2. Ch8 Quality Management Syste
ms and the ISO 9000 series
Ch9 Quality Management Tools
Ch10 Quality Management Techniques
Part 4
TQM through Continuous Improvement
Ch11 Teams and Teamwork
Ch12 Self-assessment, Models and Quality Awards
Ch13 Managing Quality: New Challenges
Ch14 Managing Quality: The Future
Managing Quality
Learning Objectives
Understand the definition of Quality and its importance
Understand the quality development model
Understand the TQM Principles
Definitions of Quality
The measures of quality:
3. Functional
Design-related
Aesthetics
Conformance to agreed requirements (Crosby)
Fitness for purpose/use (Juran)
Conformance to specification
Why is Quality Important?
Quality is not negotiable
Quality is all-pervasive
Quality increases productivity
Quality leads to better performance in the marketplace
Quality means improved business performance
The cost of non-quality is high
Quality is a way of life
Importance of Quality
Increased
Profits
Lower Costs
Productivity
Rework/Scrap
Warranty
Market Gains
Reputation
Volume
4. Price
Improved
Quality
Development of Quality
Four level model
Inspection
After then event screening – Detection based
Quality Control
Introduction of basic systems – still Detection Based
Quality Assurance
Development of complex systems – Prevention based
Total Quality Management…
Development of culture – People based
Inspection
Lowest level of quality development
Key product characteristics examined
Compared to known standard
Lack of ownership
After the event
Lack of feedback to source
Inspection will not provide any basis for process improvement
Debatable if it provides an effective screening against defects
reaching the external customer
Quality Control
5. The second level of quality development
Implied use of control systems
Raw materials, drawing issues, inspection reports
Development of inspection procedures
Calibration, limited quality audits
Use of basic QM tools
Defect recording and analysis
Quality costs still unknown
Limited use of operator self inspection
Still largely based on goods inwards inspection
Reliance on inspection to catch non-conforming work
Quality Assurance
Third level of quality development
Represents a shift from detection to prevention
Planned and systematic actions defined
Existence of mature quality system
Greater use of QM tools – SPC, QFD, FMEA
Known levels of quality performance and costs
ISO 9000 or major customer approval
Most mature manufacturers at this level
Total Quality Management
Represents the most advanced stage of quality development
A Management philosophy
Application of QM to all aspects of business
Focused on the requirements of the customer
Recognizes the importance of suppliers
Company wide approach
Continual improvement
Integration of all quality systems and procedures
6. Development of organizational culture
Developing TQM
Organizing
Systems and techniques
Measurement and feedback
Changing the culture
TQM Principles
Internal customer supplier relationship
Continuous Improvement
Teamwork
Employee participation/development
Training and education
Suppliers and customers integrated into the process
Honesty, sincerity and care
7.
8.
9. Starting TQM is like pushing a
boulder up a mountain….
hard work!!
Along the way its gets harder…
People get left behind…
Fall out… and it feels
like you’re the
only one trying!
But eventually it gets to a point
when the process gathers
speed and becomes
unstoppable!!!
10. Key Questions
Why Quality is important?
Discuss the quality development model – think about examples
represent each of the four levels
What are the key elements of TQM?
Why is Quality Important?
Quality is one of the few variables that can distinguish a
business from its competition.
It leads to increased customer satisfaction and increased
employee productivity
Customers are willing to pay more to receive better service
95 per cent of dissatisfied customers will become loyal
customers again if their complaints are handled well and
quickly.
* Source - statistics compiled by Mattson & Associates from
service sector companies in the USA. (Dale (2007:13)
Discuss the quality development model – think about examples
represent each of the four levels
Four level model
Inspection
In a manufacturing environment: checking products before they
are passed into the warehouse
In a service environment: applied at appraisal points in the
11. delivery processes
Quality Control
Quality control measures which lead to greater process control
and lower incidence of non-conformance
Quality Assurance
Use of the seven quality control tools (histogram, check sheet,
Pareto analysis, cause-and-effect diagram, graphs, control chart
and scatter diagram)
Total Quality Management
The integrated application of tools and techniques with
increased emphasis on people and process management to
eliminate wastage and non-value-adding activities
What are the key elements of TQM?
