Definition of Quality, Dimensions of Quality, Quality costs, Top Management Commitment, Quality Council, Quality Statements, Barriers to TQM Implementation, Contributions of Deming, Juran, Crosby, Feigenbaum, Ishikawa, Taguchi techniques, Team Balancing, Concepts of Quality circle, Japanese 5S principles and 8D methodology.TQM Principles- Customer satisfaction – Customer Perception of Quality, Customer Complaints, Service Quality, Customer Retention, Continuous Process Improvement,5S, Kaizen, Just-In-Time and TPS.

1. Established as per the Section 2(f) of the UGC Act, 1956
Approved by AICTE, COA and BCI, New Delhi
Total Quality Management
S c h ool o f Man ag e me nt

2. TOTAL QUALITY MANAGEMENT
B20BE5040
Course Description:
Thecourse providesin-depthinformationabout the concept,background,tools,
techniques, processes and methods applied in Total Quality Management. The
course
includestopics likeToolsof TQM,Japanese TQMphilosophy,techniquesfor
improving quality in service industries and ISO certifications. It makes the
students
aware about the statistical process control tools, TQM tools and quality systems
for

3. TOTAL QUALITY MANAGEMENT
B20BE5040
Course Objectives:
1.Tomake thestudentsawareabouttheconceptand processof TotalQuality
management.
2.Toequip thestudentswithdetailedinformationof TQM andStatisticalprocess control
toolsand techniques.
3.Toenable the studentsgain knowledgeand skills aboutqualitysystems organizingand
implementation.

4. TOTAL QUALITY MANAGEMENT
B20BE5040
After the completionof the coursestudent shall be ableto -
CO1: Describe the concept, principles andphilosophiesof Totalqualitymanagement
CO2: Explainand applythe toolsand techniquesof statistical processcontrol
CO3: Appreciate andapplythe TQM toolsin improving businessoperationsand
product/service quality
CO4: Discuss aboutthe aspectsof qualitysystems organizing and implementation.

5. UNIT-I
Introduction to Total Quality Management principles and
philosophies: Definition of Quality, Dimensions of Quality, Quality
costs, Top Management Commitment, Quality Council, Quality
Statements, Barriers to TQM Implementation, Contributions of
Deming, Juran Crosby, Feigenbaum, Ishikawa, Taguchi techniques,
Team Balancing, Concepts of Quality circle, Japanese 5S principles and
8D methodology.TQM Principles- Customer satisfaction – Customer
Perception of Quality, Customer Complaints, Service Quality, Customer
Retention, Continuous Process Improvement,5S, Kaizen, Just-In-Time
andTPS.

6. UNIT-II
Statistical Process Control: Meaningand significanceof statistical
process control (SPC)–construction ofcontrolcharts for variablesand
attributed.Process capability–meaning,significanceand
measurement–Six sigma conceptsof processcapability.Thesevenold
tools of quality,New sevenManagementtools, Statistical
Fundamentals–ControlChartsfor variablesand attributes, Conceptof
six sigma. Total productivemaintenance(TMP)–relevanceto TQM,
Terotechnology.Business processre-engineering(BPR) –
principles,applications,reengineeringprocess,benefits andlimitations.
Quality improvementtechniquesin ServiceIndustries.

7. UNIT-III
TQM Tools: Quality PolicyDeployment(QPD),Quality Function
Deployment(QFD),Benchmarking,TaguchiQuality Loss Function,
Total ProductiveMaintenance(TPM),FMEA, FMEA stages,design,
processand documentation.Bench markingand POKA YOKE.
Culturechangethrough teamworkfor quality improvement,implementing
teamworkfor quality improvement:the DRIVEmodel.

8. UNIT-IV
Quality SystemsOrganizing and Implementation:Introductionto
IS/ISO 9004:2000 –quality managementsystems –guidelinesfor
performanceimprovements.Need for ISO 9000 and Other Quality
Systems,ISO 9001:2008 Quality System–Elements,Implementation
of Quality System, Documentation,Quality Auditing, ISO14001:2004.
TQM culture,Leadership–quality council,employeeinvolvement,
motivation,empowerment,recognitionand reward-Introductionto
software quality.

