SUPER SHORT TQM

QUALITY MANAGEMENT SYSTEMS AND STANDARDIZATION

The Concept of System

Systems as ISO 9000 and BS 5750

Kanji et al. (1993) – origin of system approach is traced to analogy drawn between human body and
simple human society.

Talcott Parsons – further developed the concept of system in social anthropology. Writer.

Input-Throughput-Output (Transformation) – system approach contains set of assumptions inherent in

the model.

Assumptions:

1. Interrelated systems contribute to maintenance of total system.

2. Synergy in total system is greater than sum of component elements.
3. Boundary may be open or closed related to exchanges between system and environment.
4. Sub-systems, interrelations between elements in total system, also system-like.
5. Flow or process throughout system.
6. Feedback, keeps the system in dynamic equilibrium respecting environment.

Deming Cycle (Plan/Do/Check/Act) - utilization of a system model that Deming's contribution to the
development of TQM was born and permitted the delineation of the Deming Cycle.

Quality Management Systems

Vision – future desired state. Provides central focus where planning, leading, organizing, and controlling
are coordinated.

Mission – series of statement of discreet objective, allied to vision.

Strategy – sequenced and specific mission statements, set of objectives, org. has pledged itself to attain
values.

Values – source of unity/cohesion between members, ensures congruence between org. actions and
customer demands and expectations.

Key issues – issues must be addressed in pursuit of quality. Customers demand needs and expectations.

Quality systems: Two ways to understand

 Understand TQM
 Understand the system.

Dr. Deming – recent work (1986, 1993), advocating very strongly the concept of profound knowledge
sharing the vision of system concept.

Peter Senge – 1991, advocated the development of learning orgs.

System thinking – important aspect of profound knowledge incorporating theory of knowledge,
psychology, and statistical thinking.

Quality system – provides high quality activities incorporating TQM philosophy, principles, and concepts.
Creates added value to every aspect of org.

Johari’s New Window on Standardization and Causes of Quality Failures

Joharry’s new window – diagram developed in manufacturing company in Japan.

Standardization – basis of continuous improvements. Not only sufficient, may take a while before
practiced by everybody involved.

Communication and motivation – basis for practicing standardized methods. Basis for continuous
improvement of standards.

First window – category I, you know, I know.

Second window – category II, I know, you don’t.

Third window – category III, you know, I don’t.

Fourth window – category IV, I don’t know, you too.

Fukuda – explained the model in 1983. (mahaba basta sya nagpaliwanag)

Standardization and Creativity

Objections – standard work kills creativity. Making one is hassle, only to not be followed by everyone.

Standard – act as barrier against continuous improvements.

Standard – can be set in various ways. Three items. (Kondo, 1991)

 Objective of work
 Constraints on carrying out the work
 Means and methods employed in performing work

Kondo (1991) – standard means/methods should be divided in two types/manuals:

 For beginners
 For experienced

ISO 9000 and BS 5750: Stepping stone for TQM?

ISO 9000 – collection of international standards on quality assurance and management. Created to assist
businesses. Efficiently documents components of quality systems. Can be used in any sized enterprises.
Must be regarded as the foundational stage or level of quality system.

Goals:

 Meet stakeholder needs

 Usable by all sizes of orgs.
  Usable by all sectors.
 Simple and clearly understood.
 Connect quality management system to business processes.

BS 5750-A – British standard for quality systems.

En 29000 – European standard org.

ISO 9000 – International standard org.

THE EUROPEAN QUALITY AWARD

EQA – operational tool. Applied in education of internal management and internal audit process.

 Different program that creates opportunities and educational progamme in a balanced way,
internationally recognized.

Renault – Large car manufacturer, built management education systematically upon Malcolm Baldridge
Quality Award at the University of Kaiserslautern. Two-year master progamme in TQM.

EQA – description of joint enablers and joint results of company. Total quality and comprise all aspects of
management.

EQA Model – comprises whole company and all elements of new management. (ISO 9000 too narrow, so
European companies made their own.)

European Foundation for Quality Management – initiator of EQA, created in 1988, by 14 leading
European companies, 600 members today.

Companies awarded by EQA:

1st – Rank Xerox Limited (October 15, 1992)

2nd – Milliken Europe (1993)

3rd – D2d (1994)

4th – Texas Instruments

5th – Brisa

The model – consists of 9 elements grouped in two halves.

