RME-085: TOTAL QUALITY

MANAGEMENT UNIT I

QUALITY MANAGEMENT 2. Compare present performance to pre

established performance norms.
Management activities and functions involved in 3. Determine the next action plan and
determination of quality policy and its modifications for meeting the desired
implementation through means such as quality performance parameters.
planning and quality assurance (including quality Controlling is an ongoing process.
control).
QUALITY CONCEPT
FUNCTIONS OF MANAGEMENT
Quality of product signifies the degree of its
The following are the four basic functions of excellence and fitness for the purpose. The quality
management that make up the management of product means all those activity which are
process: directed to maintain and to improve. Such as
1. Planning setting of quality targets, appraisal of conformance,
2. Organizing
taking corrective action where any deviation is
3. Directing
4. Controlling. noticed and planning for improvements in quality.

Planning: Planning involves choosing tasks that Quality is a measure of the user satisfaction
must be performed to attain organizational goals, provided by a product. It includes functional
outlining how the tasks must be performed, and efficiency, appearance, ease of installation and
indicating when they should be performed. operation, safety reliability, maintainability,
Planning activity focuses on attaining goals. running and maintenance cost.
Managers outline exactly what organizations
should do to be successful. Planning is concerned DEFINITIONS OF QUALITY
with the success of the organization in the short
term as well as in the long term. 1. Quality is conformance to requirements
2. Quality is fitness for use
Organizing: Organizing can be assignment of the
3. Quality is the degree to which performance
tasks developed in the planning stages, to various
individuals or groups within the organization. meets expectations
Organizing is to create a mechanism to put plans 4. Quality denotes an excellence in goods and
into action. services

People within the organization are given work QUALITY CONTROL

assignments that contribute to the company’s goals.
Tasks are organized so that the output of each
Quality Control (QC) may be defined as: The
individual contributes to the success of
departments, which, in turn, contributes to the operational techniques and activities that are used
success of divisions, which ultimately contributes to fulfill the requirements for quality. Following are
to the success of the organization. the three steps for QC:
1. Evaluate actual operating performance
Directing: Directing is also referred as motivating, 2. Compare actual performance to goals
leading or influencing. It can be defined as guiding 3. Act on the difference
the activities of organization members in the
direction that helps the organization move towards
the fulfillment of the goals.

The purpose of influencing is to increase

productivity. Human-oriented work situations
usually generate higher levels of production over
the long term than do task oriented work situations
because people find the latter type distasteful.