9. REFERENCEBOOKS
1. DaleH.Besterfieldet al,(2004). TotalQuality Management,Pearson Education,(First Indian Reprints),
Third edition.
2. Shridhara BhatK, (2002), TotalQualityManagement– Textand Cases,HimalayaPublishingHouse, First
Edition.
3. Feigenbaum.A.V.(2003). TotalQuality Management,4Edition(August1,2003) McGraw-Hill
ProfessionalOakland.
4. OAKLAND,J.S.,(1993). TotalQualityManagement–the routetoimproving performance
Butterworth/Heinemann(1993).
5. JamesR.Evans&WilliamM.Lidsay,TheManagementand Control ofQuality, South-Western(Thomson
Learning),9thEdition.
6. I.W.Burr, M.Dekkar,StatisticalQuality control, E.L.Grant ElementaryS.O.L.

10. UNIT-I
TQM iscomposedof threeParadigms:
1. Total:Involvingtheentireorganization,supplychain,and/or
productlifecycle.
2. Quality:WithitsusualDefinitions,withallitscomplexities.
3. Management:ThesystemofmanagingwithstepslikePlan,
Organize,Control,Lead,Staff,provisioning.

11. INTRODUCTION
1. “Total Quality Control” was the key concept of Armand Feigenbaum’s (1951) book,
“Quality Control: Principles, Practice, and Administration”. In this book titled to
give an idea that sparked many scholars interest in the following decades that would
laterbe developed from TotalQualityControl toTotalQualityManagement.
2. Total Quality Management (TQM) is a management strategy aimed at embedding
awareness of quality in all organizational processes. TQM has been widely used in
manufacturing, education, government, and service industries, as well as NASA space
and science programs.

12. DEFINITIONOF TQM
Accordingto InternationalOrganizationfor Standardization(ISO):
“TQMis amanagementapproachfor an organization, centredon quality,
based onthe participationof all itsmembers andaimingat long-term
success through customer satisfaction,and benefitsto allmembersof
the organizationand to society.”

13. MEANING OF QUALITY
Quality is acomplexphenomenonbasedon perceptionsby individuals
with
differentperspectiveson products andservices.Theseperceptionshave
been
built up through thepast experienceof individualsand consumption in
variouscontexts. In other words Quality is ameasureof how closelya
good
or serviceconforms to specifiedstandard.

14. DEFINITIONOF QUALITY
1. Therearevarieddefinitions ofquality.Few of these are:
2. “Quality is conformanceto requirements.”—PhilipCrosby
3. “Quality is fitness for purpose.”—DrJuran
4. “Quality is synonymous with customer needsand expectations.”—RJ
Mortiboys
5. “Quality is a predictabledegreeof uniformity and dependability,at low
cost and suited tothe market.”—DrEdwardDeming

15. DIMENSIONS OF QUALITY
The principalquality dimensionsdefinedby A.Garvinare,
1. Performance
2. Features
3. Reliability
4. Conformance
5. Durability
6. Serviceability
7. Aesthetics
8. Perception

16. DIMENSIONS OF QUALITY
Performance
It is a primary Characteristics of a product.
Does the product or service do what it is supposed to do, within its
defined tolerances?
Performance is often a source of contention between customers and suppliers,
particularly when deliverables are not adequately defined within specifications.
The performance of a product often influences profitability or reputation of the
end-user. As such, many contracts or specifications include damages related to
inadequate performance.

17. DIMENSIONS OF QUALITY
Features
Features are the second dimensions of quality and often regarded as the second
aspects of performance.
The extra staff added to the products basics functionality.
Does the product or services possess all of the features specified, or required for its
intended purpose?
While this dimension may seem obvious, performance specifications rarely define
the features required in a product. Thus, it’s important that suppliers designing
product or services from performance specifications are familiar with its intended
uses, and maintain close relationships with the end-users.

18. DIMENSIONS OF QUALITY
Reliability
Reliability is closely related to the performance. Will the product consistently
perform within specifications. The focus of reliability is how long product will
perform consistency.
For instance, a product specification may define parameters for up-time, or
acceptable failure rates.

