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QUALITY: ECONOMIC ISSUES TOTAL QUALITY MANAGEMENT:

The valid definition of quality is proposed by American Qualities has some relations with the economic The philosophy of total quality management
National Standards Institute (ANSI) and American issues which are; is “customer Satisfaction”, so its mean this
Society for quality Control (ASQC), is that “The totality is developed for the customer satisfaction.
of featuring & characteristics of a Product of Satisfy 1. Qualities & Price: Total quality management is also treating as
given needs”. Generally when quality is high then price is “A Commitment to Customer” it’s doing the
high but origin of company, brand name quality main job for qualitative protection and it’s
QUALITY IN MANUFACTURING SYSTEM : assessment also should be considered in the performed the many function against the
pricing of product service. traditional management.
In Manufacturing system quality careful about; “ useful TQM is a continuous process of
utilization of resources where there is no wastage” As. improvement & has close relation with
2. quality & Cost:
a) Do not over do nor under-do it. customer, workers and management All the
Generally when quality is increased then
b) Avoid the waste or inefficiency use of resources In workers and management in every
increase the cost of production. Because of
manufacturing system quality management should be department try to improve the quality of the
quality is obtained by qualitative raw materials
needs the appropriate use of following things. product in all functions at all levels.
qualitative labor etc.
Appropriate tools Appropriate Technology
Finance Resources DEFFINATION:
3. Quality & Market Share: Tqm defined as “Every one associated with
When production of company have the better the company and is involved in continuous
Functions: quality than competitors, than share has the
A quality assurance department is to ensure that improvement in all functional areas at all
more value in market than competitors. levels” OR
quality is comes from following three terms.
1. Quality Engineering: “ The sum of all activities in getting quality
MULTIPLE DIMENTIONS OF products into the market place.
In which quality is added at the time of design of
QUALITIES:
product and design of process this is describe with
the flow chart, which is BENEFITS OF TQM:
There are also guideline if good quality. When the quality of products is maintained
2. Quality Control:
Quality control involves in planned, measures to see and improved by the uses of full aspects.
if standards are beings meet 1. Performance: Of TQM then company enjoys with many
( or not ). Incase of deviation. Corrective action and The product should be able to perform all the benefits. Because the TQM is not only for
future prevention action must be “taken”. It is functions promised company , or expected by product but TQM is perform role in every
responsible for maintaining the standards of quality. the customers. level of organization. TQM involved in
continuous improvement of product as well
3. Quality Management:
2. Features: as employees skills.
Ensure that quality is an every function of
management, viz. planning organizing leading & All features of product should be of acceptable
controlling. It is responsible for the all quality quality. The important benefits are
assurance activities especially for the coordinate plan TQM………..
organize & control the quality accurately. 3. Reliability: (Trust Worthiness):
Product should be trust-worthy Product should Can reduce the production defects.
QUALITY IN SERVICE SYSTEM: be over the time. The consistency of quality in Can improvement and development takes
We have eight guidelines, which are maintain the product from unit to unit. place throughout the organization
quality in service system. Which is? Can quality of manufacturing process is
4. Durability: maintained.
product should be long lasting. Product Can quality of raw materials is also
1. Time:
should be durable on given period from improved.
In which set the time for
company. Can better results by getting higher profits
serve the service. How long customer can wait for
and better returns.
the service.
Can capture more market share.
2. Times Liners: 5. Conformance:
Customer can be more satisfied.
Its mean provide the service to the customer according product should comply with specification.
Employees become skilled and
the set time. ( targets & tolerances ), or with bench marking
experienced.
3. Courtesy : specification. All characteristics, in gradients,
It is most important behavior with the customer is benefits are meet with standard.
QUALITY MANAGEMENT:
making a strong image in the mind of customer Quality also looks for planning, organizing,
about service provider. Behave with customer as 6. Aesthetics directing & controlling.
be politely, with courtesy, be cooperative and friendly. This is a branch of a philosophy, which deals
4. Consistency: with study of beauty. Here its mean the visual
appearance of product. 1. Planning for Quality
Qualities of service are same with pass of time and
Planning for the begins Before product’s
continuously serving to all customers with same
Designing or redesigning process.
aspects; don’t give the preference to someone & 7. Serviceability: Customer may be invited to participle in the
another. product should be easy to maintain, including planning process.
5. Accessibility & Convenience: the availability of spare parts and the service
Its mean service is easily available & accessible to the center s.
customers, So that they can enjoy with service. 2. Organizing for Quality:
Although everyone in an organization
6. Accuracy: 8. Perceived Quality : ( Perception) contributes to product quality, responsibility
Its mean service should be performed the accurately, here question is arises, Is the product/service for specific aspects of TQM is often
accurately maintained the service. meeting the customer or not? assigned to specific departments and jobs.
7. Responsiveness: Basically is perceived quality by the They monitor all quality control activities to
Provide the feedback to the complaints of customers. customer. These are the expectation of identify areas for improvement. Having a
Its mean service provider must tell about the real customer about product or service. separate quality control department is no
problem, don’t try to make them fool. longer enough Because everyone must
8. Completeness: work to ensure quality , such as ,
Provide the complete service to the customers what chairperson of board to part –time clerk
ever the order places is it complete or not? First of all marketers and other personnel.
get the answer of this question .
3. Directing for Quality:
Directing for quality means that manager
must motivate employees throughout the
organizationto achieve the goals (quality
goals). Ideally, if manager succeed then
employees ultimately accept the quality
ownership.

4. Controlling for Quality:

It’s basic means is “Monitoring”. By
monitoring in products and services, a
company can detect mistakes and make
corrections. However, manager must
established specific quality standards and
measurement.

Prepared By : LECTURER UMAIR MOIN

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THE CUSTOMER FOCUS SYSTEM: KANO CLASSIFICATION OF METODS FOR CONTIOUS
CUSTOMER NEEDS: MPROVEMENT:
It is very much related to customer. Basically it is
related with identify the needs of customer & i) Dis-satisfaction: (Not Happy): 1. KAIZEN.
transmitted into technical language. Customer needs that are expected in a It is a Japanese word which is treaded s the
product service. If those are not present in te philosophy of life. It embraces and
With customer focusing the chance of successfulness product or service then customer are dis- overshadows. All business activities. Kaizen
are brighter. The profit maximization is not the goal satisfied. encourage the innovation, creativity & new
but the customer satisfaction is the main goal, by this ideas.
goal profit automatically will follow it. Only profit It suggest gradual & continuous
ii) Satisfiers: (Happy)
maximization leads to the low quality. improvement. Kaizen says that do not make
Whatever the customer needs? Customer
needs that are wanted in a product / service. any sudden change. Change must be
Quality is in the eyeof the customer; quality must gradual. Even if each & every thing going
If those are present then fulfilling those needs
begin with customer needs & end with customer right but this time there is a need of change.
creats satisfaction.
perception. The fundamental aim of today’s quality A sudden change is not positive, change
movement has becomes “Total Customer must be in step-by-step manner. If you want
Satisfaction”. The ultimate goal of TQM is to improve iii) Exciters or Delighter: (very happy)
to make any change then ask to employee
customer value. when a person feels that any extra quality of
that now we are going to make this.
feature in the product or service. He will feel
Because of taste, preference, technologies
THE CUSTOMER DRIVEN QUALITY CIRCLE / exciting & delighting. As we can say as new
government rules, regulation & policies,
or innovation feature that customer does not
CYCLE: competition continuously going towards
expected.
change.
Customer driven quality is about needs, customers Kaizen also encourage in the investment of
complaints. It is more than reducing manufacturing BUILDIN THE HOUSE OF QUALITY: human resources. Through the
detects. It is shifting from an inward production focus improvement of quality laborers the quality
to market driven customer focus. It relates with customer attributes to technical of service or good will automatically follow it,
feature & meeting a customer needs. There are three things in improvement of
PROFITABILITY BY FOCUS ON CUSTOMER: human resources.
i) identify customer attributes: i) Recruitment & Training:
It is very much related to customer. Basically it is Customer attributes is related with what investment heavily in HRM. The investing in
related with identify the needs of customer & customer actually required? What are your training is best investment.
transmitted into technical language. customer? Use the customer words for ii) Performance Appraisal:
With customer focusing the chance of successfulness knowing his needs. In the change organizational trends now
are brighter. The profit maximization is not the goal, performance appraisals are made by boss
by this goal profit automatically will follow it. ii) identify technical feature: colleagues & sub-ordinates & they evaluate
Only profit maximization leads to the low quality. Call out the technical expertise & give them the performance of the person. It is the
Quality is in the eye of the customer; quality must list of customer’s requirement & ask them to butter way to judge the performance of the
begin with customer needs & end customer prepare a blue print for designing any persons.
perception. The fundamental aim of today’s quality product. Technology material, money iii) Compensation
movement has becomes “Total Customer machinery all the things must be carefully “Gain sharing” theory given by “Karl mark”.
Satisfaction”. The ultimate goal of TQM is to improve examined. In case of profit, it should be shared by
customer value. equally person of the organization.
A major long-term benefit of total quality Management iii) Relate The customer Attitude to 2) JUST IN TIME:
relates to customer satisfaction . TQM aims at What ever exact production is required then
Technical Feature:
improving quality & identifies the best measure.of ordered the material accordingly. Try to
Build a relation ship between technical
quality as matching customer expectations in terms of avoid the wastage o recourses. It suggests
features & customer need.
service product and experience. TQM interventions that do not pile-up the inventory because
quantify and aim to achieve the best state defined in nothing is constant.
terms of such customer expectations. iv) Conduct & Evaluation Of
3) POKE YOKE:
Some example of the application if total quality Competing Product:
These are the measurement devices are
management to improve customer satisfaction Evaluate the abilities of competing product.
called control devices. There are use to
include. What we can do for successfulness of our
inspect automatically errors or defects
 Reduction of waiting time by changing the product De-assemble the competing product.
operating conditions. These are smaller
method of appointment scheduling or client tools ofr checking quality during operation.
handling. v) Evaluate Technical Feature & 4) BENCH MARKING:
 Making changes to the delivery process so Develop targets: It is the way of setting standard and the
that the product reaches the customer What are the technical features of the meeting those standards is called the bench
faster. competitors & the develop or set the targets marking.
 Better quality products requiring no repairs for improving the future of your product. Types of Bench Marking:
improving customer loyalty. i) Competitive Bench Marking:
vi) Determine which technical feature It is set by the standards of the competitors.
to Deploy in the remainder of the Why he is gaining the market share? Check
production process: the product of competitors, de-assemble. It
Here we determine that what features we can & find the porn & corn of their product try to
add in our product those are not presented in find out the product feature, manufacturing
the commentator’s product. system operation & customer’s service
system of the competitors. Here, also quite
possible your product is more qualitative
than competitors.
ii) Generic Bench Marking:
These standards are set by the use of the
standards of the other organization. Check
out the organizational Structure ,
marketing ,strategies , Financial
arrangements & etc. it is not relate with the
competitors. It is basically the evaluation of
the process or business function of the best
companies regardless the industry.
In which relates those organizations that
are earn maximum profit of previously.

