The document provides an introduction to key concepts in quality management. It discusses how quality has a longer history than cost and productivity. It defines quality according to various quality gurus such as fitness for purpose, conformance to specifications, and meeting user needs. The document also defines quality control, quality assurance, and total quality management. It outlines contributions from quality experts such as Deming, Juran, Crosby and their approaches to continuous quality improvement.
Evaluation of Total Quality Management Implementation as Engineering Practice...IOSR Journals
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two key factors - continuous improvement and customer satisfaction - by examining how four ISO 9001-2008 requirements are applied across different project phases. A questionnaire survey of 177 engineers found that overall, TQM implementation was at a moderate level in most project phases in Jordan, with some weaknesses identified, such as inadequate analysis, lack of third-party reviews, and insufficient responsibility authorization in certain phases. The study concludes that while TQM factors are applied, some improvements are needed for fully effective quality management in Jordanian construction.
The document summarizes the goals and activities of the Global Manufacturing Roundtable (GMR), a consortium run by Cranfield School of Management. The GMR aims to address challenges faced by manufacturing and services practitioners in the UK by facilitating sharing of ideas and best practices. It offers member companies opportunities to participate in research projects, access findings and new approaches, and network with other members. Recent GMR research has examined topics like strategic global manufacturing management, manufacturing flexibility, and improving new product introduction.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
What and how about quality function deploymentZishy Rajput
This document discusses quality function deployment (QFD), which is a customer-oriented approach to product development. QFD guides teams through conceptualization, design, and production planning to relate customer desires to engineering specifications and manufacturing requirements. The key aspects of QFD are its focus on customers, use of cross-functional teams, and structured method for communicating information. While originally developed in Japan, Western companies have also found success with QFD in developing better products and production processes. Critical to its success is senior management support and a company-wide emphasis on customers.
This article describes how the Capability Maturity Model Integration can be supplemented by a new innovation model in promoting innovations within organizations
7 qct optmisation in new product development detailed study on inter-links ...prjpublications
This document summarizes an article about optimizing quality, cost, and time (QCT) in new product development. It discusses how these three objectives are interrelated and often require trade-offs. It proposes using a systematic, analytical approach to quantify the interrelationships between objectives to help with trade-off decision making. This would assess how movement in one objective impacts others. For example, reducing development time could increase costs. The document also discusses using profitability metrics like profitability index, net present value, and payback period to evaluate trade-offs based on long-term profitability. Graphically representing cash flows can help assess trade-offs subject to the specific project's profitability targets.
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
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.
Evaluation of Total Quality Management Implementation as Engineering Practice...IOSR Journals
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two key factors - continuous improvement and customer satisfaction - by examining how four ISO 9001-2008 requirements are applied across different project phases. A questionnaire survey of 177 engineers found that overall, TQM implementation was at a moderate level in most project phases in Jordan, with some weaknesses identified, such as inadequate analysis, lack of third-party reviews, and insufficient responsibility authorization in certain phases. The study concludes that while TQM factors are applied, some improvements are needed for fully effective quality management in Jordanian construction.
The document summarizes the goals and activities of the Global Manufacturing Roundtable (GMR), a consortium run by Cranfield School of Management. The GMR aims to address challenges faced by manufacturing and services practitioners in the UK by facilitating sharing of ideas and best practices. It offers member companies opportunities to participate in research projects, access findings and new approaches, and network with other members. Recent GMR research has examined topics like strategic global manufacturing management, manufacturing flexibility, and improving new product introduction.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
What and how about quality function deploymentZishy Rajput
This document discusses quality function deployment (QFD), which is a customer-oriented approach to product development. QFD guides teams through conceptualization, design, and production planning to relate customer desires to engineering specifications and manufacturing requirements. The key aspects of QFD are its focus on customers, use of cross-functional teams, and structured method for communicating information. While originally developed in Japan, Western companies have also found success with QFD in developing better products and production processes. Critical to its success is senior management support and a company-wide emphasis on customers.
This article describes how the Capability Maturity Model Integration can be supplemented by a new innovation model in promoting innovations within organizations
7 qct optmisation in new product development detailed study on inter-links ...prjpublications
This document summarizes an article about optimizing quality, cost, and time (QCT) in new product development. It discusses how these three objectives are interrelated and often require trade-offs. It proposes using a systematic, analytical approach to quantify the interrelationships between objectives to help with trade-off decision making. This would assess how movement in one objective impacts others. For example, reducing development time could increase costs. The document also discusses using profitability metrics like profitability index, net present value, and payback period to evaluate trade-offs based on long-term profitability. Graphically representing cash flows can help assess trade-offs subject to the specific project's profitability targets.
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
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.
PECB Webinar: Implementing and maintaining an OHS system within the framework...PECB
We will cover:
• How to dissect the Safety Pillar Methodology and an OH&SMS based on OHSAS 18001
• How to integrate OHSAS 18001 with World Class Manufacturing
Presenter:
Cyrus Karanja is a well-practiced professional in the areas of Quality, Health, Safety & Environmental management with over nine years tested experience, knowledge and skill in these fields.
This document provides an overview of Total Quality Management (TQM) presented by Prof. Raghavendran.V. It begins with defining quality and explaining that TQM aims to integrate fundamental management techniques to improve all processes within an organization. The professor then discusses the basic principles of TQM, including management commitment, customer focus, employee involvement, and continuous improvement. The document traces the evolution of approaches to quality, from inspection to quality control to quality assurance to TQM. It also outlines some obstacles to implementing TQM and provides assignment questions at the end.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
This document provides an overview of quality management. It discusses the history of quality assurance from skilled craftsmanship to modern approaches like Six Sigma. Total quality management is defined as a people-focused system for increasing customer satisfaction and reducing costs. Key principles of total quality include customer focus, participation and teamwork, and continuous process improvement. Implementing quality initiatives can help organizations gain competitive advantage and improve profitability.