Enablers – scores are given in each part of enablers criteria on basis of two factor combination.

 Criterion 1: Leadership – how actions of leaders inspire and support TQM culture.
 Criterion 2: Policy and Strategy – formulates, deploys, reviews, turns policy to plans/actions.
 Criterion 3: People Management – release full potential of people.
 Criterion 4: Resources – manage resources effectively and efficiently.
 Criterion 5: Processes – identifies, manages, reviews, improves processes.
Result

 Criterion 6: Customer Satisfaction – org. achievements related to external customer satisfaction.

 Criterion 7: People Satisfaction – org. achievements related to people satisfaction.
 Criterion 8: Impact on Society – satisfaction of local, national, international community. (Quality
of life, environment and global resources, internal measures of effectiveness.) Relations with
authorities affecting business regulation.
 Criterion 9: Business Results – org. achievements related to planned objectives. Satisfying
everyone financially/financially/another stake.

1992 – First award of EQA. 150 companies applied and evaluated by special trained assessment
committee.

GROUP 3

7.1: THE QUALITY STORY

Internal Quality Improvements – To make internal processes ‘leaner’ (to prevent defects and problems
in the internal process which will lead to lower costs.)

1960’s

 Japanese discovered that blue collar workers are indispensable in continuing their quality
improvement process.
 Blue collar workers were passive in the quality improvement process and realized that
something had to be changed.
 This context was made from the references to the founder of the Japanese Quality Control
(QCC), Ishikawa Kaoru. (1985, p. 138)

1949

 Basic course in quality control was established. Promote Quality Control education across the
country.
 Began with the education of the engineers, to top and middle managers, and to other groups.
 Not enough with just the top and middle level managers who are educated in quality control.
 Full cooperation was necessary, so workers who are making the products/services must be
included as well.
 The beginning of the journal “Gemba-to-QC” (QC for Foreman), referred to as FQC, first issued in
April 1962. QC circle activities started with the publication of this journal.

QC Story – A problem-solving process resulting from the ff. 10 steps (slight extension of Ishikawa’s 9
steps, 1985):

1. Deciding on a theme (establishing goals); – PLAN

2. Clarifying the reasons this particular theme is chosen;
3. Assessing the present situation;
4. Analysis (probing into the causes);
5. Establishing corrective measures;
6. Implementation; - DO
 7. Evaluating the results; - CHECK
8. Standardization; - ACTION
9. After-thought and reflection, consideration of remaining problems;
10. Planning for the future.
 These 10 steps were designed to make the reporting of QC activities easier. QC problem-solving
process is as important as the result. Hence, it was natural that reporting contained the whole
process from deciding on a theme to planning for the future.

Quality Story – Became an important training activity. (Annual QC circle conferences where the best
presentations receive awards and incentives.)

Ishikawa, (1985) – If an individual circle follows these steps closely, problems can be solved. These steps
are now used for the problem-solving process.

Quality Story - follows the Deming cycle (Plan/Do/Check/Act), and is written in a way where it is easy to
understand for every member of the QC circle.

PDCA Cycle – Common work cycle to follow when working with quality improvements. It also has many
appearances depending on the purpose of the improvements and the participants in the process.

7.2: THE SEVEN TOOLS FOR QUALITY CONTROL

“The seven tools of quality control” is a phrase originated from Japan and is inseparable from quality
circles.

Quality Circle Bible - Japanese Union of Scientists and Engineers, 1970. Defined the Quality Circle.

A Quality Circle is a small group voluntarily carrying out on quality control activities within its own work
area. Small group, part of total quality control, maintaining quality/improvement using qc techniques.

Quality Control Techniques - Includes tools, procedures and methods that are used in the field of quality
management and quality assurance at all product creation levels to solve specific problems.

Sample plans – is used to check the failure proportion of purchased lots, own semi-manufacturers or
finished goods. Also called inspection. “Quality cannot be inspected into a product.”

Check Sheets - simple document used for collecting data in real-time and at the location where the data
is generated. Typically, blank form designed for quick, easy, and efficient recording of desired
information, either quantitative or qualitative.

Pareto Diagram - graphic depiction showing both the relative distribution as well and absolute
distribution of types of errors, problems, or causes of errors. 80-20%.

