CLASS - 1

(23-09-2020)
TOTAL QUALITY
MANANAGEMENT
 SYLLABUS

1.Concepts of TQM: Philosophy of TQM, Customer focus, Organization, Top management

commitment, Team work, Quality philosophies of Deming, Crossby and Muller.
2.TQM process: QC tools, Problem solving methodologies, New management tools, Work
habits, Quality circles, Bench marking, Strategic quality planning.
3.TQM systems: Quality policy deployment, Quality function deployment, Standardization,
Designing for quality, Manufacturing for quality.
4.Quality system: Need for ISO 9000 system, Advantages, Clauses of ISO 9000,
Implementation of ISO 9000, Quality costs, Quality auditing, Case studies.
5.Implementation of TQM: Steps, KAIZEN, 5S, JIT, POKAYOKE, Taguchi methods, Case
studies.

Textbook

❖ Total Quality Management by Rose, J.E., Kogan Page Ltd., 1993.

 CHAPTER-1
TOTAL QUALITY MANAGEMENT

TOPICS COVERED:

Philosophy of TQM
Customer focus
Organization
Top management commitment
Team Work
Quality Philosophies of Deming, Crossby and Muller
▪ PHILOSOPHY OF TQM

Total Quality Management (TQM) is a comprehensive system for

achieving continuous improvement in customer satisfaction.

The goal is to achieve greater efficiency and effectiveness, lower operating cost
and increased market share.

TQM practices focus on satisfying customer needs. This means making the needs
of the customer the priority and incorporating the needs in the company's business
plan.

And also the aim of TQM is to achieve zero defects in everything done in the
organization. To achieve this means everything we do must be right, first time,
every time.
 The common theme in TQM is "get it right first time, every time’’.

TQM means changing the way people do things so as minimize the potential for defects.
The TQM approach uses statistical methods to find problems that cause errors or
defects.

The aim is to achieve 100% in everything done in the organization

▪ DEFINITION OF TOTAL QUALITY MANAGEMENT (TQM)

TOTAL
Quality management involves everyone and all tasks and activities of a company.

QUALITY
The degree to which the product fulfils customer requirements.

MANAGEMENT
Quality must be managed by planning, organizing, leading and controlling.

TOTAL QUALITY MANAGEMENT TQM:

An integrative philosophy of management for continuously improving the quality of

products and processes.
 CUSTOMER SATISFACTION OR FOCUS
INTRODUCTION

• Beginning in the 1980s, many organizations saw a growing number of its customers
complaining loudly and litigiously in courtrooms, boardrooms, and waiting rooms.

• There was a remarkable increase in the number of complaints from customers.

• Some businesses reacted by tuning out the voice of the customers, while
others established formal mechanisms for tracking customer satisfaction.

• Today, customer satisfaction is not just a socially provocative concept; it has become the
gold standard by which every organization is judged.
INTEGRATION OF CUSTOMER AND PROCESS
CUSTOMER SATISFACTION
– A THREE PART SYSTEM
Basically there exists two types of customers:

1. External Customer
2. Internal Customer

• External customers are the people that pay for and use the products or services
the company offers.

• An external customer is a person who is not directly connected to organization other than
by purchasing product or service.

• This customer could be a one-time purchaser or a person who have worked with long-term
and to whom have provided add-ons or customization options.

• External customers are also known as “clients”

• Internal customers have a relationship with, and within, your company, either through
employment or as partners who deliver your product or service to the end user ( external
customer)

• Less obvious but certainly , stakeholders and shareholders are also internal customers.

• All of these may or may not purchase your product or service.

Customer Satisfaction depends on the following domains

➢ Quality

➢ Value

➢ Timeliness

➢ Efficiency

➢ Ease of access

➢ Front line service behaviors

➢ Commitment to customers and innovation.

 CLASS - 2
(26-09-2020)
 ORGANIZATION

INTRODUCTION

• The process of quality management requires both time and structure.

