Intro to Quality Management especially important consideration for

automobiles.
What Is Quality?  Perceptions
 Oxford American Dictionary - Subjective perceptions based on brand
- A degree or level of excellence name, advertising, etc.
 American Society for Quality
- Totality of features and characteristics Dimensions of Quality: Services
that satisfy needs without deficiencies  Time and timeliness
 Consumer’s and producer’s perspective - how long must a customer wait for
service, and is it completed on time?
What Is Quality: (Customer’s Perspective) - is an overnight package delivered
 Fitness for use overnight?
- how well product or service does what it  Completeness:
is supposed to - is everything customer asked for
 Quality of design provided?
- designing quality characteristics into a - is a mail order from a catalogue
product or service company complete when delivered?
 A Mercedes and a Ford are equally “fit for use,”  Courtesy:
but with different design dimensions. - how are customers treated by
employees?
Dimensions of Quality: (Manufactured Products) - are catalogue phone operators nice and
 Performance are their voices pleasant?
- Basic operating characteristics of a  Consistency
product, how well a car handles ot its - is same level of service provided to each
gas mileage customer each time?
 Features - is your newspaper delivered on time
- “extra” items added to basic features, every morning?
such, as a stereo CD or a leather interior  Accessibility and convenience
in a car - how easy is it to obtain service?
 Reliability - does service representative answer you
- Probability that a product will operate call quickly?
properly within an expected time frame:  Accuracy
that is, a TV will work without repair for - is service performed right every time?
about seven years - is your bank or credit card statement
 Conformance correct every month?
- Degree to which a product meets pre-  Responsiveness
established standards - how well does company react to unusual
 Durability situations?
- How long product lasts before - how well is a telephone operator able to
replacement; with care, L. L. Bean boots respond to a customer’s questions?
may last a lifetime
 Serviceability What Is Quality: (Producer’s Perspective)
- Ease of getting repairs, speed of repairs,  Quality of conformance
courtesy and competence of repair - making sure product or service is
person. produced according to design
 Aesthetics  if new tires do not conform to
- How a product looks, feels, sounds, specifications, they wobble
smells or taste  if a hotel room is not clean
 Safety when a guest checks in, hotel is
- Assurance that customer will not suffer not functioning according to
injury or harm from a product; an specifications of its design
 measurement, teamwork, employee
What Is Quality: (A Final Perspective) involvement.
 Customer’s and producer’s perspectives depend
on each other Evolution of Quality Management: Quality Gurus
 Producer’s perspective:  Armand V. Feigenbaum
- production process and COST - In 1951, introduced concepts of total
 Customer’s perspective: quality control and continuous quality
- fitness for use and PRICE improvement
 Customer’s view must dominate  Philip Crosby
- In 1979, emphasized that costs of poor
quality far outweigh cost of preventing
Evolution of Quality Management: (Quality Gurus) poor quality
 Walter Shewhart - In 1984, defined absolutes of quality
- In 1920s, developed control charts management—conformance to
- Introduced term “quality assurance” requirements, prevention, and “zero
 W. Edwards Deming defects”
- Developed courses during WW ll to  Kaoru Ishikawa
teach statistical quality-control - Promoted use of quality circles
techniques to engineers and executives - Developed ‘’fishbone’’ diagram
of military suppliers - Emphasized importance of internal
- After war, began teaching statistical customer
quality control to Japanese companies
 Joseph M. Juran
- Followed Deming to Japan in 1954
- Focused on strategic quality planning
- Quality improvement achieved by
focusing on projects to solve problems
and securing breakthrough solutions
