Total Quality Management

What is Total Quality Management : 

What is Total Quality Management 1 1 Definition: TQM is a management philosophy, a continuous improvement approach to doing business through a new management model. TQM is a comprehensive management system which: Focuses on meeting owners’/customers’ needs, by providing quality services at a reasonable cost. Focuses on continuous improvement. Recognizes role of everyone in the organization. Views organization as an internal system with a common aim. Focuses on the way tasks are accomplished. Emphasizes teamwork.

What is Total Quality Management (TQM)? : 

What is Total Quality Management (TQM)? 1 2 A philosophy that involves everyone in an organisation in a continual effort to improve quality and achieve customer satisfaction. Six Basic Concepts in TQM Top management commitment and support. Focus on both internal and external customers. Employee involvement and empowerment. Continuous improvement (KAIZEN) Partnership with suppliers Establishing performance measures for processes.

Total Quality Management : 

Total Quality Management 1 3 New Thinking About Quality Old Quality is “small q” New Quality is “Big Q” About products About organisations Technical Strategic For inspectors For everyone Led by experts Led by Management High grade The appropriate grade About control About improvement

Slide 4: 

1 4 Nowadays Total Quality Management (TQM) means Top Management Commitment to quality Customer involvement and focus Employee involvement and focus Leadership and strategic planning for quality Company-wide quality culture Continuous improvement Customer satisfaction and delight

Principles of Total Quality : 

Principles of Total Quality 1 5 Focus on the customer (Both internal & external Participation and Team work Employee involvement and empowerment Continuous improvement and learning.

TQM beliefs : 

TQM beliefs 1 6 Following are the universal Total Quality Management beliefs: Owner/customer satisfaction is the measure of quality Everyone is an owner/customer. Quality improvement must be continuous. Analysis of the processes is the key to quality improvement. Measurement, a skilled use of analytical tools, and employee involvement are critical sources of quality improvement ideas and innovations Sustained total quality management is not possible without active, visible, consistent, and enabling leadership by managers at all levels It is essential to continuously improve the quality of products and services that we provide to our owners/customers.

Total Quality Management Program : 

Total Quality Management Program 1 7 Top management commitment and involvement Customer involvement Designing products for quality Designing and controlling production processes Developing supplier partnerships Customer service, distribution, installation Building teams of empowered employees Benchmarking and continuous improvement (Kaizen)

Scope of TQM : 

Scope of TQM 1 8 Are integrated organizational infrastructure A set of management practices A wide variety of tools and techniques Modern Quality Management Quality Gurus and their Philosophies 1 W. Edwards Deming (USA) [U.S. statistician & consultant known as father of quality control] Higher quality means low cost Quality means continuous improvement Deming’s 14 Points for Quality Management Deming’s Seven Deadly Diseases and Sins Deming wheel/ cycle/ P_D_C_A cycle Deming’s triangle Deming prize

Slide 9: 

1 9 Deming’s Triangle (3 Axioms) Deming Wheel/Deming Cycle/P–D–C–A Cycle

Slide 10: 

1 10 Joseph Juran (USA) Defined quality as “fitness for use”. Top management commitment Costs of quality Quality triology 10 steps for quality improvement Universal breakthrough sequence.

Costs of Quality : 

Costs of Quality 1 11 Prevention costs Appraisal cost Internal failure costs External failure costs Quality Triology Quality planning Quality control and Quality improvement

Customer–Driven Definitions of Quality : 

Customer–Driven Definitions of Quality 1 12 Conformance to specifications (requirements).+ Value for money Fitness for use. Support provided by seller (customer services) Psychological impression (image, aesthetics)

Quality Habit : 

Quality Habit 1 13

Slide 14: 

1 14 3 Philip B Crosby (USA): (Management consultant and director of Crosby’s Quality College. Wrote a book titled “Quality is free” of which 1 million copies sold) Quality Philosophies Quality is free Goal of zero defects 6 ‘C’s – Comprehension, Commitment, Competence, Correction, Communication, Continuance. Four absolutes of Quality 14 steps for quality improvement Quality Vaccine/Crosby Triangle.

Slide 15: 

1 15 4 Armand V. Feigenbaum (USA) Concept of TQC (Total Quality Control) Quality at the source Three steps to quality – Quality leadership, Modern quality technology, Organisational Commitment. SQC and CWQC (Company-Wide Quality Control)

Slide 16: 

1 16 5 Kaoru Ishikawa (Japan) (Japanese Quality Authority Quality circles Ishikawa diagram for problem solving Quality training Root cause elimination Total employee involvement Customer focus Elimination of inspection C.W.Q.C. Japanese quality strategy. 6 Genichi Taguchi (Japan) Quality Engineering Taguchi Methods Taguchi’s quality loss function (L = cd2) [L=Loss–C = Constant d = deviation i.e., x – T]

Slide 17: 

1 17 7 Masaki Imai (Management Consultant of Japan) – (Continuous improvement) 8 Shigeo Shingo (Japan) “Poka Yoke” – means “Fail proofing” or “Fool-proofing” to reduce defects to zero (Handle errors as they occur) 9 Dr. Walter Shewhart (USA) : (Statistician at Bell Laboratories) Statistical Quality Control : (a) SPC control charts (b) Acceptance sampling (with Dodge & Romig)