19. DIMENSIONS OF QUALITY
Conformance
The extent to which a product or service meet established standards.
Does the product or service conform to the specification?
If it’s developed based on a performance specification, does it perform as
specified? If it’s developed based on a design specification, does it possess all of the
features defined?

20. DIMENSIONS OF QUALITY
Durability
How long will the product perform or last, and under what
conditions?
Durability is closely related to warranty. Requirements for
product durability are often included within procurement
contracts and specifications.
For instance, fighter aircraft procured to operate from aircraft
carriers include design criteria intended to improve their durability
in the demanding naval environment.

21. DIMENSIONS OF QUALITY
Serviceability
Is product selection. the product relatively easy to maintain and repair?
Serviceability involve the consumers ease of obtaining repair service.
As end users become more focused on Total Cost of Ownership than
simple procurement costs, serviceability (as well as reliability) is becoming
an increasingly important dimension of quality and criteria for

22. DIMENSIONS OF QUALITY
Aesthetics
 The way a product looks is important to end-users.
 The aesthetic reflect how the product looks, feel, sound, taste or smell.
 The aesthetic properties of a product contribute to a company’s or brand’s identity.
Faults or defects in a product that diminish its aesthetic properties, even those that do
not reduce or alter other dimensions of quality, are often cause for rejection.

23. DIMENSIONS OF QUALITY
Perception
Perception is reality. But some times it is not reality.
The product or service may possess adequate or even superior
dimensions of quality, but still fall victim to negative customer or public
perceptions.
As an example, a high quality product may get the reputation for being
low quality based on poor service by installation or field technicians.
If the product is not installed or maintained properly, and fails as a
result, the failure is often associated with the product’s quality rather than
the quality of the service it receives.

24. COST OF QUALITY
Cost of Quality is a methodology used to define and measure where and
what
amount of an organization’s resources are being used for prevention
activities
and maintaining product quality asopposedto the costsresulting from
internal and external failures. The Cost of Quality can be represented by
the
sum oftwo factors.TheCostof GoodQuality andtheCostofPoor Quality
equalstheCost ofQuality, asrepresentedin the basicequationbelow:

25. COST OF QUALITY
TheCost ofQualitycanbe dividedinto four categories,
1. TheCostof GoodQuality (CoGQ).
2. AppraisalCosts.
3. TheCostof PoorQuality (CoPQ).
4. ExternalFailures–costs.

26. COST OF QUALITY
1. The Cost of Good Quality (CoGQ)
Prevention Costs –This costs incurredfrom activitiesintendedto keep
failuresto a minimum. Thesecan include,but are notlimited to, the
following:
Establishing Product Specifications
Quality Planning
New ProductDevelopmentand Testing
Developmentof a Quality ManagementSystem (QMS)
ProperEmployee Training

27. COST OF QUALITY
2. Appraisal Costs –This costs incurredto maintain acceptableproduct
qualitylevels.Appraisalcostscan include,but arenot limitedto,the
following:
Incoming MaterialInspections
ProcessControls
CheckFixtures
Quality Audits
SupplierAssessments

28. COST OF QUALITY
3. The Cost ofPoor Quality(CoPQ)
Internal Failures –This costs associatedwithdefects found beforethe
product or service reaches the customer. Internal Failuresmay include,
but arenot limitedto, thefollowingexamples:
ExcessiveScrap
Product Re-work
Wastedue to poorly designedprocesses
Machinebreakdowndue to impropermaintenance
Costsassociatedwith failureanalysis

29. COST OF QUALITY
4. External Failures – This costs associatedwith defectsfound afterthe
customer receivesthe product or service.External Failuresmay
include,but arenot limited to, the following examples:
Serviceand RepairCosts
Warranty Claims
Customer Complaints
Product orMaterialReturns
IncorrectSalesOrders
ShippingDamagedue toInadequatePackaging

30. IMPLEMENTA QUALITY MANAGEMENT
SYSTEM / TOP MAGT. COMMITMENT
1. Top ManagementCommitment
2. Appoint the ManagementRepresentative
3. Awareness
4. Appoint anImplementation Team
5. Training
6. Time Schedule
7. SelectElement Owners
8. Reviewthe PresentSystem

