Module - 1 Principles and Practice: Definition, basic approach, gurus of TQM, TQM Framework, awareness, defining quality, historical review, obstacles, benefits of TQM. Quality Management Systems: Introduction, benefits of ISO registration, ISO 9000 series of standards, ISO 9001 requirements. Student will be able to Explain the various approaches of TQM Infer the customer perception of quality Analyze customer needs and perceptions to design feedback systems. Apply statistical tools for continuous improvement of systems Apply the tools and technique for effective implementation of TQM. TEXT BOOKS: Total Quality Management: Dale H. Besterfield, Publisher -Pearson Education India, ISBN: 8129702606, Edition 03.

1. Total Quality Management
(18ME734)
MODULE – 1
Principles and Practices and Quality
Management Systems
Presentor:
Ms. D N Roopa
Assistant Professor
Department of Mechanical Engineering
JSSATE, Bangalore – 60

2. Total Quality Management
Student will be able to
1. Explain the various approaches of TQM
2. Infer the customer perception of quality
3. Analyze customer needs and perceptions to design feedback systems.
4. Apply statistical tools for continuous improvement of systems
5. Apply the tools and technique for effective implementation of TQM.
TEXT BOOKS:
1. Total Quality Management: Dale H. Besterfield, Publisher -Pearson Education India, ISBN: 8129702606,
Edition 03.
2. Total Quality Management for Engineers: M. Zairi, ISBN:1855730243, Publisher: Wood head Publishing
REFERENCE BOOKS:
1. Managing for Quality and Performance Excellence by James R.Evans and Williuam M Lindsay,9th edition,
Publisher Cengage Learning.
2. A New American TQM, four revolutions in management, ShojiShiba, Alan Graham, David Walden,
Productivity press, Oregon, 1990 3. Organizational Excellence through TQM, H. Lal, New age Publications,
2008

3. Module - 1
Principles and Practice: Definition, basic approach, gurus of TQM, TQM Framework,
awareness, defining quality, historical review, obstacles, benefits of TQM.
Quality Management Systems: Introduction, benefits of ISO registration, ISO 9000 series
of standards, ISO 9001 requirements.
08 Hours
Principles and Practices (Refer Besterfield – Introduction- Chapter 1)
By the end of this chapter students should be able to:
• Understand meaning of Quality
• Understand the basic concepts of Total Quality Management (TQM)
• Brief overview of TQM framework
• Contribution of quality gurus in the TQM journey
• Understand various benefits of TQM

4. CO
code
Course outcomes BLL
CO1 Explain the various principles, practices and
approaches of TQM.
L2
Module 1 –QUESTION BANK
1. Define TQM. Explain briefly evolution of TQM.
2. Explain the basic approach to TQM
3. With a neat sketch, explain TQM framework.
4. Define quality. Mention the dimensions of quality with meaning and example.
5. List the gurus of TQM. Briefly explain the contribution of each of them.
6. Explain the benefits of TQM and obstacle to implementation of TQM
7. What is QMS? Explain ISO 9000 series of standards.
8. Explain the ISO 9001 requirements.

5. Introduction
What is quality?
It is a relative word. It lies in the eyes of the perceiver
According to ISO 9000:2000, it is defined as the degree to which a set of inherent
characteristics fulfills the requirements.
Q = P/E where P is performance and E is expectations.
Garvin (1984) also provides discussion of eight critical dimensions of product quality.
The summarized key points concerning these dimensions of quality is provided below.
1. Performance (will the product do the intended job in field?)
2. Features (value or what does the product can actually do?)
3. Reliability (how often the product can fail within a stipulated time?)
4. Conformance to Standards (is the product made exactly as the designed ?)
5. Durability (how long can the product last?)
6. Serviceability (how easy is it to repair the product?)
7. Aesthetics (how appealing does the product look like?)
8. Reputation (Perceived quality,what is the customer’s feeling about the
product after intended use?)
9. Response (Is the dealer
courteous?)

6. Example: Television set
1. Performance: This is defined by the type of TV type – LCD or LED, screen size,
screen resolution – full HD, audio system & sound, Audio power, no. of
speakers, no. of input and output ports of different types, length of warranty
period.
2. Aesthetics: Cabinet color and design
3. Features: USP(Unique selling proposition) like extended warranty, better color
resolution etc.
4. Conformance: TO what degree the actual product conforms to the promised
performance characteristics
5. Reliability: Performance consistency over its lifetime. There should be minimal
deterioration over its lifetime.
6. Durability: Expected lifetime as compared to industry benchmarks.
7. Reputation: perceived Branding of the manufacturer
8. Serviceability: Speed and efficiency to rectify the complaints.