HOW DO YOU BENCH MARK:

 In bench marking we should do.
 Determine which function to
bench mark.
 Identify key performance
indicator.
 Identify the best in the class
processes. ( But in class means
all over the world).
 Measure the performance of the
best in class companies &
compare the result to your own
performance.
 Define and take action the meet
or exceed the best performance.

Prepared By : LECTURER UMAIR MOIN

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ELEMENTS OF TQM:: WHAT ARE THE CORE CONCEPT OF TQM IMPLEMENTATION
TQM: APPROACHES:
Total Quality Management:
Total quality management (TQM) helps to improve TQM is a continuous process of No one solution is effective for planning and
product quality using a long-term approach at improvement has close relation with customer implementing TQM concepts in all situation.
improving production and customer satisfaction while , workers and management. All the workers Following are generic models for
decreasing wastes. There are 8 elements of TQM, and management in every department try to implementing total quality management
they are as follows: improve the quality of the product in all theory:
function at all levels. TQM concepts is an 1. Train top management on TQM
Ethics: integrative system that use strategy, data and principles.
There are two different types of ethics. In the business effective communication to integrate. The 2. Assess the current: Culture
world. Customer ethics & company ethics. The quality principles into the culture and activities customer satisfaction, quality
company ethics set the standards for quality & of the organization. Total quality management management system.
performance and the customer ethics set the standard (TQM) is a management through customer 3. Top Management determines the
for approval. Our personal set of ethics plays a large satisfaction. core values and principle to be
role in TQM because it helps to determine what is fair used and communicate them.
& what is out right wrong. Some companies will try to Three Core Concepts Of TQM: 4. Develop TQM master plan based
gauge. Their customers with high prices so they can on steps 1,2,3
turn a larger profit. Companies that have ethics Quality Control (QC): 5. Identify and prioritize customer
recognize that higher prices should only be charged if It is concerned with the past, and deals with needs and determine products or
you need in increase the quality of the product. data obtained from previous production, service to meet those needs.
which allow action to be taken to stop the 6. Determine the critical process to
produce those product or
Integrity: production of defective units. Quality control
involves operational techniques and activities services.
Employee’s personal ethics determine if they are
aimed both at monitoring a process and 7. Create process and improvement
truthful about their job performance. This makes up
eliminating causes of unsatisfactory team’s.
their integrity as a person. Companies like people
performance or relevant stages of the quality 8. Managers should support effort by
also have integrity. Using TQM helps companies
loop (quality spiral) in order to result in planning, training, time …to the
convey their integrity to their customers by building
economic effectiveness. team.
high-quality products and charging reasonable prices.
9. Integrate changes for
With integrity , products are often looked at as “ what
improvement in daily process
you see is what you get”. However if you have Quality Assurance: (Q/A): management and standardization
established honesty & trust with your customers, they It deals with the present and concern the take place
will hold your products to a products to a higher putting in the place of system to prevent 10. Evaluate progress against plan
standard. defects from occurring. Quality assurance (step 8) and adjust as needed.
contains all the planned and systematic 11. Constant employee awareness
Trust: actions required to provide adequate and feedback on status are
Following along with ethics and integrity is trust confidence that a product or service will provided and a reward/
without satisfy given requirement for quality. recognition process is
t rust, your company will not be able to successfully established.
implement TQM. Trust is one of the key elements you Quality Management (QM):
need to have because it defines your market. These It is concerned with the future, and manages
customers will continuo buying from your company people in a process of continuous
because of the level of trust you have developed with improvement to the products and service
on another. The tricky thing about trust is that each of offered by the organization.
your employees is responsible for their own actions. If Other key Concepts of TQM:
they cause a problem with a customer your customer Structure system for exceeding customer
may lose trust in the company until another person expectation.
can restore it. System that empowers employees.
Drives higher profits.
Training: Drives lower costs.
TQM looks at improving several processes and Continuous improvement.
training is one of the biggest problems companies Management centered approach on
have improper training can cause product improving quality.
malfunctions, loss of customer, and waste. Spending
time on proper training will save you a large headache Conclusion:
down the road and it helps to build employee loyalty. Total quality management (TQM) is a
management approach to long-term success
Teamwork: through customer satisfaction. In a TQM
TQM has been able to establish a smooth-flowing effort, all members of an organization ,
office environment because it is based upon participate in improving process, products
teamwork. When individuals work in teams, they are services and the culture in which they work. A
able to solve some of their problems faster and core concept in implementing TQM is
provides accurate solution. Deming’s 14 points, a set of management
practices to helps companies increase their
Leadership: quality and productivity. The term “total
The most important part of TQM is your managers. Quality Management” has lost favor in the
These individuals must be able to lead the rest of the united states in recent years; “ Quality
company on this new organizational approach. The Management”
managers must be trustworthy individuals that other Is commonly substitute. “Total Quality
employees respect and want to follow. They need Management”
someone that can take charge and clearly
communicate all the company needs. Effective
leaders will make your new system as they need to
work with employees to get them to change the way
currently work.

Communication:
Right up there with leader ship is communication
many companies fail because they lack proper
communication. If you notice problems between
department, take the initiative to fix them.

Recognition:
Another way TQM can help your business is by
recognizing employees for their hard work. When
employees are recognized, they are less likely to
experience burnout and many of them have increased
energy, which helps to boost morale. Providing
employees with positive reinforcement is one of the
best ways to let your employees know appreciate
their hard work.