31. IMPLEMENTA QUALITY MANAGEMENT
SYSTEM / TOP MAGT. COMMITMENT
9. Writethe Documents
10. Install the NewSystem
11. Internal Audit
12. ManagementReview
13. Preassessment
14. Registration

32. QUALITY COUNCIL
 Inorder tobuildqualityintotheculture,a qualitycouncilis established toprovideoverall
direction.Itisthe driverfor the TQMengine.
 Ina typicalorganizationthecouncilis composedof the chief executiveofficer (CEO); the
senior managers of thefunctionalareas,suchas design,marketing,finance,production,
andquality;anda coordinatoror consultant.
 A coordinatoris necessary toassume some of theaddeddutiesthataquality
improvementactivityrequires. The individualselectedfor the coordinator’sposition
shouldbe abrightyoungperson withexecutivepotential.Thatperson will reporttothe
CEO.

33. QUALITY COUNCIL
 Theresponsibility of the coordinatoris tobuildtwo-waytrust,
 Propose team needstothecouncil,
 Sharecouncilexpectationswiththeteam,andbrief thecouncilonteamprogress.
 Inaddition,the coordinatorwill ensure thattheteams areempowered andknowtheir
responsibilities.
 Thecoordinator’sactivitiesareto assist theteam leaders,share lessons learnedamong
teams,andhaveregular leaders’ meetings.

34. Duties of the quality council
 Develop,withinputfrom all personnel,the corevalues,vision statement,mission
statement,andqualitypolicy statement.
 Developthestrategiclong-termplanwithgoalsand theannualqualityimprovement
programwithObjectives.
 Createthetotaleducationandtraining plan.
 Determine andcontinuallymonitorthe costof poorquality.
 Determine the performancemeasures for the organization,approvethosefor the
functionalareas, andmonitorthem.

35.  Continuallydetermine thoseprojects thatimprovethe processes, particularlythose that
affect externalandinternal customersatisfaction.
 Establishmultifunctional projectand departmentalor workgroupteams andmonitor
theirprogress.
 Establishor revise therecognitionandrewardsystem toaccountfor the newway ofdoing
business.

36. Oncethe TQM program is wellestablished,a typical meetingagenda
might havethe following items:
1. Progress reporton teams.
2. Customer satisfaction report.
3. Progress on meeting goals.
4. New projectteams.
5. Recognition dinner.

37. 6. Eventually,within three to fiveyears,the qualitycouncilactivitieswill
becomeso ingrainedin the culture ofthe organizationthat they will
becomea regular partof the executivemeetings. When this state is
achieved,a separatequality council isno longerneeded.Quality
becomesthe first item on the executivemeeting agenda.

38. Quality Statements
 In additionto the core valuesand concepts, the quality statements
includethevision statement, mission statement,and quality
policy statement.
 Oncedeveloped,they areonly occasionallyreviewedand updated.
They are partof thestrategic planning process.
 The utilizationof the threestatementsvariesconsiderablyfrom
organizationto organization.In fact,small organizationsmay use only
the qualitypolicystatement.

39. One of the common characteristicsof Malcolm Baldrige NationalQuality
Award winnersis that all havea visionof what quality isand how to
attain it.
Thereareclassifiedin threetypes,
 Vision Statement
 Mission Statement
 Quality Policy Statement

40. Vision Statement
The vision statement is a short declaration of what an organization
aspiresto
be tomorrow. It is the ideal state that might never be reached but which
you
continually strive to achieve. Successful visions are timeless, inspirational,
and
become deeply shared within the organization, such as IBM’s service,
Apple’s
computing for the masses, Disney theme park’s the happiest place on
earth,
andPolaroid’sinstant photography.