Controlling: Controlling referred to the following

roles played by the manager:
1. Gather information that measures performance
EVOLUTION OF QUALITY CONTROL and productivity, and thus constantly decrease
costs.
 The quality movement started from medieval 6. Institute training on the job.
Europe. 7. Institute leadership. The aim of supervision
 Craftsmen organized unions called guilds in should be to help people and machines and
the late thirteenth century. gadgets to do a better job. Supervision of
management is in need of overhaul as well as
 The product inspection started in Great Britain
supervision of production workers.
in the mid 1750s and brought Industrial
8. Drive out fear, so that everyone may work
Revolution in the early nineteenth century.
effectively for the company
 The concept of producing interchangeable
9. Break down barriers between departments.
parts to simplify assembly was introduced in
People in research, design, sales, and
1798.
production must work as a team, to foresee
 World War II gave birth to quality in
problems of production and in use that may be
manufacturing industries and military
encountered with the product or service.
application. A quality revolution in Japan
10. Eliminate slogans, exhortations, and targets
followed World War II. The Japanese became
for the work force asking for zero defects and
leader in quality by the 1970s.
new levels of productivity. Such exhortations
 Japanese manufacturers penetrated in
only create adversarial relationships, as the
American markets which affected the United
bulk of the causes of low quality and low
States. The emphasis became not only on
productivity belong to the system and thus lie
statistics but approaches which involved the
beyond the power of the work force.
entire organization.
11. Eliminate work standards (quotas) on the
 This movement led to Total Quality
factory floor.
Management (TQM). Several quality standards
Eliminate management by objective.
followed and one of them is ISO 9000 quality
Eliminate management by numbers, numerical
system standards published in 1987.
goals.
12. Remove barriers that rob the hourly worker
CONCEPT CHANGE
of his right to joy of workmanship. The
responsibility of supervisors must be changed
A change concept is a general notion or approach
from sheer numbers to quality.
to change that has been found to be useful in
Remove barriers that rob people in
developing specific ideas for changes that lead to
management and in engineering of their
improvement. There are several individuals who
right to joy of workmanship. This means
made significant contributions to quality control
abolishment of the annual merit rating and of
and improvement. The philosophy of W. Edward
management by objective
Deming, the best known quality expert, was
13. Institute a vigorous program of education
summarized in the following fourteen points: and self-improvement.
1. Create constancy of purpose toward 14. Put everybody in the company to work to
improvement of product and service, with accomplish the transformation. The
the aim to become competitive and to stay in transformation is everybody's job.
business, and to provide jobs.
2. Adopt the new philosophy. We are in a new
TQM MODERN CONCEPT
economic age. Western management must
awaken to the challenge, must learn their Total Quality Management (TQM) is the new
responsibilities, and take on leadership for concept on Quality Control. TQM deals with the
change. product in its totality. Quality is determined by the
3. Cease dependence on inspection to achieve combined effects of various departments such as
quality. Eliminate the need for inspection on a
Design, Engineering, Purchase, Production and
mass basis by building quality into the product
Inspection. This is basically an integrated system
in the first place.
covering all quality control activities during various
4. End the practice of awarding business on
phases of product development.
the basis of price tag. Instead, minimize total
cost. Move toward a single supplier for any
Dimensions of Quality
one item, on a long-term relationship of loyalty
and trust.
1. Performance
5. Improve constantly and forever the system
2. Features
of production and service, to improve quality
3. Durability
4. Reliability
RME-085: TOTAL QUALITY
MANAGEMENT UNIT I

5. Serviceability QUALITY BY DESIGN

6. Appearance
7. Uniformity Product quality is created by design. There should
8. Consistency and conformance be consideration of quality in design of a product
9. Safety which meets customers need at a price acceptable
10. Time to him.
11. Customer service
12. Comparability GENERAL CONSIDERATION FOR A GOOD
DESIGN
TQM involves all the aspects of the firm in
satisfying a customer. TQM involves: 1. Appearance
2. Functional Efficiency
1. Customer-supplier relationship based on 3. Safety
mutual trust and respect. 4. Reliability
2. Firm in-house requirements by the customer. 5. Maintainability
3. Suppliers are partners in achieving zero-defect 6. Ease of Production
situation. 7. Standardization
4. Regular monitoring of supplier processes and 8. Review of Design
products by the customer.
EVALUATION OF THE PROTOTYPE
Objectives of TQM
1. Manufacturing Drawing
a. Customer focus, customer delight/satisfaction. 2. Product Specification
b. Continuous improvement of culture of the 3. Design Changes during Production
organization.
c. Focused, continuous and relentless cost CONTROL ON PURCHASED PRODUCT
reduction.
d. Focused, continuous and relentless quality An organization needs to purchase a variety of raw
improvement. materials and products for further processing or
e. To create an organization whereby everyone is consumption. The quality of product is important
working towards making their organization the and given due consideration at the time of purchase
best business, and to capitalize on the sense of because it can affect the quality of the end product.
achievement and working in a world-class While deciding the quantity that is to be purchased,
organization. consideration is also given to the economy. Many
times, it is more economical to get some of the
An Integrated TQM Model components as per their own design manufactured
by ancillary companies.

PROCUREMENT PROCESS

 Procurement process is known as purchasing

through the purchasing department.
 It starts with a requisition from an employee
and ends with the payment of supplier.

