1. Total Quality Management
• It aims at “continuous process improvement “. It goes beyond
documenting processes with a view to optimizing them through
re-design.
• TQM is a philosophy which applies equally to all parts of the
organization.
• TQM can be viewed as an extension of the traditional approach
to quality.
• TQM places the customer at the forefront of quality decision
making.
• Greater emphasis on the roles and responsibilities of every
member of staff within an organization to influence quality.
2. Elements of TQM
• Leadership
– Top management vision, planning and support.
• Employee involvement
– All employees assume responsibility for the quality of their work.
• Product/Process Excellence
– Involves the process for continuous improvement.
• Continuous Improvement
– A concept that recognizes that quality improvement is a journey with no end and that
there is a need for continually looking for new approaches for improving quality.
• Customer Focus on “Fitness for Use”
– Design quality
• Specific characteristics of a product that determine its value in the marketplace.
– Conformance quality
• The degree to which a product meets its design specifications.
4. Implementing TQM
• Successful Implementation of TQM
– Requires total integration of TQM into day-to-day operations.
• Causes of TQM Implementation Failures
– Lack of focus on strategic planning and core competencies.
– Obsolete, outdated organizational cultures.
• Lack of a company-wide definition of quality.
• Lack of a formalized strategic plan for change.
• Lack of a customer focus.
• Poor inter-organizational communication.
• Lack of real employee empowerment.
• Lack of employee trust in senior management.
• View of the quality program as a quick fix.
• Drive for short-term financial results.
• Politics and turf issues.
Obstacles to Implement TQM
5. ISO 9000 Series
ISO 9000 includes the following standards:
• ISO 9000:2000, Quality management systems - Fundamentals and vocabulary.
covers the basics of what quality management systems are and also contains the
core language of the ISO 9000 series of standards.
• ISO 9001:2000 Quality management systems - Requirements is intended for use
in any organization which designs, develops, manufactures, installs and/or services
any product or provides any form of service.
• ISO 9004:2000 Quality management systems - Guidelines for performance
improvements covers continual improvement. This gives you advice on what you
could do to enhance a mature system. This standard very specifically states that it
is not intended as a guide to implementation.
1. ISO-9000
2. SIX SIGMA
BENCHMARKING
6. SIX SIGMA
Key concepts of Six Sigma
At its core, Six Sigma revolves around a few key concepts.
• Critical to Quality: Attributes most important to the customer
• Defect: Failing to deliver what the customer wants
• Process Capability: What your process can deliver
• Variation: What the customer sees and feels
• Stable Operations: Ensuring consistent, predictable processes to improve what the
customer sees and feels
• Design for Six Sigma: Designing to meet customer needs and process capability
Six
Sigma
A statistical concept that measures a process in terms of
defects – at the six sigma level, there 3.4 defects per
million opportunities
A philosophy and a goal : as perfect as practically possible
A methodology and a symbol of quality
7. Define
Measure
Analyze
Six Sigma Phases
Define the project goals and customer (internal and
external) deliverables
Measure the process to determine current performance
Analyze and determine the root cause(s) of the defects
Improve
Control
Correct/Re-Evaluate Potential Solution
Define and Validate Monitoring and Control System
9. Process Control charts for variables
X-bar chart
In this chart the sample means are plotted in order
to control the mean value of a variable (e.g., size of
piston rings, strength of materials, etc.).
R chart
In this chart, the sample ranges are plotted in
order to control the variability of a variable.
10. The Process Control Chart Method
R Control Chart:
UCL = D4 x R
LCL = D3 x R
CL = R
X Control Chart:
UCL = X + A2 x R
LCL = X - A2 x R
CL = X
CL= Central Line
UCL= Upper Control Limit
LCL= Lower Control Limit
X = Mean of Mean or Grand Mean
R = Mean of Range
R = Range= Maximum –Minimum
A2 = Limit Average,
D3 = Range lower limit
D4 = Range Upper limit
will be given in the question
deviationstandard
3XLCL
3XUCL
17. Control Charts for Attributes
The inspection results based on the classification of
product’s deffectiveness and acceptability on the basis of
prescribed specifications. Representation in this way is
known as attributes.
The various control chart for attributes are :
A)P-Chart: Also known as fraction defective chart. It is
used for % defectives in a sample
B)The C chart: Also known as count chart. It is used to
monitor the number of defects per unit.
C)The np chart : In this chart the plotting is done on the
number of defectives per batch, per day, per machine
like c-chart but control limits are based on binomial
distribution. It is used when the subsize group is
constant and not variable and defectives are not rare.
18. The P Chart
P = sum of defective value
total no. of products inspected
UCLp= p + 3
LCLp = p - 3
19. The C Chart
C = sum of defects in all samples
total no. of items in all samples
UCLc = c + 3
LCLc = c - 3
20. The n- p Chart
P = np
total no. of products inspected
UCLnp= np + 3
LCLnp= np - 3
