1. GE2022 Total Quality Management
Lecture by:
S.P.SIVAGNANA SUBRAMANIAN
Assistant Professor-Dept. of ECE
Sri Venkateswara college of engineering,
Sriperumbudur.

2. UNIT - I
INTRODUCTION

3. Dimensions of manufacturing and service quality Basic concepts of TQM
UNIT I INTRODUCTION
Introduction
Need for quality
Evolution of quality
Definition of quality
Dimensions of manufacturing and service quality
Basic concepts of TQM
Definition of TQM
TQM Framework
Contributions of Deming, Juran and Crosby
Barriers to TQM.

4. What is Quality?
Degree of excellence, or general excellence (…has quality)
Attribute or faculty (…Has many good qualities)
Relative nature, character, or property

5. Definitions of Quality-
Quality is conformance to requirements or specifications (Crosby 1979)
Fitness for use (Juran 1988)
Degree to which a set of inherent characteristics fulfills requirements (As per ISO 9000:2000)

6. Definitions of Quality-Continued
The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) define quality as:
“The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs.”

7. Quality
It is the degree to which a set of inherent characteristics fulfills the requirements.
Degree means that quality can be used with adjectives like poor, good, and excellent.
Inherent is defined as existing in something, especially as a permanent characteristics.
Characteristics can be quantitative or qualitative
Requirement is a need or expectation that is stated; generally implied by the organization, its customers, and other interested parties. Or obligatory.
Quality can be quantified as Q = P / E
where Q = Quality,
P = Performance and
E = Expectation
- 7 -

8. Why Quality?
Reasons for quality becoming a cardinal priority for most organizations:
Competition – Today’s market demand high quality products at low cost. Having `high quality’ reputation is not enough! Internal cost of maintaining the reputation should be less.
Changing customer – The new customer is not only commanding priority based on volume but is more demanding about the “quality system.”
Changing product mix – The shift from low volume, high price to high volume, low price have resulted in a need to reduce the internal cost of poor quality.

9. Why Quality?
Product complexity – As systems have become more complex, the reliability requirements for suppliers of components have become more stringent.
Higher levels of customer satisfaction – Higher customers expectations are getting spawned by increasing competition.
Relatively simpler approaches to quality viz. product inspection for quality control and incorporation of internal cost of poor quality into the selling price, might not work for today’s complex market environment.

10. Total Quality Management
TQM is an enhancement to the traditional way of doing business. It is a proven technique to guarantee survival in world class competition. Only by changing the actions of management will the culture and actions of an entire organization be transformed.
Total : Made up of the whole
Quality : Degree of excellence a product or service provides
Management : Act, art or manner of handling , controlling ,directing etc.
So TQM is the art of managing the whole to achieve excellence. It is both a philosophy and a set of guiding principles that represent the foundation of continuously improving the organization. It is the application of quantitative methods and human resources to improve all the processes within the organization and exceed customer needs now and in the near future.
TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach.
- 10 -

11. Why TQM?
Ford Motor Company had operating losses of $3.3 billion between 1980 and 1982.
Xerox market share dropped from 93% in 1971 to 40% in 1981.
Attention to quality was seen as a way to combat the competition.

12. Why TQM?
Ford Motor Company had operating losses of $3.3 billion between 1980 and 1982.
Xerox market share dropped from 93% in 1971 to 40% in 1981.
Attention to quality was seen as a way to combat the competition.

13. Quality?
Quality is not fine-tuning your product at the final stage of manufacturing,before packaging and shipping .
Quality is in-built into the product at every stage from conceiving –specification & design stages to prototyping –testing and manufacturing stages.
TQM philosophy and guiding principles continuously improve the Organisation processes and result in customer satisfaction.

14. TQM Evolution
Custom-built Articles/Products having considerable control over Quality.
Mass- Produced Products with less control over Quality
Quality control Department in Factories.
TQM-based Production facility – enhancing the Organization through Quality techniques to better achieve organization’s goals-eg. Productivity and Profitability with min.wastage.
ISO Quality Management Systems.

15. QUALITY IS ….the QUALIFIER!
Doing it right first time and all the time This boosts Customer satisfaction immensely and increases efficiency of the Business operations.
Clearing the bar (ie. Specification or Standard stipulated) Excellence that is better than a minimum standard.

