Scribd
Upload
104 views29 pages

TQM - M1 - Introduction

This document provides an overview of topics related to Total Quality Management (TQM) and Six Sigma quality for a class of 2021. It includes suggested reading materials, defines key quality concepts, outlines the TQM curriculum, and discusses principles of TQM philosophy such as continuous improvement, customer focus, and employee empowerment. Quality tools like control charts, DOE, and benchmarking are also mentioned.

Uploaded by

Aby Reji Chemmathu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
104 views29 pages

TQM - M1 - Introduction

This document provides an overview of topics related to Total Quality Management (TQM) and Six Sigma quality for a class of 2021. It includes suggested reading materials, defines key quality concepts, outlines the TQM curriculum, and discusses principles of TQM philosophy such as continuous improvement, customer focus, and employee empowerment. Quality tools like control charts, DOE, and benchmarking are also mentioned.

Uploaded by

Aby Reji Chemmathu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 29

TQM and Six Sigma Quality

Class of 2021

Welcome and All the Best

Prof. Venkataraman J
TQM and Six Sigma Quality
Suggested Reading

1. Total Quality Management


Dale H. Besterfield et al
Revised Third Edition
Pearson
2016

2. Quality Management - Kanishka Bedi - Oxford University Press - 2006

3. The Management and Control of Quality – James R. Evans et al


Thomson South-Western
Curriculum Overview

1. Introduction - Concepts
2. Customer Focus and Satisfaction – Kano model
3. Philosophy of TQM
4. Pre-requisite for TQM
5. SQC / SPC Techniques
6. Quality Function Deployment
7. Quality by Design
8. Bench Marking
9. Tools of TQM
10.Strategic Quality Management
Defining Quality
>> Perfection
>> Consistency
>> Eliminating waste
>> Speed of delivery
>> Compliance with policies and procedures
>> Providing a good / usable product
>> Doing it right the first time
>> Delighting or pleasing customers
>> Total customer service and satisfaction

Note : Based on the responses by managers of 86 firms across eastern USA


Various Quality Perspectives

1. Judgmental perspective
Synonymous with superiority or excellence as seen by the customer
2. Product-based perspective
Function of a specific, measurable variable
3. User-based perspective
Quality is determined by what a customer wants
4. Value-based perspective
Relationship of usefulness or satisfaction to price
5. Manufacturing-based perspective
The desirable outcome of engineering and manufacturing practices
Eight key forces influencing the future of Quality in the new century
>> Partnering including with competitors
>> Learning Systems for individuals and organizations
>> Adaptability and speed of change
>> Environmental sustainability
>> Globalization
>> Knowledge focus
>> Customization and Differentiation
>> Shifting Demographics

As identified by American Society for Quality


Basic concept of TQM philosophy
>> Continuous Process Improvement
Implication:
There is no acceptable quality level, since customer’s needs / values
expectations change constantly
Customers are becoming more demanding
American Society for Quality (ASQ) survey captured customer perceptions
on quality
Important factors
>> Performance
>> Features
>> Service
>> Warranty
>> Price
>> Reputation
Quality Definition
>> Quality of Design
>> Quality of Conformance
>> Fitness for Use

Ultimate characteristic of Quality :


>> Inversely proportional to variability
What is Quality ?
>> Quality is a dynamic state associated with products, services, people, processes
and environments that meets or exceeds expectations.
>> Quality is an ever-changing state.
ie; what is considered good quality today may not be good enough to be
considered quality tomorrow.
>> FEDEX :
Performance to the standard expected by the customer
>> BOEING :
Providing customers with products and services that consistently meet with
their needs and expectation.
Evolution of Quality Philosophy
A. Inspection :
>> Inspect finished products
>> Remove / Replace defective products
B. Quality Control :
>> Multiple stages of inspection
>> Well defined inspection procedures with statistics
>> But still dependent on okay / not okay
C. Quality Assurance :
>> Ensuring product’s adherence to design specification and defined
performance.
>> Statistical process control methods
D. Total Quality Management
A brief history of Quality Control and Improvements :

1924 ---- Walter Shewart introduces the concept of statistical process


control
1946 --- American Soceity for Quality (ASQ) formed
1950’s and 1960’s --- Increase in reliability engineering, experimental design
and statistical quality control
1970’s and 1980’s --- Competition from Japanese industries increases
1980’s --- Use of SPC techniques increases in the United States and
emergence of TQM
1988 --- Malcolm Baldridge National Quality Award established
1990s --- Focus on ISO 9000 certification
1995 ……. --- Motorola’s Six Sigma efforts
Quality Specification :
Design Quality :
Refers to the inherent value of the product in the market place and is of strategic
importance for the firm.
Conformance Quality :
Refers to the degree to which the product / service design specifications
are met
Quality at Source :
The person producing takes responsibility for ensuring product quality.
ensures that his / her output meets specification.
Fitness for Use :
Both design quality and quality of conformance should provide products that
meet the customer requirements.
Dimensions of Quality