Prepared By : LECTURER UMAIR MOIN

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TQM & ITS PRINCIPLES: DEFINE, QUALITY TOTAL QUALITY, HIGHLIGHTS THE CONTRIBUTION
TOTAL QUALITY, MANEGMENT GIVE OF VARIOUS QUALITY GURUS
Total Quality Management: AT LEAST THREE DEFINATIONS OF The quantity gurus have made a
Total quality management is a management TQM significant impact on the world through
system for a customer focused organization that their contributions to improving not only
involves all employee in continual improvement businesses but all organizations including
QUALITY:
of all aspects of the organization. TQM concepts state and national government, military
“Quality itself has been defined as
is an integrative system that use strategy, data, organization, educational institution,
Fundamentally relation: Quality is the
and effective communication to integrate the healthcare organizations, and many other
ongoing process of building and sustaining
quality principles into the culture & activities of establishments and organization.
relationship by assessing anticipating and
the organization. DR.W.EDWARDS DEMING (1900-
fulfilling states and implied needs.
1993)
Principles Of TQM: TOTAL QUALITY Dr. W. Edward Deming is best known for
“The some of all activities in getting quality reminding management that most problems
1-Be Customer focused: products into the market place”. are systemic and that it is management’s
Whatever you do for quality improvement responsibility to improve the systems so
remember that only customers determine the that worker’s (management and non
TOTAL QUALITY MANAGEMENT
level of quality , whatever you do to foster quality management) can do their jobs more
Total quality management is a management
,improvement , training , employees, ONLY effectively.
system for a customer focused organization
customers determine whether your efforts were that involves all employees in continual DEMING’S 14 POINTS:
worthwhile. improvement of all aspects of the Deming’s philosophy is summarized in his
2. Insure Total Employee Involvement: organization famous fourteen points. And it serves as a
This done after you remove fear from work framework for quality and productivity
place, then empower employee … you provide improvement. Instead of relying on
the proper environment. inspection at the end of the process to find
Give at least three definitions of TQM flaws, Deming advocate a statistical
3. Process Centered:
Fundamental part of TQM is to focus on process analysis of the manufacturing process and
1. Total Quality Management (TQM) is a emphasized cooperation of workers and
thinking. comprehensive and structured approach to
4. Integrated system: management to achieve high-quality
organization management that seeks to products.
All employee must know business mission and improve the quality of products and services
vision must monitor the process. An integrate DR. JOSEPH JURN (B.1904)
through ongoing refinement in response to
business may be modeled by MBNQA or ISO Juran’s concepts can be used to establish
continuous feedback.
9000. a traditional quality system, as well as to
5. Strategic and systematic approach: support Strategic Quality Management.
2. “TQM is a process and philosophy of
Strategic plan must integrate quality as core Among other things Juran’s philosophy
achieving best possible outcomes from the
component. includes the Quality Trilogy and the Quality
inputs, by using
Planning Roadmap.
6. Continual Improvement: them effectively and efficiently in order to
Using analytical and creative thinking and finding deliver best value for the customer , while PHILIP CROSBY (1926-2001)
ways to become more effective. achieving long term objectives of the Attention to customer requirements and
organization”. preventing defects in evident in Crosby’s
7. Fact Based Decision Making:
definitions of Quality and
Decision making must be ONLY on data, not
3. Total Quality Management (TQM) is a “Non-quality” as follow;
personal thinking or Situational.
management approach that aims for long term “Quality is conformance to requirement; non-
8. Communication: quality is nonconformance.”
Communication strategy , method and timeliness success by focusing on customer satisfaction.
TQM is based on the participation of all DR.KAORUISHIKAWA (1915-1989)
must be well defined.
members of an organization in improving Ishikawa believed that quality improvement
processes, products, services, and the culture initiatives must be organization-wide in
STRATEGIIES TO DEVELOP TQM: order to be successful and sustainable over
in which they work.
the long term. He promoted the use of
1. TQM elements approach: Quality Circle.
Take key business process and use TQM tools DR.WALTER A. SHEWART (1891-1967)
to foster improvement. A statistician who worked at Western
e. g quality circles statically process control Electric, Bell laboratories, DR Walter A.
taguchi method , quality function deployment. She wart used statistics to explain process
variability. It was DR. W. Edward Deming
2. The guru approach: who publicized usefulness of control
Using the guides of one of the leading quality charts, as well as the Shewart
thinker. transformation process control as well as
the Shewart with the development of
3. Organization model approach: theories of process control as well as the
The organization use Benchmarking or MBNQA Shewart. Transformation process on which
as model for excellence. the Deming PDCA (Plan-Do Check or
Study-Act) Cycle is based. Shewart’s
4. Japanese Total Quality Approach: theories were first published in his book
Companies want to get deeming prize use Economic Control of Quality of
deerning principles. Manufactured Product (1931).
SHIGEO SHINGO (1919-1990)
Rather than focusing on theory, Shingo
focused on practical concepts that made
an immediate difference. Specific concepts
attributed to Shingo are: Poka Yoke
requires stopping processes as soon as
defect occurs, identifying the source of the
defect and preventing it form happening
again. Mistake proofing is a component of
Poka Yoke literally, this means making it
impossible to make mistakes (i.e.,
preventing errors source)
SMED (Single Minute Exchange of
Die) is a system for quick changeovers
between products. The intent is to simplify
materials, machinery, processes and skills
in order to dramatically reduce changeover
times from hours to minutes. As result
products could be produced in small
batches or even single units with minimal
disruption.
Just-in-Time (JIT) production is about
supplying customers with what they want
when they want it. The aim of JIT is to
minimize inventories by producing only
what is required when it is required. Orders
are “pulled” through the system when
targeted by customer orders, not pushed
through the system in order to achieve .

Prepared By : LECTURER UMAIR MOIN

 (5)
WHAT IS QUALITY CONTROL? LIST THE DEFIN E TERM QUALITY? WRITE
SEVEN OLD QC TOLLS AND DESCRIBE THREE DEFINITIONS OF TQM & DOWN THE MULTIPLE
ANY THREE OFTHEM CHARACTERISTICS OF TQM DIMENSIONS OF QUALITY?

QUALITY CONTROL: Total Quantity Management (TQM) is a Quality:

Quality control (QC) is a procedure or set of management approach that aims for long- Quality is Conformance to Given
procedures intended to ensure that a manufactured term success by focusing on customer Requirement or Specification on a Product
product or performed service adheres to a defined satisfaction. TQM is based on the or Service. The term quality by itself does
set of quantity criteria or meets the requirements of participation of all members of an not necessarily mean high quality. It
the client or customer. Quality pros have many organization in improving processes, means uniformity, consistency and
names for these seven basic tools of quality, first products, services, and the culture in which conformity to what user wants. Measure of
emphasized by kaoru Ishikawa, professor of they work excellence or state of being free from
engineering at Tokyo University and the father of OR defects, deficiencies, and significant
“quality circle” Start your quality journey by TQM defined as “every one associated variations ISO 8402 1986 standard
mastering these tools, and you’ll have a name for with the company and is involved in defines quality as “the totality of features
them too; “indispensable”. all functional areas at all levels.” and characteristics of products or service
that bears its ability to satisfy stated or
LIST THE SEVEN OLD QC TOLLS implied needs”.
OR
“The some of all activities in getting quality The most fundamental function of a
1. Cause-and-effect diagram products into the market place.” quality product is one that meets the
2. Cheek Sheet 3. Control charts The philosophy of total quality management expectations of the customer, Some of the
4. Histogram 5. Pareto chart is “Customer Satisfaction” key dimensions of a quality product or
6. Scatter diagram 7. Stratification so it’s mean this is developed for the service are as follows:
customer satisfaction. Total quantity
DESCRIBE ANY THREE OF THEM management is also treating as “A
Commitment to Costumer”. It’s doing the 1. PERFORMANCE:
main job for qualitative production and The product should be able to perform all
1. Cause-and-effect diagram
it’s performed the many function against the functions promised by company, or
The cause and effect diagram is also called the
the traditional management. expected by the customers. Performance
Ishikawa diagram or the fishbone diagram. It is a tool
is often is a source of contention between
for discovering all the possible cause for a particular
customer and suppliers, particularly when
effect. The major purpose of this diagram is to act as MAJOR CHARACTERISTICS OF
deliverables are not adequately defined
a first step in problem solving by creating a list of TOTAL QUALITY MANAGEMENT within specifications. The performance of
possible cause. First, clearly identify
a product often influences profitability or
and define the problems or effects for which the The essential characteristics of an effective reputation of the end-user.
causes must be identified. Place the problem or TQM systems are:
effect at the right or the head of the diagram. 1. Every company member, from the CEO
to the lowest level employee is focused 2. FEATURES
on product or services quality. If All Features of products should be of
2 . CHECK SHEET: acceptable quality. This dimension may
management is not behind TQM , then it
A structured, prepared form for collecting and seem obvious, performance specifications
will fail.
analyzing data; a generic tool that can rarely define the features required in a
2. Everyone must have the required
be adapted for a wide variety of purposes. Check product. It’s important that suppliers
training and be familiar with the
Sheet data recording and interpretation of test designing product or services from
necessary TQM techniques.
results. performance specifications are familiar
3. Any one can suggest areas for
improvement at a production line level with its intended uses.
3. CONTROL CHARTS: can, in many causes, come from line
Control charts are used to determine whether a workers. 3. RELIABILITY: (TRUST
process will produce a product or service with 4. All departments are expected to focus WORTHINESS)
consistent measurable properties. Graphs used to on quality and productivity improvement Product should be trust-worthy. Product
study how a process changes over time. Control and implement changes for their area. should be over the time. The consistency
chart visual representation of comparison between 5. In addition, all departments interact of quality in product from unit to
actual performance and pre-determined control With each other to fix common problems unit.Reliability may be closely related to
limits; helps in detecting assignable causes of in the product or process. performance. For instance a product
variation, also called Control Charts. 6. Collaboration on external issues specification may define parameters for up-
(end- user defects for example) is time, or acceptable failure rates. Reliability
4. HISTOGRAM: excepted from all departments. is a major contributor to brand or company
The most commonly used graph for showing 7. Decisions made are based on the best image, & considered a fundamental
frequency distribution, or how often each different solutions, not on hidden agendas or dimension of quality by users.
value in a set of data occurs. favoritism
8. Quality becomes a governing part of 4. DURABILITY:
5. PARETO CHART: operations, with decisions that impact on Product should be long lasting. Product
Shows on a bar graph which factors are more quality, rejected immediately; despite should be durable on given period from
significant. Pareto principle (a small percentage of perceived cost-savings involved. company. Durability is closely related to
the elements comprising a group accounts for the warranty. Product durability is often
large striation of the value or the impact), it ranks AN EFFECTIVE TQM included within contracts and
causes from the most significant to the least IMPLEMENTATION WILL RESULT IN: specifications. For instance, fighter aircraft
significant.  procured to operate from aircraft carriers
 Highly trained management (as include design criteria intended to improve
6. SCATTER DIAGRAM: training is mandatory for effective their durability in the demanding naval
Scatter Diagrams are used to study and identify the company wide transformation). environment.
possible relationship between the changes observed  An effective change management
in two different sets of variables. Graphs pairs of process 5. CONFORMANCE:
numerical data, one variable on each axis, to look for  Continuous improvement programs. Product should comply with specification
a relationship.  An ability to handle changing market (targets & tolerances), or with
requirement at short notice. benchmarking specification. All
7. STRATIFICATION:  A system that can pin point characteristics, ingredients, benefits are
Scatter diagrams are used to study and identify the negligence with corresponding meet with standard. Does the product or
possible relationship between the changes observed penalties ( including termination of service conform to the specification? If it’s
in two different sets of variables. A technique that employment ) for deliberate offenses developed based on a performance
separates data gathered from a variety of sources so that impact on process or product specification, does it perform as specified?
that patterns can be seen (some lists replace quality.
“stratification” with “flow chart” or “run chart”). 6. AESTHETICS:
This is a branch of philosophy, which
deals with study of beauty. Here it’s mean
the visual appearance of product. The way
a product looks is important to end-users.
The aesthetic properties of a product
contribute to a company’s / brand’s identity.
Faults in product diminish aesthetic
properties, even those that do not
reduce or alter other dimensions of quality,
are often cause for rejection.