41. Vision Statement
Successful visions provide a succinct guideline for decision-making.
Havinga
concisestatementofthe desiredend providescriteriaforsound decision
making.
“Tobeworld-classenterpriseinprofessionalelectronics”
BHARATELECTRONICS

42. Vision Statement
An exampleofamoreelaboratevisionstatementis
 L&T shall be a professionally-managed Indian multinational,
committed to total customer satisfaction and enhancing shareholder
value.
 L&T shall be an innovative, entrepreneurial and empowered team
constantlycreatingvalueand attainingglobalbenchmarks.
 L&T shallfosterculture ofcaring,trust and continuouslearningwhile
meetingexpectationsofemployees,stakeholdersand society.
L&T (LARSEN &TOUBRO)

43. Mission Statement
Themissionstatement answersthe followingquestions:
 whowe are,
 whoarethe customers,
 whatwe do,and
 howwe doit.
Itprovidesa clearstatementofpurposefor employees,customers,and
suppliers.Asimplermission statementis Our missionisto helpour
customers achieve their business goals through excellence in global
product
realization.

44. Mission Statement
FordMotorCompanyisaworldwideleaderin automaticandautomotive-
related products and services as well as the newer industries such as
aerospace,
communications, and financial services. Our mission is to improve
continually
our productsandservicestomeetour customers’needs,allowingus to
prosper as a business and to provide a reasonable return to our
shareholders,
the ownersof our business.
FORDMOTORCOMPANY

45. Quality Policy Statement
The quality policy is a guide for everyone in the organization as to how
they
shouldprovideproductsandserviceto the customers.Itshould bewritten
bythe CEO withfeedbackfrom the workforceand beapprovedbythe
qualitycouncil.CommoncharacteristicsareQualityis firstamong equals.
 Meetthe needsof the internalandexternalcustomers.
 Equalor exceedthe competition.
 Continually improvethe quality.
 Includebusinessandproductionpractices.
 Utilizethe entirework force.
 Aqualitypolicyis arequirementof ISO/QS 9000.

46. Asimplequalitypolicyis Xeroxis aqualitycompany.Quality isthe basic
businessprincipleforXerox.Quality meansprovidingour externaland
internalcustomerswithinnovativeproductsand servicesthat fullysatisfy
theirrequirements.Quality isthe jobofeveryemployee.
XEROXCORPORATION
Tata Motors also has commitment towards improving the quality of life of
its
employees, both within and outside its plants and offices, through
improved
workpracticesand socialwelfareschemes.
RATANN. TATA,CHAIRMAN

47. Tobethe benchmarkcompanyin the polymersindustry through superior
performance,demonstratedby:
Livingup toits establishedprinciplesofexcellencein environmental
protection, health and safety. Fully satisfying the expectations of its
customers.
Developing and commercializing innovative polymer technologyUtilizing
all
resourcesproductively& Continuallyimprovingprocessesandproducts
Generating sustained value for customers, employees, suppliers and
investors
Creatingan environmentof Trust,Respect,Openness andIntegrity
THEGEONCOMPANY

48. Barriers (OR) Obstacles to TQMImplementation
 Lackof Management Commitment
 Inability to Change Organizational Culture
 Improper Planning
 Lackof Continuous Training and Education
 Ineffective Measurement Techniques and Lackof Accessto Data
and Results
 Paying Inadequate Attention to Internal and External Customers
 Inadequate Use of Empowerment and Teamwork
 Failure to Continually Improve

49. Lackof Management Commitment
1. In orderfor any organizationaleffort to succeed,theremust be a
substantial managementcommitment of managementtimeand
organizationalresources.The purpose must beclearlyand
continuously communicatedto allpersonnel.Managementmust
consistently apply the principlesof TQM.
2. Robert Galvinof Motorolasaid that only the CEO can ensure,evenin
times of greatpressure,that quality andcustomer satisfaction are
preserved.In a survey of188 quality professionals,66% reportedthat
management’scompensation isnot linkedto quality goalssuch as
failurecosts, customercomplaints, andcycletime reduction.

50. Inability to Change Organizational Culture
Managementmust understand and utilizethe basicconceptsof change.
They are:
1. Peoplechangewhen they want to and to meet theirown needs.
2. Neverexpectanyoneto engagein behaviorthat servesthe
organization’svaluesunless adequatereason(why) has beengiven.
3. For changeto beaccepted,peoplemust be movedfrom a state of fear
to trust.
4. It is difficultfor individualsto change theirway of doing things; it is
much more difficult for anorganizationto makea culturalchange.

