1. Chapter 6 - Total Quality Management
These presentations support the text and graphic material in Chapter 6. 1

2. TQM Wheel
This sequence presents the TQM Wheel in Figure Following the discussion in the text, the presentation starts with the key inner components. The last slide adds the outer ring. The Employee Involvement section is presented in more detail on a subsequent slide.
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3. Continuous improvement Customer satisfaction
TQM Wheel
Employee involvement
Continuous improvement
Customer satisfaction
This slide presents the TQM Wheel in Figure This can be left on the screen while you discuss whatever aspects of the wheel you choose. The Employee Involvement section is presented in more detail on a subsequent slide.
Figure 6.1 2

4. TQM Wheel Customer satisfaction Product/service design Process design
Purchasing
Product/service design
Problem-solving tools
Benchmarking
Employee involvement
Continuous improvement
Customer satisfaction
This slide presents the TQM Wheel in Figure This can be left on the screen while you discuss whatever aspects of the wheel you choose.
Figure 6.1 2

5. Customer-Driven Definitions of Quality
Conformance to Specifications
Value
Fitness for Use
Support
Psychological Impressions
These are the five dimensions of quality as listed and defined in the Chapter. We build on this slide as we advance so each definition can be discussed in depth.
Note: This list adds the important element of Value to what is essentially a simplified version of Garvin’s 8 dimensions of quality. 3

6. The Costs of Poor Quality
Prevention Costs
Appraisal Costs
Internal Failure Costs
External Failure Costs
This slide supports the discussion of the cost of poor quality. The slide builds on advance. 4

7. Costs of Detecting Defects14

8. Process Final testing Customer Where defect is detected
Costs of Detecting Defects
Cost of detection and correction
Process Final testing Customer
Where defect is detected
This graph sets the stage for the cost of defectives at various stages of the process as shown in Figure 6.2.
Figure 6.2 14

9. Process Final testing Customer Where defect is detected
Costs of Detecting Defects
Process Final testing Customer
Where defect is detected
Cost of detection and correction
Figure 6.2 15

10. Employee Involvement Cultural Change Teams Individual Development
Awards and Incentives
This slide supports the topical section on employee involvement. The slide builds on advance. 4

11. Deming
Wheel
The next five slides build the Deming Wheel (Figure 6.3) step-by-step allowing the discussion to focus on the type of activities and processes that occur at each step of the continual improvement process.
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12. Plan
Deming
Wheel
Figure 6.3 5

13. Deming
Wheel
Plan Do
Figure 6.3 9

14. Deming
Wheel
Plan Do
Check
Figure 6.3 9

15. Deming
Wheel
Plan
Act Do
Check
Figure 6.3 9

16. Deming
Wheel
Plan
Act Do
Check
Figure 6.3 9

17. Reliability
These six slides go through the reliability example presented in the Chapter. The first slide defines the basic equation and variables.
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18. Reliability Product reliability rs = (r1)(r2) . . . (rn) where
rs = reliability of the complete product
n = number of subsystems
rn = reliability of the subsystem or component n 16

19. Reliability Product reliability rs = (r1)(r2) . . . (rn) where
rs = reliability of the complete product
n = number of subsystems
rn = reliability of the subsystem or component n
This slide introduces the product, a portable radio and headset. 17

20. Reliability rs = (0.99)(0.90)(0.85) = 0.76 Product reliability
rs = (r1)(r2) (rn)
where
rs = reliability of the complete product
n = number of subsystems
rn = reliability of the subsystem or component n
Given the current values, the product reliability is calculated.
rs = (0.99)(0.90)(0.85) = 0.76 18

21. Reliability rs = (0.99)(0.90)(0.85) = 0.76 Product reliability
rs = (r1)(r2) (rn)
where
rs = reliability of the complete product
n = number of subsystems
rn = reliability of the subsystem or component n
A revised product changes the headset and the housing (the colours change on the screen).
rs = (0.99)(0.90)(0.85) = 0.76 19

22. Reliability rs = (0.99)(0.95)(0.90) = 0.85 Product reliability
rs = (r1)(r2) (rn)
where
rs = reliability of the complete product
n = number of subsystems
rn = reliability of the subsystem or component n
The new items have different, improved, reliabilities and these are substituted in the equation.
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rs = (0.99)(0.95)(0.90) = 0.85 20

23. Reliability rs = (0.99)(0.95)(0.90) = 0.85 Product reliability
rs = (r1)(r2) (rn)
where
rs = reliability of the complete product
n = number of subsystems
rn = reliability of the subsystem or component n
The new reliability is calculated showing an improvement from 0.76 to 0.85.
rs = (0.99)(0.95)(0.90) = 0.85 21

24. Quality Function Deployment
This set of slides covers the QFD material from the text. The authors present a short discussion in the current edition, but some instructors may wish to cover this material in somewhat more detail. For these instructors we have included a commonly used “house” format. The model is presented in just coloured blocks. As each section is discussed, an arrow is drawn suggesting how the information is used.
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25. Quality Function Deployment
The House of Quality 1

