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TQM
Total Quality Management

By
Dr.S.Raghuraman
Professor
School of Mechanical Engineering
SASTRA University
Thanjavur – 613401.
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TQM
TQM is a vehicle which can help to take the
organization forward with Speed and Accuracy
in the business environment
What we need is :
 LEADERSHIP

 COMMITMENT

 PASSION

 PEOPLE ORIENTATION

 CONTINUED INNOVATION
Dr.S.Raghuraman
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TQM PRINCIPLES

 Creating Customer Value  Factual Approach

 Focus on Social Value  Organization and Personal
 Visionary Leadership Learning
 Understanding Core  Agility
Competence  Productivity
 Involvement of people
 Collaboration of Partners
 Total Optimization
 Process Approach
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VISION ANS MISSION STATEMENT

VISION of SASTRA…
To be a world class University engaging in
meaningful research & development
offering quality education to the students
and other learners.

MISSION of SASTRA…
"To impart value based higher education turning out good engineers,
scientists and researchers who are at the same time good individuals and
good citizens in order that they may become useful members of an
enlightened humane society.”

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QUALITY DEVELOPMENT PROCESS

MARKET
LEADERSHIP

QUALITY
MANAGEMENT
STRUCTURE
CONTINUOUS CULTURE OF
IMPROVT. CHANGING
PROBLEM BENCH
SOLVING MARKING
SPC TQC
Q C CIRCLE
ISO 9000 QA QA

INSPECTION QC QC QC

QC QA TQC TQM

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VERY IMPORTANT PRINCIPLE

NOTHING CAN COME OUT OF NOTHING

NO SEEDS NO WORK NO FRUIT

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Systems Everybody

In every division

At every stage

TQM Methods Using QC philosophy & approach

Utilizing the QC methods, strives for

Objectives Q- Better Quality

C- Lower Costs

D-More reliable Delivery

S- Consistent Safety

M- Higher Morale
E- Enviro. preservation
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Policy Planning process…

Management Philosophy [ Mission ]

Vision

Strategic
Planning Long Term Plan

Mid Term Plan [CAP]

Annual Business Plan

Policy Deployment

Management Implementation
By Policy
Review & Diagnosis
By Top Management

Planning Next Year

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What is an Organization?

A Black Box
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In the Black Box

4 types of operations are performed..

• Raw Materials
• Information

•Products
•Services
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In the Black Box what we do?

Add
VALUE

• Raw Materials
•Products
• Information
•Services
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Add value or Generate WASTE

Generate
WASTE

• Raw Materials
•Products
• Information
•Services
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Types of Waste

W
•1. Over production
A
S •2. Inventory
T •3. Defects
E •4. Unnecessary Motions
• Raw Materials •5. Inappropriate
Processing •Products
• Information •6. Waiting •Services
•7. Transporting
•8. Untapped Human
Potential
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STRATEGIC PLANNING
Seven Steps for Effective Strategic planning
are
1.Customer Needs
2.Customer Positioning
3.Predict the Future
4.Gap Analysis
5.Closing the Gap
6.Alignment
7.Implementation
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PILLARS OF TQM:
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TQM & organizational Cultural Change

Traditional Approach TQM

Lack of communication Open communications
Control of staff Empowerment
Inspection & fire fighting Prevention
Internal focus on rule External focus on customer
Stability seeking Continuous improvement
Adversarial relations Co-operative relations
Allocating blame Solving problems at their roots

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Change your Processes, People & Culture

Improve Your
PEOPLE

Improve Your Improve Your

PROCESSES CORPORATE CULTURE

Your
Organization
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Input – Output Model

Outputs
Inputs

Your Your
Process Your
Suppliers Customers

Requirements Requirements
and feedback and feedback

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PDCA CYCLE/DEMING CYCLE

Problem identification
Problem selection
Problem analysis
Standardization Cause Verification
Future Plan Target Setting
Propose intervention
Management Consent

Training
Monitoring
Comparing Against Implement
TARGET Counter measures

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Juran’s Quality Trilogy

• Quality planning
– Preparing to meet quality goals
• Quality control
– Meeting quality goals during operations
Q.P
• Quality improvement
– Reaching unprecedented levels
of performance

Q.C. Q.I.
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5S INTRODUCTION

What is it ?
• A process and method for creating and
maintaining an organized, clean, high-performance
workplace

• A conditioned discipline for improvement

• A Place for everything & everything in its place !!