51. Improper Planning
All constituents of the organization must be involved in the development
of the implementation plan and any modifications that occur as the
plan evolves. Of particular importance is the two-way communication
of ideas by all personnel during the development of the plan and its
implementation. Customer satisfaction should be the goal rather than
financial or sales goals. Peterson Products, a metal stamping firm near
Chicago, improved on-time delivery, which resulted in a 25% increase
in sales.Focus on qualityand theother goalswill follow.

52. Lackof Continuous Training and Education
1. Training and education is an ongoing process for everyone in the
organization. Needs must be determined and a plan developed to
achieve those needs. Training and education are most effective when
senior management conducts the training on the principles of TQM.
Informal training occurs by communicating the TQM effort to all
personnelon a continualbasis.
2. In the study by Tamimi and Sebastianelli previously cited, lack of
training in group discussion and communication techniques, quality
improvement skills, problem identification, and the problem-solving
methodwas thesecond mostimportant obstacle.

53. Gurus of TQM
Shewhart
Deming,
Juran,
Crosby,
Feigenbaum,
Ishikawa,
Taguchi

54. Shewhart

55. Deming

56. Juran

57. Crosby

58. Feigenbaum

59. Ishikawa

60. Taguchi

61. Frame workof TQM(or) Contributions of Deming, Juran, Crosby,
Feigenbaum, Ishikawa,Taguchi techniques,
 It beginswith the knowledgeprovidedby quality gurus-- Shewhart,
Deming, Juran, Figenbaum, Ishikawa,Crosby and Taguchi.
 As the figure shows, they contributedto the developmentof principles
and practicesand/or thetools andtechniques.Someof these toolsand
techniquesareused in the product and/or servicerealizationactivity.
Feedbackfrom internal/externalcustomers or interestedparties
providesinformationto continuallyimprovean organization’ssystem,
product and/or service.

62. Frame workof TQM(or) Contributions of Deming, Juran, Crosby,
Feigenbaum, Ishikawa,Tauchi techniques.

63. Awarenessof TQM(or) Importance of TQM
 An organizationwillnot beginthe transformationto TQM until it is
awareof the fact that the quality ofproductor serviceshould be
improved.Awarenesscomes whenan organization loses market
share orrealizesthat quality andproductivitygo hand-in-hand.It also
occurs ifTQM is mandatedby a customer or ifmanagementrealizes
that TQM is a betterway to run a business andcompetein domestic
and world markets.
1. TQM does not occurovernight;thereareno quickremedies.It takesa
long time tobuildthe appropriateemphasisand techniquesinto the
culture.Overemphasison short-term results andprofits must be set

64. Concept of Quality circle
Meaning of Quality Circles
Characteristics of Effective Quality Circles
Objectivesof Quality Circles
Duties of Quality Circle
Advantages (or) Benefits of Quality Circles

65. Meaning of Quality Circles
 Conceptually Quality Circles can be described as a small group of
employees of the samework area, doing similar workthat meets
voluntarily and regularly to identify, analyze and resolve work related
problems.
 This small group with every member of thecircleparticipating to the full
carries on the activities, utilising problem solving techniques to achieve
control orimprovement in the workarea and also help self and mutual
development in the process.
 The concept ofthe Quality Circle is based on“respect forthe human
individual” as against the traditional assumption based on suspicionand
mistrust between management and its employees.

66. Characteristics of Effective Quality Circles
1. The atmosphere should beinformal,comfortable and relaxed. The
members should feel involved and interested.
2. Everyone shouldparticipate.
3. The objectives should be clear to the members.
4. The membersshould listen to each other.
5. The group should feel comfortableeven whenthere are disagreements
6. The leader should not dominate the group. The main ideashould not be
as to whocontrols but howto get the job done
7. Until a final solutionis found and results are attained feedback is

67. Objectivesof Quality Circles
1. (i) To improvequality, productivity, safety and cost reduction.
2. (ii) To give chance to the employees to use their wisdom and creativity.
3. (iii) To encourage team spirit, cohesive cultureamong different levels
and sections of theemployees.
4. (iv) To promoteself and mutual development including leadership
quality,
5. (v) To fulfillthe self-esteem and motivational needs ofemployees.
6. vi) To improvethe quality of work-lifeof employees.