Prepared By : LECTURER UMAIR MOIN

 (6)
7. SERVICEABILITY: WHAT IS QUALITY CONTROL? LIST DIFINE QUALITY PLANNING,
Product should be easy to maintain, including the THE SEVEN OLD QC TOLLS AND DISTINGUISH B/W SWOT
availability of spare parts and the service centers. As DESCRIBE ANY THREE OFTHEM ANALYSIS. RELATE YOUR
end users QUALITY CONTROL: ANSWER BY GIVING SUITABLE
become more focused on Total Cost of Ownership Quality control (QC) is a procedure or set of EXAMPLES.
then simple procurement costs, serviceability is procedures intended to ensure that a
becoming an increasingly important dimension of manufactured product or performed service
quality and criteria for products selection. Quality Planning:
adheres to a defined set of quantity criteria Systematic process that translates quality
or meets the requirements of the client or policy into measurable objectives and
8. PERCEIVED QUALITY: (PERCEPTION) customer. Quality pros have many names for requirements, and lays down a sequence
Basically this perceived quality by the customer. these seven basic tools of quality, first of steps for realizing them within a
These are the expectation of customer about product emphasized by kaoru Ishikawa, professor of specified timeframe.
or service. Perception is reality. The product or. engineering at Tokyo University and the
Service may possess adequate or even superior father of “quality circle” Start your quality DISTINGUISH B/W SWOT
dimension of quality, but still fall victim to negative journey by mastering these tools, and you’ll
customer or public perceptions. ANALYSIS & TOWS ANALYSIS
have a name for them too; “indispensable”.
TOWS Analysis is a variant of the classic
LIST THE SEVEN OLD QC TOLLS business tool, SWOT Analysis. TOWS and
1. Cause-and-effect diagram SWOT are acronyms for different
2. Cheek Sheet 3. Control charts arrangement of the words Strengths,
4. Histogram 5. Pareto chart Weaknesses, Opportunities and Threats,
6. Scatter diagram 7. Stratification By analyzing the external environment
(threats and opportunities), and your
DESCRIBE ANY THREE OF THEM internal environment (weakness and
strengths), you can use these techniques
1. Cause-and-effect diagram to think about the strategy of your whole
The cause and effect diagram is also called organization, a department or a team. You
the Ishikawa diagram or the fishbone can also use them to think about a
diagram. It is a tool for discovering all the process, a marketing campaign, or even
possible cause for a particular effect. The your own skills and experience.
major purpose of this diagram is to act as a Our article on SWOT Analysis helps you
first step in problem solving by creating a list perform a through SWOT/TOWS Analysis.
of possible cause. First, clearly identify At a practical level, the only deference
and define the problems or effects for which between TOWS and SWOT is that TOWS
the causes must be identified. emphasizes the external environment
Place the problem or effect at the right or the whilst
head of the diagram. SWOT emphasizes the internal
environment. In both cases, this
2 . Check Sheet: analysis result in a SWOT (or TOWS)
A structured, prepared form for collecting Matrix like the one shown below:
and analyzing data; a generic tool that can
be adapted for a wide variety of purposes. Strengths Weaknesses
Check Sheet data recording Opportunities Threats
and interpretation of test results.
We look at how you can extend your
3. CONTROL CHARTS: use of SWOT and TOWS to think in
Control charts are used to determine detail about the strategic options open to
whether a process will produce a product or you. While this approach can be used just
service with consistent measurable as well with SWOT as TOWS it’s most
properties. Graphs used to study how a often associated with TOWS. TOWS
process changes over time. Control chart stands for “threats, opportunities,
visual representation of comparison weaknesses, and strengths”. It is a method
between actual performance and pre- of analyzing situations based on the
determined control limits; helps in detecting popular SWOT method of analysis
assignable causes of variation, also called (“strengths, weaknesses, opportunities,
Control Charts. and threats”). Which looks at the same
issue is reverse order.
4. HISTOGRAM:
EXAMPLE:
The most commonly used graph for
showing frequency distribution, or how often
each different value in a set of data occurs. TOWS APPLICATION
In analyzing a situation, it is often a good
5. PARETO CHART: idea to start with an estimation of the
Shows on a bar graph which factors are threats to a plane and the opportunities
more significant. Pareto principle (a small available at the time. That allows you to
percentage of the elements comprising a evaluate the limitations and opportunities
group accounts for the large striation of the of your position before identifying
value or the impact), it ranks causes from weaknesses and strengths. TWOS can be
the most significant to the least significant. used when you discover your competition
has expanded its product line, for example
6. SCATTER DIAGRAM: and you want to develop a response. It is
Scatter Diagrams are used to study and particularly useful in evaluating the
identify the possible relationship between potential impact of sudden events or
the changes observed in two different sets of developments. It is an action tool.
variables. Graphs pairs of numerical data,
one variable on each axis, to look for a SWOT APPLICATION
relationship. In business, SWOT analysis is usually
employed in evaluating a company, a
business plan, a product line, a marketing
7. STRATIFICATION:
strategy or other existing, defined element
Scatter diagrams are used to study and
or concept. Starting your analysis with a
identify the possible relationship between
listing of strengths and weaknesses allows
the changes observed in two different sets
you to analyze the value of various
of variables. A technique that separates data
opportunities and the potential impact of
gathered from a variety of sources so that
threats. SWOT analysis is a planning tool
patterns can be seen (some lists replace
rather than an action tool.
“stratification” with “flow chart” or “run
chart”).