26. Quality Function Deployment
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27. Quality Function Deployment
Voice of the Customer
The first step is to define the needs and expectations of the customer. 1

28. Quality Function Deployment
Competitive Analysis
Voice of the Customer
The next step is to analyze the competition along the dimensions the customers have defined as important. In one of these first two steps the customer needs should be prioritized. 1

29. Quality Function Deployment
Voice of the Engineer
Competitive Analysis
Voice of the Customer
The third step is to define the internal technical issues related to satisfying the customer expectations. 1

30. Quality Function Deployment
Trade-offs
Voice of the Engineer
Competitive Analysis
Voice of the Customer
Technical issues often involve trade-offs.
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31. Quality Function Deployment
Trade-offs
Voice of the Engineer
Competitive Analysis
Voice of the Customer 1

32. Quality Function Deployment
Trade-offs
Voice of the Engineer
Competitive Analysis
Voice of the Customer
Correlations
The input from the customers, competitive analysis, and technical considerations are used to create a correlation matrix.
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33. Quality Function Deployment
Trade-offs
Voice of the Engineer
Competitive Analysis
Voice of the Customer
Correlations 1

34. Quality Function Deployment
Trade-offs
Voice of the Engineer
Competitive Analysis
Voice of the Customer
Correlations
The final step is to translate the prioritized action items into concrete technical specifications or requirements. The nature of these requirements or specifications will vary depending on the area within the organization that the QFD process is being used.
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Technical Comparison 1

35. Quality Function Deployment
Trade-offs
Voice of the Engineer
Competitive Analysis
Voice of the Customer
Correlations
Technical Comparison 1

36. Benchmarking Planning Analysis Integration Action
This slide supports the discussion of benchmarking from the text. The slide builds on advance. 4

37. Pareto Charts
This series of slides presents Example 6.1, the use of Pareto charts. The first step is to plot the data on a histogram.
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38. Pareto Charts
This series of slides presents Example 6.1, the use of Pareto charts. The first step is to plot the data on a histogram.
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Figure 6.4 1

39. Pareto Charts
This series of slides presents Example 6.1, the use of Pareto charts.
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Figure 6.5 1

40. Pareto Charts
This slide presents Example 6.1, the use of Pareto charts.
Figure 6.5 1

41. Cause-and-Effect Diagrams
This section of the Chapter deals with some of the seven basic tools of quality, CE diagrams, Pareto charts, checksheets, and bar charts (histograms).
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42. Cause-and-Effect Diagrams
Personnel
Machines
Process
Materials
This section of the Chapter deals with some of the seven basic tools of quality, CE diagrams, Pareto charts, checksheets, and bar charts (histograms).
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43. Checker Board Airlines
The next series of slides presents Example 6.6. The series builds in steps to the conclusion of the Example showing the development of key components along the way.
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44. Checker Board Airlines
Delayed flight departures
Figure 6.6

45. Checker Board Airlines
Equipment
Aircraft late to gate
Mechanical failures
Delayed flight departures
Figure 6.6

46. Checker Board Airlines
Equipment
Personnel
Aircraft late to gate
Passenger processing at gate
Mechanical failures
Late cabin cleaners
Unavailable cockpit crew
Late cabin crew
Delayed flight departures
Figure 6.6

47. Checker Board Airlines
Equipment
Personnel
Aircraft late to gate
Passenger processing at gate
Mechanical failures
Late cabin cleaners
Unavailable cockpit crew
Late cabin crew
Delayed flight departures
Late baggage to aircraft
Late fuel
Late food service
Contractor not provided
updated schedule
Materials
Figure 6.6

48. Checker Board Airlines
Equipment
Personnel
Aircraft late to gate
Passenger processing at gate
Mechanical failures
Late cabin cleaners
Unavailable cockpit crew
Late cabin crew
Delayed flight departures
Late baggage to aircraft
Poor announcement of departures
Late fuel
Weight/balance sheet late
Late food service
Delayed check-in procedure
Contractor not provided
updated schedule
Waiting for late passengers
Materials
Procedures
Figure 6.6

49. Checker Board Airlines
Equipment
Personnel
Aircraft late to gate
Passenger processing at gate
Other
Mechanical failures
Late cabin cleaners
Unavailable cockpit crew
Weather
Late cabin crew
Air traffic delays
Delayed flight departures
Late baggage to aircraft
Poor announcement of departures
Late fuel
Weight/balance sheet late
Late food service
Delayed check-in procedure
Contractor not provided
updated schedule
Waiting for late passengers
Materials
Procedures
Figure 6.6
Source: Adapted from D. Daryl Wyckoff, “New Tools for Achieving Service Quality.” The Cornell Hotel and Restaurant Administration Quarterly, November 1984, pg. 89. © 1984 Cornell H.R.A. Quarterly. Used by permission. All rights reserved.

