This document provides an overview of key principles and philosophies related to Total Quality Management (TQM). It discusses contributions from quality gurus such as Deming, Juran, Crosby, Shewhart, and Feigenbaum. Some of the key principles covered include leadership, customer satisfaction, satisfying internal and external customers/suppliers, employee involvement, and continuous improvement. The document also discusses historical perspectives on quality management and differences between conventional quality management and TQM.

1. ENGLISH SOCIOEDUCATIONAL PROJECT
TEACHER: MSC.MIGUEL PONCE
STUDENT: VERÓNICA MORENO

2. LESSON -1: QUALITY - AN INTRODUCTION
In its broadest sense, quality is
a degree of excellence: the
extent to which something is fit
for its purpose. In the narrow
sense, product or service
quality is defined as
conformance with
requirement, freedom from
defects or contamination, or
simply a degree of customer
satisfaction.
Total quality management by P.N. Mukherjee, PH1
learning Pvt. Ltd, New Delhi-2009
DEFINITIONS OF QUALITY
The definition of quality
depends on the role of the
people defining it. Most
consumers have a difficult
time defining quality, but
they know it when they
see it.
Quality is also defined as:
a) Conformance to specifications.
b) Fitness for use.
c)Value for Price paid.

3. QUALITY NEED
Philosophy of total quality management (TQM) was developed first for industry.
QUALITY EVOLUTIONS
The concept of quality has existed for many years, though its meaning has changed and evolved over time. In the early
twentieth century, quality management meant inspecting product to ensure that they met specification.
DIMENSIONS OF MANUFACTURING AND SERVICES QUALITY
The service sector has assumed greater economic importance over the past decade.

4. DIFFERENCES BETWEEN MANUFACTURING AND SERVICE ORGANIZATIONS
Defining quality in manufacturing organizations is often different from that of services. Manufacturing
organizations produce a tangible product that can be seen, touched, and directly measured. Examples
include cars, CDs players, clothes, computers, and food items.
Manufacturing Organizations Service Organizations
Conformance to specifications Tangible factors
Performance Consistency
Reliability Responsiveness to customer needs
Features Courtesy/friendliness
Durability Timeliness/promptness

5. QUALITY PLANNING
Quality planning is the starting point of the journey to be a world-class organization.
Set up a long-term goal or
mission.
Define a vision statement, i.e.
value system of the
organization guiding everyone
in the organization.
Break up the mission statement
into annual short-term goals or
objectives which should be
‘SMART’, i.e. Specific,
Measurable, Attainable,
Realistic and Time bound.
Identify customers who will help
the organization to achieve the
goals.
Discover their needs.
Develop product features
responding to customer needs.
Establish product goals.
Develop systems and processes
to produce these product
features.
Prove process capability and
hand over to production, i.e.
develop the plan at operating
level.
The steps in quality planning are as follows

6. QUALITY COSTS AND ANALYSISTECHNIQUES OF QUALITY COSTS
Cost of Quality
The reason quality has gained such
prominence is that organizations have
gained an understanding of the high
cost of poor quality. Quality affects all
aspects of the organization and has
dramatic cost implications.
TECHNIQUES OF QUALITY COSTS
DETERMINATION
The analyses of the quality cost are
very important. The most frequent
met techniques are the analyses of
the tendency and the Pareto
analyses. The Pareto diagrams can
be set for quality costs guaranteed
by the operator, the cars, the
department, the production line, the
categories, etc.
SUMMING UP
It is defined as "managing the
entire organization so that it excels
in all dimensions of products and
services that are important to the
customer

7. LESSON -2: QUALITY AND COMPETITIVE ADVANTAGE
Most businesses operate in competitive markets: they have to 'take on' and 'see off' rivals. Each
organization must decide for itself how best to try and do this.
THREE LEVELS OF QUALITY
• Evaluate and summarize overall quality management at the organization level.
• Evaluate and summarize quality management at the process level.
• Evaluate and describe quality management at the performer level.
QUALITY PERFORMANCE COMMUNICATION PLAN
• Discuss and include types of reports that will be part of the overall
communications plan.
• Describe who and how often communications will occur for quality assurance
activities.
• Identify final closure process on resolved quality assurance issues