Commitment and leadership of the chief executive officer
Planning and control
Using tools and techniques
Education and training
Involvement
Teamwork
Measurement and feedback
Continuous Improvement
MAT 543 – Week 6 – The Development and Introduction of
Total Quality Management (TQM)
Chapter 2 - The Received Wisdom on TQM
B. G. Dale, M. Papalexi, D. Bamford and A. van der Wiele
Managing Quality
Sixth Edition
Barrie G. Dale, David Bamford
13. Ch12 Self-assessment, Models and Quality Awards
Ch13 Managing Quality: New Challenges
Ch14 Managing
Quality: The Future
Managing Quality
Learning Objectives
Outline the major contributions to the development of QM
Consider the important points from each of the gurus
Understand how this body of knowledge can be used by an
organization
Contributors
Philip Crosby
‘Quality is Free’
‘Cost of Quality’
Dr W Edwards Deming
‘Quality is Management’s Responsibility’
Armand Feigenbaum
‘Total Quality Control’
Dr Joseph M Juran
‘Quality Trilogy – Planning, Control , Improvement’
14. Prof Kaoru Ishikawa
‘Total Company Involvement’
Genichi Taguchi
‘Quality Engineering’
Musaaki Imai
‘Kaizen – Continuous Improvement’
Crosby (1979)
First to really popularize Quality for senior management
Crosby’s four absolutes of quality manage ment:
Quality is defined as conformance to requirements.
The system for achieving quality is prevention not appraisal.
The only performance standard is zero defects.
The measurement of quality is the cost of quality.
Deming (1982)
Deming expects management to change
Suggests that 94% of failures are faults of the ‘management
system’ rather than the individual ‘worker’
Develop closer relationships with operations
Assume responsibility for quality management in order to better
understand operations and the issues it faces
Adopt statistical methods to reduce variability
Reduction of variation seen as primary goal of manufacturing
operations leading to improved product quality
Deming’s and Japanese management
Japanese Management and engineering adopted the teaching of
Deming unconditionally from 1950 onwards
The Deming Prize is still Japan’s highest quality award
15. PLAN
DO
CHECK
ACT
Plan - Determine goals
and a supporting plan
Do - Implement plan
Check - Evaluate results of plan
Action - Re-calibration of goals and plan
Deming Improvement Cycle
Feigenbaum (1961/1983)
Originator of ‘Total’ quality concept
Company-wide quality improvement
Suggests quality as a method of managing the organization
Major contribution:
Definition of Quality costs (1956)
Appraisal costs
Prevention costs
Failure costs
Developed 10 benchmarks for quality success
Juran (1988)
16. Involvement of people within Quality
Quality must be an integral part of management
Placed emphasis on training process supervision and operators
Primary focus to reduce Cost of Quality
Juran suggests a 10 point plan
Juran’s Quality Trilogy model
Quality Planning
Establish quality goals and identify customers
Define customer needs
Develop product and process features
Establish process controls and transfer to operations
Quality Control
Define control measures and metrics
Set target goals for quality
Measure actual performance
Interpret gap between target and actual performance
Take action on performance difference
Quality Improvement
Prove the need and identify projects
Organize project teams
Diagnose causes
Provide and validate solutions
Deal with resistance to change
Hold the gains
Group Exercise
What are the similarities between these approaches?
What are the differences?
Which would you adopt?
17. Imai (b. 1930)
Known for the development of ‘Kaizen’ philosophy (1986)
Continuous Improvement philosophy
Everyone in the company should be involved
Delighting the customer
Everything should be considered from a total system standpoint
Ishikawa (1915–1989)
Developed several tools and techniques for application
Ishikawa cause and effect diagram
Defines potential root causes for an observed effect
Defined the seven basic tools of quality management
Process charts – What is done
Tally charts – How often is it done
Histograms – Pictorial view of variation
Pareto analysis – Ranking of problems
Cause & effect analysis – What causes problems
Scatter diagrams – Defining relations
Control charts – Measuring and controlling variation
Shingo (1909–1990)
Studied early Toyota Production System
SMED (single minute exchange of dies)
Differentiate and separate internal set-up from external set-up
Shift internal set-up elements to external set-up.
Improve the methods involved in both internal and external set-
ups.
Source inspection/Poka Yoke
18. Taguchi (b. 1924)
Japanese statistician
Developed concept of the ‘Loss Function’
‘The quality of a product is the loss imparted to society from
the time the product is shipped’
Deviation from target value causes losses
Internal - increased cost of manufacture, increased cost of
supply
External - Customer dissatisfaction, warranty costs, loss of
reputation and ultimately loss of market
Taguchi implies that Design has a vital Quality function
Japanese-Style Total Quality
Goal: continual improvement towards perfection
The emphasis is on breakthrough and on teamwork throughout
the organization
Familiar concepts associated with Japanese-style TQM:
Total Quality Control (TQC)
Company-Wide Quality Control (CWQC)
Key Questions
What are the differences and similarities between the
contributors theories?
How these different approaches can be used by an organization?
Which approach is more familiar to you and why?
What are the differences and similarities between the
contributors theories?
Many different approaches, yet none have ‘all the answers’
19. Crosby: company-wide motivation.
Deming: statistical process control.
Feigenbaum: systems management.
Juran: project management.
How these different approaches can be used by an organization?
The necessary inspiration and guidance to organizations in
developing a process of continuous improvement
No guarantee of success
Organizations adapt them to suit their operating conditions and
available resources