• One of the early discoveries for organizations that pursue the goals of continuous quality
improvement is the lack of structure necessary for success.

• Synthesizing quality values and policies into every person’s job and every operation is a
complex task that must be supported by an appropriate organizational infrastructure.

• Management define organizing as the process of creating a structure for the

organization that will enable its people to work together effectively towards its objectives.
Thus, the process recognizes a structural as well as a behavioral or “people” dimension
A System can be defined as an entity composed of interdependent components that are
integrated for achievement of an objective. The organization is a social system comprising a
number of components such as marketing, production, finance, research, and so on.

The Organization System

The concept of an organizational system is shown in above figure. Inputs to the system are
converted by organization activities into an output.
• A measure of this conversion of inputs into outputs is known as productivity, and the ratio of
output to input must be a positive number if the system is to survive in the long run.

ROLES IN ORGANIZATIONAL TRANSITION TO TQM

• Members of a successful organization need a sound understanding of their roles during the
transition to a TQM program.

• People at all levels require orientation as to how they will be impacted under the new
philosophy of employee involvement.

• The improvement process involves a group of complementary activities that provide an

possible environment to improvement of performance for both employees and managers.

• Each level has a role to play.

• FOR TOP MANAGEMENT

• The role of top management is

critical.

• Many of the most successful

companies launched their programs
by creating a quality council or
steering committee (Figure c) whose
members comprise the top
management team.

• Others disagree and suggest that the

company should avoid setting up a
quality bureaucracy headed by a
high-profile quality director.
•There is general agreement that it should not be headed by a staff department such as
personnel or quality assurance.

•The process should be line led and given back to the business managers who implement it on
a daily basis. Quality should not be led by a non-line manager​.

FOR MIDDLE MANAGEMENT

• They are the drivers of quality and the information funnel for change both vertically and
horizontally — the go-between for top management and front-line employees.

• They implement the strategy devised by top management by linking unit goals
to objectives.

• They develop personnel, make continuous improvement possible, and accept responsibility
for performance deficiencies.
Front-line supervision

• Supervisors can make or break a quality improvement effort.

• They are called upon to provide support to employee involvement teams and
create a climate that builds high levels of commitment in groups and
individuals

Quality assurance and the quality professional

• They face with good news and bad news as TQM emerges as the load-bearing
concern of company strategy.
 TEAMWORK

• Team work is a crucial element of total quality management.

• Rather than working individually, employees need to work in teams.

• When individuals work in union, they are in a position to brainstorm ideas and come up
with various solutions which would improve existing processes and systems.

• Team members ought to help each other to find a solution and put into place.
 CLASS-3
15-10-2020
 DEMING'S PRINCIPLE

Deming’s universal 14 points for management are summarized as follows:

1. Create consistency of purpose with a plan : The objective is constancy of purpose for
continuous improvement. Quality, not short-term profit, should be at the heart of organization
purpose. Profit will follow when quality becomes the objective and purpose.

2. Adopt the new philosophy of quality: Inferior material, poor workmanship, defective
products, and poor service must be rejected. Reduction of defects is replaced by elimination of
defects. The new culture of quality must reflect a commitment to quality and must be supported
by all employees.

3. Cease dependence on mass inspection : Quality can’t be inspected in, it must be built-in
from the start. Defects discovered during inspection cannot be avoided. Continuous process
improvement reduces costs incurred by correcting errors that should not have been made in the
first place.
4. End the practice of choosing suppliers based on price :Least cost is not necessarily the best
cost. Buying from a supplier based on low cost rather than a quality/cost basis defeats the need
for a long-term relationship.

5. Identify problems and work continuously to improve the system : Continuous improvement
of the system requires seeking out methods for improvement. The search for quality
improvement is never-ending and results from studying the process itself, not the defects
detected during inspection.

6. Adopt modern methods of training on the job :Training involves teaching employees the
best methods of achieving quality in their jobs and the use of tools such as statistical quality
control.