Presentation given at the meeting of the TEMPUS TRUST project at the University of Coimbra, Portugal, January 25, 2012. The TEMPUS TRUST project aims to support the modernization of Ukrainian higher education by introducing a common quality assurance framework to enable mutual understanding and trust between higher education institutions, national and international quality assurance actors and the society in general.
Managing Growth in Advanced ManufacturingLes Murray
Collinson Grant is a management consulting firm that helps manufacturing clients manage growth. They provide services related to organization, business processes, costs, and people. The document discusses several of Collinson Grant's case studies where they helped clients optimize product management, supply chain management, customer service functions, and organization structure to improve performance and cut costs. It also outlines trends in advanced manufacturing and the importance of capabilities like product management, customer relationship management, and process improvement for companies to capitalize on opportunities and mitigate risks.
A Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
IRJET- Application of Quality Function Deployment (QFD) in Aluminium Pot Manu...IRJET Journal
This document discusses applying Quality Function Deployment (QFD) to improve Total Productive Maintenance (TPM) in an aluminum pot manufacturing industry. QFD is a method to define customer needs and translate them into technical requirements. It was developed to integrate customer expectations with technical realities. TPM focuses on improving equipment productivity and safety. The study conducted a QFD analysis to identify key customer needs and their relationship to technical processes like anodization and heat treatment. Action plans were developed for TPM pillars like autonomous maintenance and education based on the QFD results. Integrating QFD with TPM was found to provide a structured way to consider customer voice and improve maintenance quality and productivity.
The document discusses quality control and total quality management. It defines quality control as an effective system to integrate quality development, maintenance, and improvement efforts across an organization to enable production and service at economic levels that provide full customer satisfaction. It also discusses the application and steps of quality control. Total quality management emphasizes building quality into products and demands cooperation across an organization for continuous quality improvement.
Case study of LMD & HD trucks using Quality Function DeploymentIRJET Journal
This document discusses using Quality Function Deployment (QFD) to improve the design of commercial vehicles. It presents a case study applying QFD to better understand customer requirements and translate them into technical design specifications for trucks. A questionnaire was used to capture customer needs. The QFD process involved identifying how design features could meet those needs and prioritizing technical requirements. This allowed the design team to focus on the most important features for improving customer satisfaction.
This document discusses key concepts in quality management. It defines quality as meeting customer satisfaction through both product features and freedom from deficiencies. Total quality management (TQM) is described as an organization-wide effort to improve quality. Several quality gurus who contributed to the field are discussed, including Deming, Juran, and Crosby. The summary emphasizes the importance of continuous improvement, customer focus, and preventing defects to reduce costs.
This document summarizes and compares the quality assurance processes of two companies - Newell Rubbermaid and General Electric Healthcare Coils - when making design changes to product components. Both companies have rigorous and well-documented processes to ensure quality is maintained throughout the redesign process. The companies found stability in turbulent financial times by prioritizing quality assurance and collaboration between teams.
This document provides an abstract and introduction for a paper comparing Total Quality Management (TQM) and Lean Manufacturing. The abstract indicates that the paper will make a comparative study between TQM and Lean Manufacturing with an emphasis on Lean Thinking. It will categorize related literature, analyze it, and integrate the findings. The introduction provides background on TQM and Lean Manufacturing, noting they are different approaches to optimization but share some commonalities. It also gives some definitions and principles of each approach.
A Review of the Concept of ISO Standard 9000 FamilySonali Chawla
In order to live in this period of customer oriented business every industry is endeavoring to slake the subsisting customers and additionally magnetize initial customers. One of the policies used is to maintain a quality standard of the products exceeding the client’s prospect. The software industry is no exclusion to identically tantamount. It is necessary for organizations to set up, manage and promote their quality control system and quality assurance systems and their integral standard operating functions and other quality documents to provide high-quality products and accommodations to plenarily gratify customer requirements and prospects. Quality control and quality assurance systems together form quality schemes. Quality management consists of both quality control as well as quality assurance. Quality control is engrossed on consummating quality requisites, whereas quality assurance is fixated on providing confidence that quality requisites are consummated.
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
This document provides an introduction to the e-learning manual "A Roadmap to Quality" which aims to help small and medium enterprises implement Total Quality Management. It discusses how the manual was developed with support from UNIDO and JSA. It can be used by companies to develop their own low-cost TQM implementation plans by selecting relevant units and having staff facilitate discussions. Each unit contains short texts on a topic, discussion questions, an action plan template, examples and a test. The goal is for companies to tailor TQM to their specific needs and resources.
Quality management and performance a reviewiaemedu
This document summarizes a research paper on quality management and performance. The paper reviews 120 other research papers on topics related to total quality management (TQM). Some key points:
1. TQM aims to continuously improve processes and management through techniques like statistical process control and employee involvement to increase customer satisfaction.
2. Successful TQM implementation depends on factors like leadership support, organizational culture, human resource management, and supply chain management.
3. The paper finds gaps in existing research on TQM's effectiveness and impact on organizational performance that could be explored further.
1) Quality culture refers to the shared beliefs, attitudes, and behaviors that characterize an organization regarding quality. It involves both technical and social systems within the organization.
2) Developing a quality culture requires motivating employees through addressing needs like safety, belonging, and self-actualization. It also means empowering employees and having leadership committed to quality goals.