Evolution of Quality Management
 Inspection
- Salvage, sorting, grading, blending,
corrective actions, identify sources of
non-conformance
 Quality Control
- Develop quality manual, process
performance data, self-inspection,
product testing, basic quality planning,
use of basic statistics, paperwork
control.
 Quality Assurance
- Quality systems development, advanced
quality planning, comprehensive quality
manuals, use of quality costs,
involvement of non-production
operations, failure mode and effects
analysis, SPC.
 TQM
- Policy deployment, involve supplier &
customers, involve all operations, Deming’s 14 Points
process management, performance 1. Create constancy of purpose
2. Adopt philosophy of prevention
 3. Cease mass inspection  Processing is intermittent
4. Select a few suppliers based on quality  High flexibility of equipment
5. Constantly improve system and workers Manufacturing example: A tool and die shop that is able
6. Institute worker training to produce one-of-a-kind tools.
7. Instill leadership among supervisors Service example: A veterinarian’s office, which is able
8. Eliminate fear among employees to process a variety of animals and a variety of injuries
9. Eliminate barriers between departments and diseases
10. Eliminate slogans Batch
11. Eliminate numerical quotas  Moderate volume of moderate variety products
12. Enhance worker pride or services.
13. Institute vigorous training and education  The equipment need not be as flexible as in a job
programs shop, but processing is still intermittent.
14. Develop a commitment from top management to  The skill level of workers doesn’t need to be as
implement above 13 points high as in a job shop because there is less variety
in the jobs being processed.
Process Selection and Facility Layout Manufacturing example: Bakeries, which make bread,
cakes, or cookies in batches
Technology Service example: Movie theaters, which show movies to
 Refers to applications of scientific discoveries to groups (batches) of people, and airlines, which carry
the development and improvement of goods and planeloads (batches) of people from airport to airport
services and/or the processes that produce or Repetitive
provide them.  Higher volumes of more standardized goods or
services
Three kinds of technology (impact on costs,  Slight flexibility of equipment
productivity, and competitiveness):  Skill of workers is generally low.
1. Product and service technology is the discovery Manufacturing example: Automobiles, television sets,
and development of new products and services. pencils, and computers.
2. Process technology includes methods, Service example: Automatic carwash, cafeteria lines and
procedures, an equipment used to produce goods ticket collectors at sports events and concerts
and provide services. Continuous
3. Information technology (IT) is the science and  Very high volume of non-discrete, highly
use of computers and other electronic equipment standardized output is desired
to store, process, and send information.  No variety in output
- Technology as a Competitive  No need for equipment flexibility.
Advantage Manufacturing example: Petroleum products, steel,
- Technology Acquisition sugar, flour, and salt.
Service example: Air monitoring, supplying
Process Selection electricity to homes and businesses, and the internet
How much variety in products or services will the
system need to handle?
 What degree of equipment flexibility will be
needed?
 What is the expected volume of output?
Process Types:
 Job Shop
 Batch
 Repetitive
 Continuous
 (Project)
Job Shop
Project
 Relatively small scale
 Nonroutine work
 Low volume of high-variety goods or services
 Unique set of objectives
  Limited time frame  require substantial investments of money and
 Equipment flexibility and worker skills can effort;
range from low to high.  involve long-term commitments, which makes
Example: Consulting, making a motion picture, mistakes difficult to overcome; and
launching a new product or service, publishing a book,  have a significant impact on the cost and
building a dam, and building a bridge efficiency of operations