Dimension Significance
1. Performance
Primary product / service
characteristics
2. Features
Secondary characteristics
Added touches
3. Reliability
Consistency of performance
over time
4. Durability
Useful life
Dimensions of Quality (contd)

Dimension Significance

5. Serviceability
Ease of repair
6. Response
Human interface
7. Aesthetics
Sensory characteristics
8. Reputation
Past performance
Quality Engineering :
>> A set of operational, managerial, and engineering activities that a company
uses to ensure that the quality characteristics of a product are at the nominal
or required levels.
Quality Improvement :
>> Reduction of variability in process and products
>> Alternatively also seen as “ waste reduction ”
Concurrent Engineering :
>> Team approach to design / process improvement
>> Specialists from manufacturing, quality engineering, management work
together for product or process improvement.
Total Quality Management
What is it ?
>> A management strategy aimed at embedding awareness of quality in all
organizational processes.
>> Provides an umbrella under which everyone in the organization can strive and
create customer satisfaction and meet organizational objectives.
>> Seeks to integrate all organizational functions
>> A managerial framework to accomplish Quality Improvement.
>> Other names include :
## Company wide quality improvement {CWQI}
## Total Quality Assurance {TQA}
## Quality Management {QM}
Total Quality Management
Characteristics :
>> Covers the entire organisation.
>> Make it excel in all dimensions of products and services.
>> Total customer focus
>> Total employee involvement..
>> Data centric
>> Management by fact
>> Scientific approach to problem solving
>> Extensive use of SPC / DOE / FMEA / Poka-yoke
>> Long term approach
>> Emphasis on problem prevention
>> Focus on Kaizen
Three Principles of Total Quality
>> Focus on customers and stakeholders
>> Teamwork and participation by everyone in the organization
>> Continuous improvement and learning
Infrastructure to carry out the principles of Total quality

>> Customer Relationship Management – CRM


>> Leadership and Strategic Planning
>> Human Resources Management – HRM
>> Process Management
>> Information and Knowledge Management
TQM

General elements Q.C Tools SPC

1. Customer focus Check sheets Sampling plans


2. Leadership Pareto analysis Process capability
3. Kaizen Cause & Effect D.O.E
4. Employee participation Flow charts { FMEA }
5. Quick response Scatter diagram
6. Design quality Control charts
7. Management by data Histogram
8. Partnership development
9. Corporate responsibility
10.Cost of quality
Defining Quality – 5 Ways
• Conformance to specifications
– Does product/service meet targets and tolerances
defined by designers?
• Fitness for use
– Evaluates performance for intended use
• Value for price paid
– Evaluation of usefulness vs. price paid
• Support services
– Quality of support after sale
• Psychological
– e.g. Ambiance, prestige, friendly staff
Evolution of TQM – New Focus
TQM Philosophy – What’s Different?

• Focus on Customer
– Identify and meet customer needs
– Stay tuned to changing needs, e.g. fashion styles
• Continuous Improvement
– Continuous learning and problem solving, e.g. Kaizen,
6 sigma
• Quality at the Source
– Inspection vs. prevention & problem solving
• Employee Empowerment
– Empower all employees; external and internal
customers
TQM Philosophy– What’s Different?
(continued)
• Understanding Quality Tools
– Ongoing training on analysis, assessment, and
correction, & implementation tools
• Team Approach
– Teams formed around processes – 8 to 10 people
– Meet weekly to analyze and solve problems
• Benchmarking
– Studying practices at “best in class” companies
• Managing Supplier Quality
– Certifying suppliers vs. receiving inspection
Four Dimensions of Quality

• Quality of design
– Determining which features to include in the final
design
• Quality of conformance to design
– Production processes are set up to meet design
specifications
• Ease of use
– Instructions, operation, maintenance, safety
• Post-sale service
– Responsiveness, rapid repair, p.m., spare parts
Why TQM Efforts Fail

• Lack of a genuine quality culture

• Lack of top management support and


commitment

• Over- and under-reliance on SPC


methods
Continuous Improvement versus
Traditional Approach
Traditional Approach TQM - CI Approach
• Market-share focus • Customer focus
• Individuals • Cross-functional teams
• Focus on ‘who” and “why” • Focus on “what” and “how”
• Short-term focus • Long-term focus
• Status quo focus • Continuous improvement
• Product focus • Process improvement
• Innovation focus
• • Incremental improvements
Fire fighting
• Problem solving

You might also like