3) Maintaining awareness of quality involves planning communication strategies, implementing programs, reviewing success, and sustaining momentum over time including with new employees.
The document discusses leadership culture and development at 3M. It outlines 3M's businesses and operations around the world. It emphasizes that 3M's strategic direction focuses on growth through innovation, developing organizations and people, and building relationships. It also discusses 3M's values, community involvement, environmental efforts, and developing a diverse talent pipeline to cultivate future leaders. Quality leadership is highlighted as driving change, having ideas and energy, and making courageous decisions to move the business forward.
This document discusses organizational culture. It defines organizational culture as the underlying set of beliefs, assumptions, values and feelings shared by organizational members that is reflected in their actions and interactions. Organizational culture is influenced by the larger society, past experiences, and other organizations. It has physical manifestations like infrastructure and routines, as well as implicit elements like dominant values and philosophy. The document examines different types of organizational cultures and characteristics. It also discusses the importance of organizational culture and how leaders can shape and change culture over time.
Developing a quality culture presentation [autosaved]Yomna Motea
The document discusses techniques for creating a quality culture within an organization. It recommends providing quality goals and measurements at all levels, demonstrating leadership commitment to quality from upper management, empowering employees through self-development opportunities, inspiring action through employee participation, and recognizing and rewarding quality performance. The overall goal is to continuously reinforce the priority of quality throughout the organization.
PECB Webinar: Implementing and maintaining an OHS system within the framework...PECB
We will cover:
• How to dissect the Safety Pillar Methodology and an OH&SMS based on OHSAS 18001
• How to integrate OHSAS 18001 with World Class Manufacturing
Presenter:
Cyrus Karanja is a well-practiced professional in the areas of Quality, Health, Safety & Environmental management with over nine years tested experience, knowledge and skill in these fields.
This document provides an overview of Total Quality Management (TQM) presented by Prof. Raghavendran.V. It begins with defining quality and explaining that TQM aims to integrate fundamental management techniques to improve all processes within an organization. The professor then discusses the basic principles of TQM, including management commitment, customer focus, employee involvement, and continuous improvement. The document traces the evolution of approaches to quality, from inspection to quality control to quality assurance to TQM. It also outlines some obstacles to implementing TQM and provides assignment questions at the end.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
This document provides an overview of quality management. It discusses the history of quality assurance from skilled craftsmanship to modern approaches like Six Sigma. Total quality management is defined as a people-focused system for increasing customer satisfaction and reducing costs. Key principles of total quality include customer focus, participation and teamwork, and continuous process improvement. Implementing quality initiatives can help organizations gain competitive advantage and improve profitability.
Presentation given at the meeting of the TEMPUS TRUST project at the University of Coimbra, Portugal, January 25, 2012. The TEMPUS TRUST project aims to support the modernization of Ukrainian higher education by introducing a common quality assurance framework to enable mutual understanding and trust between higher education institutions, national and international quality assurance actors and the society in general.
Managing Growth in Advanced ManufacturingLes Murray
Collinson Grant is a management consulting firm that helps manufacturing clients manage growth. They provide services related to organization, business processes, costs, and people. The document discusses several of Collinson Grant's case studies where they helped clients optimize product management, supply chain management, customer service functions, and organization structure to improve performance and cut costs. It also outlines trends in advanced manufacturing and the importance of capabilities like product management, customer relationship management, and process improvement for companies to capitalize on opportunities and mitigate risks.
A Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
IRJET- Application of Quality Function Deployment (QFD) in Aluminium Pot Manu...IRJET Journal
This document discusses applying Quality Function Deployment (QFD) to improve Total Productive Maintenance (TPM) in an aluminum pot manufacturing industry. QFD is a method to define customer needs and translate them into technical requirements. It was developed to integrate customer expectations with technical realities. TPM focuses on improving equipment productivity and safety. The study conducted a QFD analysis to identify key customer needs and their relationship to technical processes like anodization and heat treatment. Action plans were developed for TPM pillars like autonomous maintenance and education based on the QFD results. Integrating QFD with TPM was found to provide a structured way to consider customer voice and improve maintenance quality and productivity.
The document discusses quality control and total quality management. It defines quality control as an effective system to integrate quality development, maintenance, and improvement efforts across an organization to enable production and service at economic levels that provide full customer satisfaction. It also discusses the application and steps of quality control. Total quality management emphasizes building quality into products and demands cooperation across an organization for continuous quality improvement.
Case study of LMD & HD trucks using Quality Function DeploymentIRJET Journal
This document discusses using Quality Function Deployment (QFD) to improve the design of commercial vehicles. It presents a case study applying QFD to better understand customer requirements and translate them into technical design specifications for trucks. A questionnaire was used to capture customer needs. The QFD process involved identifying how design features could meet those needs and prioritizing technical requirements. This allowed the design team to focus on the most important features for improving customer satisfaction.
This document discusses key concepts in quality management. It defines quality as meeting customer satisfaction through both product features and freedom from deficiencies. Total quality management (TQM) is described as an organization-wide effort to improve quality. Several quality gurus who contributed to the field are discussed, including Deming, Juran, and Crosby. The summary emphasizes the importance of continuous improvement, customer focus, and preventing defects to reduce costs.
This document summarizes and compares the quality assurance processes of two companies - Newell Rubbermaid and General Electric Healthcare Coils - when making design changes to product components. Both companies have rigorous and well-documented processes to ensure quality is maintained throughout the redesign process. The companies found stability in turbulent financial times by prioritizing quality assurance and collaboration between teams.