7. Change the focus from production numbers (quantity) to quality :The focus on volume of
production instead of quality leads to defects and rework that may result in inferior products at
higher costs
8. Drive out fear : Employees need to feel secure in order for quality to be achieved. Fear of
asking questions, reporting problems, or making suggestions will prevent the desired climate
of openness.

9. Break down barriers between departments : Quality and productivity can be improved
when departments have open communication and coordination based on the common
organization goals.

10. Stop requesting improved productivity without providing methods to achieve it :

Continuous improvement as a general goal should replace motivational or inspirational
slogans, signs, exhortations, and workforce targets.

11. Eliminate work standards that prescribe numerical quotas : Focus on quotas, like a focus
on production, may encourage and reward people for numerical targets, frequently at the
expense of quality.
12. Remove barriers to pride of workmanship : A major barrier to pride of workmanship
is a merit or appraisal system based on targets, quotas, or some list of personal traits that
have little to do with incentives related to quality.

13. Institute vigorous education and retraining : Deming emphasizes training, not only
in the methods of the specific job but in the tools and techniques of quality control, as
well as instruction in teamwork and the philosophy of a quality culture.

14. Create a structure in top management that will emphasize the preceding 13 points
every day : An organization that wants to establish a culture based on quality needs to
emphasize the preceding 13 points on a daily basis. This usually requires a
transformation in management style and structure.
JURAN’S TEN STEPS TO QUALITY IMPROVEMENT ARE AS FOLLOWS:

1. Build awareness of opportunities to improve.

2. Set goals for improvement.
3. Organize to reach goals.
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the regular systems and
processes of the company.
LIKE DEMING, CROSBY HAS HIS OWN 14 POINTS:

1. Management commitment — Top management must become convinced of the need for
quality and must clearly communicate this to the entire company by written policy, stating that
each person is expected to perform according to the requirement or cause the requirement to be
officially changed to what the company and the customers really need.

2. Quality improvement team — Form a team composed of department heads to oversee

improvements in their departments and in the company as a whole.

3. Quality measurement — Establish measurements appropriate to every activity in order to

identify areas in need of improvement.

4. Cost of quality — Estimate the costs of quality in order to identify areas where
improvements would be profitable.

5. Quality awareness — Raise quality awareness among employees. They must understand the
importance of product conformance and the costs of non-conformance.
6. Corrective action — Take corrective action as a result of steps 3 and 4.

7. Zero defects planning — Form a committee to plan a program appropriate to the

company and its culture.

8. Supervisor training — All levels of management must be trained in how to implement

their part of the quality improvement program.

9. Zero defects day — Schedule a day to signal to employees that the company has a new
standard.

10. Goal setting — Individuals must establish improvement goals for themselves and
their groups.

11. Error cause removal — Employees should be encouraged to inform management of

any problems that prevent them from performing error-free work.
12. Recognition : Give public, non-financial appreciation to those who meet their
quality goals or perform outstandingly.

13. Quality councils : Composed of quality professionals and team chairpersons,

quality councils should meet regularly to share experiences, problems, and ideas.

14. Do it all over again : Repeat steps 1 to 13 in order to emphasize the never-
ending process of quality improvement
CLASS – 4
20-10-2020
 CHAPTER-2
TOPICS COVERED:

▪ QC tools,
▪ Problem solving methodologies,
▪ New management tools,
▪ Work habits, Quality circles,
▪ Bench marking,
▪ Strategic quality planning.
 QUALITY CONTROL TOOLS
Quality control tools are used for controlling and managing quality in any organization.

The seven basic quality control tools, as originally identified by Dr. Ishikawa, are:

1.Check sheets
2.Graphs
3.Histograms
4.Pareto charts
5.Cause-and-effect diagrams
6.Scatter diagrams
7.Control charts
1. CHECK SHEETS

• Check sheets are forms that are used to systematically collect data.

• They give the user a “place to start” and provide a structure for collecting the data.

• They also aid the user in organizing the data for use later.

