OTQM

UNIT IV
 TOPICS
• Definition of quality - Dimensions of quality
• Evolution of TQM - TQM frame work - Cost of Quality - Leadership for TQM
• Deming’s quality principle
• TQM implementation
• PDSA cycle
• Quality Circles - Quality Council
• Supplier Partnership
• Process approach
• Juran’s Trilogy, Taguchi’s loss function - Kaizen - Quality by design - 5S - ESI
(Early Supplier Involvement) - 5M
Definition of quality - Dimensions of quality

• Conformance to specifications / The products meet and exceed all

requirements, standards and specifications
• The totality of features and characteristics of a product or service that
bear on its ability to satisfy given needs ( American Society for
Quality)
• An inherent or distinguishing characteristic, a degree or grade of
excellence
(American Heritage Dictionary)
• Dimensions of quality – Performance, Features, Reliability,
Conformance, Durability, Serviceability, Aesthetics, Perceived Quality
 Evolution of TQM
• Early Stages:
• Pre-TQM (19th & early 20th century): Quality focused on inspection and detection of defects at the end of the production line. This
reactive approach aimed to minimize costly mistakes but didn't prioritize prevention or continuous improvement.
• Quality Control (1930s-1950s): Statistical methods gained traction, and process control techniques emerged to proactively prevent
defects. Statistical Process Control (SPC) charts became a key tool.
• Quality Assurance (1950s-1980s): Focus shifted to systematization and documentation of quality practices. Emphasis on
standardized processes, documentation, and conformance to external standards like ISO 9000.
• The Rise of TQM:
• 1950s: W. Edwards Deming and Joseph M. Juran, inspired by Japanese methods, brought quality management philosophies to the
West. Deming's 14 Points for Management and Juran's trilogy (quality planning, quality control, quality improvement) laid the
foundation for TQM.
• 1980s: TQM gained widespread adoption in the US and Europe, particularly in manufacturing industries. Focus on customer-
centricity, employee empowerment, and continuous improvement.
• 1990s: Challenges emerged with TQM implementations, including difficulty in sustaining long-term commitment, lack of leadership
involvement, and cultural resistance.
• Modern TQM:
• 2000s onwards: TQM evolved into a more adaptable and integrated approach. Lean Six Sigma methodologies gained popularity,
combining process improvement with statistical analysis.
• Today: TQM principles are embedded within broader quality management systems (QMS) aligned with organizational goals and
strategies. Focus on risk management, innovation, and data-driven decision making.
• TQM is a strategic business philosophy - Focus on customer satisfaction and value creation - Methodologies have adapted - Cultural
 TQM frame work
• Approach to managing an organization that emphasizes continuous
improvement, customer satisfaction, and employee engagement
• Key principles: Customer-focused, Leadership, Process-oriented, Employee
involvement, Data-driven decision making, Communication and teamwork,
Continuous improvement, Supplier partnerships
• Tools and techniques: Statistical process control (SPC), Six Sigma, Design for Six
Sigma (DFSS), Failure mode and effects analysis (FMEA), Benchmarking
• Benefits: Improved quality, Reduced costs, Increased customer satisfaction,
Improved employee morale, Increased profitability
Cost of Quality
• Framework for understanding and measuring the total financial
impact of activities related to product or service quality
• Considers both the costs of achieving good quality and the costs
associated with poor quality
• Categories: Prevention Costs, Appraisal Costs, Internal Failure Costs,
External Failure Costs
• Importance: Identify areas for improvement, Balance prevention and
appraisal, Demonstrate the value of quality, Benchmark against
competitors
Leadership for TQM
• Creating a culture and environment where continuous improvement
and quality become integrated into every aspect of the organization
• Setting the Vision and Direction
• Building a Quality Culture with open communication, collaboration,
and trust
• Empowering Employees through training, resources and tools
• Driving Continuous Improvement
• Fostering Supplier Partnerships
 Deming’s quality principle
• William Edwards Deming (1900 – 1993) was an American business theorist, composer, economist, industrial
engineer, management consultant, statistician, writer and Father of Total Quality Movement
• Deming’s 14 principles:
• 1. Create constancy of purpose toward improvement of product and service
• 2. Adopt the new philosophy
• 3. Cease dependence on inspection to achieve quality
• 4. End the practice of awarding business on the basis of price tag
• 5. Improve constantly and forever the system of production and service
• 6. Institute training on the job
• 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 for the workforce and numerical goals for management
• 12. Remove barriers that rob the hourly worker of his right to pride of workmanship
• 13. Remove barriers that rob people in management and in engineering of their right to pride of workmanship
• 14. Put everyone in the company to work to accomplish the transformation. The transformation is everybody's
 TQM implementation