This document provides an abstract and introduction for a paper comparing Total Quality Management (TQM) and Lean Manufacturing. The abstract indicates that the paper will make a comparative study between TQM and Lean Manufacturing with an emphasis on Lean Thinking. It will categorize related literature, analyze it, and integrate the findings. The introduction provides background on TQM and Lean Manufacturing, noting they are different approaches to optimization but share some commonalities. It also gives some definitions and principles of each approach.
A Review of the Concept of ISO Standard 9000 FamilySonali Chawla
In order to live in this period of customer oriented business every industry is endeavoring to slake the subsisting customers and additionally magnetize initial customers. One of the policies used is to maintain a quality standard of the products exceeding the client’s prospect. The software industry is no exclusion to identically tantamount. It is necessary for organizations to set up, manage and promote their quality control system and quality assurance systems and their integral standard operating functions and other quality documents to provide high-quality products and accommodations to plenarily gratify customer requirements and prospects. Quality control and quality assurance systems together form quality schemes. Quality management consists of both quality control as well as quality assurance. Quality control is engrossed on consummating quality requisites, whereas quality assurance is fixated on providing confidence that quality requisites are consummated.
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
This document provides an introduction to the e-learning manual "A Roadmap to Quality" which aims to help small and medium enterprises implement Total Quality Management. It discusses how the manual was developed with support from UNIDO and JSA. It can be used by companies to develop their own low-cost TQM implementation plans by selecting relevant units and having staff facilitate discussions. Each unit contains short texts on a topic, discussion questions, an action plan template, examples and a test. The goal is for companies to tailor TQM to their specific needs and resources.
Quality management and performance a reviewiaemedu
This document summarizes a research paper on quality management and performance. The paper reviews 120 other research papers on topics related to total quality management (TQM). Some key points:
1. TQM aims to continuously improve processes and management through techniques like statistical process control and employee involvement to increase customer satisfaction.
2. Successful TQM implementation depends on factors like leadership support, organizational culture, human resource management, and supply chain management.
3. The paper finds gaps in existing research on TQM's effectiveness and impact on organizational performance that could be explored further.
1) Quality culture refers to the shared beliefs, attitudes, and behaviors that characterize an organization regarding quality. It involves both technical and social systems within the organization.
2) Developing a quality culture requires motivating employees through addressing needs like safety, belonging, and self-actualization. It also means empowering employees and having leadership committed to quality goals.
3) Maintaining awareness of quality involves planning communication strategies, implementing programs, reviewing success, and sustaining momentum over time including with new employees.
The document discusses leadership culture and development at 3M. It outlines 3M's businesses and operations around the world. It emphasizes that 3M's strategic direction focuses on growth through innovation, developing organizations and people, and building relationships. It also discusses 3M's values, community involvement, environmental efforts, and developing a diverse talent pipeline to cultivate future leaders. Quality leadership is highlighted as driving change, having ideas and energy, and making courageous decisions to move the business forward.
This document discusses organizational culture. It defines organizational culture as the underlying set of beliefs, assumptions, values and feelings shared by organizational members that is reflected in their actions and interactions. Organizational culture is influenced by the larger society, past experiences, and other organizations. It has physical manifestations like infrastructure and routines, as well as implicit elements like dominant values and philosophy. The document examines different types of organizational cultures and characteristics. It also discusses the importance of organizational culture and how leaders can shape and change culture over time.
Developing a quality culture presentation [autosaved]Yomna Motea
The document discusses techniques for creating a quality culture within an organization. It recommends providing quality goals and measurements at all levels, demonstrating leadership commitment to quality from upper management, empowering employees through self-development opportunities, inspiring action through employee participation, and recognizing and rewarding quality performance. The overall goal is to continuously reinforce the priority of quality throughout the organization.
This document provides an introduction to quality improvement. It defines quality improvement as a formal approach to analyzing performance and systematically improving it, as opposed to quality assurance which focuses on finding faults. The Model for Improvement, consisting of setting an aim, establishing measures, and testing changes via the PDSA (Plan-Do-Study-Act) cycle, is introduced as a framework for quality improvement. Key aspects like establishing a team, choosing appropriate measures, developing potential changes using techniques like flowcharts, and testing changes through small tests of change are discussed. An example case focusing on reducing pain for emergency department patients with fractures is used to demonstrate applying the Model for Improvement.
This document discusses organizational structures and cultures. It covers common organizational designs like simple, bureaucratic and matrix structures. It also discusses elements of organizational structure such as work specialization, chain of command, and departmentalization. Additionally, it examines characteristics, functions and types of organizational culture, including dominant and subcultures. Organizational culture influences behaviors and provides a sense of identity and commitment, though it can also act as a barrier to change, diversity and mergers.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Quality management involves three key processes: quality planning, quality assurance, and quality control. Quality planning identifies quality standards and how to meet them. Quality assurance applies quality activities to ensure all processes needed to meet requirements are employed. Quality control monitors results to determine if they comply with standards and identifies ways to eliminate unsatisfying results. These three processes work together to define quality policies and ensure a project satisfies its objectives.
Total quality management (TQM) is an approach to improving business effectiveness and flexibility by involving all departments and employees. The primary objective of TQM is meeting customer requirements for organizational survival. It encourages innovation, motivates employees for better quality, and provides a competitive advantage through a common purpose. TQM ensures management focuses on preventing issues rather than just inspecting outputs. Key elements include being customer-focused, aiming for quality in the first attempt, continuous improvement, treating quality as an attitude across the organization, effective communication, training, measurement, leadership involvement, employee well-being, teamwork, and focusing on processes rather than just functions. TQM fails if management is not committed to change or staff concerns.