EVALUATION OF SUPPLIERS

 It is the process of evaluating and approving

potential suppliers by factual and measureable
assessment.
 It ensures a portfolio of best-in class suppliers
is available for use.
 It is a process to measure and monitor the
performance of suppliers for reducing cost,
reducing risk and for continuous improvement.
Evaluation Process approved or not approved. It is also known as
Supplier Performance Management. This includes
It is the pre-qualification step within the purchasing approval of various aspects of the supplier business
process on the basis of which a supplier is including:
 Capacity Management Responsibilities
 Financials
 Organization Structure, and 1. Management Commitment: Whether the top
 Performance management is committed to the development
of the quality management system.
Benefits 2. Customer Focus: Whether the top
management ensures that customer needs and
 Suppliers provide high standard of products expectations are determined considering
and services obligations related to product including
 Suppliers offer sufficient capacity and business regulatory and legal requirements, converted
stability into requirements and fulfilled with the aim of
 Identification and removal of hidden cost in achieving customer satisfaction.
supply chain 3. Quality Policy: Has the top management
defined its Quality policy? Is it appropriate to
Drawbacks the purpose of the organisation, committed to
meeting requirements of customers and to
 Include resources and cost commitments in continual improvement, provides a framework
establishing and maintaining an effective for establishing and reviewing quality
system objectives, communicated and understood at
 Without going through the root cause of appropriate levels in the organisation, reviewed
supplier’s problem or inconsistent scoring may for continuing suitability and controlled?
result in inaccurate assessment. 4. Provision of Resources: Has the organisation
determined and provided in a timely manner
CAPACITY VERIFICATION the resources needed to implement and
improve the processes of the quality
For capacity verification, following points need to management system and to address customer
be verified: satisfaction?
5. Assignment of Personnel: Whether the
General Requirement Personnel assigned responsibilities defined in
the quality management system are competent
1. Whether the organisation has established, on the basis of applicable education, training,
documented, implemented, maintained and skills and experience.
continually improves a quality management 6. Training, Awareness and Competency:
system (QMS) in accordance with the Whether the organisation has established a
requirements of ISO 9000-2000? system for identifying competency needs of
2. Whether the organisation has identified the personnel and provides training, Evaluate the
processes needed for the quality management effectiveness of the training provided, and
system, determined the sequence and maintains appropriate records of education,
interaction of these processes, criteria and experience, training and qualifications of its
methods required to ensure the effective personnel?
operation and control of these processes, 7. Facilities: Has the organisation identified,
ensure the availability of information provided and maintained facilities such as
necessary to support the operation and Workspace, Equipment, hardware and
monitoring of these processes, measures, software and supporting services it needed to
monitors and analyses these processes and achieve the conformity of product?
implements action necessary to achieve 8. Work Environment: Whether the
planned results and continual improvement. organisation has a system for identification and
management of human and physical factors of
the work environment needed to achieve
conformity of product.
9. Planning of Realization Processes: Whether
the organisation has determined Quality
objectives for the product, project or contract,
processes and documentation, resources and
facilities specific to the product verification
and validation activities, the criteria for
acceptability, and records that are necessary to
provide confidence of conformity in the
process planning for product realization.
RME-085: TOTAL QUALITY
MANAGEMENT UNIT I

