Total Quality Management

Total Quality Management Compilation of material on TQM

Total Quality Management • Appreciate importance of quality and its historical evolution • Understand continual improvement, customer satisfaction, process improvement and total organizational involvement; • Understand both technical and philosophical issues surrounding quality management; • Apply quantitative and qualitative tools and techniques in appropriate ways to investigate and ultimately resolve product or service quality concerns; and, • Evaluate the use of TQM initiatives, tools, and techniques in an organization

What Is Quality? • “The degree of excellence of a thing” (Webster’s Dictionary) • “The totality of features and characteristics that satisfy needs” ( ASQC) • Fitness for use

Perceptions about Quality • Free from defect , abnormality, deviations • Conformance to Requirements • Totality of features /characteristics of a product/service that bear on its ability to satisfy the given need (ISO) • Ratio of performance to Expectations • What the customer says !

Dimensions of Product Quality (Garvin) • Performance :basic operating characteristics • Features :“extra” items added to basic features • Reliability :probability product will operate over time • Conformance :meeting pre-established standards • Durability :life span before replacement • Serviceability :ease of getting repairs, speed & competence of repairs • Aesthetics: look, feel, sound, smell or taste • Safety: freedom from injury or harm • Other perceptions: subjective perceptions based on brand name, advertising, etc

Service Quality • Tangibles • Convenience • Reliability • Responsiveness • Time • Assurance • Courtesy • Connectivity • Empathy

Philosophers.. • Deming • Juran • Crosby • Ishikawa • Taguchi…

The Deming Cycle or PDCA Cycle PLAN Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured ACT DO Adopt the change as a permanent modification to the process, or abandon it. Implement the change on a small scale and measure the effects CHECK Study the results to learn what effect the change had, if any.

PDCA cycle in action Q LEVEL PDCA PDCA PDCA PDCA TIME

Tools & techniques of TQM: Seven QC Tools • Flow Charts • Run Charts • Histograms • Pareto Diagrams • Cause and Effect Diagrams • Scatter Diagrams • Control Charts

Characteristics • Simple and easy to use tools • Operated at the shop floor level • Motivates quantitative orientation and helps in promoting “MANAGEMENT-by-FACT and DATA” • Cast in PDCA cycle

Variations… • Natural • Due to • Man, Machine, Material, Method, Environment etc • Special Cause vs Common Cause variations • Gain control over variations..

Y Upper limit Average/Spec Lower limit X Control Charts • Periodic tracking of a process • Common types • X bar, R or range • Elements of a control chart • upper control limit (UCL), the highest value a process should produce • central line (x bar), the average value of consecutive samples • lower control limit (LCL), the lowest value a process should produce

Control Charts • Constructing a control Chart • Decide what to measure or count (length, diameter etc.) • Collect the sample data • Plot the samples on a control chart • Calculate and plot the control limits on the control chart • Determine if the data is in-control • If non-random variation is present, discard the data (fix the problem) and recalculate the control limits

Tools & techniques of TQM: The Kano Model • Basic Needs or Revealed Requirements • Performance Needs or Expected Requirements • Excitement Needs or Exciting Requirements

Tools & techniques of TQM: The QFD Paradigm • QFD provides the opportunity to make a good product before you try to design and implement it. • It is about planning and problem prevention, not problem solving. • QFD provides a systematic approach to identify which requirements are a priority for whom, when to implement them, and why.

Concepts of TQM • Waste reduction • Kano Model, QFD • Poka-yoke • TPM and 5-S, Good Housekeeping Practices • Quality Costs • Quality Award Models • Six Sigma…

Tools & techniques of TQM:Five S: Housekeeping Practices Seiri (Sorting) Seiton (Systematic) Seiso (Spic & Span) Seiketsu (Serene) Shitsuke (Self-discipline)

Tools & techniques of TQM:Total Productive Maintenance (TPM) • Proactive • Involvement of all • Autonomous maintenance • Design simplification • Self-regulatory

Appraisal Costs Inspection Testing Testing equipment maintenance costs Prevention costs Planning Product design, process design & review Process control Data collection, analysis & reporting Tools & techniques of TQM:Quality Costs

Internal FailureCosts Scrap Rework Retest Yield losses Downtime Disposition External Failure Costs Return, replacements Warranty Liability Complaint investigation & adjustment Goodwill Quality Costs (contd..)

Tools & techniques of TQM: Various Templates for Improvements.. Quality Award Models : CII Model Rajiv Gandhi National Quality Award EFQM Model

Results Enablers Innovation & Learning Excellent Results with respect to Performance, Customers, People, and Society are achieved through Leadership driving Policy & Strategy, People, Partnerships & Resources, and Processes.

Human resource issues in TQM • Motivation • Team work • Leadership • Learning through collective efforts…?

TQM… TQM is a management approach of an organization, centered on the participation of all its members and aiming at long term success through customer satisfaction and benefits to the members of organization and society

Hallmarks of Quality Organizations.. High return High performing processes Empowered, well paid and highly motivated personnel, Good corporate citizenship Respect for the environment Happy and delighted customers Quality – a total ideology – creates the ideal win-win-win-win situation for all.

Quality: Misconceptions • Better quality requires higher cost. • Quality is innately perceived as separating good from bad. • Increased quality can be achieved through investment in technology. • Quality is confined to the product and therefore manufacturing process. • Quality is responsibility of quality manager and his department.

Observations.. • Excellence is ascribed to customer-centric organizations having a strong focus on quality. • Continuous improvement is the result of a focus on quality. • Improvement means making processes work better. • Organizational success coming due to collaboration manifest in team work. • Decisions should be data driven.

Observations.. • People should be empowered. • Training & recognition are essential • A vision is the key to give any organization a unified direction. • Organizational change is possible through effective leadership. • Improvement comes from the understanding, adjustment, and when necessary , Complete redesign of Organizational processes !

TQM applications :Your perceptions on • Hostel • Hospital • Workshop • Coffee shop • Library • Metro System • etc.

Deming Award Winners from India • Lucas-TVS (2004) • SRF Ltd – Industrial Synthetics Business(2004) • Sundaram Clayton-Brakes Division (1998) • Sundaram Brake Linings (2001), • TVS Motor Company (2002) • Brakes India – foundry division (2003). • Only three other auto companies in India, outside the TVS group, have won the Deming prize; • Rane Brake Linings(2003) • Mahindra & Mahindra-Farm Equipment Sector(2003) • Sona Koyo Steering Systems Ltd,(2003)