Organization Culture, Change and DevelopmentVasim Shaikh
A presentation of organisation culture, organisation change and organisation development delivered by me and my team in our collage for the subject Organisation Behavior.
The presentation is prepared with a minion theme.
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
This document provides an overview of quality management systems and their history. It defines quality based on customer perceptions and needs. Quality management systems allow organizations to meet quality levels, consumer requirements, and technology changes. The document traces the development of quality management from early thinkers like Deming and Juran who helped Japanese companies, to the growth of approaches like total quality management, ISO standards, six sigma at Motorola, and continuous quality improvement. It outlines eight quality management principles and discusses pharmaceutical quality systems and ICH Q10, which promote a lifecycle approach to quality over compliance.
Evaluation of-total-quality-management-implementation-as-engineering-practice...Ali Salah
The document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes two main TQM factors - continuous improvement and customer satisfaction - by examining how four requirements of the ISO 9001-2008 standard are applied during different project phases. A questionnaire survey of 177 engineers found that TQM implementation was at a moderate level across all construction project phases in Jordan. Continuous improvement through approaches like Deming cycles and meeting customer satisfaction are important principles of TQM that can help strengthen quality practices in the Jordanian construction industry.
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two main factors - continuous improvement and customer satisfaction. Data was collected through a questionnaire survey of 177 engineers. The study found that TQM implementation was at a moderate level across all construction project phases in Jordan. TQM is considered an important modern management system that can help address quality problems in the Jordanian construction sector if fully adopted.
This document discusses the origins and evolution of total quality management (TQM). It traces TQM from its roots in quality inspection and control to more modern approaches that emphasize continuous improvement, customer focus, employee involvement, and management commitment. The key figures and principles of TQM pioneers like Deming, Juran, and Crosby are examined. The document also outlines best practices for developing and implementing a project quality plan within an organization.
Total Quality Management Benefits and Barriers in Construction IndustryDr. Amarjeet Singh
The building sector is playing an important part Major factor in any country's development. The Construct industry growth depends on Building project efficiency.
Quality is one thing Important factor in construction industry success in this paper the problems of quality definition in the construction industry are discussed, analysis potential advantages of quality implementation and considers quality barriers to Building implementation.
Many implementing obstacles. We identify recent patterns that could lead to the Invade barriers. However, the various building actors must Know that improvement is necessary for the construction industry to improve quality TQM is specifically designed to deliver excellence in customer satisfaction by continual improvement full participation of product and processes every person who is a part of dedication that product/process. It's an orchestrated approach enhancement. If implemented correctly, it will support the Company of construction to boost its efficiency.
The document discusses the top quality gurus and their contributions to total quality management. It begins with an introduction to total quality management and how quality gurus helped develop it. It then lists the top 10 quality gurus, providing 1-2 sentences on each guru's major contribution: Walter Shewhart developed PDCA and process control theories. W. Edwards Deming advanced quality concepts and popularized the PDCA cycle. Joseph Juran developed the quality trilogy of planning, improvement, and control. Armand Feigenbaum developed the idea of total quality control. Kaoru Ishikawa created the Ishikawa diagram. The document continues describing the other gurus' contributions, including Taguchi, Shingo, Crosby
This document provides an overview of quality assurance and management. It discusses the history of quality initiatives from skilled craftsmanship to modern approaches like Six Sigma. Total quality management is defined as a people-focused system for increasing customer satisfaction and reducing costs. Key principles of total quality include customer focus, participation and teamwork, and continuous process improvement. Quality initiatives can provide competitive advantage and positively impact profitability by improving design, lowering costs, and increasing customer satisfaction.
This document discusses quality management and the process of managing quality. It defines quality, outlines the importance of quality management, and describes various quality systems and standards like ISO 9000 and Total Quality Management (TQM). It discusses key concepts such as quality planning, quality control, quality assurance, quality audits, and continuous improvement. The document is intended to provide an overview and introduction to quality management for students in a university course.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
Chapter 11_ The role of quality in performance management.pdfRemaketse
This document discusses quality management and performance. It defines key terms like quality management, quality control, quality assurance and total quality management. It describes approaches like Six Sigma, Japanese practices of kaizen costing and target costing, just-in-time and total quality management. Quality certification standards like ISO 9000 are explained. The importance of quality costs and continuous improvement are discussed. Specific techniques like kaizen and total quality management are described along with examples of successes and failures in their implementation.
Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
This document provides an overview of Total Quality Management (TQM) concepts from several quality experts. It defines TQM as a comprehensive, organization-wide effort to improve quality through management of quality in all processes, functions, products and services. Key aspects discussed include Deming's 14 points of management, Juran's quality trilogy, Crosby's zero defects program, Shewhart's contributions to statistical process control, and the emphasis on continuous improvement, customer focus, employee empowerment and team-based approaches.
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
The document discusses key concepts in quality management including definitions of quality, total quality management (TQM), customers, products, and how customer satisfaction is achieved. It also discusses reasons why quality has become a priority, different perspectives on quality, levels of quality in organizations, views of quality in services, historical philosophies of quality, and influential quality gurus such as Deming, Juran, and Shewhart and their philosophies and contributions to quality management.
This document provides an overview of total quality management (TQM) concepts through a seminar presentation. It defines key TQM terms and principles, discusses the three major quality gurus and their philosophies, and outlines tools and techniques for process management and continuous improvement. The document emphasizes that TQM requires organization-wide commitment to customer satisfaction through integrated systems and the continuous improvement of processes.