7. Objective : To help you appreciate the various dimensions of
quality and relate it to your real life scenario
Example:
1. Mobile
2. Restaurant
3. Car/Bike
Activity

8. INTRODUCTION to TQM
Basic definition:
What is TQM?
Total- made up of the whole
Quality - degree of excellence of product and/or service
Management - act, art of handling, controlling, directing, etc.
It is defined as both philosophy and a set of guiding principles that represent the foundation
of a continuously improving organization.
• TQM is a corporate business management philosophy which recognizes that customer
needs and business goals are inseparable. It is appropriate within both industry and
commerce
• TQM is an integrated organizational approach in delighting customers by meeting their
expectations on a continuous basis through everyone involved within organization
working on a continuous improvement in all products, services and processes along with
proper problem solving methodology

9. TQM Vs Traditional Approach

10. BASIC APPROACH
The success of TQM rests with following six concepts
1. A committed and involved management to provide long
term top to bottom organizational support (Leadership)
2. An unwavering focus on the customer, both internally
and externally (Customer Satisfaction)
3. Effective involvement and utilization of the entire work
force (Employee involvement)
4. Continuous improvement of the business and
production process (Continuous Process Improvement )
5. Treating suppliers as partners (Supplier partnership)
6. Establish performance measures for the processes.
(Performance Measures)

11. 1. A committed and involved management to provide long term
top to bottom organizational support
• Management’s participation in quality program of the organization through
quality council that develops a clear vision, set long-term goals and direct
the program
• Annual quality improvement program is established and involves input from
the entire workforce
• Managers participate on quality improvement teams and also act as coaches
to other teams
• TQM is a continual activity that must be entrenched in the culture, it isn’t
one shot program. It must be communicated to all people

12. 2. An unwavering focus on the customer, both internally and
externally
► The key to an effective TQM program is its focus on the customer
► An excellent place to start is by satisfying internal customers
► We must listen to “the voice of the customer” and emphasize design quality
and defect prevention
► Do it right the first time and every time, for customer satisfaction is the
most important consideration

13. VOICE OF CUSTOMER
• A manufacturer – Bicycle – components – cranks, hubs, rims ----
• Wants to expand their product line – Handlebar stems for mountain bikes
• Research on WHAT customer needs---- Assume – Performance & aesthetics
Primary Secondary Tertiary
Customer requirements
(WHAT?)
Performance
Light weight
Strength
Durable
Aesthetics
Aerodynamic look
Good finish
Corrosion resistant
Reasonable cost

14. 3. Effective involvement and utilization of the entire work force
► TQM is everyone’s responsibility
► All personnel must be trained in TQM, SPC and other appropriate quality
improvement skills so they can effectively participate on project teams
including internal customers and suppliers
► Those affected by the plan must be involved in its development and
implementation
► Changing behavior should be the goal. People must not come to do their job
simply but to think how to improve it
► People must be empowered at the lowest possible level to perform
processes in an optimum manner

15. 4. Continuous improvement of the business and production
process
► There must be a continual striving to improve all business and production
processes
► Quality improvement projects such as on-time delivery, order entry
efficiency, billing error rate, customer satisfaction, cycle time, scrap reduction
and supplier management are good places to begin with
► Technical techniques such as SPC, benchmarking, quality function
deployment, ISO 9000, and designed experiments are excellent for problem
solving

16. 5. Treating suppliers as partners.
► Supplier quality must be outstanding because on the average 40% of the
sales is purchased product or service
► A partnering relationship rather than an adversarial one must be developed
► Both parties have as much to gain or loose based on the success or failure of
product/service
► The focus should be on quality and life-cycle costs rather than price
► Suppliers should be few in number so that true partnering can occur

17. 6. Establish performance measures for the processes.
►Performance measures such uptime, percent nonconforming, absenteeism
and customer satisfaction should be determined for each functional area
►These measures should be posted for everyone to see
►Quantitative data are necessary to measure the continuous quality
improvement activity

18. Performance measures (metrics)
evaluating the contribution of -------- to corporate performance
• Human resource: Lost time due to accidents, absenteeism,
turnover(retention), employee satisfaction index, number of suggestions
implemented, no. of training hours per employee, training cost per
employee, no. of grievances.
• Production: cost per unit, Inventory cost, amount of scrap/rework,
nonconformities per million units, errors per 1000 lines of code, machine
downtime.
• R&D: R&D spending to sales, average time to process proposal, new
product time to market.
• Suppliers: on time delivery, billing accuracy, service time, average lead
time.
• Customer: No. of complaints, customer satisfaction index, time to resolve
complaints.
• Marketing/Sales: Sales expense to revenue, no. of successful calls per
week etc.
The language of money is well understood across an organization.
Quality problems, when put across in terms of MONEY, have significance.