Product and Service Profiling The basic objective of layout design is to facilitate a
 Product or service profiling can be used to avoid smooth flow of work, material, and
any inconsistencies by identifying key product information through the system. Supporting objectives
or service dimensions and then selecting generally involve the following:
appropriate processes.  To facilitate attainment of product or service
 Key dimensions often relate to the range of quality.
products or services that will be processed,  To use workers and space efficiently.
expected order sizes, pricing strategies, expected  To avoid bottlenecks.
frequency of schedule changes, and order-  To minimize material handling costs.
winning requirements  To eliminate unnecessary movements of workers
Automation or materials.
 Automation is machinery that has sensing and  To minimize production time or customer
control devices that enable it to operate service time.
automatically.  To design for safety.
Advantages over human labor: The three basic types of layout are product, process, and
 Machines do not get bored or distracted, nor do fixed-position.
they go out on strike, ask for higher wages, or Product layouts
file labor grievances. - are most conducive to repetitive processing
 Reduction of variable costs. Process layouts
- Fixed automation - are used for intermittent processing
- Programmable automation Fixed-position layouts
- Flexible automation - are used when projects require layouts

Computer-aided manufacturing (CAM)

 refers to the use of computers in process control,
ranging from robots to automated quality
control.
Numerically controlled (N/C)
 machines are programmed to follow a set of
processing instructions based on mathematical
relationships that tell the machine the details of
the operations to be performed. Advantages
Individual machines may have their own computer; this  A high rate of output
is referred to as computerized numerical control  Low unit cost due to high volume
(CNC). Or one computer may control a number of N/C  Labor specialization
machines, which is referred to as direct numerical  Low material-handling cost per unit
control (DNC)  A high utilization of labor and equipment
Facilities Layout  The establishment of routing and scheduling in
 Layout refers to the configuration of the initial design of the system
departments, work centers, and equipment, with  Fairly routine accounting, purchasing, and
particular emphasis on movement of work inventory control
(customers or materials) through the system. Disadvantages
Layout decisions are important for three basic  Morale problems and to repetitive stress injuries.
reasons:
  Lack of maintaining equipment or quality of  In fixed-position layouts, the item being worked
output. on remains stationary, and workers, materials,
 Inflexible for output or design and equipment are moved about as needed.
 Highly susceptible to shutdowns  Fixed-position layouts are widely used in
 A high utilization of labor and equipment farming, firefighting, road building, home
 Preventive maintenance, the capacity for quick building, remodeling and repair, and drilling for
repairs, and spare-parts inventories are necessary oil. In each case, compelling reasons bring
expenses workers, materials, and equipment to the
 Incentive plans tied to individual output are “product’s” location instead of the other way
impractical around

Combination Layouts
Supermarket layouts
 are essentially process layouts, yet we find that
most use fixed-path material-handling devices
such as roller-type conveyors in the stockroom
and belt-type conveyors at the cash registers.
Hospitals
 also use the basic process arrangement, although
frequently patient care involves more of a fixed-
position approach, in which nurses, doctors,
medicines, and special equipment are brought to
Advantages the patient.
 Handle a variety of processing requirements Faulty parts
 Not vulnerable to equipment failures  made in a product layout may require off-line
 General-purpose equipment is less costly and is reworking, which involves customized
easier and less costly to maintain processing. Moreover, conveyors are frequently
 Possible to use individual incentive systems observed in both farming and construction
Disadvantages activities.
 In-process inventory costs can be high  Cellular manufacturing
 Routing and scheduling pose continual  Group technology
challenges  Flexible manufacturing systems
 Equipment utilization rates are low
 Material handling is slow and inefficient, and
more costly per unit
 Job complexities reduce the span of supervision
and result higher supervisory costs
 Special attention necessary for each product or
customer and low volumes result in higher unit
costs
 Accounting, inventory control, and purchasing
are much more involved
Fixed-Position Layouts
Single-minute exchange of die (SMED)
  enables an organization to quickly convert a  The process to produce a perfect product by a
machine or process to produce a different (but series of measures require an organized effort by
similar) product type. the entire company to prevent or eliminate errors
Right-sized equipment at every stage in production is called total
 is often smaller than equipment used in quality management.
traditional process layouts, and mobile, so that it  According to international organization for
can quickly be reconfigured into a different standards defined tqm as, "TQM is a
cellular layout in a different location. management approach for an organization,
centered on quality, based on the participation of
all its members and aiming at long-term success
through customer satisfaction and benefits to all
members of the organization and to the society.

Characteristics of TQM
 Committed management.
 Adopting and communicating about total quality
management
 Closer customer relations.
 Closer provider relations.
 Benchmarking.
 Increased training.
 Open organization
 Employee empowerment.
 Flexible production.
 Process improvements.
 Process measuring