This document discusses a project report submitted by four group members on total quality management practices and their effects on organizational performance. It provides an abstract that defines total quality management as an important factor for long-term organizational success through continuous process improvement to meet customer needs. The report then outlines the table of contents which includes sections on the evolution and principles of total quality management, its implementation in organizations, effects on performance, and conclusion.
Organizational culture is defined as the shared values, beliefs, and norms that influence how employees behave and make decisions. It is shaped by factors like stories, rituals, symbols, and language unique to the organization. A strong culture promotes functional behaviors and commitment to organizational goals. It is established through socialization of new employees and maintained via communication of core values. Managing culture involves understanding factors that impact it like change, leadership styles, and decision making processes. Leaders must consider how culture affects managerial functions and guide cultural evolution to support organizational strategy.
The document discusses the Capability Maturity Model (CMM) developed by the Software Engineering Institute. It describes the six capability levels within the CMM model ranging from incomplete to optimizing. It also discusses the key process areas, specific goals, and general practices associated with achieving higher capability levels in the model.
The document provides information about the Common Management Admission Test (CMAT) for the 2013-14 additional test, including important dates, eligibility criteria, registration process, test details, fees, and admission process. Registration for the online test is from March 10th to April 10th 2013. The computer-based test will be held from May 19th to 22nd 2013. Results will be declared on June 1st 2013. Graduates in any discipline can apply, and the test assesses quantitative, logical reasoning, language and general awareness skills.
The document provides an overview of classical management theory and scientific management. [1] Classical management theory focused on finding the "one best way" to perform tasks and manage in factories during the Industrial Revolution. [2] Scientific management, developed by Frederick Taylor, sought to increase productivity through greater efficiency, defined roles, and use of scientific methods to determine best practices. It separated planning from doing and emphasized standards, training, and incentives.
The document discusses key aspects of service quality management. It defines services in several ways and notes their intangible nature. Services are characterized by intangibility, inseparability, variability, perishability, and customer participation without ownership. The document outlines various classifications of services and introduces the service process matrix. It then discusses dimensions of service quality using the gaps model to identify six potential gaps: knowledge, policy, delivery, communication, perception, and quality. Suggestions are provided for closing these gaps through improved communication and monitoring of soft and hard quality measures. Tools like surveys, control charts, fishbone diagrams, and blueprinting are presented to analyze problems and ensure high service quality.
This document discusses co-branding strategies. It begins by defining co-branding as when two or more existing brands are combined into a joint product or marketed together. Co-branding can leverage strong brands and achieve synergies by capitalizing on each brand's unique strengths. The document then explores the benefits of co-branding, such as reducing expenses and accessing new markets. However, it also notes the risks of co-branding, like damaged brand image if the partnership fails. The research is limited to secondary sources and does not comprehensively cover all dimensions of co-branding strategies.
12. It is requirement of ISO 9000 that an org. seeking
ISO certification has to conduct internal quality
audit on a regular basis 12which is called as first
party audit and can be conducted by the trained
employees of ISO.
Second –party audit may be conducted by an
institutional customer of the org to ensure quality
standard mentioned in their contract .
Two new international quality standard are gaining
ground. One is Capability Maturity Model (CMM)
developed by Carnegie Mellon University, USA, for
the software industry, and other is COPC-2000
developed by a consortium of major multinational
companies.
13. Various Dimensions of Quality
13
Performance
Feature
Reliability
Serviceability
Durability
Appearance
Customer Service
Safety.
16. Five stages of quality culture
16
Dormant stage: No evident Interest, profitability
accepted, No external Threat
Awakening stage: Competition increased, loss mkt
share, Japanese co’s woo the customers
Groping stage: Started to follow
seminar, conference, magazines
Action stage: Input of above trendy method
developed only marginal result.
Maturity stage: Quality has become complete
natural as finance has been for years
43. Philip B Crosby’s Contribution to TQM
Crosby‟s name is perhaps best known in relation to
the concepts of „do it right first time‟ and „zero
defects‟.
Zero defects does not mean that people never make
mistake, but company does not start out expecting
them to make mistake.
His goal is to give all staff the training and the tool
of quality improvement , to apply basic percept of
prevention management .
65. Quality Circle
It is typically a voluntarily group of some 5-10
65
workers from the same workshops who meet
regularly and are led by a foreman, assistant
foreman, work leader, or one of the worker.
The members off the circle have mastered
statistical quality control and related methods and
utilized them to achieve significant results in
quality improvement, cost reduction, productivity
and safety.
68. Six Sigma toolkit is composed of the DMAIC
process , the Six Sigma training hierarchy, and
poka-yoke. The DMAIC process in fact refers to
the steps involved in the implementation of Six
Sigma project define, measure, analyse , improve
and control.
Poka-yoke are simple and inexpensive device used
in order to ensure that zero defects are produced
by the organisation.
SARVESH SONI/FQM/IE1/CH-7
69. The DMAIC process in six sigma is aid by the seven
magnificent quality tools-Ishikawa‟s fishbone
diagram, flowcharts, checklists, control
charts, histogram, pareto chart and scatter diagram
SARVESH SONI/FQM/IE1/CH-7
70. Overview of Total Quality Management
(TQM)
The Six Sigma
Toolkit
SARVESH SONI/FQM/IE1/CH-7
71. Meaning of Six Sigma
Let us assume the for the process of manufacturing
pencils the natural tolerance limits that is, (µ±3s), as
given in next figure.
Thus, 99.73% of the pencil will have their diameter
within the specification limits, while the remaining
0.27% or 27 per 100 or 270000 per million pencils
will be defective. The standard deviation of the
population is „s‟.
