The document provides an overview of quality management, emphasizing the definition of quality, its evolution, and the principles of Total Quality Management (TQM). It discusses contributions from key quality gurus like Deming, Juran, and Crosby, outlining their methodologies and philosophies on achieving quality in organizations. Additionally, it mentions barriers to TQM implementation and the potential benefits of adopting a quality-focused approach in business.

1. Unit – 1
Introduction

2. Quality
Quality is an attribute of a product or service that fulfils or exceeds human
expectation
As per ISO 9000:2000 Quality means “The degree to which a set of inherent
characteristics fulfils requirements”
Oxford dictionary – “Quality is the degree of excellence”
Fitness for use, fitness for purpose, customer satisfaction or conformance to
requirements
Q = P/E,
Where, Q- Quality, P – Performance, E – Expectation
Q >1, Satisfaction

3. Need/Importance of Quality
Provides competitive edge
Reduces cost due to return, rework & scrap
Increases profit, productivity, brand image, product image & company good
will
Generates satisfied customers
High employee morale & improves productivity

4. Evolution of Quality
1924 – W.A. Sehwart of Bell Telephone Laboratories – chart for control of
product variables
1942 – Statistical Quality Control
1946 – ASQ – American Society for Quality Control
1950 – Edward Deming – Lectures at Japan about quality
1954 – Joseph Juran – at Japan Management’s responsibility to achieve quality
1960 – Quality control circles
1970 – US managers went to Japan to learn quality

5. Continued
1980 – Concepts of TQM introduced
1990’s – Rankings based on customer satisfaction
ISO 9000 – world wide Quality Management System
ISO 14000 – Environmental Management System

6. Definition
TQM – Enhancement of traditional way of doing business
Proven technique to survive in world class competition
Total – made up of the whole
Quality – degree of excellence a product or service produces
Management – Act, art, or manner of handling, controlling, directing, etc.

8. The Range From Services to Products

9. Dimensions of Quality
Performance – primary product characteristics. Eg – Usage, gaming
Features – Secondary characteristics. Eg – Camera, etc
Conformance - meeting specific standards
Reliability – Consistency of performance over a period
Durability – Useful life including repair
Service – Resolution of problems, service
Response – Human to human interface
Aesthetics – Sensory characteristics – Exterior finish
Reputation - Past performance

10. Dimensions of Service Quality
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Other Dimensions – Time, completeness, courtesy, consistency, accessibility,
etc.

11. Characteristics of TQM
Management philosophy – guide to change
Customer oriented management system
Starts at the top – needs management
commitment
Teamwork
Calls for planning
Continuous performance improvement at all
levels
Achieving results by process based approach
Recognizes customer – supplier relationship
Considers supplier as a partner
Emphasizes importance of measurement
Interlinks various sub systems of the
organization
Aims at meeting the dynamic needs of the
customer
Aims to instil ‘prevention not an inspection’
ethic

12. Basic concepts of TQM
1. Top management commitment
2. Focus on the customer
3. Effective involvement & utilization of entire workforce
4. Continuous improvement
5. Treating suppliers as partners
6. Establishing performance measures for the processes

13. TQM Framework

16. Principles of TQM
Customer requirements should be met
Agreed requirements from internal &
external customers
Everybody should be involved from all levels
Regular two way communication between all
Identifying training needs & relating them
with individual capabilities
Top management’s participation &
commitment
Culture of continuous improvement
Emphasis on purchase & supply management
Every job must add value
Eliminate waste & reduce total costs
Focus on prevention of problems
Culture of promoting creativity
Performance measures must
Focus on team work

17. Barriers to implement TQM
Lack of management commitment
Lack of faith & support to TQM among
management personnel
Inability to change organizational culture
Misunderstanding concepts of TQM
Improper planning
Lack of employee commitment
Lack of effective communication
Lack of continuous training & education
Lack of interest or incompetence of leaders
Ineffective measurement techniques
Non application of proper tools & techniques
Inadequate use of empowerment & team
work
Inadequate attention to internal & external
customers
Delay or non improvement of quality team’s
recommendation

18. Potential benefits of TQM
TANGIBLE BENEFITS
Improved product quality
Improved productivity
Reduced quality costs
Increased market & customers
Increased profitability
Reduced employee grievances
INTANGIBLE BENEFITS
Improved employee participation
Improved team work
Improved working relationships
Improved customer satisfaction
Improved communication
Enhancement of job interest
Enhanced problem solving
Better company image

19. Contribution of Quality
Gurus
DEMING, JURAN & CROSBY

20. W. Edward Deming
Deming – American senior quality guru
1928 – awarded doctorate in mathematical physics
1946 – expertise in SQC – was sent to Japan after WWII
1951 – after having impressed by his contribution, Japanese established the Deming Prize –
annually awarded to firms that distinguish themselves with QMS
1956 – awarded the Shewart medal by American Society for Quality Control
1960 – Awarded by the Japanese Emperor with the Second Order
Published more than 200 books on Quality