DEVELOPMENT OF SOURCES a. Selection of supplier

b. Develop pilot-run plan
 The main thing is to ensure that the potential c. Develop manufacturing strategy
suppliers who show interest in the product, has 2. Pilot run
the minimum essential plant equipment and a. Validate manufacturing process against:
skilled manpower. i. Objectives in product specification
 Quality engineers can set up necessary controls ii. Cost
to ensure the quality of product to be iii. Quality
maintained at acceptable level. iv. Documentation
 Condition of supply should be put down in v. Tooling
writing that clearly explains the vendor the vi. Training
submission of preproduction sample or a vii. Process control
particular type of packaging etc. viii. Supplier plan and contract
 The following details should be considered: ix. Internal failure analysis
o Any national or international standard 3. Production run
specification should be clearly mentioned a. Produce high quality product on time
o Materials to be approved by the purchaser b. Continue to tune the process
before taken into use c. First order manufacture
o Size of the sample, made of dispatch and d. Verification of product cost
test to be conducted on the sample should 4. Delivery to customer
be known to the vendor
a. Deliver first production unit to the
o Deviations from drawing and customer
specifications or concessions on certain b. Refine manufacturing process based on:
quality requirements should be clearly
i. First built
defined
ii. Monitor field unit performance
o Method of acceptance should be clarified
to the vendors
o Product nomenclature, part number and
METHODS OF MANUFACTURING
other details should be specified
o Warranty clauses and procedure for claims
should be clarified in details There is a variation in the production system as per
the need of the product. Generally, production
volume is the most important issue. There are three
MANUFACTURING
methods of the manufacturing:
1. Job Shop Production,
Manufacturing involves making products from raw
2. Batch Production, and
material by various processes or operations. It is a
3. Mass Production.
complex activity, involving people having broad
range of disciplines and skills and a wide variety of
Characteristics of Job Shop Production
machinery, equipments etc.
i. To meet a particular customer’s needs
ii. Lot size is small
Considerations in Manufacturing
iii. Variety is high
iv. Equipments used are general purpose and
i. Design must fully meet requirements and
flexible to meet specific customer needs
specifications of the product
v. Labour should be highly skilled
ii. Manufacturing must be by the most
vi. Eg., grinding, gear manufacturing, fabrication
economical methods in order to minimize cost
etc.
iii. Quality must be built into the product at each
stage from design to assembly
iv. Production methods must be flexible to
changing demands, types of product,
production rates, production quantities and on-
time delivery to customer
v. Strive for higher productivity by optimum use
of the resources (material, machine, energy,
capital, labour and technology)
Characteristics of Batch Production
i. For repeated customer orders
MANUFACTURING STEPS
ii. Lot size is medium and in batches
iii. For moderate variety
1. Pre-production Activity
iv. Machines and equipments are general purpose
v. Labour should be high skilled 7. Single-minute Exchange of Die (SMED)
vi. Eg., bakery items, sports shoes, t-shirts etc. a. Reduce waste time when there is some
change in the process from old product to
new product
8. DMADV Methodology
a. Design, Measure, Analyze, Design and
Verify methodology based on the analysis
of customer demand
b. Manufacturers plan ahead and try to
design ways to avoid defects in the first
place
Characteristics of Mass Production 9. SIPOC Methodology
i. For high demand items a. Suppliers, Inputs, Process, Outputs,
ii. Lot size is very large Customers methodology to allow
iii. Variety may be one of its kind
manufacturers to trace the life cycle of the
iv. Special machines, tools and equipments are products from supplier to customer and
used identify problem areas
v. Labour skill level is moderate 10. Accelerate production
vi. Entire plant is designed to cater a few special a. Computer-aided-Design (CAD)
varieties of products b. Computer-aided Manufacturing (CAM)
vii. Eg., oil refinery, chemical processing unit etc. c. Computer-controlled Machines (CCM)
d. Computer-integrated Manufacturing
(CIM)

STEPS FOR QUALITY MANUFACTURING

1. Actual Process
a. Name of the process
b. Starting and ending points
c. Inputs and outputs
TECHNIQUES OF MANUFACTURING d. Customers and suppliers
2. Areas of Improvements
1. Just-in-Time (JIT) Manufacturers a. Durability
a. To keep the process moving and schedule b. Material
supplies to arrive at the factory just-in- c. Toxicity
time for them to be used in production d. Disintegration of parts
2. Kanban 3. Solution for the problems
a. An automatic request for new supplies to a. Brainstorming
the suppliers when supplies are running b. Consultation through specialists
short c. Feedback from those who work on the
3. Just-in-Sequence (JIS) process regularly
a. Supplies arrive at the factory at the exact 4. Detailed Solution
moment they are needed within the a. The personnel necessary for making
manufacturing sequence improvements
4. Total Productivity Maintenance (TPM) b. Project cost analysis
a. To repair minor issues with the machines c. Time frame for completing the overall
to avoid stopping production improvements
5. Quick Response Manufacturing (QRM) d. How the improvement will affect rest of
a. To short the time period elapsed between the plant
customer’s request for a product and its 5. Put Plan into Action
delivery a. Involve everyone who utilize the process
6. Cellular Manufacturing in implementing the action plan
a. Factory floor is divided into different 6. Evaluate
sections or cells a. The process should have desired
b. Machines are placed in the order that effect
facilitate the material flow to the b. The problem is fixed
completion of the product c. Waste eliminated
d. Improvement within budget and time
frame
RME-085: TOTAL QUALITY
MANAGEMENT UNIT I

