1. 1 L E A R N I N G O U T L I N E 4 Pillar of TQM Basic Definitions Productivity 8 Quality Management Principles

2. 2 L E A R N I N G O U T L I N E Quality Control and Quality Assurance Deming's Principles PDCA Cycle

3. 3 DEFINITIONS Product; Result of a process, can be tangible which have a physical form or Intangible product. Knitted Garmet Weaved Cloth Graduate students

4. 4 DEFINITIONS Process Approach Any activity that receives inputs from the previous process or directly and converts them to output, the identification of interaction and their management is referred as a Process Approach.

5. 5 DEFINITIONS Productivity It is the ratio of output to input of resources Labor Productivity of April = Total Production of April/Wages of April Energy Productivity of April = A/Electricity bill of April

6. 6 4 Methods to Increase Productivity O =, I =

7. 7 The Operations System

8. 8 Manufacturing Organizations Use operations management in the transformation process of turning raw materials into physical goods. They produce tangible items like Garments, Home appliances and Cars.

9. 9 EXAMPLES Nishat Textiles LG Honda DG Khan Cement Sony

10. 10 Service Organizations Use operations management in creating nonphysical outputs (intangible products) in the form of services (the activities of employees interacting with customers)

11. 11 EXAMPLES Banking Sector (ACBL, HBL, MCB) Hospitals Universities (PU, UET) Colleges Legal Services

12. 12 WHAT IS QUALITY? Fitness for Purpose Meeting Requirements Meeting Customer Needs / Expectations Delighting Customers Right First Time, All The Time Affordable

13. 13 WHAT IS QUALITY? Reliable Durable On Time Delivery Meeting the Specifications Comparative Safety Availability

14. 14 WHAT IS QUALITY? Fitness for purpose or use Juran Quality is conformance to the requirements. Crosby Quality should be aimed at the needs of the consumer, present and future Deming

15. 15 Total Quality Management It is a Japanese management philosophy which reduces the cost of operations, reduces the rejections and wastages, improves customer satisfaction and hence improving the profits of the organization.

16. 16 Four Pillars of TQM Customer satisfaction Systems Management Employee Empowerment HR and Team Building

17. 17 Inspection/Testing Segregating bad and good products Time consuming It involves very high costs

18. 18 HISTORY OF TQM Inspection/Testing (1920) Quality Control (1934) Quality Assurance (1972) Quality Management (1982) Six Sigma (1996)

19. 19 Quality Control (QC) It involves techniques and activities aimed at monitoring a process and eliminating causes of unsatisfactory performance. QC=Inspection + Corrective actions The operator (production personnel) is responsible for QC of process and products.

20. 20 QUALITY CONTROL “It involves analytical techniques and activities aimed at monitoring a process and eliminating causes of unsatisfactory performance for the prevention of defects” We control the fluctuations in the product

21. 21 PROCESS SPECIFICATIONS Manufacturing of Refrigerators Temp of oven = 150 C Compressor Pressure = 2 bars Ambient Temp = 40 C Temp of machines = 170 C Pressure of head machine = 3 bars

22. 22 Quality Assurance (QA) Quality Assurance addresses the entire life cycle of a product, starting from the initial product design to final inspection, reliability in use and customer satisfaction. QA=QC+ Preventive actions + customer satisfaction

23. 23 Quality Assurance (QA) Quality Assurance addresses the entire life cycle of a product, starting from the initial product design to final inspection, reliability in use and customer satisfaction. QA=QC+ Preventive actions + customer satisfaction

24. 24 QUALITY ASSURANCE? Quality Assurance; All those planned and systematic actions necessary to provide adequate confidence that a product or services will satisfy given quality requirements.

25. 25 QUALITY ASSURANCE Part of quality management focused on providing confidence that quality requirements will be fulfilled

26. 26 QUALITY ASSURANCE Analysis and eliminators of root causes of problems Planning and prevention

27. 27 The Quality Assurance Model Quality Assurance addresses the entire life cycle of a product, starting from the initial product identification to final inspection, reliability in use and customer satisfaction. The emphasis is towards improvement of the process capability,detection and prevention of non-conformance.

28. 28 Quality Management The activities of the management which determines company quality policy, objectives and responsibilities of every employee. Share the vision, Share the responsibilities and Shares the rewards when objectives are achieved.

29. 29 QUALITY POLICY Top Management shall ensure that its quality policy ž is appropriate to the purpose of the organization. ž Includes commitment to comply with requirements and continual improvement. ž Communicated and understood throughout ž Reviewed for continuous improvement

30. 30 EXAMPLE We the SUPER TEXTILES is committed to emerge as a quality conscious manufacture & exporter of Canvas and Textiles products in order to satisfy the needs and expectations of our customers. We are continuously monitoring our process of manufacturing.

31. 31 EXAMPLE At HKB Stores, we aim to satisfy customer needs by providing on time best value Product, with in the specifications through better understanding and continuous optimization of our various processes.

32. 32 QUALITY PLANNING These are planned activities for the improvement in the product and process quality resulting in improving the customer satisfaction level. Roles and responsibilities of each and every employee is defined in the planning stage.

33. 33 QUALITY PLANNING Process Flow Chart Who will perform that duty Who is responsible for checking and testing How to perform that task or duty How to check or test that task

34. 34 EXAMPLES Textile weaving Car Manufacturing Banking Cashier

35. 35 QUALITY OBJECTIVES These are goals and targets set for each and every department for the improvement of the product and process of the company. These are annual goals and must be monitored on monthly basis.

36. 36 EXAMPLE Production Dept will reduce the number of complaints of customers by 10 percent in 2007 Reduced the rejection of raw materials to 1 percent instead of 5 percent Reduce the customer waiting time to 2 min instead of 5 min (banking sector)

37. 37 8 QM Principles Customer focus Leadership Involvement of people Process approach

38. 38 8 QM Principles Systems approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relationships

39. 39 Conceptual Questions Which system is better QC or QA. Write your comments Why Productivity is more important as compared with production Draw the process approach diagram for any university and automobile company

40. 40 New Concepts Operator will produce and also check the quality. Operator is responsible for taking corrective and preventive actions. Now operator is responsible for controlling the variations in the product.

41. 41 Actions Taken when things go wrong Development and implementation of systems like ISO 9001:2000 JIT, KANBAN, Lean Mfg TPM POKA YOKE (Mistake proofing) Productivity tracking software's and tools.

42. 42 Actions Taken when things go wrong Quality Circles Kaizen (continuous improvement) Employee empowerment

43. 43 International Standards ISO 9001:2000 (QMS) ISO 14001 (EMS) SA 8000 (Social Accountability) ISO 17025 (laboratory Mgt) ISO 18001 (Health and Safety)

44. 44 Benefits of Standards Improving the productivity Improved Customer satisfaction Strong Marketing tool Increased the capabilities of employees Increase in Exports of products which in return is beneficial for the country

45. 45 Deming's Principles (14) 1. Plan for the long-term future. 2. Never be complacent concerning the quality of your product. 3. Find out whether your problems are confined to particular parts of the production process or stem from the overall process itself.

46. 46 Deming's Principles Train workers for the job that you are asking them to perform. Raise the quality of your line supervisors. Drive out fear. Encourage departments to work closely together rather than to concentrate on departmental or divisional distinctions. Make top managers responsible for implementing these principles.

47. 47 Deming's PDCA Cycle Progress ActionPlan CheckDo Start

48. 48 Application of TQM in Engineering ISO 9001 ISO 14001 ISO 18001 Tools and Techniques of TQM

49. 49 Application of TQM in Engineering Internal Audits Management Reviews TQM Competitions Kaizen/QCC