SARVESH SONI/FQM/IE1/CH-7
72. Therefore it gives training to every employee
regarding statistical techniques to measure every
critical factor responsible for variation.
Then , steps are taken to improve the process and
reduce variation in the process.
For example, workers are trained to reduce the
mistakes on their parts, processes are redesigned for
better performance, and maintenance of machine is
improved.
SARVESH SONI/FQM/IE1/CH-7
73. Note that in below figure , there are 6 standard
deviation between the CL and USL or LSL. The
value(µ±6s) are now at the specification limits.
Now out of every 1 million pencils produced , only
0.002 pencils.
This is Six Sigma quality level, meaning zero
defective per million opportunities. (DPMO).
SARVESH SONI/FQM/IE1/CH-7
76. Steps in Implementing Six Sigma
Step 1 – Define: Define the priorities of the
customers with respect to quality
Those attributes of the product are identified that are
considered most important by the customers in
evaluation the quality off the product. These attributes
are called critical to quality characteristics. (CTQ).
The customer's perception about the quality attributes
are updated from time to time by conducting customer
surveys.
SARVESH SONI/FQM/IE1/CH-7
77. Step 2 – Measure : Measure the processes
and the defects arising in the product due to
the process
- The important processes influencing the
CTQs are identified and performance
measurement techniques are established for
these processes.
SARVESH SONI/FQM/IE1/CH-7
78. Step 3 – Analyze: Analyze the process to
determine the most likely causes of defects
The key variables most likely to be responsible for
variation in the process are identified to find the
reason for generation of defects.
SARVESH SONI/FQM/IE1/CH-7
79. Step 4 – Improve : Improve the performance
of the process and remove the causes of the
defects
The specification limits of the key variable are fixed
and the system established for measuring the
deviation of the variable is validated.
Improvisation in the process are done in order to
keep the variable within the specification limits.
SARVESH SONI/FQM/IE1/CH-7
80. Step 5 – Control : Ensure that the
improvements are maintained over time
The modified process is subjected to vigil at regular intervals of
times to ensure that the key variables do not show any
unacceptable variation (beyond the specification limits)
There are certain situation where the project team members
may feel that a process needs to be replaced by a new process
rather than improving the exiting process.
The demand of the customer with regard to quality cannot
satisfied by the existing process.
SARVESH SONI/FQM/IE1/CH-7
81. At times , an organization may decide to launch a
new product or service to grab a new business
opportunity offered by the environment.
In all such situation last two steps in the
DMAIC, namely, „improve‟, „ control‟ have to be
replaced by „design‟ and „verify‟ so that it becomes
DMADV.
SARVESH SONI/FQM/IE1/CH-7
83. Cost of Poor Quality (COPQ)
COPQ will generally include the following cost
components:
1) Cost of labor to fix the problem.
2) Cost of extra material used.
3) Cost of extra utilities
4) Cost of lost opportunity
a) Loss of sales/revenue (profit margin)
b) Potential loss of market share
c) Lower service level to customers
SARVESH SONI/FQM/IE1/CH-7
85. Contrasting Six Sigma and TQM
Six Sigma TQM
Executive ownership Self-directed work
Business strategy teams
execution system Quality initiative
Truly cross functional Largely within a single
Focused training with function
verifiable return on No mass training in
investment statistics and quality
Business results with return on
oriented investment
Quality oriented
SARVESH SONI/FQM/IE1/CH-7
86. Six Sigma Training Hierarchies
Green belt
He is trainedand experienced in using
Six Sigma tools and techniques.
Black belt
He is aspecialist in the use of Six Sigma
problem solving and prevention tools
and techniques. These techniques are
usually, but not necessarily, statistical or
numerical.
They are having extensive experience in
their domain.
SARVESH SONI/FQM/IE1/CH-7
87. Master black belt
He has practiced as a Black Belt for at least
five years.
He used to be full time practitioner in
Six-Sigma tools and has been mentor to at
least five successful black belt candidates.
SARVESH SONI/FQM/IE1/CH-7
88. The Seven Magnificent Quality Tools
1. Ishikawa‟s fish bone diagram
2. Flowcharts
3. Checklists
4. Pareto charts
5. Histogram
6. Scatter diagrams
7. Control Charts
SARVESH SONI/FQM/IE1/CH-7
89. 1. Ishikawa‟s fish bone diagram
Japanese quality GURU Kaoru Ishikawa is the
inventor of the diagram.
It is used to represent the various causes of an
effect, a problem, or quality characteristics.
This is useful to find out the root cause of a problem.
SARVESH SONI/FQM/IE1/CH-7
90. There are two sets of general categories of main
causes used in the fish bone diagrams.
3Ms and 1p, that is
Methods, Machinery, Material, People.
4Ps that is, Policies, Procedures, People, and Plant.
For each main cause , various sub-causes are identified and
represented .
SARVESH SONI/FQM/IE1/CH-7
92. Pareto chart
Pareto Charts have been named after Alfred Pareto
(1848-1923).
It is based upon 80:20 principle. It means 80% of
the quality problem caused by 20% of the causes.
In the preparation of this charts, various causes
resulting in quality problem are identified and
arranged in the descending order of the magnitude
of defects they produce
SARVESH SONI/FQM/IE1/CH-7
93. Histogram
This tool is often used during the „analyze‟ phase of
the DMAIC process.
This shows the before and after situation of
implementing quality improvement measures.
SARVESH SONI/FQM/IE1/CH-7
94. Scatter Diagram
It used to find out relationship between a cause and
effect.
