FLEX Course Material

Use the concepts and applications

of Design. Forecasting, Location
decision, Inventory, Scheduling, JIT
system, and Project Management in
the actual production process.
Evaluate the importance of TQM to
Operations Management
business
Explain the basic concepts of TQM
platform, using the philosophies of
Deming, Juran, and Crosby With TQM
Develop a Kaizen Improvement Plan
using the 7 Quality Tools and the Lean
Six-Sigma approach that is important
(Total Quality Management)
to the continuous improvement of
their respective industry
• Arlene San Pablo
 01

Determine the definition, the history, and the

importance of quality Fundamentals of Quality
and Total Quality
To distinguish the Deming, Juran, and Crosby
philosophies in relation to Productivity, competitiveness
and strategy

Management

“No doubt , humans are always deficient”

(Al-Quran)
 PRE-ASSESSMENT
3-minute Pause

1. Identify a Product (brand and model, if possible) that you think is of

good quality.
2. Briefly explain why you consider it as good quality. (1 short sentence
only)

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 Total Quality Management
•Total – is the integration of all functions and processes
within an organization in order to achieve continuous
improvement of the quality of goods and services.

Quality – Degree of Excellence a product or service

provides to the customer in present and future.
•The goal is customer satisfaction

Management – Act , art, or manner of handling ,

controlling, directing, etc.
•Quality is not fine-tuning your
product at the final stage of •Doing it right first time and
manufacturing, before packaging all the time.
and shipping . This boosts Customer
satisfaction immensely and
Quality is built into the product
increases efficiency of the
at every stage from conceiving,
Business operations.
specification & design stages to
prototyping, testing and
manufacturing stages. Clearing the bar
(ie. Specification or Standard
TQM philosophy and guiding stipulated) Excellence that is
principles continuously improve better than a minimum
the Organization processes and
standard.
result in customer satisfaction.

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Quality and Profitability

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Quantification of Quality

Q= P / E
Q = Quality
P = Performance
E = Expectations

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 Dimensions of Quality
PRODUCT QUALITY SERVICE QUALITY

Performance Time

Features Timeliness

Usability Completeness

Conformance Consistency

Durability Accessibility

Serviceability Accuracy

Aesthetics Responsiveness

Safety Courtesy

Perceptions Expertise
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Dimensions of Quality

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 Examples of Quality Dimensions
Dimension (Product) (Service)
Automobile Auto Repair
1. Performance Everything works, fit & All work done, at agreed
finish price
Ride, handling, grade of Friendliness, courtesy,
materials used Competency, quickness
2. Aesthetics Interior design, soft touch Clean work/waiting area

3. Special features Gauge/control placement Location, call when ready

Cellular phone, CD Computer diagnostics
player Dimension (Product) (Service)
Automobile Auto Repair
5. Reliability Infrequency of breakdowns Work done correctly,
ready when promised

6. Durability Useful life in miles, resistance Work holds up over

to rust & corrosion time

7. Perceived Top-rated car Award-winning service

quality department

8. Serviceability Handling of complaints and/or Handling of complaints

requests for information
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Service Quality Examples of Service Quality
Dimension Examples
n Tangibles 1. Tangibles Were the facilities clean,
n Convenience personnel neat?
2. Was the service center
n Reliability Convenience conveniently located?
3. Reliability Was the problem fixed?
n Responsiveness
4. Were customer service personnel
n Time Responsivenes willing and able to answer
s questions?
n Assurance 5. Time How long did the customer wait?

n Courtesy 6. Assurance Did the customer service

personnel seem knowledgeable
about the repair?
7. Courtesy Were customer service personnel
and the cashierfriendly and
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courteous?
EVOLUTION of TQM
• CRAFTSMEN & ARTISANS (eg. Artists,
Sculptors, working with metals & other
materials who were very Quality-conscious.

• TRADESMEN (eg. Masons, Carpenters, etc.)

• ENGINEERING TRADES & PRACTICES (eg.

Foundry, Smithy, Die-making, Mold-making,
Stamping, Forging, Turning, Milling, Drilling
etc.)
EVOLUTION of TQM
• Custom-built Articles/Products having considerable control over Quality.

• Mass- Produced Products with less control over Quality

• Quality control Department in Factories.

• TQM-based Production facility – enhancing the Organization through Quality techniques

to better achieve organization’s goals
Ex: Productivity and Profitability with minimum wastage.

• Quality Management Systems (video)

• Performance Excellence

• Emergence of Six Sigma

 TQM BASIC CONCEPTS

1. Management Commitment
2. Involvement and utilization of entire work force
3. Focus On customers
4. Continuous improvement
5. Treating suppliers as partners
6. Performance measures
 BENEFITS OF TQM
• Higher customer satisfaction
• Reliable products/services
• Better efficiency of operations
• More productivity & profit
• Better morale of work force
• Less wastage costs
• Less Inspection costs
• Improved process
• More market share
• Spread of happiness & prosperity
• Better quality of life for all.
Process Focus and Continuous Improvement
• A process is a sequence of activities that is intended
to achieve some result

1 2 3 5

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 Competitive Advantage

• Is driven by customer wants and needs

• Makes significant contribution to business success
• Matches organization’s unique resources with
opportunities
• Is durable and lasting
• Provides basis for further improvement
• Provides direction and motivation

Quality supports each of these characteristics

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KEY TERMS

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 REFERENCES

§ Operations Management with Total Quality Management, (2020). Collier, Evans,

and Lindsay, Cengage
§ Operations Management with Total Quality Management, (2019), McGraw Hill
§ Total Quality Management Philippine Edition by James R. Evans and William M.
Lindsay, Cengage Learning Asia Pte Ltd., 2016

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