16. What does TQM mean?
Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.

17. What’s the goal of TQM?
“Do the right things right the first time, every time.”

18. Another way to put it
At it’s simplest, TQM is all managers leading and facilitating all contributors in everyone’s two main objectives:
(1) total client satisfaction through quality products and services; and
(2) continuous improvements to processes, systems, people, suppliers, partners, products, and services.

19. Productivity and TQM Traditional view: TQM view:
Quality cannot be improved without significant losses in productivity.
TQM view:
Improved quality leads to improved productivity.

20. Basic Tenets of TQM
1. The customer makes the ultimate determination of quality.
2. Top management must provide leadership and support for all quality initiatives.
3. Preventing variability is the key to producing high quality.
4. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement.
5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.

21. The three aspects of TQM
Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems
Counting
Customers
Culture
Quality for the customer as a
driving force and central concern.
Shared values and beliefs, expressed by leaders, that define and support quality.

22. Introduction What is a customer?
Anyone who is impacted by the product or process delivered by an organization.
External customer: The end user as well as intermediate processors. Other external customers may not be purchasers but may have some connection with the product.
Internal customer: Other divisions of the company that receive the processed product.
What is a product?
The output of the process carried out by the organization. It may be goods (e.g. automobiles, missile), software (e.g. a computer code, a report) or service (e.g. banking, insurance)

23. Introduction to dimensions of quality
How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from deficiencies.
Product features – Refers to quality of design.
Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use, Esthetics etc.
Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.
Freedom from deficiencies – Refers to quality of conformance.
Higher conformance means fewer complaints and increased customer satisfaction.

24. Dimensions of Quality-Continued
Transcendent definition: excellence
Product-based definition: quantities of product attributes
User-based definition: fitness for intended use
Value-based definition: quality vs. price
Manufacturing-based definition: conformance to specifications

25. Quality and customer expectations
Quality is also defined as excellence in the product or service that fulfills or exceeds the expectations of the customer.
There are 9 dimensions of quality that may be found in products that produce customer-satisfaction.
Though quality is an abstract perception,it has a quantitative measure- Q= (P / E ) , where Q=quality, P= performance(as measured by the Mfgr.), and E = expectations( of the customer).

26. The 9 Dimensions of Quality
Performance
Features
Conformance
Reliability
Durability
Service
Response- of Dealer/ Mfgr. to Customer
Aesthetics – of product
Reputation- of Mfgr./Dealer

27. The Dimensions of Quality
MEANING
Performance
Primary product characteristics
Features
Secondary characteristics
Conformance
Meeting specifications or industry standards
Reliability
Consistency of performance over time
Durability
Useful life
Service
Resolution of problems and complaints
Response
Human-to-human interface
Aesthetics
Sensory characteristics
Reputation
Past performance and other intangibles

28. Value-based Approach Manufacturing Dimensions Service Dimensions
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived quality
Service Dimensions
Reliability
Responsiveness
Assurance
Empathy
Tangibles

29. Total Quality Management
Total Quality Management is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future.
TQM has 6 basic concepts:
Leadership
Customer Satisfaction
Employee Involvement
Continuous Process Improvement
Supplier Partnership
Performance Measures 29

30. Basic concepts of TQM
A committed and involved management to provide long term top-to-bottom organizational support : LEADERSHIP
An unwavering focus on the customer, both internally and externally : CUSTOMER SATISFACTION
Effective involvement and utilization of the entire work force : EMPLOYEE INVOLVEMENT
Continuous improvement of the business and production process : CONTINUOUS PROCESS IMPROVEMENT
Treating suppliers as partners : SUPPLIER PARTNERSHIP
Establish performance measures for the processes : PERFORMANCE MEASURES
- 30 -

31. Responsibility for Quality
Customer
Service
Marketing
Quality
Product Or
Service
Packaging and
Storage
Design
Engineering
Inspection
and Test
Procurement
Production
Process
Design

32. Responsibility for Quality
Marketing
Help to evaluate the level of product quality that a customer wants, needs…
Design Engineering
Translate the customer’s requirements into operating characteristics, exact specifications, and appropriate tolerances
Procurement
Responsible for procuring quality materials and component

33. Responsibility for Quality
Process Design
Develops processes and procedures that will produce a quality product/service
Production
Produce quality products and services
Inspection and Test
Appraise the quality of purchased and manufactured items and to report the results