19. • Presentation of performance measures:
1. Time series graphs:
2. Control charts:
3. Capability Index (Cp & Cpk)

20. 4. Taguchi’s loss function:
5. Based on national/international awards

21. 6. Cost of poor quality (is expressed as % sales)

22. Activity for students
Working in a team of 5, recommend the performance measures
for the following organizations:
• Large Bank
• Health care facility
• University academic department
• University non academic department
• Large department store
• School
• Manufacturing facility
• Large Grocery store

23. Gurus of TQM
For implementation of TQM movement, we need to go through
philosophies of notable individuals in the field of TQM.
Walter A Shewart, 1931 Contributed to understand process variability
Developed concepts of statistical control charts
Developed PDSA (Plan-Do-Study-Act) cycle for learning and improvement
W. Edwards Deming, 1950 Developed 14 principles in quality to guide companies in quality improvement
Developed PDCA cycle
Described Seven Deadly Diseases, which describe the most serious barriers that
management potentially faces within an organization
A V Feigenbaum, 1961 Concept of total quality control (i.e. make it right at the first time)
Koaru Ishikawa, 1979 Cause and effect diagram (Fishbone diagram, Ihikawa diagram)
Identified concept of “Internal customer”
Quality circle
Philips B Crosby, 1979 Introduced concepts of Zero defects
Introduced “Quality is free”
Joseph M Juran, 1988 Defined quality as “Fitness for use”
Developed concept of cost of quality
Juran’s quality triangle
Genichi Taguchi, 1980 Focused on product design quality (Robust design)
Develop Taguchi loss function
Parameter and Tolerance Design

24. Quick review
Match the following:
1. Juran A) Company wide quality control
2. Crosby B) Quality circles
3. Taguchi C) Control Charts
4. Ishikawa D) 14 points of management
5. Feigenbaum E) Triology
6. Deming F) Zero defect
7. Shewhart G) Robust design
1-E, 2-F, 3-G, 4-B, 5-A, 6-D,7-C

25. GURUS
Shewhart
Deming
Juran
Feigenbaum
Ishikawa
Crosby
Taguchi
PRINCIPLES & PRACTICES
People & Relationship:
Leadership
Customer satisfaction
Employee Involvement
Supplier partnership
Approach:
Continuous Process Improvement
Measure:
Performance Measures
Tools & Techniques
Benchmarking
Information Technology
Quality Management System
Environmental Management System
Quality Function Deployment
Quality By Design
Failure Mode & Effect Analysis
Product and Service Liability
Total Productive Maintenance
Management Tool
Statistical Process Control
Experimental Design
Taguchi’s Quality Engineering
Products or
Service
Realization
Customers
TQM FRAME WORK

26. Awareness

29. Historical Review
Industrial
Revolution
Concept of Specialization of labor -decline workmanship, caused complexity and less quality.
Required Inspection after Production
1924 W. A. Shewart of Bell Telephone lab. Developed a statistical chart for the control of Product
variables. Later in the same decade H.F.Dodge and H.G. Roming developed the area of acceptance
sampling as a substitute for 100% Inspection
1942 Recognition of the value of SCC (Statistical Control Chart)
1946 American Society for quality (ASQ) formed
1950 E.Deming and Joseph.M.Juran made their valuable lectures and sharing on SCC to Japanese
engineers and management’s response to achieve quality. Joseph Juran made his first trip to Japan in
1954 and further emphasized management’s responsibility to achieve Quality. He began his cost of
quality approach , emphasizing accurate and complete identification and measurement of costs of
quality.
1960 The concept of ‘Zero – defects’ gained favour. Philip Crosby, who was the champion of Zero –
defects concept focused on employee’s motivation and awareness. The first quality control circles
were formed in Japan for the purpose of quality improvement. Simple Statistical Tech. Were learned
and applied by Japanese.
1970- early 1980 U.S Managers were making frequent trips to Japan to learn the Japanese miracles. A quality success
began to occur in U.S products and services
Middle 1980s The concept of TQM were being publicized
Late 1980s The auto motive industries began to emphasize statistical process control (SPC) The Malcom
Baldrige National Quality Award and became the means to measure TQM. Genechi Taguchi
introduced his concepts of ‘Parameter and Tolerance design’ as a valuable quality improvement tool.
1990 Emphasis on quality control in the auto industries.

