1. TOTAL QUALITY MANAGEMENT
LECTURE 1
INTRODUCTION TO TQM By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

2. TQM & MIS (401 005) Course Examination Scheme
Insem Exam: 30 marks(1hr.)
Endsem Exam: 70 marks(2.5hr)
Course Teaching Scheme
Theory: 3hrs/week
Credits: 3

3. COURSE OBJECTIVES To understand the Quality in Construction.
Elaborate the concept of Total Quality Management
To apply TQM tools and techniques in civil engineering
To compare construction activities with Quality manual and ISO 9001 principles
To describe management control & certifications in TQM
To develop a MIS for construction organization

4. COURSE OUTECOMES
An ability to understand the concept of Quality in day-to-day life and business.
An ability to use Total Quality Management principles in construction
Able to apply TQM tools and techniques in civil engineering
Able to compare construction activities with Quality manual and ISO 9001 principles
Be capable for management control & certifications in TQM
An ability to develop a MIS for construction organization

5. TEXTBOOKS Sr. No. Title of Book Authors Publication House 1
Total Quality Management
Dr. Gunmala Suri and
Dr. Puja Chhabra Sharma
Biztantra 2
Quality Control and Total Quality Management
P.L.Jain
Tata McGraw Hill Publ. 3
Total Engineering Quality Management
Sunil Sharma
Macmillan India Ltd. 4
Dr. S.Rajaram and
Dr. M. Sivakumar

6. REFERENCE BOOKS Sr. No. Title of Book Authors Publication House 1
Juran’s Quality Handbook
Juran 2
Management Information Systems
Gordon B. Davis, Margrethe H. Olson
Tata McGraw Hill Publ. 3
Total Project Management
P.K.Joy  
Macmillan India Ltd.

7. Unit I QUALITY IN CONSTRUCTION
Syllabus
Quality – Various definitions and interpretation, Importance of quality on a project in the context of global challenges, Factors affecting quality of construction, Reasons for poor quality & measures to overcome, Contribution of various Quality Gurus(Juran, Deming, Crossby, Ishikawa).
Evolution of TQM- QC, TQC, QA, QMS, TQM.

8. Unit II TQM & SIX SIGMA Syllabus
TQM – Necessity, advantages , 7QC tools, Quality Function Deployment(QFD)
Six sigma – Importance, levels
Defects & it‘s classification in construction. Measures to prevent and rectify defects

9. Unit III ISO & QUALITY MANUAL
Syllabus
Study of ISO 9001 principles
Quality manual – Importance, contents, documentation. Importance of check-lists in achieving quality. Typical checklist for concreting activity, formwork activity, steel reinforcement activity
Corrective and Preventive actions, Conformity and NC reports.

10. Unit IV MANAGEMENT CONTROL & CERTIFICATIONS
Syllabus
Benchmarking in TQM, Kaizen in TQM
Quality Circle
Categories of cost of Quality
CONQAS, CIDC-CQRA certifications

11. Unit V Techniques in TQM Implementation and awards
Syllabus
5 S techniques
Kaizen
Failure Mode Effect Analysis (FMEA)
Zero Defects
National & International quality awards- Rajeev Gandhi Award, Jamuna lal Bajaj Award, Golden Peacock Award, Deming Prize, Malcolm Baldrize award

12. Unit VI MANAGEMENT INFORMATION SYSTEM
Syllabus
Introduction to Management Information systems (MIS) Overview, Definition
MIS and decision support systems, Information resources, Management subsystems of MIS
MIS based on management activity whether for operational control, management control, strategic control
Study of an MIS for a construction organization associated with building works

13. INTRODUCTION TO TQM
Total Quality Management (TQM) is a concept created by W. Edwards Deming
Total Quality Management originated in 1950
Continuous Improvement
It is a combination of quality and management
ISO 9001:2000 & Quality manual
Management Information system.

14. QUALITY DEFINITION & INTERPRITATION
TOTAL QUALITY MANAGEMENT
LECTURE 2
QUALITY DEFINITION & INTERPRITATION By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

15. Unit I QUALITY IN CONSTRUCTION
Syllabus
Quality – Various definitions and interpretation, Importance of quality on a project in the context of global challenges, Factors affecting quality of construction, Reasons for poor quality & measures to overcome, Contribution of various Quality Gurus(Juran, Deming, Crossby, Ishikawa).
Evolution of TQM- QC, TQC, QA, QMS, TQM.