Prepared By : LECTURER UMAIR MOIN

 (7)
LIST VARIOUS, TECHNIQUES TO EXAMPLE OF THE USE OF PDCA
WHAT IS BENCHMARKING? DESCRIBE SUSTAIN CONTINUOUS CYCLE IN YOUR WORK EXPERINCE
HOW BENCHMARKING CAN BE USED TO IMPROVEMENT, GIVE AN EXAMPLE
IMPROVE BOTH EFFICIENCY & For example, in Nissan cars the overall
OF THE USE OF PDCA CYCLE IN
Strategic target is cascaded down
EFFECTIVENESS. BENCHMARKING: YOUR PERSONAL LIFE & IN YOUR through the organization via the appraisal
WORK EXPERINCE, process, where every one has the
A proven road to world class performance; Best
chance to discuss and agree to certain
practice benchmarking has been embraced by a LIST TECHNIQUES SUSTAIN objectives over the coming year including
number of leading companies,
CONTINOUS IMPROVEMENT. a range of targets of their own CI
in both good times and downturns. It can lead to
 Problem-solving cycle activities. Thus process which is
marked improvements in specific metrics- but it is a
 Brainstorming essentially “management by objectives” is
journey, not an event.
 Cause and effect diagrams a two way one but the out come is
 Check Sheet agreed targets and a commitment on
DESCRIBE HOW BENCHMARKING CAN BE the part of the employee to achieving
 Flow diagram
USED TO IMPROVE BOTH EFFICIENCY & them, a recognition that this is what will
 Policy deployment
EFFECTIVENESS. be used to assess performance over the
PDCA CYCLE
coming year, and an understanding that
The PDCA Cycle is a checklist of the four
In recent years, benchmarking has delved into many achievement will be related to rewards.
stages which you must go through to get
more business-oriented topics such as cost of
from “problem-faced” to “problem solve-
production, net farm income and other financial
d”The four stages are plane-Do-Check-Act
ratios. Thus, benchmarking has progressed from a
and they are carried out in the cycle
simple way to “keep up with the needs” into an
illustrated below.
effective tools to improve an individual management.
To days
benchmarking more close definition of
benchmarking as “the study of a competitor’s
product of business practices in order to improve the
performance of one’s own company”.
P D
Management tool through which a plane for Plane Do
evaluation, measurement, and improvement is
implemented. The insurance entity can use this tool A C
to analyze market trends, measure sales Act Check
performance, measure market penetration, and
measure product performance. Check
To identify how benchmarking improve
effectiveness and efficiency of your
capabilities, the bench marking compare your
current approach to best practice and to peer group
scores with benchmarking we analyze both the
quality of organization’s written proposals and the
way in which you manage development.
Some process efficiency measures are:
 cycle time per unit, transaction, or
labor cost;
 queue time per unit, transaction, or Here is what you do for each stage of
process step; The cycle:
 resources (dollar, labor )expended per
unit of output;  Plan to improve your operations
 cost of poor quality per unit of output; first by finding out what things are going
 percent of time items were out of stock wrong (that is identify the problem faced),
when needed; and come with ideas for
 percent on-time delivery; and solving these problems.
 inventory turns.
Some effectiveness measures are:  Do changes designed to solve the
 how well the output of the process meets the problems on a small or experimental
requirement of the end user of customer; scale first. This minimizes
 how well the output of the sub process meet disruption to routine activity while
she requirements of the next phase in the testing whether the changes will
process (internal customers); and work or not
 how well the inputs from the external suppliers .
meet the requirement of process.  Check whether the small scale or
Benchmarking improve efficiency is a key first step experimental changes are achieving
towards reducing consumption and related costs. the desired result or not. Also,
benchmarking enables you to under stand the continuously Check nominated key
current level of efficiency, and as you implement activities(regardless of any
additional efficiency best practices, it helps you experimentation going on) to ensure
gauge the effectiveness of those efficiency efforts. that you know what the quality of the
output is at all times to identify any
EXAMPLE: new problems when they crop up
.
Effectiveness (PUE) and its reciprocal Data Center  Act to implement changes on a larger
infrastructure Efficiency (DCiE) are widely accepted scale if the experiment is successful. This
benchmarking standards proposed by the Green means making the changes the routine part
Grid to help IT Professionals determine how energy of your activity. Also Act to involve other
efficient data center are, and to monitor the impact persons (other departments, supplier, or
of their efficiency efforts. The up time Institute also customer ) affected by the changes and
has a comprehensive benchmark it recommends whose cooperation you need to implement
named Corporate Average Data center Efficiency them one a larger scale, or those who
(CADE). And recently announced at their February may simply benefit fro what you have
2009 Technical Forum the Green Grid introduced learned (you may, of course, already have
new benchmarks named Data Center Productivity involved these people in the Do or trial
(DCP) and Data Center energy Productivity (DCeP) stage).
which probe into the useful work produced by your
data center. All benchmarks have their value, and EXAMPLE OF THE USE OF PDCA
when used correctly, they can be a useful and CYCLE IN YOUR PERSONAL LIFE.
essential tool for improving your data center energy
efficiency. With the helps of PDCA cycle we can
Improve our daily life. Before the use of this
cycle I am always in trouble but with the use
of it may many problems are sole because
in which we first plane the do it and check
what are the out comes and finally we act
the plane so with its phases we continue in
a checking position so reduce the problem
almost in zero level.
Prepared By : LECTURER UMAIR MOIN
 (8)
time intervals and ensure that the
institution has clearly- defined internal
system monitoring procedures linked to
effective action. This can help determine if
the organization complies with the defined
quality system processes and can involve
SWOT ANALYSIS TOWS ANALYSIS procedural or results- based assessment
SWOT Analysis is an effective way of Identifying criteria.
your strength and Weakness, and of examining the TOWS Analysis is an effective 7) PARITODIAGRAM
opportunities and threats you face. To carry out a way of combining a) internal A bar graph used to arrange
SWOT Analysis write down the answers to the strengths with external information in such a way that
following questions. Where appropriate, use smaller opportunities and threats, and b) priorities for process improvement can
questions: Strength: internal weakness with external be established.
 What advantages do you have? opportunities and threats to  To display the relative importance
 What do you do well? develop a strategy, to carry out a of data.
 What relevant resources do you TOWS Analysis, consider the  To direct efforts to the biggest
have access to? following combinations. Improvement.
 What do other people see as your Opportunity by highlighting the vital few in
Strengths/ Opportunities: contrast to the useful many pareto, an
Consider all strengths one by one Italian sociologist and economist invented
Strengths?
listed in the SWOT Analysis with this method of information presentation
Consider this form your own point of
each internal strength can help toward the end of the 19 th century. The
view and from the point of the view of the people
you capitalize one each external chart is similar to the histogram or bar
you deal with. Don’t be modest be realistic. If you
opportunity. chart, except that the bars are arranged in
are having any difficulty with this, try writing down a
decreasing order from left to right along the
list of your characteristics some of these will hope
abscissa. The fundamental idea behind the
fully be strengths! in looking at your strengths, think Strength/ Threats:
use of pareto diagrams for quality
about them in relation to your competitors – for Consider all strengths one by one
improvement is that the first few (as
example, if all your competitors provide high quality listed in the SWOT Analysis with
presented on the diagram) contributing
production process is not strength in the market, it is each threats to determine how
causes to a problem usually account for the
a necessity. each internal strength can help
majority of the result.
you avoid every external threat.
Weaknesses: 8) ISHIKAWA DIAGRAM OR
 What could you improve? Weakness/ Opportunities:
Consider all weakness one by one CAUSE-AND-EFFECT DIAGRAM
 What do you do badly?
listed in the SWOT Analysis with The cause and effect diagram is also
 What should you avoid? called the Ishikawa diagram or the
Again, consider this form an internal and external each opportunity to determine
how each internal weakness can fishbone diagram. It is a tool for
basis: Do other people seem to perceive weakness discovering all the possible causes for a
that you do not see? be eliminated by using each
external opportunity. particular effect. The major purpose of this
Are you competitors doing any better than diagram is to act as a first step in problem
You? It is best to be realistic now, and face solving by creating a list of possible
any unpleasant truth as soon as possible. Weakness/ Threats: causes First, clearly identify and define the
Consider all weakness one by one Problems or effect for which the causes
Opportunities: listed in the SWOT Analysis with must be identified. Place the problems or
 Where are the good opportunities each threat to determine both can effect at the right or the head of the
facing you? be avoided. diagram.
 What are the interesting trends you
Are aware of? Useful opportunities STATISTICAL PROCESS
9) BENCH MARKING
Can come form such things as : CONTROL (SPC). It is the way of setting standard and then
 Changes in technology and markets meeting those standard is called the bench
on both a aboard and narrow scale. Statistical process control (SPC) is the marking.
 Changes in Government policy application of statistical methods to the
related to your field monitoring and control of a process to Types of Bench Marking:
 Changes in social patterns, ensure that it operates at its full potential to
Populations profiles lifestyle changes, etc produce conforming product. Under SPC, a
process behave predictably to produce as i) Competitive Bench Marking It is
 Local Events set by the standard of the competitors.
A useful approach to looking at much conforming product as possible with
the least possible waste. Why he is gaining the market share?
opportunities is to look at your strengths Check the product of competitors, de-
and ask yourself assemble it & find the porn & corn of their
whether these open up any opportunities 2) HISTOGRAM: product. Try
by eliminating them The most commonly used graph for to find out the product feature,
showing frequency distributions, or how manufacturing system operation &
Threats often each different value in a set of data customer’s service system, of the
 What obstacles do you face? occurs. competitors. Here also quit possible your
 What is your competition doing? product is more qualitative than
 Are the required specifications for 3) CHANGE MANAGEMENT: competitors.
your job, products or services changes? Change management is a structured
 Is changes technology threatening your approach to transitioning individual trams, ii) Generic Bench Marking
position? and organizations from a current state to a these standards are set by the use of the
 Do you have bad debt or cash-flow desired future state. It is an organizational standards of the other organization. Try
problems? process aimed at empowering the to learn lesson from that organization.
 Could any of your weakness seriously employees to accept and embrace changes Check out the organizational structure,
threaten your business? in their current business environment. marketing strategies, financial
arrangements & etc. it is not relate with the
4) POKE YOKE competitor. It is basically the evolution of
These are the measurement devices the process or business function of the
are called control devices. There are best companies regardless the industry.
used to inspect automatically error or In which relates those organization that are
defects operating condition. These are earn maximum profit on previously.
smaller tools of checking the quality
during the operation. It is a Japanese 9) MYTHS ABOUT LEADERSHIP
term that helps an equipment operator avoid Leader ship is probably one of the most
(yokeru) mistakes (Poka). It purpose is to talked about business, concepts, but the
eliminate products defects by preventing, least understood. Leadership is about
correcting, or drawing attention to human getting things done and helping people
errors as they occur. reach their potential. My experience as a
consultant has shown me many
5) QUALITY AUDITING organizations do a pitiful job helping people
Quality Audit is the process of reach their potential. One reason for this is
systematic examination of a quality system old-fashioned leadership techniques-out
carried out by an internal or external quality dated leadership concepts or what I call,
auditor or an audit teams. It is an important ”leadership mythology”. Myth 1- Leadership
part of organization’s quality management is a rare ability only
system and is a key element in the ISO given to a few.
quality system standard, ISO 9001. Quality Myth 2- Leaders are charismatic. Myth 3-
audits are typically performed at predefined The person with the title, most rank or the