8. DEFINITION OF ADVANTAGE OF COMPETITIVE QUALITY:
Competitive advantage is what enables a business organization to thrive.
Resource-based vs. positional view of advantage1
In the realm of strategy, there are roughly two views of the
basic source of competitive advantage, the resource-based
view and the positional view.
Reference collected from: Barney, 1991
That enable a unique synergy amongst managers, there
cannot be strategically equivalent substitutes for this
resource that are valuable but neither rare nor imperfectly
imitable.
Demand-based perspective of competitive advantage
The present an analysis of sustainable competitive
advantage emphasizing the demand-side factors.
Reference collected from Adner and Zemsky (2007).
The demand-side drivers are
1) marginal utility from performance improvements.
2) consumer taste for quality.
3) the extent of consumer heterogeneity.
The Principle of Competitive Advantage
Success is based on inventing an offering that addresses a
real scarcity in the world, charging a price for it, and
inventing a way of making it available that is cheap
enough to leave a high margin.

9. Sources of Competitive Advantage3
Differentiation that commands an attractive price or
structurally lower cost to produce a non-differentiated
Specialization and capabilities.
Indicator of Competitive Advantage
A business organization with a competitive advantage
is more profitable than its rivals while this profitability
exceeds its cost of capital.
Reference collected from: Kay, 2004 Elements of Competitive Advantage
competitive vs. comparative advantage
Competitive advantage is an absolute advantage of a
business organization to offer greater value to its
customers.
Framework for competitive advantage5
Four broad attributes of the proximate environment of
a firm have the greatest influence on its ability to
innovate and upgrade.
Reference collected from (Porter, 1991)
A firm's strategy is centrally concerned with the
creation and exploration of its so called distinctive
competencies: unique strengths a firm possesses.
SUMMING UP
Firms create and sustain competitive advantage because of the capacity to continuously improve, innovate,
and upgrade their competitive advantages over time.

10. LESSON -3: QUALITY PHILOSOPHY
THE DEMING PHILOSOPHY
Deming explains the optimal relationship between workers and companies managers that must be associated, not hired hands,
and blamed management if workers are not motivated to work well.
THE JURAN PHILOSOPHY
In Juran’s Quality Control Handbook, he states that the word quality has two different Meanings that are spelled
the same way.
Juran’s two definitions of quality2: Making Quality Happen: Conclusion:
“1. "Quality" means those features of products which
meet customer needs and thereby provide customer
satisfaction. In this sense, the meaning of quality is
oriented to income.
Juran believed that turning company goals into
results, or making results happen, is done
through managerial processes. When a
company’s goal is quality, they need managerial
processes that focus on quality. Juran defined
three managerial processes that are necessary
to manage for quality.The three processes
combined are called the JuranTrilogy and
include quality planning, quality control and
quality improvement.
Throughout his career Joseph M. Juran has led a
very successful life and has made many
contributions to the fields of quality control and
quality management. During his career Juran
taught many of society’s leaders and affected
the entire world.
2. "Quality" means freedom from deficiencies-freedom
from errors that require doing work over again (rework)
or that results in field failures, customer dissatisfaction,
customer claims and so on

11. THE CROSBY PHILOSOPHY3
The most difficult lesson for the quality crusader to learn is that real improvement just plain takes a while to
accomplish.
The urgency of the need, the obviousness of the cause and the clarity of the solution have little to do with
getting things straightened out.
ACCEPTANCE SAMPLINGTECHNIQUES
Acceptance sampling is a form of inspection that is applied to lots or batches of items either before or after a
process
• The alternatives to acceptance sampling are (a) 100% inspection and (b) no
inspection.
• The decision of which one to choose is mainly based on the costs. A measure
used is the Break-even point BEP1:
• BEP = cost of inspection per item / cost of later repair due to a defective item
• Let P = estimated proportion of defectives in the lot.The decision is:
• If P ≈ BEP, use acceptance sampling
• If P >BEP, use 100% inspection
• If P <BEP but P is variable, use acceptance sampling
• If P <BEP and P is stable, don’t inspect.