16. QUALITY Various definitions and interpretation
Predictable degree of uniformity and dependability at low cost and suited to the market - Deming
Fitness for use - Juran
Conformance to requirements - Crosby
Minimum loss imparted by a product to society from the time the product is shipped - Taguchi
A way of managing tile organization - Feigenbaum
Correcting and preventing loss, not living with loss - Hosffin

17. MEANING OF QUALITY Quality can be quantified as follows, Q=P/E Where,
Q = Quality,
P = Performance,
E = Expectations

18. IMPORTANCE OF QUALITY

19. IMPORTANCE OF QUALITY ON A PROJECT
Fig. Framework of quality for construction project success

20. A construction project in its life span goes through different phases
CONTINUED…
A construction project in its life span goes through different phases
Quality is one of the critical factors in the success of construction projects
The errors on construction projects occur frequently
Quality has become one of the most important competitive strategic tools
Quality management in construction projects should mean maintaining the quality of construction works
Adoption of quality in construction industry has been promoted
poor quality
could lead to unnecessary cost to the
organization where it could create costs due to
failure, appraisal and prevention.

21. QUALITY : FACTORS & REASONS
TOTAL QUALITY MANAGEMENT
LECTURE 3
QUALITY : FACTORS & REASONS By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

22. Factors affecting Quality of Construction
Use of unskilled trade subcontractors
Poor on-site supervision
Construction labor skills and induction
Commitment by the Supervising team
Poor planning and scheduling
Lack of communication
Project Manager’s ignorance and lack of knowledge
Scarcity of resources

23. CONTINUED…
Poor material and plant management
Average delays in decision making
Number of projects at hand
Design changes
Conforming with specifications
Involvement of End-User
Assurance with client’s funding
Inclement weather conditions

24. Reasons for Poor Quality
Causes of poor quality may be grouped into six main categories:
1. Man
Lack of motivation/interest, fear, stress
Shortage of people
Lack of training/skills
Unqualified personnel
People taking shortcuts

25. 2. Machine
Lack of capability
Lack of maintenance
Unavailability of spares
Wear and tear
Improper setup/calibration
Outdated technology
3. Material
Low-grade material
Unspecified material
Variation

26. 4. Management
Lack of vision, mission, value system
Failing to identify/understand customer needs/requirements
Short term planning
Inadequate/poor planning
Flawed incentives and indicators
Lack of supervision/monitoring
Attitude towards change
Lack of decision making and communication skills
Lack of process understanding
Lack of fact-based decision making

27. 5. Method
Lack of procedures
Procedures not followed
Conflicting requirements
Procedures not communicated
Too rigid or too relaxed requirements
6. Environment
Humidity / temperature / lighting

28. QUALITY GURU’s : DEMING & JURAN
TOTAL QUALITY MANAGEMENT
LECTURE 4
QUALITY GURU’s : DEMING & JURAN By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

29. Contribution of various Quality Gurus
Dr. W. Edwards Deming
Deming’s 14 points
Deming’s Triangle
Deming’s Theory of Variance
Deming’s Wheel: PDCA Cycle
“Quality is continuous improvement through reduced variation”

30. Deming’s 14 points :
Create Constancy of Purpose for Continual Improvement of Product and Service
Learn and Adopt the New Philosophy
Understand the Purpose of Inspection
Stop Awarding Business based on Price Alone
Improve Constantly and Forever the System of Production and Service
Institute Training on the Job
Adopt and Institute Modern Methods of Leadership

31. Deming’s 14 points :
Drive Out Fear and Create Trust and a Climate for Innovation
Break Down Barriers between Departments and Individuals
Eliminate the Use of Slogans, Posters and Exhortations for the Work Force
Eliminate Numerical Quotas for the Work Force
Remove Barriers that Rob People of Pride of Workmanship
Encourage Education and Self-Improvement for Everyone
Take Action to Ensure Top Management’s Permanent Commitment to Accomplish the Transformation