• Build foundation: Assess your current state, Develop a clear vision and mission,
Secure leadership buy-in
• Develop roadmap: Form a TQM implementation team, Choose a TQM model or
framework, Identify key areas for improvement
• Implement key TQM principles: Focus on customer-centricity, Embrace
continuous improvement, Empower employees, Drive data-driven decision
making, Foster a culture of collaboration
• Utilize TQM tools and techniques: Statistical Process Control (SPC), Six Sigma,
Quality Function Deployment (QFD), Failure Mode and Effects Analysis (FMEA),
Benchmarking
• Measure and sustain progress: Define key performance indicators (KPIs),
Recognize and reward successes, Conduct regular reviews and assessments,
Communicate progress and results
 PDSA / PDCA cycle

• An iterative, four-stage problem-solving model used for improving a process or carrying

out change
• PDCA/PDSA cycle is a continuous loop of planning, doing, checking (or studying), and
acting
• Plan-Do-Check-Act:
• Plan: Identify the problem, set goals, develop a plan for change
• Do: Implement the planned change on a small scale
• Check: Evaluate the results of the change, compare to goals
• Act: Based on the evaluation, modify the plan, standardize the change if successful, or try
a different approach if unsuccessful
• Plan-Do-Study-Act
• Study:
• Analyze the data collected during the "Do" phase.
• Identify what worked well and what didn't
• Evaluate whether the change led to the desired improvement
Quality Circles
• Kaoru Ishikawa advocated forming Quality Circles
• Small groups of employees (5-10) who regularly meet voluntarily with
the aim to identify, analyze, solve problems, improve the quality
control of products and facilitate high standards in the workplace
• Typically meet once a week for an hour or two
• Problem solving process: Identify a problem, Collect data, Analyze the
data, Develop a solution, Implement the solution, Monitor and
evaluate the results
• Benefits: Promotion of teamwork, Employee positive attitudes,
Positive working environment, Increased quality and productivity
Quality Council
• A group of senior management, Quality Experts, Employee
representatives within given operational units who plan, implement,
facilitate and monitor the quality process
• Key functions: Leadership and Direction, Resource Allocation,
Monitoring and Evaluation, Communication and Recognition,
Problem-Solving and Decision-Making
• Benefits: Stronger Leadership Commitment, Strategic Focus, Data-
Driven Decision-Making, Improved Communication and Collaboration,
Sustainable Quality Culture
 Supplier Partnership
• Creates mutually beneficial relationships built on trust, collaboration, and
shared goals with vendors
• Types of Supplier Partnerships:
• Transactional: Basic relationship focused on price, quality, and timely
delivery
• Collaborative: Deeper relationship with joint planning, information
sharing, and problem-solving
• Strategic: Highest level of collaboration, aligning strategies, and joint
innovation
• Key Elements of Successful Supplier Partnerships: Clear communication
and shared goals, Trust and mutual respect, Joint planning and
forecasting, Performance measurement and feedback, Risk management
and mitigation
Process approach