50. Wellington Fiber Board Co.
Tools for Improving Quality
Step 1—Checklist
Step 2—Pareto chart
Step 3—Cause-and-effect diagram
Step 4—Bar chart
The next series of slides presents Example 6.3. The series builds in steps to the conclusion of the Example showing the development of key graphics along the way.. 8

51. Wellington Fiber Board Co.
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric
B. Discolored fabric
C. Broken fiber board
D. Ragged edges
Total
It starts with the checklist. A series of slides show the first few observations being recorded and students should watch this carefully. The sequence ends with the balance of the observations added in a batch. This sequence runs automatically.
Figure 6.7 9

52. Wellington Fiber Board Co.
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric
B. Discolored fabric
C. Broken fiber board /
D. Ragged edges
Total
This slide advances automatically.
Figure 6.7 9

53. Wellington Fiber Board Co.
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric
B. Discolored fabric
C. Broken fiber board //
D. Ragged edges
Total
This slide advances automatically.
Figure 6.7 9

54. Wellington Fiber Board Co.
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric /
B. Discolored fabric
C. Broken fiber board //
D. Ragged edges
Total
This slide advances automatically.
Figure 6.7 9

55. Wellington Fiber Board Co.
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric /
B. Discolored fabric
C. Broken fiber board //
D. Ragged edges /
Total
This slide advances automatically.
Figure 6.7 9

56. Wellington Fiber Board Co.
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric //// 4
B. Discolored fabric /// 3
C. Broken fiber board //// //// //// ////
//// //// //// / 36
D. Ragged edges //// // 7
Total 50
This is the last slide in the sequence with the balance of the observations added in a batch.
Figure 6.7 9

57. Wellington Fiber Board Co.
Pareto Chart
Number of defects
100 80 60 40 20 50 30 10
Cumulative percentage
Defect type
The next sequence translates the data from the checklist to a Pareto chart.
Figure 6.7 10

58. Wellington Fiber Board Co.
Pareto Chart
Number of defects
100 80 60 40 20 50 30 10
Cumulative percentage
Defect type C D A B
This slide adds the individual frequency bars for the four types of defects.
Figure 6.7 12

59. Wellington Fiber Board Co.
Pareto Chart
Number of defects
100 80 60 40 20 50 30 10
Cumulative percentage
Defect type C D A B
This slide adds the cumulative line to the chart showing the alternate charting technique.
Figure 6.7 12

60. Wellington Fiber Board Co.
Cause-and-Effect Diagram
Out of specification
Not available
Training
Absenteeism
Communication
Humidity
Schedule changes
Machine maintenance
Machine speed
Wrong setup
Process
People
Other
Materials
Broken fiber board
This is the CE Diagram for the headliner problem.
Figure 6.7 13

61. Wellington Fiber Board Co.20 15 10 5
Bar Chart
Number of broken fiber boards
And finally the bar chart (essentially a histogram) of the defects analyzed by shift. This clearly illustrates the value of looking at data arranged in alternate schemes (as long as there is some theoretical justification for the different view).
First Second Third
Shift
Figure 6.7 14

62. ISO
9000
ISO
14000
The last section in the presentation refers to the major quality programs in today’s environment, Baldrige, ISO 9000, and ISO It is probably worth reinforcing the point that these three programs are very different in their focus and intent.

63. Criteria for Performance Excellence
Category 1—Leadership 120 points
Category 2—Strategic Planning 85 points
Category 3—Customer and Market Focus 85 points
Category 4—Information and Analysis 90 points
Category 5—Human Resource Focus 85 points
Category 6—Process Management 85 points
Category 7—Business Results 450 points
This slide presents the award structure for It is important to note that the Baldrige Criteria are evaluated and improved annually. Through the life the textbook the details of the scoring scale and the criteria in the next slide are likely to change somewhat.

64. Leadership—Leadership system, values,
Leadership—Leadership system, values, expectations, and public responsibilities
Strategic Planning—The effectiveness of strategic and business planning and deployment of plans, focusing on performance requirements
Customer and Market Focus—How the company determines customer and market requirements and achieves customers satisfaction
Information and Analysis—The effectiveness of information systems to support customer driven performance excellence and marketplace success
Human Resource Focus—The success of efforts to realize the full potential of the work force to create a high-performance organization
Process Management—The effectiveness of systems and processes for assuring the quality of products and services
Business Results—Performance results and competitive benchmarking in customer satisfaction, financials, human resources, suppliers, and operations
This slide defines the Categories in the Baldrige Award as described in the text.

65. Vanishing Cream Analysis
Solved Problem 2
Frequency of defects
100 90 80 70 60 50 40 30 20 10 36 32 28 24 16 12 8 4
Cumulative percentage of defects
Label Fill Mix Seal
48%
78%
100%
90%
This chart supports Solved Problem 2 at the end of Chapter 6.
Figure 6.8 12