32. Fig.1 Deming’s Triangle
Fig.2 Deming’s Theory of Variance
Fig.3 Deming’s Wheel

33. Contribution of various Quality Gurus
2. Dr. Joseph M. Juran
Top management involvement
Pareto principle
Training in quality management
Definition of quality as fitness for use
Project-by-project approach
Authored a standard reference : Quality Control Handbook
The Juran’s Quality Trilogy Diagram
“Quality is fitness for use”

34. Fig. The Juran’s Trilogy Diagram

35. Quality Planning
Identify who are the customers
Determine the needs of those customers, translate
Develop a product that can respond to those needs
Optimize the product features so as to meet customers’ needs
Quality Improvement
Develop a process which is able to produce the product
Optimize the process
Quality Control
Prove that the process can produce product under operating conditions with minimal inspection
Transfer the process to “operations”

36. The Juran’s 10 steps quality improvement process:
Build awareness of the need and opportunity for improvement
Set goals for improvement
Organize to reach the goals
Provide training through out the organization
Carryout projects to solve problems
Report progress
Give recognition
Communicate results
Keep score
Maintain momentum by making annual improvement part of the regular systems and processes of the company

37. QUALITY GURU’s : CROSSBY & ISHIKAWA
TOTAL QUALITY MANAGEMENT
LECTURE 5
QUALITY GURU’s : CROSSBY & ISHIKAWA By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

38. Contribution of various Quality Gurus
3. Philip B. Crossby
“Do It Right the First Time”
The “Zero Defects” & “Zero Defects Day”
The “Four Absolutes of Quality”
The “Prevention Process”
The “Quality Vaccine”
The “Six C's”
“Quality is conformance to requirements”

39. Four absolutes of quality:
The definition of quality is conformance to requirements (requirements meaning both the product and the customer's requirements)
The system of quality is prevention
The performance standard is zero defects (relative to requirements)
The measurement of quality is the price of nonconformance
Do it Right First Time
Crosby's approach focuses on doing things right the first time and every time. There is no place in his philosophy for differing levels of quality (e.g. high/low, good/poor).

40. He believes there should be no reason for planning and investing in strategies that are designed in case something does not conform to requirements and goes wrong
Zero Defects and Zero Defects Day:
The ultimate goal of his quality improvement process is "Zero Defects" or "defect-free" products and services.
Contrary to what is generally believed, "Zero Defects" is not just a motivational slogan, but an attitude and commitment to prevention. "Zero Defects“ does not mean that the product has to be perfect.
It does mean that every individual in the organization is committed to meet the requirement the first time, every time, and that not meeting the requirements is not acceptable.

41. His approach provides for the establishment of a “Zero Defects Day, “ a day that provides a forum for management & employees to make the same commitment.

42. Contribution of various Quality Gurus
4. Kaoru Ishikawa
Cause and effect diagram
Company-wide quality control
Cause and Effect Diagram
Quality Circle concept
Control charts
Scatter diagrams
Sampling inspection
“Quality is conformance to requirements”

43. Dr. Kaoru Ishikawa has given ten principles of customer-supplier relations. They are, 1. Both the customer and supplier are fully responsible for the control of quality. 2. Both the customer and supplier should be independent of each other. 3. The customer is responsible for providing the supplier with clear and sufficient requirements so that the customer can know precisely what to produce. 4. Both the customer and supplier should enter into a non-adversarial contract.

44. 5. The supplier is responsible for providing the quality that will satisfy the customer.
6. Both the customer and supplier should decide the method to evaluate the quality of the product or services.
7. Both the customer and supplier should establish in the contract the method.
8. Both the customers and supplier should continually exchange information.
9. Both the customer and supplier should perform business activities.
10.Both the customer and supplier should have the best interest of the end user in mind.

45. TOTAL QUALITY MANAGEMENT
LECTURE 6
EVOLUTION OF TQM By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

46. TQM ( Total Quality Control)
Evolution of TQM
TQM ( Total Quality Control)
Total - Make up of the whole
Quality - Degree of excellence
a product or service provides
Management - Act, art, or manner
of handling, controlling, directing etc.