When quality improvement programmes are initiated, it is important that:

1. All those involved cooperate;

2. A concrete goal is chosen;
3. The program has a great effect.

Cause-and-Effect diagram – Ishikawa diagram. Introduced by Dr. Kaoru Ishikawa in 1943 in connection
with a quality programme at the Kawasaki Steel Works in Japan. Other term used is Fishbone diagram.
  This diagram can be extremely useful for hypothesizing about the causes of quality defects and
problems. It is simple, easy to understand and can be used in all departments at all levels.

The possible causes that can be found using the cause-and-effect diagram can be classified into six
categories, called the 6 Ms of production:

 Manpower
 Method
 Machine
 Material
 Milieu
 Measurement

Stratification – third ranked as the most important qc technique in Japan. It is the arrangement or
classification of something into different groups. (Strata)

 Stratification analysis is a quality assurance tool used to sort data, objects, and people into
separate and distinct groups. Separating your data using stratification can help you determine its
meaning, revealing patterns that might not otherwise be visible when it’s been lumped together.

As Deming characterized the Japanese: “They don’t work harder, just smarter.”

GROUP 4

Histograms – represent frequency distribution. 2d.

 Width – interval
 Height – frequency

Bar graph – 1d.

Seema Sonkiya – Histogram is a tool visually representing problem causes affecting situation the most.
Helps to understand area that needs focus and make corrective/preventive actions.

William Playfair

 September, 1759-February 1823.

 Scottish economic inventor and polymath.
 Introduced the word histogram in 1986.

Karl Pearson

 March 1857-April 1936, London.

 English mathematician.
 Introduced/coined histogram.

4 steps make histogram:

1. Plan/collect data.
2. Calculate data range.
3. Determine intervals/boundaries.
 4. Determine frequencies and prepare graph.

Control Charts – stats tool used in qc to monitor process and detect changes/anomalies in the
performance. Graphical presentation of process data over time.

Shewhart – divided causes quality variations into ff. groups:

 Specific causes
 Random causes

Process control chart – graphic comparison of results of processes, with control limits plotted on the
chart.

 UCL – upper control limits (specific)

 Center Line – Average measure (common)
 LCL – lower control units (specific)

Variable Control Chart - used to evaluate variation in a process where the measurement is a variable--
i.e., the variable can be measured on a continuous scale (e.g., height, weight, length, concentration).

Attribute Control Chart - used to evaluate variation in in a process where the measurement is an
attribute--i.e., is discrete or count data (e.g., pass/fail, number of defects).

 NP chart and C chart – simplest to use.

 P chart and U chart – walang sinabi

Scatter Diagram – scatter plot/graph. Type of mathematical diagram using cartesian coordinates to
display values for two variables for a set of data. Too advanced for everyone to use.

 Shows relationship between two variables. (Cartesian Plane by Rene Descartes, 17 th century)
 Patterns in scatter chart – Linear/non, weak/strong.

Stratification – enables effective causal analysis and improves design of effective prevention methods.

Flow charts – John T. Burr (Costing, 1994)

 Before you try to solve a problem, define it.

 “ control a process, understand it.
 “ control everything, find out what is important.
 Start by picturing the process.

“You just have to document what you are doing in your key processes then we will check if there are
gaps compared with the ISO requirements.”

Three basic rules:

1. Educate people in understanding aims/principles of tools.

2. Train people in applying the tools.
3. Best training OJT.

Symbols in flow chart (Robert Bosch, 1994) – start/end (squircle), action (rectangle), decision
(diamond), connection (circle)
Quality Control – set pf procedures intended to ensure that a manufactured product/performed service
adheres to a set of quality criteria/meets the requirements of clients/customer.

7 Basic Tools for QC – facilitate the org. to resolve basic problems. Title given to fixed set of graphical
techniques identified most helpful in troubleshooting quality issues.

 Examine product process, identify key issues, control fluctuations, and give solutions to avoid
defects.

PDCA Cycle – 4 step project management tools for implementing continuous improvement.

 Systematically testing possible solutions

 Assessing the results
 Implementing the working ones
 Promotes testing improvements on small scale before company-wide procedures/methods.

PAG WALA DITO YUNG QUIZ, SALAMAT NALANG SA LAHAT.