12. Acceptance
sampling:
Single-Sampling
Plans:
Double-Sampling
Plans:
Multiple-Sampling
Plans:
Choosing a
Sampling Plan:
1.Time is short.
In this plan, one
random sample is
drawn from the lot,
and every item in the
sample is examined
and classified as
either “good” or
“defective.”
A double-sampling
plan allows taking a
second sample if the
results of the initial
sample are
Inconclusive.
Specifically, if the
quality of the initial
sample is high, the
lot can be accepted
without the need for
a second sample.
A multiple-sampling
plan is similar to a
double-sampling plan
except that more
than two Samples
may be required.
A multiple sampling
plan will specify each
sample size and two
limits for each
sample
The cost and time
required for
inspection often
dictate the type of
sampling plan used.
The two primary
considerations are
the number of
samples needed and
the total number of
observations
required.
2. Destructive testing
is required.
3. Fatigue or
boredom caused by
inspecting large
numbers of items
leads to inspection
errors.
SUMMING UP
It is fair to expect that acceptance sampling would reduce the proportion of defective items accepted. Indeed,
this is the case, provided that the rejected lots are not re-submitted for acceptance sampling without
improvement in quality.

13. LESSON -4: ISO 9000-2000
The International Organization for Standardization (ISO) is an international organization whose purpose is to
establish agreement on international quality standards.
ISO 9000-2000
ISO 9000:2000–Quality Management Systems–Fundamentals and Standards: Provides the terminology and
definitions used in the standards. It is the starting point for understanding the system of standards.
SUMMING UP
To receive ISO certification, a company must provide extensive documentation of its quality processes. This
includes methods used to monitor quality, methods and frequency of worker training, job descriptions, inspection
programs, and statistical Process-control tools used.

14. LESSON -5: INTRODUCTIONTOTOTAL QUALITY MANAGEMENT (TQM)
The definition of quality depends on the role of the people defining it. Most Consumers have a difficult time
defining quality, but they know it when they see it.
CONCEPT
The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied
needs". In simpler words, one can say that a product has good quality when it "complies with the requirements
specified by the client.
TOTAL QUALITY
MANAGEMENT
(TQM)
Quality Management (QM)
Quality Assurance (QA)
Quality Control (QC)
In three levels of organization
of these activities can be
distinguished.

15. HISTORICAL REVIEW
The concept of quality has existed for many y ears, though it’s meaning has changed and evolved over time. In
the early twentieth century, quality management meant inspecting Products to ensure that they met
specifications
FRAMEWORK
In this chapter you will learn about the philosophy of TQM, its impact on organizations, and its impact on your
life. You will learn that TQM is about meeting quality expectations as defined by the customer; this is called
customer-defined quality.
CONVENTIONAL QUALITY MANAGEMENT (QM)VSTQM
Total quality management (TQM) is different from the old concept of quality management because its focus is
on serving customers, identifying the causes of quality problems, and building quality into the production
process.
BARRIERSTOTQM IMPLEMENTATION
The decision to implement total quality management concepts throughout the company is strategic in nature.
It sets the direction for the firm and the level of commitment.

16. LESSON -6: CONTRIBUTIONSTOTQM
Quality Control sees the people in the enterprise working with the process as provided and doing what they
can to prevent things getting worse.
TQM GURUS
TQMGURUS
Deming
Juran: Joseph M.
Juran
Crosby PDSA cycle - 5S Kaizen
The first is the role
management
should play in a
company’s quality.
Improvement
effort. Historically,
poor quality was
blamed on
workers—on their
lack of
productivity,
laziness, or
carelessness.
Whereas Deming
stressed the need for an
organizational
“transformation,” Juran
believes that
implementing quality
initiatives should not
require such a dramatic
change and that quality
management should be
embedded in the
organization.
Crosby stressed
that efforts to
improve quality
more than pay
for themselves
because these
costs are
prevented.
The Plan–Do–
Study–Act
Cycle The plan–
do–study–act
(PDSA) cycle
describes the
activities a
company needs
to perform in
order to
incorporate
continuous
improvement
in its operation.
2.5S is the
name of a
workplace
organization
method that
uses a list of
five Japanese
words: seiri,
seiton, seISO,
seiketsu, and
shitsuke.
It involves
identifying
benchmarks of
excellent practices
and instilling a
sense of
employee
ownership of the
process.