47. Principles of Total Quality Management
Primary responsibility for product quality rests with top management
Quality should be customer focused and evaluated using customer based standards
The production process and work methods should be designed consciously to achieve quality]
Every employee is responsible for achieving good product quality

48. Principles of Total Quality Management
Quality cannot be inspected in a product, so make it right the first time
Quality should be monitored to identify problems quickly and correct quality problems immediately
The organization should strive for continuous improvement
Companies should work with their suppliers and extend TQM programs to them to ensure quality inputs

49. Framework of TQM

50. The obstacles in implementing TQM
Lack of Management Commitment
Inability to Change Organizational Culture
Improper Planning
Lack of Continuous Training and Education
Incompatible Organizational Structure and Isolated Individuals & Departments
Ineffective Measurement Techniques, Lack of Access to Data, Results
Inadequate Use of Empowerment and Teamwork
Failure to Improve Continually

51. Benefits of TQM Improved quality Employee satisfaction
Employee participation
Productivity
Team work
Communication
Working relationships
Profitability
Customer satisfaction
Market share

52. TOTAL QUALITY MANAGEMENT
LECTURE 7
QA, QC & QMS By
Prof. Rushikesh V. Kolhe
Department of Civil Engineering
Sanjivani College of Engineering, Kopargaon
SPPU, Pune.

53. Evolution of TQM
QC (Quality Control) Quality control may generally be defined as a system that is used to maintain a desired level of quality in a product or service.

54. Evolution of TQM
QA (Quality Assurance) Quality Assurance is known as QA and focuses on preventing defect. Quality Assurance ensures that the approaches, techniques, methods and processes are designed for the projects are implemented correctly.

55. QA (Quality Assurance)
QC (Quality Control)
QA (Quality Assurance)
Quality Control confirms that the standards that are defined during the QA process are followed while developing the product
Quality Assurance defines all the standards and methodologies which need to be followed to meet the customer requirements
Quality Control aims to identify (and correct) faults in the finished product. 
QA mainly focuses on Quality Assurance part and aims to prevent defects with a focus on the procedure used to make the product.
Quality control, for that reason, is a reactive process. 
Quality Control aims to recognize defects in the finished product. 
QA is a proactive quality process.
The main goal is to improve development & test processes so that imperfections and errors do not arise when the product is being developed. 
The goal is to detect bugs or faults of the product before it is released.
Prevention of quality problems through systematic actions including documentation,

56. QA (Quality Assurance)
QC (Quality Control)
QA (Quality Assurance)
Quality control is product oriented and focuses on defect identification
Quality Assurance is process oriented and focuses on defect prevention
QC is concerned with ensuring that a product meets the prescribed technical standard of quality, and meets the customer's requirements
QA provides the umbrella under which quality control is exercised. QA develops the philosophy, strategy, plan, and technical content of QC
It is responsible for the software testing life cycle to make sure that the results of the development cycle are what you expected.
QA is done to make sure that you are doing the right things. QA is responsible for the whole software development life cycle.
The statistical technique applied to QC is known as SQC or Statistical Quality Control.
QA requires the involvement of the whole team and uses a technique called Statistical Process Control (SPC).
QC is used to detect if defects exists
The purpose of QA is insuring no defects occur

57. Four-level model in TQM
Level 1. Inspection: measure the characteristics of a product
Level 2. Quality Control: inspection performed by the workers themselves with a feedback loop
Level 3. Quality Assurance: set of (implemented) predefined and systematic activities necessary to give confidence in the process quality
Level 4. Total Quality Management: centered on quality and based on the participation of everybody which aims at the customer satisfaction and at the improvement of the company's personnel, of the company and of the society.

58. Quality Management System (QMS)
Evolution of TQM
Quality Management System (QMS)
Quality management system are the tools and processes that an organization defines in order to achieve quality deliverable. This includes both Quality assurance (reviews) activities and quality control (testing) activities that enables to achieve high customer satisfaction.

59. Elements and Requirements of QMS
Quality management systems includes following elements:
The organization’s quality policy and quality objectives
Quality manual
Procedures, instructions, and records
Data management
Internal processes
Customer Satisfaction from product quality
Improvement opportunities
Quality analysis

60. ESTABLISHING AND IMPLEMENTING A QMS
The basic steps to implementing a quality management system are as follows:
Design & Build: develop the structure of a QMS
Deploy: breaking each process down into sub processes and educating staff 
Control & Measure: Control and measurement are two areas of establishing a QMS that are largely accomplished through routine, systematic audits of the quality management system.
Review & Improve: Review and improve detail how the results of an audit are handled.