Prepared By : LECTURER UMAIR MOIN

 (9)
highest position is the leader is based on control, involvement that includes an increasing role simultaneously setting development targets
coercion and manipulation. for employees and a decreasing role for for product or service.
Myth 5- Good leaders have more supervisors in the decision process. The
education than other people. continuum includes this progression. TIME WATER FACTORS
TELL: The supervisor makes the decision There are various factor that waste the
and announces it to staff. The supervisor time while we are at work. These factor
10) LEADERSHIP provides complete direction. cause a lot of problems as you run short of
Leader ship has been described as the “process of SELL: The supervisor makes the decision time to complete your assignments that are
social influence in which one person can enlist to the and them attempts to gain commitment from time bound. This can in turn cause you to
aid and support of others in the accomplishment of a staff by “selling” the positive aspects of the have increased stress and get stress
common task. Leadership is ultimately about decision. related diseases. Time management is
creating a way for people for people to contribute to Consult: very important to prevent all this, but there
making something extraordinary happen. Tom The supervisor invite into a decision while are times when in spite of the time
DeMarco says that leadership needs to be retaining authority to make the final decision management, one not able to complete the
distinguished from posturing. Several important herself. work that has been assigned because of
aspects of leadership including a description of what Join: the various factors that waste you time at
leadership is and a description of several popular The supervisor invites employees to make work. Here are some factors that are
theories and styles of leadership. The role of the decision with the supervisor. The commonly found at waste a person’s time
emotions and vision, as well as leadership supervisor considers her voice equal in the while working.
effectiveness and performance, leadership in decision process. The round out the model, 1) Telephone calls 2) Need of socialization
different contexts, how it may differ from related I add the following. 3) Poor Filling 4) Meetings
concepts and some critiques of leadership as 5) Searching for various things
Delegate:
generally conceived.
The supervisor turns the decision over to
another party. 22) ISO 9000 & ISO 14000
21) GAIN SHARING Certification
“Gainsharing has a simple, but essential purpose. To 14) FACT BASED MANAGEMENT ISO standard that provide requirements or
involve staff in helping to improve our business” given guidance on good management
Gainsharing is a bonus incentive system designed to Fact Based Management is a concept that practice are among the best known of
improve productivity through employee involvement, provides a basic framework for the analysis ISO’s offering. A concise overview of ISO’s
with the gains from “working smarter” shared and redesign of work processes best known management system standard
between the employer and the employees according with the goal of increasing production and and their impact on the world. ISO
to a predetermined formula (AFSCME, 1995). It profits while reducing costs within the 9001:2008 and ISO 14001:2004 are
includes (1) a financial measurement and feedback organization. The road singed work process implemented by over a million
system to monitor company performance and are individually tailored to the specific needs organizations in 175 countries.
distribute gains in the form of bonuses when of the organization. The core competency
appropriate, and (2) a focused involvement system to with in FBM resides in the ability to ISO 9000 family
eliminate barriers to improved company performance effectively implement “result—based”  The ISO 9000 family addresses “Quality
(Gainsharing.com,2004) Gainsharing works best operating improvements. management. This means what the
when company performance levels can be easily organization does to fulfill.
quantified. Employee involvement significantly  The customer’s quality requirements,
17) ISO 9000
enhances the effectiveness of incentive pay. When and
used simultaneously, productivity gains from  Applicable regulatory requirement, while
ISO 9000 is a family of standards for
combining these techniques can exceed gains aiming to
quality management system. ISO 9000 is
achieved separately.  Enhance customer satisfaction, and
maintained by ISO, the International
Organization for standardization and is  Achieve continual improvement of its
11) INTERNAL & EXTERNAL CUSTOMER administered by accreditation and performance in pursuit of these
Internal Customers: certification bodies. The rules are updated objectives.
This means if one department, individual or process as the requirements in ISO 9001: 2008
within an organization supplies another such within (which is one of the standards in ISO family) ISO 14000 family
the same organization with goods, information or include  The ISO 14000 family addresses
services then the letter is described as the internal  A set of procedures that cover all “Environmental management”. This
customer of the former For example, a dispatch Key processes in the business. means what the organization does to :
department may be the internal customer of a  Monitoring processes to ensure  Minimize harmful effects on the
packing department which in the turn may be the they are effective environment caused by its activities,
internal customer of the manufacturing process.  Keeping adequate records; and to
External Customers: External Customers are those
 Checking output for defects, with  Achieve continual improvement of its
persons who come from the outside to fulfill their
appropriate and corrective action environment performance.
needs. E.g. the common people.
where necessary.
 Regularly reviewing individual
12) CROSS FUNCTIONAL TEAM,S: processes and the quality system it
Cross-functional terms are not mew. The cross- self effectiveness; and
functional teams is teams that are made up of people  Facilitating continual improvement.
from different functional areas within a company A company or organization that has been
marketing, engineering, sales and human resources , Independently audited and certified to be
for example. These terms take many in conformance with ISO 9001 may publicly
Forms, but they are most often set up as working state that it is “ISO 9001 certified” or “ISO
groups that are designed to make decisions at a 9001 registered”. Certification to an ISO
lower level than is customary in a given company. 9001 standard does not guarantee any
Cross-functional teams have becomes more popular quality of end
in recent years for three primary reason; they products and services rather, it certifies that
improve coordination and integration, span formalized business process are being
organizational boundaries, and reduce the applied.
production cycle time in new product development.
Brining people together from different
20) QUALITY FUNCTION
disciplines can improve problem solving and lead to
more through decision making. The teams foster a DEVELOPMENT:
spirit of cooperation that can make it easier to
achieve customer and corporate goals at the same Quality function development (QFD)
time. is a “method to transform user demands
into design quality, to deploy the function
forming quality, and to deploy methods
13) EMPLOYEE INVOLVEMENT
for achieving the design quality into
Employee involvement is creating an environment in
subsystem and component parts, and
which people have an impact on decisions and
ultimately to specific elements of the
actions that effect their jobs. Employee involvement
manufacturing process.”
is the goal nor is it a tool, as practiced in many
organizations. Rather, it is a management and
QFD is designed to help planner focus on
leadership philosophy about how people are most
characteristics of a new or existing products
enabled to contribute to continuous improvement and
or service from the viewpoint of market
the ongoing success of their work organization.
segments, company, or technology-
development needs. The technique yields
Employee Involvement Model graph and matrices, QFD helps transform
For people and organization who desire a model to customer [VOC] into engineering
apply, the best I have discovered was developed characteristics (and appropriate test
from work by Tannin baum Schmidt (1958) and methods) for a product or service, prioritizing
Sadler (1970). They provide a continuum for each product or service characteristic while
leadership and

Prepared By : LECTURER UMAIR MOIN

 (10)

LIST KANO CLASSIFICATION OF

CUSTOMER NEEDS
1) LEADERSHIP STYLES i) Dis-satisfaction ; (Not Happy)
ii) Satisfiers; (Happy)
1. Authoritarian or autocratic iii) Exciters or Delighters:(Very Happy)
2. Participative or democratic
3. Delegative or Free Reign THE IMPORTANT BENEFITS ARE,TQM
 Can reduce the production defects
2) STEPS OF PROBLEM SOLVING  Can improvement and development takes
1. Problem Definition place through out the organization
2. Problem Analysis  Can quality of manufacturing process is
3. Generating possible Solutions maintained.
4. Analyzing the Solutions.  Can quality of raw material is also
5. Selecting the best Solution (s) improved.
6. Planning the next course of action  Can better result by getting higher profits
(Next Steps). and better returns.
 Can capture more market share.
5) INTERNAL & EXTERNAL COST  Customer can be more satisfied.
OF QUALITY.  Employees becomes skilled and
experienced .
Internal Failure Costs
1. Scarp METHODS FOR CONTINOUS
2. Rework IMPROVEMENT
3. Re-inspection 1) Kaizen
4. Re-testing i) Recruitment & Training
5. Material review ii) Performance Appraisal
6. Downgrading iii) Compensation
External failure costs 2) Just in Time
7. Processing customer complaints 3) Poke Yoke
8. Customer returns 4) Bench marking
9. Warranty claims i) Competitive Bench Marking
10. Product recalls ii) Generic Bench Marking

MULTIPLE DIMENSIONS OF QUALITY LIST THE SEVEN OLD QC TOLLS

1. Performance 5. Cause-and-effect diagram
2. Features 6. Cheek Sheet 2. Control charts
3. Reliability( Trust worthiness) 7. Histogram 4. Pareto chart
4. Durability 8. Scatter diagram 6. Stratification
5. Conformance
6. Aesthetics QUALITY GURUS CONTRIBUTION:
7. Serviceability 1. DR. W. Edwards Deming
8. Perceived Quality: 2. DR. Joseph Juran,
(perception) 3. Philip Crosby
4. Armand V. Feigenbaum
ELEMENTS OF TQM: 5. DR. H. James Harrington
Ethics 6. Dr. Kaoru Ishikawa,
Integrity 7. DR. Walter A. Shewart, Shigeo Shingo,
Trust 8. Frederick Taylor
Training 9. DR. Genichi Taguchi
Team work
Leader ship
Communication
Recognition

FOURTEEN POINT OF DEMING

1. Purpose of the Organization /
Business
2. Learn the New Philosophy:
(At all level)
3. Understand the Inspection
4. End Price Tag-Description
5. Improve Constantly
6. Institute Training
7. Institute Leadership
8. Drive out fair
9. Optimize Team Efforts
10. Eliminates Exhortation
11. Eliminates Quotes & MBO
12. Remove Barriers: (Hurdles)
13. Encourage Education & self
Improvement
14. Take-action to Accomplish
Transformation.