17. CONTRIBUTIONS OF
CONTRIBUTIONSOF
Shewhart
He developed quality control charts that are used to identify whether the variability
in the process is random or due to an assignable cause, such as poor workers or
miss calibrated machinery.
Deming
He was brought over at the behest of General Douglas MacArthur, who grew
frustrated at being unable to complete so much as a phone call without the line
going dead due to Japan's shattered post-war economy.
Juran
. He believed that a commitment to quality requires transforming the entire
organization. His philosophy is based on a system known as the Fourteen Points.
These points express the actions an organization must take in order to achieve
TQM.
Feigenbaum
He developed the “Total Quality Control” concept while concurrently at GE. He
introduced the concept first in an article in 1946.
Crosby
Crosby also developed a 14‐point program, which is again more practical than
philosophical. It provides managers with actual concepts that can help them
manage productivity and quality.

18. LESSON -7: PRINCIPLESOFTQM–I
Explanation of Basic Principles of Total Quality Management by Ron Kurtus - Improve Your Business with Total Quality
Management (TQM).
LEADERSHIP
Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others
in the accomplishment of a common task”
They are resources, utilization of resources, managing constraints and getting extraordinary results.
CUSTOMER SATISFACTION
The first and majorTQM principle is to satisfy the customer--the person who pays for the product or service.
USERS: COMPANY
PHILOSOPHY
INTERNAL
CUSTOMERS
CHAIN OF
CUSTOMERS
SATISFYTHE
SUPPLIER
EXTERNAL
SUPPLIERS
If the user of the
product is different
than the purchaser,
then both the user
and customer must be
satisfied, although
the person who pays
gets priority.
A company that seeks
to satisfy the
customer by
providing them value
for what they buy and
the quality they
expect will get more
repeat business,
referral business, and
reduced complaints
and service expenses.
Within a company, a
worker provides a
product or service to
his or her supervisors.
Often in a company,
there is a chain of
customers, -each
improving a product
and passing it along
until it is finally sold to
the external
customer.
A secondTQM
principle is to satisfy
the supplier, which is
the person or
organization from
whom you are
purchasing goods or
services.
A company must look
to satisfy their
external suppliers by
providing them with
clear instructions and
requirements and
then paying them
fairly and on time.

19. EMPLOYEE AND INVOLVEMENT
A supervisor must try to keep his or her workers happy and productive by providing good task instructions, the
tools they need to do their job and good working conditions.
Get better work
Empower
workers
Continuous
improvement
Working
smarter, not
harder
Worker
suggestions
Quality
methods
The reason to do
this is to get more
productivity out of
the workers, as
well as to keep the
good workers.
One area of
satisfying the
internal suppler is
by empowering
the workers.
You can never be
satisfied with the
method used,
because there
always can be
improvements.
Some companies
have tried to
improve by making
employees work
harder.
Workers are often
a source of
continuous
improvements
There are also
many quality
methods, such as
just-in-time
production,
variability
reduction, and
poka-yoke that can
improve processes
and reduce waste.
SUMMING UP
The principles ofTotal Quality Management are to seek to satisfy the external customer with quality goods and
services, as well as your company internal customers; to satisfy your external and internal suppliers; and to
continuously improve processes by working smarter and using special quality methods.

20. LESSON 8: PRINCIPLES OFTQM-II
There are mixed results
about the relationship
between total quality
management practices and
performance presents a
summary of relationships
between TQM practices and
performance.
LEADERSHIP
Leadership has been described as the “process of social influence in
which one person can enlist the aid and support of others in the
accomplishment of a common task”.
Alan Keith: "Leadership is ultimately about creating a way for people to contribute to making
something extraordinary happen."
Ken "SKC" Ogbonnia: "effective leadership is the ability to successfully integrate and
maximize available resources
Ann Marie E. McSwain: “leadership is about capacity: the capacity of leaders to listen and
observe
These three definitions talk about certain common things.They are resources,
utilization of resources, managing constraints and getting extraordinary results.
These definitions also talk about motivating people to work in unISOn to create
results.