34. Responsibility for Quality
Packaging and Storage
Preserve and protect the quality of the product
Inspection and Test
Appraise the quality of purchased and manufactured items and to report the results
Service
Fully realizing the intended function of the product during its expected life

35. TQM Framework Gurus Principles and Practices Tools and techniques
Product or Service realization
Customer
- 35 -

36. Quality Gurus
Deming: The father of the quality movement. Scientific approach to quality
Juran: Quality by design
Crosby: Quality is free

37. Gurus of TQM
Walter A. Shewart Ph.D. : Control Chart Theory, PDSA Cycle
- 37 -

38. Gurus of TQM
W. Edwards Deming Ph.D.: 14 points of theory of management to improve quality, productivity and competitive position
- 38 -

39. The Deming philosophy “A System of Profound Knowledge”
Appreciation for a system - A system is a set of functions or activities within an organization that work together to achieve organizational goals. Management’s job is to optimize the system. (not parts of system, but the whole!). System requires co-operation.
Psychology – The designers and implementers of decisions are people. Hence understanding their psychology is important.

40. The Deming philosophy
Understanding process variation – A production process contains many sources of variation. Reduction in variation improves quality. Two types of variations- common causes and special causes. Focus on the special causes. Common causes can be reduced only by change of technology.
Theory of knowledge – Management decisions should be driven by facts, data and justifiable theories. Don’t follow the managements fads!

41. The Deming Philosophy
Create and publish the aims and purposes of the organization
Learn the new philosophy
Understand the purpose of inspection
Stop awarding business based on price alone.
Improve constantly and forever the System
Institute training
Teach and institute leadership

42. The Deming Philosophy
Drive out fear,create trust,and create a climate for innovation
Optimize the efforts of teams,groups,and staff areas
Eliminate exhortations for the work force
Eliminate numerical quotas for the work force
Eliminate management by objectives
Remove barriers to pride of workmanship
Encourage education and self-improvement for all
Take action to accomplish the transformation.

43. Gurus of TQM
Joseph M. Juran Ph.D. : Juran Trology
- 43 -

44. The Juran philosophy Pursue quality on two levels:
The mission of the firm as a whole is to achieve high product quality.
The mission of each individual department is to achieve high production quality.
Quality should be talked about in a language senior management understands: money (cost of poor quality).
At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods.

45. The Juran philosophy Quality Trilogy –
Quality planning: Process of preparing to meet quality goals. Involves understanding customer needs and developing product features.
Quality control: Process of meeting quality goals during operations. Control parameters. Measuring the deviation and taking action.
Quality improvement: Process for breaking through to unprecedented levels of performance. Identify areas of improvement and get the right people to bring about the change.

46. The Crosby philosophy Absolute’s of Management
Quality means conformance to requirements not elegance.
There is no such thing as quality problem.
There is no such thing as economics of quality: it is always cheaper to do the job right the first time.
The only performance measurement is the cost of quality: the cost of non-conformance.
Basic Elements of Improvement
Determination (commitment by the top management)
Education (of the employees towards Zero Defects (ZD))
Implementation (of the organizational processes towards ZD)

47. Gurus of TQM
Armand V. Feigenbaum Ph.D. : Author of Total Quality Control
- 47 -

48. Gurus of TQM
Kaoru Ishikawa Ph.D. : Author of Quality is Free and Quality Without Tears ; Fishbone / Ishikawa diagram for analysing cause and effect
- 48 -

49. Gurus of TQM
Genichi Taguchi Ph.D. : Taguchi philosophy
- 49 -

50. Benefits of Quality Higher customer satisfaction
Reliable products/services
Better efficiency of operations
More productivity & profit
Better morale of work force
Less wastage costs
Less Inspection costs
Improved process
More market share
Spread of happiness & prosperity
Better quality of life for all.

51. Conclusion

52. Total Quality Is… Meeting Our Customer’s Requirements
Doing Things Right the First Time; Freedom from Failure (Defects)
Consistency (Reduction in Variation)
Continuous Improvement
Quality in Everything We Do

53. A Quality Management System Is…
A belief in the employee’s ability to solve problems
A belief that people doing the work are best able to improve it
A belief that everyone is responsible for quality

54. Elements for Success Management Support Mission Statement
Proper Planning
Customer and Bottom Line Focus
Measurement
Empowerment
Teamwork/Effective Meetings
Continuous Process Improvement
Dedicated Resources

55. End of UNIT - 1