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THE 7 WASTES (+1)

• Defective products/mistakes
• Excess motion
• Waiting (for materials, equipment, people)
• Over-production
• Inventories
• Transportation
• Process design
• Failure to meet
customer
requirements
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TOOLS USED in 5S

Locate items
where they are
needed and limit
amount stored.
SET IN ORDER(Seiton)
SORT (Seiri)
Identify necessary
SHINE (Seiso)
Eliminate dirt, dust
items and remove
unnecessary ones
5S and scrap. Make
workplace shine.

STANDARDISE (Seiketsu) SUSTAIN(Shitsuke)

Work to standards, Make 5S strong
wear safety equipment in habit. Make
problems appear
and solve them.

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Application of 5S

Step 1 - SORT
Red Tag
Step 5 - SUSTAIN Sort Out
Work to Standards Throw Out!
Monitor progress A
Continuous Improvement
P
Step 2 - SET IN ORDER
What goes where?
Set Limits
Arrange close to hand

C
Step 4 - STANDARDISE
Standardise activity
Step 3 - SHINE
Make steps 1,2 & 3 a habit
Share Information
D Eliminate dirt, dust, oil & scrap
Ensure everywhere Shines!

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KAIZEN

A system of continuous improvement in quality, technology,

processes, company culture, productivity, safety and leadership.

What Does Kaizen Mean?

KAI + ZEN
To modify, to change Think, make good, make better

= KAIZEN
Make it easier by studying it, and making the improvement through
elimination of waste.
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KAIZEN RULES

Basic Rules for Change

Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense
should be a last resort)
Maintain a positive attitude
Don’t’ make excuses & question current practices
Think about how to do it, NOT why it can’t be
done
Just do it!!
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The KAIZEN Umbrella

• Customer Orientation • Kanban

• TQC (Total Quality Control) • Quality Improvement
• Robotics • Just-in-time
• QC Circles • Zero defects
• Suggestion system • Small-Group Activities
• Automation • Cooperative Labour-Management
• Discipline in the workplace relations
• TPM (Total Productive • Productivity Improvement
Maintenance) • New-Product Development

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Why Kaizen
CPI (Continual Performance Improvement)
• Data Driven Methodology to Magnify Impact of Process
Process Improvement
Project Implemented

Improvement
Savings

• Apply Control Techniques to Eliminate Erosion of

Maintenance of Improvements
Process Performance
• Proceduralize/Standardize Improvements for Improved
Maintenance of Critical Process Parameters
Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance

Kaizen Time Kaizen

• Use Small Teams to Optimize Process Performance by

Savings
CPI
Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time
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Seven attitudes for Innovation

1. Do not improve a little, but innovate drastically !
Deny the status quo !

2. Do not trust current methods !

Change your route !

3. Do not protect yourself . Put yourself in customer’s shoes !

Market-In Views !

4. Do not see the present from the Past !

See things from the future !

5. Don’t be content with low defect rate !

Try to achieve zero defect !

6. Don’t take time with analysis !

Quick try and amend !

7. Take your responsibility, and change yourself !

Make a self-innovation !
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Seven Quality control tools

Check sheet
Histogram
Cause and effect diagram
Pareto diagram
Stratification Analysis
Scatter diagram
Control charts

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Check sheet
• A variation of the Check Sheet, used to capture data about defects
occurring in a particular situation and time period.
• The Check Sheet is one of the first seven tools.

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Histogram
• A histogram is a graphical representation showing a visual
impression of the distribution of data.

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Cause and effect diagram

• The Ishikawa diagram is one of the many management tools
created by Dr. Kaoru Ishikawa.
• Fishbone diagram to facilitate brainstorming, root cause analysis.

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Pareto diagram
• The Pareto diagram is a graphical overview of the process
problems, in ranking order of the most frequent, down to the
least frequent, in descending order from left to right. Thus, the
Pareto diagram illustrates the frequency of fault types. Using a
Pareto, you can decide which fault is the most serious or most
frequent offender.

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Scatter diagram
• A scatter plot or scatter graph is a type of mathematical
diagram using Cartesian coordinates to display values for two
variables for a set of data.

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What is a Quality Circle?

• Voluntary groups of employees who work on
similar tasks or share an area of responsibility
• They agree to meet on a regular basis to discuss
& solve problems related to work.
• They operate on the principle that employee
participation in decision-making and problem-
solving improves the quality of work

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QUALITY CIRCLES
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QUALITY CIRCLE STRUCTURE

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QC Functioning…

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How Do Quality Circles Work?