PRINCIPLE OF TQM
1. Be Customer Focused
2. Insure Total Employee Involvement
3. Process Centered
4. Integrated system
5. Strategic and systematic approach
6. Continual Improvement
7. Fact based Decision Making
8. Communication

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ADVANTAGES & DISADVANTAGES

OF TQM HISTORY OF TQM BENEFITS OF TQM
Total Quality management: A Survey of over hundred TQM businesses noted the m
Total Quality Management: Total quality management is a management benefits arising from TQM. These Benefits are:
Total quality management is a system for a customer focused organization
management system for a customer that involve all employee in continual Improved supplier relation ships; improved processes ;
focused organization that involve all improvement of all aspects of the improved people ; improved policy deployment and imp
employee in continual improvement of organization. customer relationships.
all aspects of the organization. TQM
gives some short-term advantages, HISTORY OF TQM Further more, buildings long term customer Satisfaction
however majority of advantages in long- The history of TQM starts with Elton made by TQM application, Quality is as an “investment
termed, and tangible benefits from them Mayo’s Hawthorne experiment from and these investments are long term and aim at buildin
appear only after successful realization. 1927 through 1932 these experiment strong relationships with customer, i.e., achieving custo
In big organizations this process can showed workers participation in decision loyalty.
take few year. Long –term benefits making improves productivity. Briefly, Quality is an investment and is not free and man
excepted from implementation of TQM In the 1930s, the Hawthorne plant of the customer quality perceptions can be expensive in the s
higher moral tonus of personnel, Western Electric. Company studied lighting term.
decreasing of costs and increasing of Level studies researches found that when the How ever, in the long term, payoffs are gained in term o
consumers trust lights were brighter, worker productivity also customer retention, enhanced reputation, positive word
increased. month advertising and finally new customer are attracte
Advantages of Total Quality Moreover, TQM can been seen as never-ending proces
This changes in behavior from the employees improving what is done and how it is done.
Management
 Improves reputation-faults and in now called the Hawthorns effect. It basically
states that when workers are involved in The challenge facing hotels is getting all employees
problems are spotted and sorted
studies or decisions making , productivity Committed to TQM at the corporate level.
quicker (zero defects)
increases. Another benefit of TQM is employee loyalty. That beca
 Higher employee moral-works employee appreciate working in operations that have g
motivated by extra responsibility, reputation of produce quality products/ services.
team work and involvement in Also during the 1930s, Walter Shewart
decisions of TQM developed control charts. Which are a
statistical method to control processes. Moreover, TQM will provide organization with high qual
 Lower costs-Decrease waste as competitive advantage; reduced customer quality audits
In the 1940s, US was in World War II
fewer defective products and no need greater employee quality awareness; enhanced interna
Click here to review the History of the ISO
for separate. communication increased operational efficiency and
9001 standard. WWII pushed standardization
 Quality Control inspectors productivity better documentation ; and fewer internal
statistics control, and best manufacturing
 The advantages are higher Quality barriers. In addition to that, TQM reduces inefficiency w
practices.
product. A workforce that is commonly improving quality and thereby fewer internal barriers.
focused at all levels. Higher Customer In the 1950s, Edward Deming taught statistical Specifically, TQM eagerly accepts proposals to improve
satisfaction, in the long term it should methods and Dr Juran thought quality processes and work environment from the front
also be more profitable. management techniques to the Japanese. line employees.
In the 1960s Douglas McGregor formed the Besides, any start up costs are associated with attractin
Disadvantage of Total Quality Theory Y leadership models. new customers.
Such costs may include advertising and other promotio
Management: costs, operating costs of setting up account and system
 Initial Introduction costs-training In 1968 the Japanese shaped the phrase Total
Quality Control. TQC is a company wide and time costs to getting to know the customers.
workers and distributing current
production whilst being implemented quality control philosophy. This philosophy
drove Japan to the world quality leader in the
1970s. for the most part, Japan remains the
 Benefits may not be seen for several quality leader. However the world has
years. significantly closed the gap.
 Works may be resistance to change-
may feel less secure in jobs. In the 1980 the U.S Navel Air systems coined
 The disadvantages are; initially higher the TQM phrase. The Navy based most of the
cost of production as more is principles on the Japanese Total Quality
recognized as rejects. Cost of training Control philosophy.
personnel, costs of implementing
stages of feed back for employees. In the 1990s, TQM evolved. Experts introduce
new methods that supported TQM . these
Conclusion: include lean Manufacturing and six sigma.
The advantages of total quality Organization could now become certified to
management is that the company ISO 9001.
benefits by having a dedicated
workforce who strive and achieve 2000s History of Total Quality Management
in improving the production line. in the 2000s, ISO revised ISO 9001 to focus
more on business planning, quality
The disadvantage of TQM is that it can management and continuous improvement.
lead to bureaucracy where ideas are Other certification standard were created
mentioned and end up being rejected Including AS9100 for aerospace, TS16949
or stifled. for automotive, ISO 14001 for environmental
TL9000 for electrons and ISO 17025 for
TQM intensively uses team style of work Laboratories. These standard all include the
that allows employees share their ISO 9001 elements.
experience, use their skills affectivity
and apply joint efforts for solving issues
As far as teams members gain experience
of team problem solving they can be a
part of cross-department “mega teams”
that work at tasks that are beyond of local
group possibilities. TQM gives to organization
more fixibility in work and problem solving
and improve work environment for each
employee.

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 (12)
 In TM only manger responsible what he
does?
 In TQM manager is a leader. He is
trained and in which not repeated the
orders, because everyone responsible
for our job or duties.
13. MOTIVATION:
 In TM motivate the employee by
coercive influence.
 In TQM motivate the employees by
Non-coercive influence.

TOOLS FOR QUALITY MANGEMENT

Here, we survey – three of the most commonly used
tool for TQM, which are:
TQM V/S TM FOURTEEN POINTS OF DEMING
1. STATISTICAL PROCESS CONTROL:
Every business experience unit – to – unit variation in 1. MANAGEMENT SYSTEM: 1. PURPOSE OF THE
products and service. Firms can better control product  TM performed the function, in concerned ORGANIZATION/ BUSINESS:
quality by under – standing source of variation departments because quality control is Create & Publish the aims. Objective &
statistical process controls help keep operation up to separate, it doing separate. the mission statements of the
existing capabilities in today, competitive environment,  TQM performed the function, in all organization and distribution them
however, firm must consistently raise quality departments at all level. among all the employees.
capabilities. 2. BEHAVIOR:
 TM thinks as units or department are 2. LEARN THE NEW PHILOSOPHY:
2. QUALITY/COST STUDY separate entity. (AT ALL LEVEL).
Any improvement in product or production processes  TQM encourages the all persons, Focus should be on customer
also means additional costs, whether for new functions, service, department etc. satisfaction, modified the old
facilities, equipment’s training or other changes. 3. FOCUS ON PEOPLE technology for production & business
Quality/Cost study by identifying current costs and  TM perceived as hiring of people is should not exist only earn profit.
areas with greatest cost saving potential. common function, because TM is not
replace the one person to another 3. UNDERSTAND THE
3. GETTING CLOSER TO SAVING person’s but here hire the new worker. INSPECTION:
CUSTOMER:  TQM perceived as more employees turn Understand the purpose of “inspection”
As one advocate of quality improvement puts it over rate means some fault between job for improvement of the processes &
“Customers are economic assets. They are not on the description & job specification. Here also reduction of costs.
balance sheet, but they should be”. take the job rotation process.
For example, sometimes firm ignore customer 4. QUALITY OF PRODUCT: 4. END PRICE TAG-
reaction to existing products or fail to keep up with  TM thinks about product as; product for DESCRIPTION:
changing consumer tastes, by contrast, the most used, focused only on profit. End the practices of awarding
successful businesses keep close to their customers  TQM is focused on the customers, if business on the basis of price tag
and know what they want in the products they customers are satisfied then product is alone
consume. good rather than not.
5. GOALS: 5. IMPROVE CONSTANTLY:
ELEMENTS OF TOM  TM is focused only on the goals of It’s mean never – ending process
department & terms, groups etc. inside the organization & outside the
1. STRATEGIC PLANNING & LEADERSHIP  TQM is focused on the overall organization.
It’s mean the plans from leaders or management of organization.
organization. It is a one type of doing something and 6. PROCESS:
paperwork leadership. Here perform the different  TM I normally adopt the engineering & 6. INSTITUTE TRAINING.
functions for improve the quality in product, labor scientifically knowledge for production. Training is necessary for employees &
force and supplier sides, etc.  TQM is related with quality & its workers but firstly know, who workers
improvement so TQM applied at function need training.
2. FACT BASED MANAGEMENT of management for more effective
It’s mean makes the plans & takes the action on facts. process. 7. INSTITUTE LEADERSHIP:
Here management is collect the data & information 7. REWARD SYSTEM: Its mean not behaves as manager but
about product performance, employee performance make them a leader. Manger used the
 In TM reward are individually awarded.
etc. coercive influence (Authority) &
 In TQM reward are awarded to whole
 Identification of Customer Needs leaders don’t use this.
team, group etc.
 Product & Service Performance 8. ORGANIZATIONAL STRUCTURE:
 Operation Performance 8. DRIVE OUT FEAR:
 In TM the organizational structure is very Drive out fear, create a climate for
 Competitor Comparison formal & the long distance between
 Supplier innovation.
workers & management.
 Employee Performance  In TQM the encourage both formal &
9. OPTIMIZE TEAM EFFORTS:
informal organizational structure
3. CONTINUOUS Optimize towards the aim, and
according the situation.
purpose of company, the efforts team,
IMPROVEMENT 9. SUPPLIED AND MANAGEMENT Groups & staff.
Its mean maintained the quality for newly as well RELATIONSHIP:
as existing product on the continuously basis.  In TM makes the contract with that 10. ELIMINATES EXHORTATION:
supplier which is provide the material on It eliminates for the work force.
4. TEAMWORK & PARTICIPATION cheap rates. Here suppliers are easily Exhortation means say something in
It’s mean work together & full participation from changed. verbally
employee & management to the improvement of  In TQM not compromise with quality of
quality. material on the base of rates. TQM
 Teamwork means; complete……………..
11. ELIMINATES QUOTAS & MBO:
suggest that you develop the good a) Eliminates quotas for production,
 Recognizing individual accomplishment. relation with suppliers & you don’t change instead learn & teach methods for
 Sharing success stones throughout the the supplied because it is made image in improvement.
organization. the market. b) Eliminates MBO, learn the capabilities
 Increasing to workers performance by removing 10. CONTROL: of processes & how to do this.
the fair of failure.  In TM the control is processed from top
 Increasing the formation of employees, management to low management.
involvement.  In TQM shared the values & believes. Its 12. REMOVE BARRIERS:
 Implementing of suggestion system. mean employee freely gives the our (HURDLES)
 Providing feedback & rewarding. ideas opinions, suggestions decision Remove barrier to pride in workshop. It
process. is unnecessary understanding and
11. CUSTOMERS: also removes the conflicts between
 In TM only external customers are two managers.
important because they consume the
products. 13. ENCOURAGE EDUCATION &
 In TQM internal & external customers are SELF IMPROVEMENT :
both important. Education is not only to learning the
12. RESPONSIBILITY: skills, it is related with personality
development, positive attitude &