Traditional approach and TQM

Quality Element
 Definition
 Priorities
TOTAL QUALITY
 Decisions
Introduction
 Emphasis
 Total - made up of the whole
 Errors
 Quality - degree of excellence a product or
 Responsibility
service provides
 Problem solving
 Management - act, art or manner of planning,
controlling, directing...  Manager’s role
Therefore, TQM is the art of managing the whole to Previous state
achieve excellence.  Product-oriented
 Second to service and cost
The concept of TQM  Short-term
 Produce quality work the first time.  Detection
 Operations
 Focus on the customer.
 Quality control
 Have a strategic approach to improvement.
 Managers
 Improve continuously.
 Plan, assign, control, and enforce
 Encourage mutual respect and teamwork. TQM
Various Definitions  Customer-oriented
 Total quality management (TQM) has been
 Firtst among equals of service and cost
defined as an integrated organizational effort
 Long-term
designed to improve quality at every level.
 Prevention
  System
 Everyone
 Teams
 Delegate, coach, facilities, and mentor

The three aspects of TQM

Counting
- Tools, techniques, and training in their use for
analyzing, understanding, and solving quality
problems
Customers
- Quality for the customer as a driving force and CONTINUOUS IMPROVEMENT
central con  The quest for quality is a never-ending process
Culture in which people are continuously working to
- Shared values and beliefs, expressed by leaders, improve the performance, speed and number of
that define and support quality. features of the product or service.
 Continuous improvement means that small,
Principles of tqm incremental improvement that occurs on a
1. Produce quality work the first time and every regular basis will eventually add up to vast
time. improvement in quality.
2. Focus on the customer.  TQM is the management process used to make
3. Have a strategic approach to improvement. continuous improvements to all functions.
4. Improve continuously.  TQM represents an ongoing, continuous
5. Encourage mutual respect and teamwork commitment to improvement.
 The foundation of total quality is a management
The key elements of the TQM philosophy that supports meeting customer
 Focus on the customer. requirements through continuous improvement.
 Employee involvement
 Continuous improvement Continuous Process Improvement.
 View all work as process - production and
Focus on the customer business.
 It is important to identify the organization's  Process - purchasing, design, invoicing, etc.
customers.  Inputs - process - outputs.
 External customers consume the organization's  Process improvement - increased customer
product or service. satisfaction.
 Internal customers are employees who receive  Improvement - 5 ways:
the output of other employee  Reduce resources, reduce errors, meet
expectations of downstream customers, make
Employee Involvement process safer, make process more satisfying to
 Since the quality is considered the job of all the person doing
employees, employees should be involved in
quality initiatives.
 Front line employees are likely to have the
closest contact with external customers and thus
can make the most valuable contribution to
quality.
 Therefore, employees must have the authority to
innovate and improve quality.
 BENEFITS OF TQM:
 Improved quality. BENEFITS OF TOTAL QUALITY
 Employee participation. MANAGEMENT
 Team work.  Financial benefits include lower costs, higher
 Working relationships. returns on sales and investment, and the ability
 Customer satisfaction. to charge higher rather than competitive prices.
 Employee satisfaction.  Improved access to global markets, higher
customer retention levels, less
 Productivity.
 Time required to develop new innovations, and a
 Communication.
reputation as a quality firm.
 Profitability.
 Total quality management (tqm) is one such
 Market share. approach that seeks to improve quality and
 Performance which will meet or exceed
customer expectations.
Advantages of tqm CONCLUSION:
 Improves reputation - faults and problems are  TQM encourages participation amongst
spotted and sorted quicker. employee, manager and organization as whole.
 Higher employee morale- workers motivated by
 Using Quality management reduces rework
extra responsibility, team work and involvement
nearly to zero in an achievable goal. The
indecisions of tqm.
responsibilities either its professional, social,
 Lower cost.
legal one that rest with the pharmaceutical
 Decrease waste as fewer defective products and
manufacturer for the assurance of quality of
no need for separate.
product are tremendous and it can only be
Disadvantages of tqm
achieved by well organised.
 Initial introduction cost.
 Work culture and complete engagement of the
 Benefits may not be seen for several years.
employees at the work place. It should be
 Workers may be resistant to change.
realised that national & international regulations
must be implemented systematically and
process.
 Control should be practiced rigorously.
 Thus quality is critically important ingredient to
organisational success today which can be
achieved by TQM, an organisational approach
that focusses on quality as an over achieving
goals, aimed at aimed at the prevention of
defects rather than detection of defects...

 Oxford American
Dictionary
 Oxford American
Dictionary
 Oxford American
Dictionaryxford
American Diction