• Characteristics
– Volunteers
– Set Rules and Priorities
– Decisions made by Consensus
– Use of organized approaches to Problem-Solving
• All members of a Circle need to receive
training
• Members need to be empowered
• Members need to have the support of Senior
Management
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Quality Circle Objectives…

Objective is to conduct Studies that improve
effectiveness of work in Department.
Major aspects are
1. Motivation
2. Participation and
3. Recognition
Driving forces are
1. Job Satisfaction and
2. Team Work
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STATISTICAL FUNDAMENTALS

STATISTICS - Defined as science that deals with collection,

tabulation, analysis, interpretation and presentation of Quantitative
data.

Types of Quantitative Data:

1. Attribute Data
2. Variable Data
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Frequency Distribution:

• The most famous form of representation all the data is by

formation of a Frequency Distribution

TYPES OF FREQUENCY DISTRIBUTION:

1. Mean

2. Median

3. Mode.
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NORMAL CURVE:
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Six Sigma is. . .

• A performance goal, representing 3.4 defects for every
million opportunities to make one.
• A series of tools and methods used to improve or design
products, processes, and/or services.
• A statistical measure indicating the number of standard
deviations within customer expectations.
• A disciplined, fact-based approach to managing a
business and its processes.
• A means to promote greater awareness of customer
needs, performance measurement, and business
improvement.

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What’s in a name?
• Sigma is the Greek letter representing the
standard deviation of a population of data.
• Sigma is a measure
of variation
(the data spread)
σ

μ
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What does variation mean?

20

• Variation means that a 15

process does not produce 10

the same result (the “Y”) 5

every time. 0

-5

• Some variation will exist in

-10

all processes.

• Variation directly affects customer experiences.

Customers do not feel averages!

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Measuring Process Performance. . .

• Customers want their pizza

delivered fast!

• Guarantee = “30 minutes or less”

• What if we measured performance and found an

average delivery time of 23.5 minutes?
– On-time performance is great, right?
– Our customers must be happy with us, right?

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How often are we delivering on time?

Answer: Look at
the variation!
30 min. or less

x
0 10 20 30 40 50

• Managing by the average doesn’t tell the whole story. The

average and the variation together show what’s happening.
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Reduce Variation to Improve Performance

How many standard
deviations can you
“fit” within 30 min. or less
customer
expectations?
s

x
0 10 20 30 40 50

• Sigma level measures how often we meet (or fail to meet) the
requirement(s) of our customer(s).
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Managing Up the Sigma Scale

Sigma % Good % Bad DPMO

1 30.9% 69.1% 691,462
2 69.1% 30.9% 308,538
3 93.3% 6.7% 66,807
4 99.38% 0.62% 6,210
5 99.977% 0.023% 233
6 99.9997% 0.00034% 3.4

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Differences between 3σ and 6σ

In a world at 3 sigma. . . In a world at 6 sigma. . .

• There are 964 U.S. flight • 1 U.S. flight is cancelled

cancellations per day. every 3 weeks.
• The police make 7 false • There are fewer than 4
arrests every 4 minutes. false arrests per month.
• In MA, 5,390 newborns are • 1 newborn is dropped
dropped each year. every 4 years in MA.
• In one hour, 47,283 • It would take more than
international long distance 2 years to see the same
calls are accidentally number of dropped
disconnected. international calls.
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DMAIC – The Improvement Methodology

Define Measure Analyze Improve Control
Objective: Objective: Objective: Objective: Objective:
DEFINE the MEASURE ANALYZE the IMPROVE the CONTROL the
opportunity current root causes of process to process
performance problems eliminate root to sustain the
causes gains.

Key Define Tools: Key Measure Tools: Key Analyze Tools: Key Improve Tools: Key Control Tools:
• Cost of Poor • Critical to Quality • Histograms, • Solution Selection • Control Charts
Quality (COPQ) Requirements Boxplots, Multi- Matrix • Contingency and/or
• Voice of the (CTQs) Vari Charts, etc. • To-Be Process Action Plan(s)
Stakeholder (VOS) • Sample Plan • Hypothesis Tests Map(s)
• Project Charter • Capability Analysis • Regression
• As-Is Process • Failure Modes and Analysis
Map(s) Effect Analysis
• Primary Metric (Y) (FMEA)

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CONTROL CHARTS
Definition:
- A statistical tool to determine if a
process is in control.