21. CONTINUOUS PROCESS IMPROVEMENT SUPPLIER AND PARTNERSHIP
A process is a set of steps to accomplish a defined
purpose or produce a defined product or service
The state-of-the-art in system
development management has
evolved over the last few decades from
basic concepts, practices, techniques,
and tools borrowed from other
disciplines to a relatively sophisticated
suite of training, guided experience,
and performance evaluation using
structured collections of proven best
practices.
A strategic alliance is when two or more
businesses join together for a set period of
time. The businesses, usually, are not in direct
competition, but have similar products or
services that are directed toward the same
target audience.
Alliances can be structured in
various ways, depending on their
purpose. Non-equity strategic
alliances, equity strategic
alliances, and joint ventures are
the three basic types of strategic
alliances.

22. MEASURESOF PERFORMANCE
Alliance is defined by its synergistic
outcome – results must exceed the
sum or the parts. This definition
implies needed behaviour.
Toshiba’s approach is to develop
strategic alliances with different
partners for different technologies
because a single company cannot
dominate any technology or
business by itself.
Strategic alliances can allow your business
to meet its objectives, while maintaining
the flexibility to adapt quickly by
switching partners, as appropriate.
Core Technologies and Competencies
is the set of internal capabilities,
organizational competencies and
assets that could potentially be
leveraged to deliver value to
customers, including technologies,
intellectual property, brand equity
and strategic relationships.

23. LESSON 9: EVOLUTION OFTOTAL QUALITY
The history of total
quality management
(TQM) began initially
as a term coined by
the Naval Air Systems
Command to
describe its Japanese-
style management
approach to quality
improvement.
KAIZEN
Kaizen is the practice of continuous
improvement. Kaizen was originally
introduced to theWest by Masaaki
Imai in his book Kaizen:
Kaizen is continuous
improvement that is based on
certain guiding principles:

24. • Good processes bring good
results.
• Go see for yourself to
grasp the current situation.
• Speak with data, manage
by facts Take action to
contain and correct root
causes of problems.
• Work as a team Kaizen is
everybody’s business
One of the most notable
features of kaizen is that big
results come from many small
changes accumulated over
time
KAIZEN TOTAL PRODUCTIVE
MAINTENANCE (TPM)
TPM is an innovative Japanese
concept. The origin of TPM can be
traced back to 1951 when preventive
maintenance was introduced in Japan.
MEANING
A holistic approach to long-term
success that views continuous
improvement in all aspects of an
organization as a process and not as a
short-term goal.
STATISTICAL QUALITY CONTROL BASICS
It is a comprehensive and structured approach to
organizational management that seeks to improve the
quality of products and services through on-going
refinements in response to continuous feedback.

25. BASICS OF SAMPLING& RELIABILITY
Reliability engineering is a rapidly
evolving discipline, whose purpose is
to develop methods and tools to
predict, evaluate, and demonstrate
reliability, maintainability, and
availability of components,
equipment, and systems, as well as
to support development and
production engineers in building in
reliability and maintainability.
QUALITYTOOL ANDTECHNIQUES
Read on for best practices, lessons learned,
and first-hand advice from industry experts,
your peers, and the team at Search CIO.com
on developing an action plan for eliminating
time consuming, manual, redundant IT
activities that impede innovation.
QUALITY IMPROVEMENT ANDTOTAL EMPLOYEE INVOLVEMENT
Total Employee Involvement
TQM principles & strategies pertaining
Behavioural pattern of employees in an organization
Motivation: Internal and external forces
Motivation theories of individual employees
Theory ‘Y’: (Douglas MC Gregor) According to this theory employees seek freedom
to do difficult and challenging jobs, all by themselves.
Theory ‘Z’: (Abraham Maslow) Abraham Maslow believes that good qualities are
inherent in people at least at birth, although later on they are gradually lost.
TeamWork
Training & Development

26. LESSON 10: JIT MANUFACTURING AND LEARN
MANUFACTURINGTHROUGH WASTE ELIMINATION
To elaborate further, under just-in-time
manufacturing (colloquially referred to as
JIT production systems), actual orders
dictate what should be manufactured, so
that the exact quantity is produced at the
exact time that is required.
Highly advanced technological support
systems provide the necessary back-up
that Just-in-time manufacturing
demands with production scheduling
software and electronic data
interchange being the most sought
after.
WHAT IS JIT?
Just-in-time manufacturing was a
concept introduced to the United
States by the Ford motor
company. It works on a demand-
pull basis, contrary to hitherto
used techniques, which worked on
a production-push basis.