• The primary benefits of check sheets are that they are very easy to use and understand and
can provide a clear picture of the situation.

• Check sheets essentially allow the user to speak with facts.

Three major types of check sheets presented here:

1.Defect-location check sheets
2.Tally check sheets &
3.Defect-cause check sheets.
A. Defect-Location Check Sheets

• The defect-location check sheet is usually a sketch, drawing, or picture of the product
being made. The location and nature of problems or defects are marked on the diagram.

• An example is provided in Figure below which is a sketch of an automobile door.

• It should be noted that the sketch is not to scale

• The important thing is that it represents the part being studied and the defects can be
easily stratified.

• This check sheet was used to examine paint blemishes on a car door.

• From this check sheet, it was found that the majority of paint blemishes occurred on the
lower right corner.
▪ Upon investigation, it was
discovered that the shape of
this door differed from the shape
of the door on the previous
model and the programming for the
spray guns had not been properly
changed.

▪ This type of check sheet

typically leads to fast corrective
action.
B. Tally Check Sheet

• The tally check sheet is used to count the

number of occurrences of different types of
defects.

• By knowing which type of defect occurs

most frequently, appropriate action can be
taken to reduce the total number of defects.

• Figure below is an example of a tally check

sheet to collect data on the reasons for
customer complaints about a particular brand
of bread.

• The check sheet suggests that the main cause

of complaints was due to packaging.
• The team felt that this was not
an accurate representation of the
problem, because
the data were collected over a limited
time Span.

• To verify the main cause, the team

decided to collect data for the previous
six months.

• Figure below is a summary tally check

sheet for this six- month time frame
and indicates that the main problem
was really the quality of the bread.
C. Defect-Cause Check Sheet

▪ The previous check sheets are used to determine certain aspects of defects, such as
location or general cause.

▪ However, when more information about the cause of a defect is required, a defect-cause
check sheet is used.

▪ A defect-cause check sheet that was used to determine the reasons for poor quality
bread is illustrated in Figure below.
• The check sheet indicates that the
highest percentage of poor quality
bread was being produced by
operator 2 in oven C.

• Because operator 2 also used oven

D, which had the
lowest percentage of poor quality
bread, operator error was ruled
out as the main cause.

• Further study showed that

proper maintenance had not been
done on oven C because this oven
was older than the other three
ovens.
FLOWCHARTS

• Flowcharts are graphical representations of a process which detail the sequencing of the
materials, machinery, and operations that make up that process.

• They are an excellent means of documenting what is going on in a process

and communicating that information to everyone.

There are many benefits to using a flowchart.

1. It clearly identifies the components of a process.

2. It helps the people who work in the process understand where they fit in and what the
overall objective is.
3. It also can be used as a training tool for
new workers who are brought into the
process or for existing workers who
change locations within the process.

4. A flowchart can also be used

to document a complex concept such as
the running of a Corporation.

5. Finally, and most importantly, if

used consistently, everyone will
understand the process in the
same terms.
2. GRAPHS

• Graphs are visual displays of data that are used to organize and summarize data.

• They are typically the simplest and best way of analyzing, understanding, and
communicating data.

• Therefore, they can easily be used for illustrating the current situation, identifying a problem
area, or for illustrating the new, improved situation.

• There are many different types of graphs, ranging from simple to complex.

• The three major types of graphs most commonly used are the line graph, bar graph, and
circle graph.
a. Line Graph b. Run chart

A line graph is a visual display of the A special type of line graph is the run chart.
pattern of data. A run chart plots a given variable as a
It is primarily used for comparing function of time.
data, identifying problem areas, and This type of graph is very useful in that it
outlining the pattern of data. shows the variability of a variable over time.
C. Bar Graphs D. Circle Graph

• A bar graph, better known as a bar • Circle graphs are more commonly known as
chart, is a visual illustration of data pie charts.
in which rectangular bars are used to • Pie charts represent data as slices of a pie.
represent the quantity of the variable. • The larger the slice, the larger the percentage
that item is of the whole.
3.Histograms​

• The histogram is a type of bar chart that

visually displays the variability of a product
or process.