•Two Types of Control Charts

Variable Control Charts

Attribute Control Charts
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Variable Control Charts

• Deal with items that can be measured .
• Examples
1) Weight
2) Height
3) Speed
4) Volume
Types of Variable Control
Charts
X-Bar chart
R chart
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Variable Control Charts

• X chart: deals with a average value in a
process
• R chart: takes into count the range of the
values

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Attribute Control Charts

• Control charts that factor in the quality

attributes of a process to determine if the
process is performing in or out of control.
Types of Attribute
Control Charts
p chart
np Chart
100p Chart
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Attribute Control Charts

• P Chart: a chart of the percent defective in
each sample set.
• C chart: a chart of the number of defects
per unit in each sample set.
• U chart: a chart of the average number of
defects in each sample set.

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Reasons for using Control Charts

• Improve productivity
• Make defects visible
• Determine what process adjustments need
to be made
• Determine if process is “in” or “out of
control

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Control Chart Key Terms

• Out of Control: the process may not
performing correctly
• In Control: the process may be performing
correctly
• UCL: upper control limit
• LCL: lower control limit
• Average value: average

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Process is OUT of control if:

• One or multiple points outside the control
limits
• Eight points in a row above the average
value
• Multiple points in a row near the control
limits

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Process is IN control if:

• The sample points fall between the control
limits
• There are no major trends forming, i.e.. The
points vary, both above and below the
average value.

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Examples of Control Charts

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Examples of Control Charts

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Control Charts

• The following control chart shows the

improvement of a process. The standard
deviation decreases as the process becomes more
capable.

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Example of Control Charts

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New Seven Q.C. Tools

Affinity Diagrams
 Relations Diagrams
 Tree Diagrams
 Matrix Diagrams
 Arrow Diagrams
 Process Decision Program Charts

 Matrix Data Analysis

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New Seven Q.C. Tools

 Developed to organize verbal data
diagrammatically.
 Basic 7 tools effective for data analysis,
process control, and quality improvement
(numerical data)
 Used together increases TQM effectiveness
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Relation Between New Seven Q.C. Tools and

Basic Seven Tools
FACTS

Data

Numerical Data Verbal Data

Define problem after Define problem before
collecting numerical data collecting numerical data

The Basic Seven Tools The Seven New Tools

•Analytical approach •Generate Ideas

Organize •Formulate plans

Information
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BENCH MARKING…
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TPM
DEFINITION
(Production Sector)

• TPM aims to maximise equipment efficiency (overall efficiency

improvement).
• TPM aims to establish a total system of PM, designed for the entire
life of equipment.
• TPM operates in all sectors involved with equipment, including the
planning, using, and maintenance sector.
• TPM is based on the participation of all members, from top
management to frontline staff members.
• TPM carries out PM through motivation management, I.e. Small
Group activities.
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TPM
DEFINITION
(Company-Wide TPM)
• TPM aims to create a corporate system that maximizes the
efficiency of the production system (Overall efficiency
improvement).
• TPM creates systems for preventing the occurrence of all losses on
the front line and is focused on the end product. This includes
systems for realizing ‘zero accidents, zero defects, and zero
failures’ in the entire life cycle of the production system.
• TPM is applied in all sectors, including the production, development
and administration departments.
• TPM is based on the participation of all members, ranging from the
top management to frontline employees.
• TPM achieves zero losses through overlapping small-group
activities.
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PRODUCTION
PRODUCTION MAINTENANCE
MAINTENANCE

SUPPORT
SERVICES SUPPORT
SERVICES

INDIVIDUAL TASKS INTEGRATED TASKS

(REACTIVE-OPERATE-TO-FAIL) TO CHANGE (PROACTIVE-PREVENT BEFORE FAIL)
 JISHU HOZEN
(AUTONOMOUS MAINTENANCE)

PLANNED MAINTENANCE

KOBETSU KAIZEN
(INDIVIDUAL IMPROVEMENTS)

QUALITY MAINTENANCE
TPM

EDUCATION & TRAINING

EIGHT PILLARS OF TPM

OFFICE TPM

DEVELOPMENT MANAGEMENT

SAFETY, HEALTH & ENVIRON.

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ZERO PHILOSOPHY OF TPM

ZERO DEFECTS

ZERO DOWNTIME

ZERO ACCIDENTS
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Convert this reality to a dream

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Made that Dream a Reality...

A parking spot with a view…
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A reliable company car…

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Alternative work practices…

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A good entertainment area…

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An ergonomic meeting room…

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A communal area to share your thoughts…

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THANK YOU