68. Duties of Quality Circle
1. (i)He must assume the responsibility of guiding the members.
2. (ii) He must make his members sure about whatis going on.
3. (iii) He must channelise the discussions.
4. (iv) Every member is allowed equal opportunity.
5. (v) Specific task be assigned to each member.
6. (vi) He must work in coordination with facilitator.

69. Advantages(or) Benefits of Quality Circles
1. Cost reduction, Increased productivity, Improved quality.
2. Better communication, Better house-keeping.
3. Increased team work & Smooth working.
4. Better mutual trust, Greater sense ofbelongingness.
5. Increased safety,Better human relations.

70. Service Quality
 Customerserviceis the set ofactivities anorganization uses to win
andretain customers’ satisfaction. Deming,Juran,and others,
significant strides havebeen madein manufacturing. It can beprovided
before,during,or after the sale ofthe product or existon itsown.
Elementsof customerserviceare:
Organization
CustomerCare
Communication
Front-linepeople
Leadership

71. Service Quality
Organization
1. Identify eachmarketsegment.
2. Write down the requirements.
3. Communicatethe requirements.
4. Organizeprocesses.
5. Organizephysical spaces.

72. Service Quality
CustomerCare
6. Meetthe customer’s expectations.
7. Getthecustomer’s point ofview.
8. Deliverwhat is promised.
9. Makethe customer feelvalued.
10. Respondto allcomplaints.
11. Over-respondto the customer.
12. Providea cleanand comfortablecustomer receptionarea.

73. Service Quality
Communication
13. Optimize the trade-offbetweentime and personalattention.
14. Minimizethenumberof contactpoints.
15. Providepleasant,knowledgeable,and enthusiastic employees.
16. Writedocumentsin customer-friendlylanguage.

74. Service Quality
Front-linepeople
17. Hirepeoplewho likepeople.
18. Challengethem to developbetter methods.
19. Givethem the authority to solve problems
20. Servethemas internalcustomers.
21. Besure they areadequatelytrained.
22. Recognizeand rewardperformance.

75. Service Quality
Leadership
23. Leadby example.
24. Listen tothe front-line people.
25. Strivefor continuous processimprovement

76. Customer Retention /(Holding the customers)
1. Customer retention is more powerful and effective than customer
satisfaction. Customer retention represents the activities that produce
the necessary customer satisfaction that creates customer loyalty,
which actually improves the bottom line. Customer satisfaction
surveys, focus groups, interviews, and observations can help determine
what customers think of a service or a product. However, what people
say andthink isoftendifferentfrom what they do.

77. Customer Retention

78. Continuous ProcessImprovement
1. Quality-based organizationsshould strive (workto behard)to achievethe
perfectionby continuously improvingthe business and production
processes. Theperfectionis impossiblebecausethe raceis neverover;
however,we must continuallystrive for its attainment.Improvementis
madeby,
 Viewing allwork as aprocess, whetherit isassociatedwith production or
business activities.Making allprocesses effective,efficient,and adaptable.
 Anticipatingchangingcustomer needs.
 Controlling in-processperformanceusing measuressuch as scrap
reduction,cycletime,control charts,and so forth.

79. Continuous ProcessImprovement
 Maintainingconstructive dis-satisfaction withthe present levelof
performance.
 Eliminatingwaste and reworkwhereverit occurs.
 Investigating activitiesthat do notadd valueto the product or service,
with the aim of eliminatingthose activities.
 Eliminatingnonconformitiesin all phasesof everyone’swork, evenif
the incrementof improvementis small.
 Using benchmarkingto improvecompetitiveadvantage.
 Innovatingto achievebreakthroughs.

80. Continuous ProcessImprovement
 Incorporatinglessons learnedinto future activities.
 Using technicaltoolssuch asstatistical processcontrol(SPC),
experimentaldesign, benchmarking,quality function deployment
(QFD),and so forth.
Continuous processimprovementis designedto utilizetheresourcesof
the organizationto achievea quality-drivenculture. Individualsmust
think, act,and speakquality.