• It shows the various measures of central

tendency (mean, mode, and average).

• It can be used to illustrate whether product

specifications are being met by drawing the
specifications on the histogram.

• A histogram can also be used to study and

identify the underlying distribution of the
variable being studied.
4. PARETO CHART

A Pareto Chart is a graph that indicates the frequency of defects, as well as their cumulative
impact. Pareto Charts are useful to find the defects to prioritize in order to observe the
greatest overall improvement.

1) A Pareto Chart is a combination of a bar graph and a line graph.

2) Each bar usually represents a type of defect or problem. The height of the bar represents
any important unit of measure.

3) The bars are presented in descending order. Therefore, you can see which defects are
more frequent at a glance.

4) The line represents the cumulative percentage of defects.

CLASS –5
27-10-2020
5.CAUSE-AND-EFFECT DIAGRAMS

▪ A Cause and Effect Diagram is a graphical tool for displaying a list of causes associated
with a specific effect. It is also known as a fishbone diagram or an Ishikawa diagram.

▪ The primary purpose of the CE diagram is to show the relationship between a given
effect and all identified causes of that effect.

▪ There are typically several major causes for any given effect. Therefore, a Cause and
Effect diagram assists the team in

(1) gathering and organizing the possible causes,

(2)reaching a common understanding of the problem,
(3) exposing gaps in existing knowledge,
(4) ranking the most probable causes, and
(5) studying each cause.
Dr. Ishikawa describes two types of CE diagrams:

1. Dispersion analysis
2. Production process classification
3. Cause enumeration

DISPERSION ANALYSIS

Dispersion Analysis Cause-and-Effect Diagram

● The dispersion is the quality characteristic or effect being studied.

● In Figure, the dispersion, or effect, is damaged gowns.

● It should be noted that the six major “bones” or causes correspond to what are called the
“standard six”: manpower , machines, methods, materials, measurement, and
environment.
● These six are obviously geared for the manufacturing environment.​

● If an analysis is being performed in a service or office environment, employees,​

equipment, procedures, policies, and workplace can be used as generic causes.​

● The major benefit of this type of CE diagram is that it helps organize and relate the​
factors of the dispersion.​

● It also gives structure to team discussions or brainstorming sessions. A major drawback

is​
that it might fail to identify minor causes​
Production Process Classification Cause-and-Effect Diagram

⦁ In this type of diagram, the main line, or “backbone,” sequentially follows the process
flow.
⦁ The major bones represent the different stages of the process.
⦁ Anything that has an influence on the effect during the different process stages is
represented as a “bone” on that respective stage.
⦁ The process classification diagram for the damaged gown problem is illustrated
⦁ The same type of question is used to develop the “bones”
⦁ This type of CE diagram can also be made to resemble an assembly line.
⦁ The major benefit of this type of diagram is that it is easy to assemble and understand
because it follows the process sequence.
⦁ The major drawback is that similar causes appear over and over again
Cause Enumeration Cause-and-Effect Diagram

⦁ In this type of diagram, all identified causes are listed

⦁ Once all identified causes have been listed, they are placed in major categories.

⦁ The resulting diagram would resemble Figure.

⦁ The major benefit of this type of diagram is that all identified causes are listed.

⦁ The major drawback is that it is sometimes difficult to relate all the causes listed,
which makes the diagram difficult to draw and can easily frustrate team members.
6.SCATTER DIAGRAMS

● A scatter diagram is a graph of point plots that is used to compare two variables.

● The distribution of the points indicates the cause-and-effect relationship between

two
Variables.

● In order to use a scatter diagram, paired data must be available for the two
variables
being studied.