21. Deming’s Contributions
1. Deming’s 14 points on route to quality
2. Deming cycle or PDCA
3. Seven deadly diseases of Management
4. System of profound knowledge

22. Deming’s 14 Points
1. Create constancy of purpose towards improvement of product & service
2. Adopt the new philosophy
3. Cease the dependence on inspection to achieve quality
4. End the practice of rewarding business based on price tag
5. Improve constantly and forever the system of production & service
6. Institute training on the job
7. Institute leadership

23. Continued
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans, exhortations and targets on workforce which ask for zero defects and
new levels of productivity
11. Eliminate work standards (quota) on the factory floor
12. Remove barriers to pride of workmanship
13. Institute a vigorous program of education & self improvement
14. Put everybody on the company to accomplish the transformation

24. 2. Deming Cycle or PDCA Cycle
Systematic approach to problem solving by
Deming
Universal improvement method – idea to
constantly improve
Reduces the difference between customer
requirement & performance of the process
The cycle repeats itself

25. 3. Seven Deadly diseases of Western
Management
1. Lack of consistency of purpose
2. Emphasis on short term profit
3. Reliance on performance appraisal & merits
4. Reliance on financial figures
5. Staff mobility
6. Excessive medical costs
7. Excessive legal costs

26. 4. System of Profound Knowledge
According to Deming, the four ingredients of the system of profound knowledge necessary to
learn & practice are:
1. Appreciation for a system
2. Knowledge of statistical theory
3. Theory of knowledge
4. Knowledge of pshycology

27. Joseph M. Juran
Born in Romania (1904/0 and emigrated to America in 1912
1951 – “Quality Control Handbook”
Mid 1950 – Travelled to Japan to conduct seminar on planning, organizational issues,
management responsibility for quality, etc.
Authored hundreds of papers & books
Awarded 30 medals & fellowships worldwide including Japanese Second Order of the Sacred
Treasure by the Emperor

28. Juran’s Contributions
1. Internal Customer
2. Cost of Quality
3. Quality Triology
4. Juran’s 10 step for Quality Improvement
5. The Breakthrough concept

29. 1. Internal Customer
End person alone is not the customer
Each person along the chain is a customer –
from product designer to final user
The person will be a process carrying out
transformation activity
Juran’s “three role model”
Each participant played 3 roles

30. 2. Cost of Quality
Juran classified cost of quality into three classes:
i. Failure costs – scrap, rework, corrective actions, warranty claims, customer complaints, loss
of customer
ii. Appraisal costs – Inspection, compliance auditing & investigation
iii. Prevention costs – training, preventive audit, & process improvement implementation

31. 3. Juran’s Quality Triology
Juran viewed quality as fitness for use
Divided quality planning into 3 parts:
i. Quality Planning
ii. Quality Control
iii. Quality Improvement

32. 4. Juran’s 10 steps for Quality
Improvement
1. Build awareness of the need & opportunity
for improvement
2. Set goals for improvement
3. Organize to reach the goals
4. Provide training
5. Carry out projects to solve problems
6. Report Progress
7. Give recognition
8. Communicate results
9. Keep score
10. Maintain momentum by maintaining
annual improvement

33. 5. The Breakthrough Concept
Juran’s breakthrough concerns with product/service life cycle
It is split into two areas:
i. Journey from symptom to cause
ii. Journey from cause to remedy

34. 3. Philip Crosby
American quality guru
Best known for ‘Zero Defects’ & ‘Do it right first time’
Written many books – “Quality is free”, “Quality without tears”, “Lets talk Quality and Leading:
the art of becoming an Executive”
Founder of Carrer IV, Philip Crosby Associates Inc & Quality College

35. Crosby’s Contribution
1. Four absolutes of quality
2. 14 steps to quality management &
3. Crosby’s quality vaccine

36. 1. Crosby’s Absolutes for Quality
Management

37. 2. Crosby’s 14 Steps
Proposed 14 steps to quality improvement process:
1. Establish & ensure management commitment
2. Form quality improvement teams (QIT) for quality improvement process, planning &
administration
3. Establish Quality Measurements
4. Evaluate the cost of quality & explain its use as management tool to measure waste
5. Raise quality awareness among all employees
6. Take actions to correct problems identified in previous steps
7. Establish zero defects committee & program

38. Continued
8. Train supervisors & managers in their roles & responsibilities in quality improvement
process
9. Hold zero defects day to reaffirm management commitment
10. Encourage individuals & groups to set improvement goals
11. Obstacle reporting
12. Recognize & appreciate all participants
13. Establish Quality Council
14. Do it all over again to demonstrate that improvement is a never ending process

39. 3. Crosby’s Quality Vaccine