81. Continuous ProcessModel

82. JAPANESE 5-S : MEANS EVERYTHING IN ITS PLACE
Therecan be noTQM without5-S
 Dirty factories cannot producequalityproduct.
 Clutter hides problems. Aneatworkplacepromotes easydiscoveryof
abnormalities.

83. JAPANESE 5-S: MEANS EVERYTHING IN ITS PLACE
S Japanese Meaning
SEIRI
1st CLEARING
2nd SEITON ARRANGING
3rd SEISO SWEEP
4th SEIKETSU CLEANLINES
5th SHITSUKI DISCIPLINE

84. JAPANESE 1st –SEIRI(Clearing)
Seiriis sorting throughall items in alocationandremoving all unnecessaryitems from the
location.

85. JAPANESE 2nd –SEITON(Arranging)
Arrangeeverythingin proper orderso that it canbe Easilypickedup for
use.

86. JAPANESE 3rd –SEISO (Sweep)
Sweepyour workplacethoroughly so that there isno dust anywhere.

87. JAPANESE 4th –SEIKETSU (Cleanliness)
Seiketsuis tostandardizethe processesused to sort,order andcleanthe
workplace

88. JAPANESE 5th –SHITSUKI(Discipline)
Shitsukeor sustain is the developedprocessesby self-disciplineof the
workers.Also translatesas "do without being told".

89. What is Kaizen?
Kaizencan betranslatedas Kai=”change”, and Zen=”for better”, so
“change forbetter”. This helpsus rememberthat no processis perfect
and that challenges,no matter how big or small,should be welcomed.
Toyotahas themindset that improvements can be made every
single day, nomatter howwellyou performedtheday before.
Improving overtime can resultin cost and timesavings that help the
organization’sperformance.

90. Whyis Kaizen Important?
Kaizenis important becauseit is a process used to identify key
problems at theirsource.Kaizen can’t just be a one-person job, as
everyemployee needs to be activein making small improvements
on a frequent basis. Themost commonways that Kaizencan makea
differenceare:
 Reduce Waste–Reducingwastecandecreaseyour costsby getting
rid of unnecessaryitems, reducing working movement,or decreasing
wait times on certainproducts.

91. Whyis Kaizen Important?
 Organizational Competitiveness –When you createa culture of
kaizenand all associatesbuy in, you may get what we call
organizationalcompetitiveness.Whenone employeeseesanother
improving their process and working to help the company, they
will want to take action in their role and work to do the same
thing. Creating this type of culturecan reallyhelp improveoverall
processes,instead ofonly in certain areas.
 Employee Engagement–As we mentionedbefore,Kaizeninvolves
everyone,whichgives associates a greatersense ofpride and
responsibility in their jobs. Keeping employeemoralehigh could also

92. Just in Time (JIT)
TheJust in Timeprocessfocuses exclusivelyonefficiency. JITcan be
used asa standalone philosophy, but it canalso becombinedwith
leanmanufacturing. JIThas its roots in the auto industry, but it is still
applicableto manyareasof production andmanufacturing. JIT
ultimatelystrivesto have the right volume ofinventory availableat
the right time for consumers, which eliminatesboth surpluses and
shortages.

93. Toyota Production System(TPS)
1. The Toyota Production System was startedby world-renowned
automakerToyota. TheToyota ProductionSystemis asystem that is
also designedtominimize wasteto increase efficiency, customer
satisfaction,and profits for the company. TPS isbasedon two basic
concepts,which are “jidoka,”or the conceptof humantouch in the
automationprocess,and “Just-in-Time.” Jidoka refersto the fact that
when equipment encounters a problems, the machineryis stopped.
So that defective products do not leave the assembly line. TPS isa
system designedtomaximize efficiency, but itis alsoan important
guiding principlefor quality control and product accountability.

94. Understanding defect analysisusing 8D method
D1:- TeamFormation.
D2:- ProblemDefinition.
D3:- DevelopingInterim Containment Action.
D4: Identifying AndVerifyingRootCause.
D5: IdentifyingPermanentCorrectiveActionPlan.
D6: Implementing &ValidatingThe PermanentCorrectiveAction(PCA).
D7: Establishing PreventiveActions.
D8: CongratulateYour Team.

95. Understanding defect analysisusing 8D method

96. Service Quality