27. A SIX SIGMATOOL MEANINGS
Tool #1 -The Critical to Quality (CTQ)Tree It is used to brainstorm and validate the needs and requirements of the
customer of the process
Tool #2 -The Process Map: The project team creates the first of several process maps. A process
map is a picture of the current steps in the process targeted for
improvement.
Tool #3 -The Histogram: It is used during the Analysis stage of DMAIC
Tool #4 -The Pareto Chart Histogram is useful for continuous data, same way when the data is
discrete;
Tool #5 -The Process Summary Worksheet The goal of a Six Sigma project team is to improve effectiveness and
efficiency.
Tool #6 -The Cause-Effect Diagram The most important tool to assist the project team in determining root
causation is the cause effect diagram.
Tool #7 -The Scatter Diagram Once ideas have been prioritized after use of the cause-effect diagram
Tool #8 -The Affinity Diagram An affinity diagram is used to help sort and categorize a large number
of ideas into major themes or categories
Tool #9 -The Run Chart the run chart is similar to a camcorder, recording some process element
over time
Tool #10 -The Control Chart a control chart uses the data from a run chart to determine the upper
and lower control limits.
These tools are considered technical in nature, most of them are relatively easy to learn and apply.
They are covered in the order they are used in the DMAIC methodology

28. QUALITYCIRCLES STATISTICAL PROCESS CONTROL
PROCESS CAPABILITY STUDIES COST OF QUALITY
Formal work groups result primarily from the
organizing function of management. In other words
group of people who report to a supervisor is a
formal work group. The role of formal work group is
very important in achieving quality and productivity
at workplace.
1.Histogram or Stem and Leaf plot
2. Check SheetTQM
3. Pareto Chart
4. Cause and Effect Diagram
5. Defect Concentration Diagram
6. Scatter Diagram
7. Control Chart
Select a candidate for the study
Define the process.
Procure resources for the study.
Evaluate the measurement system
Prepare a control plan.
Quality costs are defined as costs
associated with non-achievement
of product/service quality. In simple
terms, quality cost is the cost of
poor products/services.

29. LESSON 11: SEVEN MAGNIFICENT QUALITY TOOLS AND
TECHNIQUES.
A majority of business problem-
solving efforts are taken on by
teams, a group of individuals
from various departments
assembled at the direction of
their supervisors/leaders to "fix
it!" Each one of these team
"events" will be unique in scope,
involvement, time, participation,
etc.
THE MAGNIFICENT SEVEN
1. Make sure that goals and expectations are well defined
and communicated.
2. Explain the differentiation of roles of members to all.
3. The responsibilities and accountabilities of each member
of the team need tube clearly identified and individual
performance monitored and managed.
4. Team meetings should evolve into self-regulated events.
5. Plan the work and work the plan but don't overload the
team with excessive reporting requirements, charting,
status reports, etc.
6. Keep the sponsors in the loop.
7. Celebrate milestone completions with activities
appropriate to the stage and scope of the project.

30. STATISTICAL QUALITYCONTROL
Statistical process control monitors specified quality characteristics of a product or service so as:
Control is maintained through the use of control charts.The charts have upper and lower control limits and the process is in
control if sample measurements are between the limits.
CONTROL CHARTS FOR ATTRIBUTES
P Charts - measures proportion defective.
C Charts - measures the number of defects/unit.
CONTROL CHARTS FOR VARIABLES X bar and R charts are used together - control a process by ensuring that the sample
average and range remain within limits for both.
CONTROL CHARTS FOR ATTRIBUTES
P-Charts for Proportion Defective
P-chart: a statistical control chart that plots
movement in the sample proportion defective (p)
over time

31. CONTROL LIMITS:
UCL = u + z sigmap
LCL = u - z sigma p
z is the number of standard deviations from the mean
z = 2 - limits will be exceeded in 4.5 (95.5 % confidence that mean has changed)
z = 3 - limits will be exceeded in .03 (99.7% confidence)
C-Charts for Number of Defects per Unit C-chart: a statistical control chart that plots movement in the number of defects per unit.
Process variability must be in control before the X bar chart can be developed because a measure of process variability is
required to determine the -chart control limits.
R-CHART FOR PROCESSVARIABILITY:
UCLR = D4(R)
LCLR = D3(R)
-CHART FOR
PROCESS
AVERAGE:
UCLR = X bar + A2(R)
LCL = X bar - A2(R)