 Re-check any defects discovered during

INSPECTION AND CONTROL OF PRODUCT Pre-Production Inspection and confirm
that they have been rectified.
Product Quality Inspections will help to protect the
brand and the company’s reputation by minimizing Final Random Inspections
 It can begin only after production has been
defective merchandise, customer complaints, non- completed and all merchandise is ready
compliant products, and late shipments. Quality and packed for shipment.
Inspections can help manufacturers:  Through a statistical method set by
 Ensure product safety prior to shipping industry standards, sample products to
 Minimize the amount of defective verify product safety, quantity,
workmanship, function, colour, size,
merchandise
packing, and more.
 Reduce customer complaints due to  This ensures that the product is consistent
inferior products and compliant with all country, industry,
 Detect merchandise containing non- or otherwise-specified requirements and
standard or non-compliant components that no critical major or minor defects
appear.
 Eliminate late shipments
Based on your specific needs throughout the Loading Supervision
manufacturing process, there are a wide variety of  Closely monitor the loading process
quality inspection services.  Verify product quantity, and
 Ensure proper handling of the cargo.
Pre-Production Inspections  Seal the container(s) tape as proof of
compliance.
 Inspection of raw materials and
 This significantly reduces the risk
components before production begins. associated with importing cargo.
 After product samples are provided, verify
that the factory has ordered the correct QUALITY IN SALES AND SERVICES
materials, components, and accessories.
 Also randomly select and inspect a sample  Customer’s relationship with the company
of partially produced products for may have begun with the sale, but it’s the
potential defects, then report findings. service experience that really cements the
 The technical advice necessary to improve deal.
product quality and to minimize the  Customers begin to see value in the
chance of defects during production. product only after they have tasted the
entire pie of service.
During Production Inspections  An efficiently managed and utilized team
 They are ideal for: of after sales field technicians can
o Shipments of substantial positively impact the.
quantities;
 They have the potential to systematically
o Product lines with continuous
production; nurture customer loyalty, since service
o Strict requirements for on-time quality has a direct relationship with
shipments; and customer intent to repurchase.
o As a follow-up if poor results  Successful cross sell and up sell of related
were found during Pre-
Production Inspection. products is also easier if existing
o Normally, it is carried out when customers are satisfied with the support
10-15% of the merchandise is they have received.
completed.  Team of after sales field technicians have
 At this point deviations are identified. the potential to directly contribute to
 If any, take advice on corrective measures
that will ensure uniformity of product and organization’s revenue stream.
quality.  Methods for establishing a quality
reputation:
 o Only those product should be
sold which fully meet the
customer’s requirement
o Adjustments of warranty claims
o Effective after sales service

GUARANTEE

 A promise or assurance, especially in

writing, that something is of specified
quality, content, benefit, etc., or that it will
perform satisfactorily for a given length of
time.
 An undertaking by the selling company
that it will replace the product free of cost
or refund the money if the defect is due to
improper material or faulty manufacture.
 It convinces the customer about the
quality of the product.
 It is a powerful sales tool.
 Following information included in
guarantee card:
o Validity period
o Manufacturer’s liability
o Claim procedure
o Invalidation conditions

ANALYSIS OF CLAIMS

 Claims analysis is a technique for

examining the positive and negative
consequences of design features that are
described in current or future scenarios of
use.
 A “claim” is a statement of the
consequences of a specific design feature
or artifact on users and other stakeholders.
 Investigation of claims involves thorough
technical knowledge of the product.
 Guarantee claims may be investigated by
quality control department.
 The minor claims can be settled by
regional service centers and the major
ones may be referred to the company.
 Procedure for claim should be simple.