Ishikawa‟s Fishbone helps to find thee root cause of
an effect while scatter diagram help to identify the
kind and level of relationship. For ex…..
SARVESH SONI/FQM/IE1/CH-7
95. Poka-Yoke
The Japanese word Poka-Yoke has been derived
from Yokeru (to avoid) Poka (inadvertent errors).
Shigeo Shingo propounded the concept of “Zero
Quality Control” using Poka-Yoke devices leading
to “Defects = Zero”. This concept is synonymous
with terms like “Fail-safing”, “Fail-
proofing”, “Fool-proofing”, “Error-proofing” and
“100% inspection”.
SARVESH SONI/FQM/IE1/CH-7
96. Three Major Inspection Methods
1. Judgment Inspection
- This is the inspection of finished products so
that the defective products can be separated
from good ones before deliveries are made to
the customer.
2. Informative inspection
- here, the root cause of defects are investigated
and this information is passed to the relevant
processes for corrective action.
3. Source inspection
SARVESH SONI/FQM/IE1/CH-7
97. Zero Quality Control (ZQC)
1. Source Inspection: In this form of
inspection, factors causing defects are
inspected rather than the resulting
defects. If 100% inspection is adapted at
the source, the mistake can be avoided
completely before it becomes a defect.
2. Immediate action: Whenever a mistake is
detected, operations are stopped
immediately and resumed only upon
corrective action.
SARVESH SONI/FQM/IE1/CH-7
99. Origin of QFD
Quality Function Deployment
(QFD) has its origins at
Bridgestone Tire Kurume
plant, where the Quality Chart
was used for the first time in
1966.
In 1972, Mitsubishi applied the
QFD technique developed to its
present form by Dr. Yogi Akao, a
professor at Asahi SARVESH SONI/FQM/IE1/CH-7
100. QFD Defined
The American Society for Quality Control
defines quality function deployment as a
"structured method in which customer
requirements are translated into
appropriate technical requirements for
each stage of product development and
production.
The QFD process is often referred to as
listening to the voice of the customer"
(Bemowski, 1992).
SARVESH SONI/FQM/IE1/CH-7
101. QFD is a method that determines customer
requirements, deploys quality improvement
resources to meet those requirements, and
measure customer satisfaction to determine
success.
QFD is not only suitable for designing products but
for services as well.
The word „function‟ in QFD refers to a function
analysis of the business process phases in order to
improve the quality of the product development
process itself
SARVESH SONI/FQM/IE1/CH-7
102. Application of QFD
(By Japanese Society of Quality Control)
Seting design quality and planned quality
Benchmarking competitive products
New produt development that sets the company
apart from competitors
Analyzing and accumulating market quality
information
Communicating quality –related information to later
proceess
SARVESH SONI/FQM/IE1/CH-7
103. Deploying design intent into manufacturing
Identifying control points for the gemba(a
Japanese word that refers to the place where
source information can be learned)
SARVESH SONI/FQM/IE1/CH-7
106. STEP A: Conduct marketing research to determine
the „VOCs‟ i.e. customer‟s preference and then, place
the voices in part A of the house of Quality.
By- Focus group, Personal-Telephonic
Interview, mail questionnaire.
SARVESH SONI/FQM/IE1/CH-7
107. Kano‟s Model
It is possible the some of the root need of the
customer may not get revealed.
Kano(1984) diagram useful to characterized
customer needs, which can help us gain profound
understanding of customer satisfaction.
The X-axis represent the performance of the
product and Y-axis represent the level of
satisfaction attained by the customer.
Each product feature affects customer satisfaction
in a different way.
SARVESH
SONI/FQM/IE1/CH-7
109. Must be attribute(basic Quality): Customer
take these for granted when fulfilled. However, if
the product does not meet this basic need
sufficiently, the customer may become very
dissatisfied.
One dimensional attribute (expected
quality): These attributes result in customer
satisfaction when fulfilled and dissatisfaction when
not fulfilled in equal proportion with respect to the
performance of the product. The better these
attributes are the more customer likes the product
SARVESH SONI/FQM/IE1/CH-7
110. Attractive attributes (exciting quality):
The absence of attractive attributes does not cause
dissatisfaction because they are not expected.
But presence of these attributes delights customer
For example LG Golden Eye Television, which adjust the
brightness according to the light in the room so that harm to
the eyes can be prevented.
SARVESH SONI/FQM/IE1/CH-7
111. STEP-B:
Involves determination of the various technical equipments
with respect to the various „voices of customer‟ and placing
these in part B of the house of Quality.
• STEP-C:
It involves the determination of the
relationship values between various „VOCs‟
and the technical requirement, and
representing these in part C of Quality House
SARVESH SONI/FQM/IE1/CH-7
112. • STEP-D:
Thisstep involves the determination of
the correlation values between various
technical requirement and placing these
in part D of the quality house.
• STEP-E:
Involves survey of the customer to
determine the importance rating of
various „VOCs‟ and placing these in part
E of quality house.
SARVESH SONI/FQM/IE1/CH-7
113. • STEP-F:
Thisstep involves survey of the customer
to determine the rating of the company
and its main competitors with respect to
the various VOCs and placing them in
part F of quality house.
• STEP-G:
Involves determining the rating of the
company and its main competitors with
respect to the various technical
requirements and placing them in Part G
of the quality House.
SARVESH SONI/FQM/IE1/CH-7
114. • STEP-H:
Thisstep involves finding the absolute
and relative weights of the various
technical requirements and selecting the
technical requirements with high
weights.
SARVESH SONI/FQM/IE1/CH-7