32. LESSON 12:TOOLS ANDTECHNIQUES OFTQM -I
Total quality management TQM-i tools help organizations to
identify, analyze and assess qualitative and quantitative data
that is relevant to their business.
These tools can identify procedures, ideas,
statistics, cause and effect concerns and
other issues relevant to their organizations.
The list goes on, though essentiallyTQM tools
can be used in any situation, for any number
of reasons, and can be extremely effective if
used properly.
Quality is the concern of not only the
management but also the workers. By
empowerment, that is empowering
employees with the ability to stop
development if quality is sacrificed,
quality can be dramatically improved.

33. LESSON 13: MEASUREMENTTOOLS
The history of technology is the history of
the invention of tools and techniques, and
is similar in many ways to other sides of
the history of humanity.
Technological change affects, and is affected by,
a society's cultural traditions. It is a force for
economic growth and a means to develop and
project economic, political and military power.
MEASUREMENTTOOLS
1. SPC - 7 BASICTOOLS 2013.10.22 by ML
2. STATISTICAL PROCESSCONTROL (SPC)-7 BASICTOOLS 1. 2. 3. 4. 5. 6.
7.
3. CHECK SHEET
4. STRATIFICATIONANALYSIS
5. SCATTER DIAGRAM EXPLAINSTHE RELATIONSHIP BETWEEN..
6. HISTOGRAM
7. HISTOGRAMVS. BARGRAPH
8. CREATING HISTOGRAM
9. REVIEWTHE 4 BASICTOOLS
10. CAUSEAND EFFECT DIAGRAM
11. REVIEWTHE OTHER 3 BASICTOOLS
12. ADDRESSYOURCONCLUSION

34. A Histogram is a graphic
summary of variation in a
set of data. It enables us to
see patterns that are
difficult to see in a simple
table of numbers. Can be
analyzed to draw
conclusions about the data
set.
A histogram is a graph in which the
continuous variable is clustered into
categories and the value of each
cluster is plotted to give a series of
bars as above

35. The cause-and-effect diagram is a
method for analyzing process
dispersion. The diagram's purpose
is to relate causes and effects.
A Pareto chart is a bar graph. The
lengths of the bars represent
frequency or cost (time or money),
and are arranged with longest bars on
the left and the shortest to the right.
In this way the chart visually depicts
which situations are more significant.
A scatter plot is effectively a
line graph with no line - i.e. the
point intersections between
the two data sets are plotted
but no attempt is made to
physically draw a line.

36. Facts data are essential to
carry out management
activities. Data can be
classified as qualitative data
or quantitative data.
Qualitative data is numerical.
It is used more frequently
than the other.
To better your management, it is very
important to understand the
relationship between a cause and its
result. Treatment actions are "A" of
PDCA. There are two kinds of treatment
action: Corrective Actions and
Preventive Actions.
Both of the variance
and the sum of squares
are the squared
measures. Their units
are squared units, too.
Therefore the average of
squares is used. The average
of squares can be received by
dividing the measure S by the
number of data. This is the
variance (V). The V can be
used to compare and study
more than two variations.

37. LESSON 14: ANALYTICALTOOLS
The uses of analytical tools
and techniques to evaluate
and improve processes
and in business decision-
making are very important
to the TQM process.
Engineers, business
managers, quality control
staff and others have used
measurement, graphs of
data, control charts and
other quantitative
techniques for years.
PROCESS MAPPING
Process mapping is a workflow diagram to bring forth a clearer understanding of a
process or series of parallel processes.
Step 1: Determine the Boundaries
Step 2: List the Step
Step 3: Sequence the Steps
Step 4: Draw Appropriate Symbols Step 5: System Model
Step 6: Check for Completeness
Step 7: Finalize the Flowchart