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 (13)
become more tolerated. Courage of attitude is  Determining what level of performance
very much related with the education. to deliver.
 Intelligently linking the needs of the
14. TAKE ACTION TO ACCOMPLISH customer with design, development,
TRANSFORMATION: engineering, manufacturing, and service
It’s mean implement your program practically. functions.
Take a first step toward the implementation.
Take steps towards improvements &
innovations.

What is Brainstorming?
WHAT IS QFD? DISCUSS THE MAIN DIFFERENTIATE BETWEEN
BENEFITS OF QFD. STRUCTURED AND
UNSTRUCTURED
Quality function Deployment (QFD) BRAINSTORMING. WHAT IS QUALITY CIRCLE? HOW
Quality function deployment (QFD) is a “method
to transform user demands into design quality, to THIS CIRCLE CAN DO YOU AND
BRAINSTORMING: TO YOUR ORGANIZATION?
deploy the function the functions forming quality, Brainstorming is a process for
and to deploy methods for achieving the design A quality circle is a participatory
generating new ideas. management technique that enlists the
quality in to subsystems and component parts, Brainstorming is the name given to a
and ultimately to specific elements of the help of employees in solving problems
situation when a group of people meet related to their own jobs. Quality circle as
manufacturing process” to generate new ideas around a specific “a small group of employees doing similar
area of interest. Using rules which or related work who meet regularly to
DISCUSS THE MAIN BENEFITS OF FQD remove inhibitions, people are able to identify, problems and to improve general
As described by Dr. Yoji Akao, who originally think more freely and move into new operations. The circle is a relatively
developed QFD in Japan in 1966, when the areas of thought and so create autonomous unit (ideally about ten
author combined his work in quality assurance numerous new ideas and solutions. The workers), usually led by a supervisor or a
used in Value Engineering. Participants shout out ideas as they
FQD is designed to help planners focus on occur to them and then build on the Customer
Image Quality
characteristics of a new or existing product or ideas raised by others. All the ideas Rating
Image quality Models
service from the viewpoints of market segments, are noted down and are not
company, or technology – development needs. criticized. Only when the
The technique yields graphs and matrices. brainstorming session is over are the
Technology
FQD helps transform customer needs (the voice ideas evaluated. Variables
of the customer [VOC]) in to engineering Customer Perceptions “the Nesses”

characteristics (and appropriate test methods) DIFFERENTIATE BETWEEN

for a product or service, prioritizing each product STRUCTURED & System/image Modes
or service characteristic while simultaneously
UNSTRUCTURED. Visual
development targets for product or service. Algorithms
The primary benefit of structured
FQD is a comprehensive quality system that Physical
brainstorming is that it’s a Image
systematically links the needs of the customer Parameters
collaboration of ideas. However
with various business function and
there’s a difference between senior worker and organized as a wok
organizational processes, such as marketing,
brainstorming. unit.”
design, quality, production, manufacturing sales,
In structured brainstorming the
etc. aligning the entire company toward
participants are given guidelines and
achieving a common goal. It does so by seeking
rules to follow, so that the input from the
both spoken and unspoken needs, identifying
sessions is in an orderly manner and
positive quality and business opportunities, and
constructive.
translating these into actions and designs by
When it comes to unstructured
using transparent analytic and prioritization
brainstorming, there are many ideas by
methods, empowering organizations to exceed
participants, but the brainstorming
normal expectations and provide a level of
session may not leading towards any
unanticipated excitement that generates value.
specific goal.
The QFD methodology can be used for both
tangible manufactured goods, service industry,
software products, IT projects, business process BRAINSTORMING PROCEDURE.
development, government, Materials needed: flipchart, marking
healthcare,environmental initiatives, and many pens, tape and blank wall space.
other applications. 1. Review the rules of brainstorming with HOW THIS CIRCLE CAN DO YOU
the entire group.
AND TO YOUR ORGANIZATION?
2. No criticism, no evaluation, no
QUALITY FUNCTION DEPLOYMENT discussion of ideas.
(QFD) A number of requirements for a
3. There are no stupid ideas. The wilder
Quality Function Deployment (QFD) was organization contemplating the use of
the better.
developed to bring this personal interface to quality circles. First, the organization
4. All ideas are recorded.
mode manufacturing and business. In today’s should be comfortable with a participative
5. Piggybacking is encouraged: combining
industrial society, where the growing distance management approach. It is also
modifying, expanding others’ ideas.
between producers and users is a concern, QFD important that the organization have
6. Review the topic or problem to be
links the needs of the customer (end user) with good, cooperative labor – management
discussed. Often it is phrased as a
design, development, engineering relations, as well as the support of middle
“why,” “how,” or “what” question. Make
manufacturing and service functions. managers for the quality circle program.
sure everyone understands the subject
QFD is: The small business owner must be willing
of the brainstorm.
 Understanding Customer Requirements and able to commit the time and
7. Allow a minute or tow of silence for
 Quality System Thinking + Psychology + resources needed to train the employees
everyone to think about the question.
knowledge/ Epistemology. who will participate in the program,
8. Invite people to call out their record all
 Maximizing Positive Quality That Adds Value. particularly the quality circle leaders and
ideas, in words as close as possible to
facilitators.
 Comprehensive Quality system for Customer those used by the contributor. No
Satisfaction. discussion or evaluation of any kind is
It may even be necessary to hire outside
 Strategy to Stay Ahead of the Game. permitted.
facilitators if the time and expertise does
As a quality system that implements element of 9. Continue to generate and record ideas
not exit in – house. Some small business
Systems Thinking with elements of Psychology unitl several minutes’ silence produces
may find it helpful to establish a steering
and Epistemology (knowledge), QFD provides a no more.
committee to provide direction and
system of Comprehensive development process
guidance for quality circle activities. Even
for:
if all these requirement are met, the small
Understanding ‘true’ customer needs from the
business will only benefit from quality
customer’s perspective.
circle if employee participation is
What ‘value’ means to the customer,
voluntary, and if employees are allowed
perspective.
some input into the selection of problems
 Understanding how customers or end users to be addressed. Finally, the small
become interested, choose, and are satisfied. business owner must allow time for the
 Analyzing how do we know the needs of the quality circle to being achieving desired
customer. results; in some cases, it can take more
 Deciding what features to include. than a year for expectations to be met.

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 (14)
But successful quality circles offer a wide variety of
benefits for small businesses. For example, they
serve to increase management’s awareness of
employee ideas, as well as employee awareness of
the need for innovation within the company. Quality
circle also serve to facilitate communication and
increase commitment among both labor and
management. In enhancing employee satisfaction
through participation in decision – making such
initiative may also improve a small business’s ability
to recruit and retain quality employees. In addition,
may companies find that quality circles further tearn
work and reduce employee resistance to change.
Finally, quality circles can improve a small
business’s overall competitiveness by reducing
costs, improving quality, and promoting innovation.

Customer
Image Quality
Rating
Image quality Models

Technology
Variables

Customer Perceptions “the Nesses ”

System/image Modes

Visual
Algorithms

Physical
Image
Parameters

Prepared By : LECTURER UMAIR MOIN