the
rejections.
Quality Management Awards and
Framework
•ISO 9000: 2000
•Six Sigma
•Awards: Malcolm Baldrige National Quality
Award, EFQM Model, Deming Prize
 ISO 9000
• The International Organization for Standardization (ISO)
• ISO 9000 Series of Quality Standards
–An international set of standards for documenting the
processes that an organization uses to produce its goods and
services.

ISO 9001:2000 Quality Management Systems:

Requirements
ISO 9004:2000 Quality Management Systems: Guidelines
for Performance Improvement

ISO 9000:2000 Quality Management Systems:

Fundamentals and Standards
 Six Sigma
• Business improvement approach that seeks to find and
eliminate causes of defects and errors in processes by focusing
on outputs that are critical to customers.
• The term Six Sigma is based on a statistical measure that
equates 3.4 or fewer errors or defects per million
opportunities.
• Motorola pioneered the concept of Six Sigma.
• The late Bill Smith, a reliability engineer is credited with
conceiving the idea of Six Sigma.
• GE (specifically CEO Jack Welch) extensively promoted it.

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Quality Performance Levels
for Various Processes
 The Deming Prize

• Deming Prize
– Initiated by Japan in 1951 to recognize the importance of high quality
products.
– Name after W. Edwards Deming
– Categories of the Deming Prize:
• The Deming Prize for Individuals
• The Deming Application Prize
• The Quality Control Award for Operations/ Business Units