Total Quality Management (TQM)
BY ARUN MISHRA
Total Quality Management
New Thinking About Quality Old Quality is small q New Quality is Big Q About products About organisations Technical Strategic For inspectors For everyone Led by experts Led by Management High grade The appropriate grade About control About improvement
What is Total Quality Management (TQM)?
A philosophy that involves everyone in an organisation in a
continual effort to improve quality and achieve customer satisfaction. Encompasses entire organization, from supplier to customer Stresses a commitment by management to have a continuing, companywide drive toward excellence in all aspects of products and services that are important to the customer.
Principles of Total Quality
1. Focus on the customer (Both internal &
external 2. Participation and Team work 3. Employee involvement and empowerment 4. Continuous improvement and learning.
Seven Concepts of TQM
Continuous improvement Six Sigma Employee empowerment
Benchmarking
Just-in-time (JIT) Taguchi concepts Knowledge of TQM tools
Continuous Improvement
Represents continual improvement of all processes Involves all operations and work centers including suppliers and customers
People, Equipment, Materials, Procedures
Shewharts PDCA Model
4. Act Implement the plan
1.Plan Identify the improvement & make a plan
3. Check Is the plan working?
2. Do Test the plan
Six Sigma
Two meanings
Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) A program designed to reduce defects, lower costs, and improve customer satisfaction
Six Sigma
1. Define critical outputs and identify gaps for improvement 2. Measure the work and collect process data 3. Analyze the data 4. Improve the process DMAIC Approach
5. Control the new process to make sure new performance is maintained
Employee Empowerment
Getting employees involved in product and process improvements
85% of quality problems are due to process and material
Techniques
Build communication networks that include employees Develop open, supportive supervisors Move responsibility to employees Build a high-morale organization Create formal team structures
Quality Circles
Group of employees who meet regularly to solve problems Trained in planning, problem solving, and statistical methods Often led by a facilitator
Very effective when done properly
Taguchi Concepts
Engineering and experimental design methods to improve product and process design
Identify key component and process variables affecting product variation
Taguchi Concepts
Quality robustness
Quality loss function
Target-oriented quality
Quality Robustness
Ability to produce products uniformly in
adverse manufacturing and environmental conditions
Remove the effects of adverse conditions
Small variations in materials and process do not destroy product quality
Tools of TQM
Tools for Generating Ideas
Check sheets Scatter diagrams Cause-and-effect diagrams
Tools to Organize the Data
Pareto charts Flowcharts
Tools for Identifying Problems
Histogram Statistical process control chart
Seven Tools of TQM
(a) Check Sheet: An organized method of recording data
Defect A B C
1 /// //
2 /
Hour 4 5 / /
6 /
7 ///
8 /
/
//
//
//
///
////
Seven Tools of TQM
(b) Scatter Diagram: A graph of the value of one variable vs. another variable
Productivity
Absenteeism
Seven Tools of TQM
(c) Cause-and-Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome
Cause
Materials
Methods
Effect
Manpower
Machinery
Figure 6.6
Seven Tools of TQM
(d) Pareto Chart: A graph to identify and plot problems or defects in descending order of frequency
Frequency
E
Figure 6.6
Percent
Seven Tools of TQM
(e) Flowchart (Process Diagram): A chart that describes the steps in a process
Figure 6.6
Seven Tools of TQM
(f) Histogram: A distribution showing the frequency of occurrences of a variable
Distribution Frequency
Repair time (minutes)
Figure 6.6
Seven Tools of TQM
(g) Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a statistic
Upper control limit Target value
Lower control limit
Time
Figure 6.6
Cause-and-Effect Diagrams
Material (ball)
Grain/Feel (grip) Size of ball Air pressure Hand position Lopsidedness
Method (shooting process)
Aiming point Bend knees Balance
Follow-through
Training Conditioning Consistency Concentration
Rim size
Missed free-throws
Rim height Backboard stability
Motivation
Rim alignment
Manpower (shooter)
Machine (hoop & backboard)
Figure 6.7
Pareto Charts
Data for October
70 60 Frequency (number) 50 40 30 20 10 0 Room svc 72% Check-in 16% Pool hours 5% Number of occurrences 100 93 88
54
12 4 3
Minibar 4%
2
Misc. 3%
Causes and percent of the total
Cumulative percent
72
Flow Charts
MRI Flowchart
1. 2. 3. 4. 5. 6. Physician schedules MRI Patient taken to MRI Patient signs in Patient is prepped Technician carries out MRI Technician inspects film 7. 8. 9. 10. If unsatisfactory, repeat Patient taken back to room MRI read by radiologist MRI report transferred to physician 11. Patient and physician discuss
8 1 2 3 4 5 6 7 80% 9 20% 10 11
Three Levels of Quality
Organisation level
Meeting external customer requirements
Process level
Meeting the needs of internal customers
Performer level Meeting the requirements of
(job level or task design level)
accuracy, completeness innovation, timeliness and cost.
Kaizen Movement or Japanese 5 S Approach
1. Seiri Straighten-up Avoid unnecessary materials, tools, 2.
3.
4.
5.
machinery, documents etc. Seiton putting things in order Everything should be in its place and there should be place for everything (good house keeping) Seiso clean-up Every individual should clean-up his work place everyday after the work. Seiketsu (Personal cleanliness) Healthy body healthy mind. Shitsuke (discipline) Every worker & manager has to follow rules and procedures in the work place.
3 MUs Check List (of Kaizen)
1. Muda (Waste)
2. Muri (Strain)
3. Mura (Discrepancy)
Quality Circles (QC)
Quality circle: A small group of employees who meet regularly to undertake work-related projects designed to improve working conditions, spur mutual self-development and to advance the company, all by using quality control concepts.
Quality Certification
Quality Systems
A quality system is defined as "The collective plans, activities and events that are provided to ensure that a product, process or service will satisfy given needs".
International Quality Standards
ISO 9000: A set of international standards on quality management and quality assurance, critical to international business ISO 14000: A set of international standards for assessing a companys environmental performance.
ISO 9000
Series of standards agreed upon by the International
Organization for Standardization (ISO)
Adopted in 1987 More than 100 countries A prerequisite for global competition? ISO 9000 directs you to "document what you do and
then do as you documented"
ISO 14000: Environmental Standard
Core Elements:
Environmental management
Auditing Performance evaluation
Labeling
Life cycle assessment
ISO 9001 : 2000
The Indian standard (second revision) which is identical with ISO 9001 : 2000 "Quality Management Systems Requirements" issued by International organisation for standardisation (ISO) was adopted by the Bureau of Indian Standards (BIS) on the recommendation of the Quality Management Sectional Committee and approval of the Management and Systems Division Council.
Process Approach
ISO 9001 : 2000 promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements.
Three Forms of ISO Certification
1. First party: A firm audits itself against ISO 9000 standards 2. Second party: A customer audits its supplier 3. Third party: A "qualified" national or international standards or certifying agency serves as auditor