38. REGRESSION ANALYSIS
It is a statistical process for
estimating the relationships
among variables. It includes many
techniques for modelling and
analyzing several variables, when
the focus is on the relationship
between a dependent variable and
one or more independent
variables.
RESOURCE UTILIZATION AND CUSTOMER SERVICE ANALYSIS
Learn how to analyze team productivity to improve your
organizations effectiveness and efficiency in 5 simple steps.
Track your Current Productivity and Utilization
Analyse, Analyse, AndAnalyse
Improve your Planning
Manage Customer Expectations
Create a ProductiveWorking Environment
Customer service analysis

39. 1. IMPLEMENT SOME FORM OF
TIME RECORDING – “You can’t
manage what you can’t measure”,
by capturing time-sheets you can
understand your current utilization
and productivity
2. DEFINE APPROPRIATE
VARIABLES – if you sell services you
will want to measure chargeable
utilization, ensure you define
variables that enable you to measure
utilization and productivity that is
applicable to your business.
IMPROVE YOUR PLANNING –
improving your resource
deployment upfront should not only
improve your future resource
productivity and utilization
MANAGE CUSTOMER
EXPECTATIONS communicate to your
entire team the importance of
managing the customer’s expectation
from initial enquiries all the way
through to project delivery.
ENCOURAGES COLLABORATION
boost your productivity by creating
an environment where your team
members can easily share
knowledge, ideas and lessons
learned.
THE FIVE WHYS

40. LESSON 15: IMPPROVEMENTTOOLS ANDTECHNIQUES
Understanding
processes so that they
can be improved by
means of a systematic
approach requires the
knowledge of a simple
kit of tools or
techniques.
KAIZEN
Some types of change
inevitably need a major project;
meaning months of hard work,
big budgets and upheaval.
Kaizen is based on the
philosophical belief that
everything can be improved:
Some organizations look at a
process and see that it's running
fine; Organizations that follow the
principle of Kaizen see a process
that can be improved
There are continuous efforts to
improve which result in small,
often imperceptible, changes
over time.

41. UNDERSTANDINGTHE APPROACH
Kaizen aims for improvements in productivity, effectiveness, safety, and waste reduction, and those who follow the
approach often find a whole lot more in return
LESS WASTE: inventory is used more efficiently as are employee skills.
People are more satisfied: they have a direct impact on the way things are done.
IMPROVED COMMITMENT: team members have more of a stake in their job and are more inclined
to commit to doing a good job.
IMPROVED RETENTION: satisfied and engaged people are more likely to stay.
Improved competitiveness: increases in efficiency tend to contribute to lower costs and higher
quality products.
IMPROVED CONSUMER SATISFACTION: coming from higher quality products with fewer faults.
Improved problem solving: looking at processes from a solutions perspective allows employees to
solve problems continuously.
IMPROVEDTEAMS: working together to solve problems helps build and strengthen existing teams.

42. QUALITY CIRCLES
It covers the meaning of quality circle, definition of quality circle; the essential elements and structure of quality circles.
Quality circle is a small group of employees
Quality circle is organized in the same work area or doing
similar type of work:
Quality circles are voluntary
Quality circles meet regularly for about an hour every week
Quality circles identifies, analyses and resolves work-related
problems
Quality circle leads to total performance
Quality circle enrich work life

43. LESSON 16 :CONTROL TOOLS
The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most
helpful in troubleshooting issues related to quality.
GANTT CHART
A Gantt chart,
commonly used in
project
management, is
one of the most
popular and useful
ways of showing
activities (tasks or
events) displayed
against time.
This allows you to see at a glance
• What the various activities are
• When each activity begins and ends How long
each activity is scheduled to last
• Where activities overlap with other activities.
• The start and end date of the whole project
• To summarize, a Gantt chart shows you what
has to be.

44. Gantt charts are most commonly used for tracking project schedules. For this it
is useful to be able to show additional information about the various tasks or
phases of the project, for example how the tasks relate to each other, how far
each task has progressed, what resources are being used for each task and so
on.
The new Framework retains the core
definition of internal control and the five
components of internal control, and it
continues to emphasize the importance
of management judgment in designing,
implementing, and conducting a system
of internal control, and in assessing its
effectiveness. It broadens the
application of internal control in
addressing operations and reporting
objectives, and clarifies the
requirements for determining what
constitutes effective internal control.