● Scatter diagrams are very useful in that they

(1) can clearly indicate whether or not cause-and-effect relationship exists and
(2) give an idea of the strength of that relationship.
Five different scatter diagrams are displayed in Figure​

● Figure 14-16a shows that there is a strong positive

relationship between x1 and y1 and​ indicates that an
increase in y1 depends on increases in x1.​

● Figure 14-16b shows that there is a positive relationship

between x2 and y2. However,​
other factors seem to be influencing y2.​

● Figure 14-16c shows that there is no relationship

between x3 and y3.

● Figure 14-16d shows a negative relationship between x4

and y4, but that other factors are
affecting y4

● Figure 14-16e shows a strong negative relationship

between x5 and y5.
7. CONTROL CHARTS

● A control chart is a special type of run chart with limits.

● It shows the amount and nature of variation in the process over time.
● It also enables pattern interpretation and detection of changes in the process.
There are three main reasons for using a control chart.
● First, it is used to monitor a process in order to determine if the process is operating
with only chance causes of variation.

● If it is, then the process is said to be in statistical control.

● If it is not, then the process is said to be out-of-control.

● If the process is out-of-control, then the control chart can be used to help identify
the assignable causes of variation and correct the process.

● Second, control charts are used to estimate the parameters of a process.

● The type of control chart depends on the type of data used in its construction.

1. If the data are based on measurements (such as pounds, inches, etc.), then the data
are
said to be continuous and a variables control chart is used.
2. If the data are based on counting (such as the number of defects in a product), then
the
data are said to be discrete and an attributes control chart is used.

There are two types of variables control charts.

1. Based on averages, is called the X chart . An X chart is accompanied by either a
range
(R) chart or a standard deviation (S) chart

2. The second type of variables control chart is based on the individual measurements
and is
called an X chart. It is accompanied by a moving range (MR) chart.
1. The p chart plots the fraction nonconforming;
2. The np chart plots the number nonconforming;
3. The c chart plots the number of nonconformities
4. The u chart plots the number of nonconformities per unit

PROBLEM SOLVING METHODOLOGIES

● Process improvements achieves the greatest results when it operates within the
framework of the problem solving method.

STEPS INVOLVED
1. Identify the opportunities for improvement
2. Analyze the current process
3. Develop the optimal solution
4. Implement changes
5. Study the results
6. Standardize the solution
7. Plan for future
Phase-1
● The objective of this phase is to identify or prioritize opportunities for improvements
It consists of three parts
1. The problem-what are the problems? -customer survey, employee survey, brainstorming by
groups
2. Form the team
3. Define the scope

Phase –2
The objective of this phase is to understand the process and how it is currently performed.

Phase –3
● This phase has an objective of establishing potential and feasible solution and
recommending the best solution to improve the process
● More than one solution is frequently required to remedy a situation
● In this phase , creativity plays a major important role and brain storming is the principal
technique.
● Brainstorming on possible solutions requires not only a knowledge of problem but also​
creativity and innovation​

There are three types of creativity​

1. Create new process​

2. Combine different processes-it is unique combination of what already exists​
3. Modify the Existing process

Once possible solution has been determined .Evaluation and testing of solutions will be done.​

Phase-4
● Once the best solution is selected ,it can be implemented

● The contest of implementation plan report must fully describe

● Why
● How
● When
● Who will do it?
● Where will it be done?

● Answer to these questions will designate actions, assign responsibility and establish
implement actions
● After approval by quality council, it is desirable to obtain the advice and
consent of departments, teams and individuals that may be affected by the change.

Phase –5

● This phase has the objective of monitoring and evaluating the change of tracking and
studying the effectiveness of improvement efforts through data Collection and review of
progress
Phase -6​
● Once the team is Satisfied with the change it must be institutionalized by positive
control​ of the process certification and operation certification​

Phase -7​
● This phase has the objective of achieving improved levels of process performance​
● A key activity is to conduct regularly scheduled reviews of progress by the quality​
council and/or work group​
● Continuous improvement means not only being satisfied with doing a good job or
process​ but also striving to improve that job or process​