• Processes define interrelated activities and checks, to deliver

intended outputs
• Process approach includes establishing the organization's processes to
operate as an integrated and complete system to meet objectives
• Organization is viewed as a network of interrelated processes, each
contributing to the overall goal of delivering value to customers
• Steps: Identifying key processes, Defining and documenting
processes, Standardizing processes, Measuring and monitoring
performance, Continuous improvement, Collaboration and
empowerment
 Juran’s Trilogy
• Joseph M. Juran formed the foundation for continuous improvement and
achieving long-term quality success
• Three pillars of the Juran Trilogy: Quality Planning (Quality by Design), Quality
Control (Process Control & Regulatory), Quality Improvement (Lean Six Sigma)
• QP - Defines quality goals, establishes customer needs, and develops processes to
meet those needs
• QC - Ensures conformance to established standards and specifications
• QI - Identifies and eliminates waste, reduces defects, and continuously improves
processes
• TQM applications - Strategic planning, Product and service design, Process design,
Prevention, Measurement and monitoring, Statistical process control (SPC),
Inspection and testing, Corrective action, Problem-solving, Root cause analysis,
Waste reduction, Innovation
 Taguchi’s loss function
• Developed by Genichi Taguchi, the loss function is a mathematical tool used to
quantify the economic loss incurred by a product or process as it deviates from
its target or optimal performance
• Focuses on variation - Any deviation from the target value (even within
specifications) leads to increased loss
• Graphical representation - A parabola, with the target value at the minimum
point and loss increasing as the value deviates further in either direction
• Loss is not binary - a continuum with varying degrees of "goodness" based on
how close the actual value is to the target
• L = k * (y - T)^2 / (N - T)^2
• L = Loss / k = Cost coefficient (representing the cost of deviation) / y = Actual
value of the product or process characteristic / T = Target value / N = Nominal
value (value aimed for in design)
 Kaizen
• A philosophy and set of practices aimed at achieving ongoing improvement in all
aspects of an organization
• It focuses on making small, incremental changes over time rather than relying on
big, revolutionary innovations
• Aims on eliminating waste, improving productivity, and achieving sustained
continual improvement in targeted activities and processes of an organization
• Core principles: Focus on the customer, Go to the Gemba (the actual place),
Empower people, Continuous learning, Respect for people
• Steps: Clarify the mandate, Understand the current process, Create the new
standard process, Create an action plan, Implement action items
• Tools and Techniques - 5 Whys, Standardized work, Kanban, Gemba walks,
Suggestion systems, Kaizen events
Quality by design
• QbD is developed by Juran – Focusses on Critical Process Parameter
(CPP) and Critical Quality Attribute (CQA)
• Steps:
• Establish the project design targets and goals
• Define the market and customers that will be targeted
• Discover the market, customers, and societal needs
• Develop the features of the new design that will meet the needs
• Develop or redevelop the processes to produce the features
• Develop process controls to be able to transfer the new designs to
operations
 5S
• Aims at creating a clean, organized, and efficient work environment
• Terms –
• Sort (Seiri): Separate necessary items from unnecessary ones and discard what is
no longer needed
• Set in Order (Seiton): Arrange necessary items in a logical and easily accessible
manner
• Shine (Seiso): Clean and maintain the workplace regularly
• Standardize (Seiketsu): Establish clear and consistent procedures for maintaining
the organized state
• Sustain (Shitsuke): Continuously strive to improve and maintain the implemented
practices
ESI (Early Supplier Involvement)
• Including suppliers early in the product development process
• Needs a clear understanding of the organization's needs and expectations from
its suppliers
• Developing a process for involving suppliers in the product development process
• Key elements –
• Communication
• Collaboration
• Coordination
• Feedback
• Problem-solving
 5M
• 5Ms & E framework or Ishikawa Diagram is a management tool that aims to
analyze the factors or causes of a known problem
• Also called a Fishbone Diagram
• Used in Lean manufacturing and Cause and Effect Analysis
• Lean manufacturing focuses on process optimization while cause-and-effect
analysis aims to identify root causes of problems
• 5M for Lean manufacturing - Manpower, Machine, Materials, Method, Money
• 5M for Cause and Effect Analysis - Manpower, Machine, Materials, Method,
Measurement (Evaluating the accuracy and reliability of measuring instruments
and data collection procedures)
• E – Environment or Medium