30. Historical Review
1996 Saturn Automobile ranked first in customer satisfaction. In addition, ISO – 9000 became the model for a
quality management system world wide, ISO – 14000 was approved as the world wide model for
Environment Management system.
Quality assurance begins as a priority for engineers and managers.
1996-
2000
Transmission to open economy, domestic and international competitions starts.
TQM is the ultimatum for continuous improvement and sustainable growth
2001 – 07 High growth of economy- the new millennium brought about increased emphasis on world wide quality and
the Internet.

31. CONCEPTUAL DEVELOPMET OF TQM (IN INDIAN SCINARIO)
Step – 1 The year 1991 (economic liberalization) brought about a lot of
changes in the Indian Economy and over all business environment in
our country.
Step – 2 Lots of Foreign MNCs started operations in India in the form of
Joint ventures (JV) like – Hero Honda, Maruti Suzuki, etc.
Step – 3 Professor Yasutosi Washio, had predicted that the quality of Indian
man will overtake that of Japan in 2013.
Step – 4 Mahindra’s Tractor unit is the first tractor unit in the world to win
DEMING Award.
Step – 5 Indian industries even small industries interested to evolve
themselves under total quality management process by using the
tools and techniques like TPM (Total Productive Maintenance) and
other standards.

32. OBSTACLES TO TQM
1. Lack of management commitment
2. Inability to change organization culture
3. Improper planning
4. Lack of continuous training and education
5. Incompatible organization structure and isolated individuals
and departments
6. Ineffective measurement techniques and lack of access to
data and results
7. Paying inadequate attention to internal and external
customers
8. Inadequate use of empowerment and teamwork
9. Failure to continually improve

33. BENEFITS OF TQM
• Improved quality.
• Employee participation.
• Team work.
• Working relationships.
• Customer satisfaction.
• Employee satisfaction.
• Productivity.
• Communication.
• Profitability.
• Market share.

34. Introduction:
Quality Management Systems: Introduction, benefits of ISO registration, ISO
9000 series of standards, ISO 9001 requirements
 ISO is an internationally recognized standard.
 Comprises of representatives of national standard organizations
of around 164 member countries.
 There are around eighty thousand ISO standards.
 ISO 9000 – Quality Management System (ISO / IEC 27000 -Information Security
Management Systems, ISO 14000 – Environmental Management, ISO 31000 - Risk Management, ISO 50001 - Energy
Management, ISO 26000 - Social Responsibility, TL 9000 (QuEST), etc)

35. Quality Management +
Management System
• Quality refers to all those features of a product (or service)
which are required by the customer.
• Quality management means what the organization does to
– ensure that its products or services satisfy the customer's quality
requirements and
– comply with any regulations applicable to those products or services.
– enhance customer satisfaction, and
– achieve continual improvement of its performance.
• Management System is the organizational structure,
responsibilities, procedures and resources for ensuring the
quality of a product or service

36. ISO 9000 SERIES OF STANDARDS
The three standards of the series are being followed:
• ISO 9000 : 2005/2015 – Quality management system (QMS) –
fundamentals and vocabulary discusses the fundamental
concepts related to the QMS and provides the terminology
used in other two standards.
• ISO 9001 : 2008/2015 – QMS – requirements is the standard
used for registration by demonstrating conformity of the QMS
to customers, regulatory and organization’s own requirements.
• ISO 9004 : 2000/2015 – QMS – guidelines for performance
improvement provides guidelines that an organization can use
to establish a QMS focused on improving performance.

37. Generic standards
ISO 9001 are generic standards.
Generic means that the same standards can be applied:
to any organization, large or small, whatever its product or
service,
in any sector of activity, and
whether it is a business enterprise, a public administration,
or a government department.
Generic also signifies that
no matter what the organization's scope of
activity
if it wants to establish a quality management
system, ISO 9001 gives the essential features

38. Quality Management System
• QMS is a systematic approach for quality
management for enhancing customer satisfaction.
• QMS is a set of policies, procedures, instructions,
set of rules that governs the organization on how to
create and deliver product or services to customers.
• It is easy to write the procedures, but one needs to
explain to the employees “what the best practice
is?” and “what they have to observe?”

39.  It specifies the requirements for establishing, implementing and
maintaining Quality Management System in a company.
 The complete name of the standard is “ISO 9001 QMS – Requirements”.
 The main part of the standard comprise of 11 clauses.
 The clauses 0- 3 describe the standard itself and they are not very
important for implementation.
 Whereas, clauses 4-10 set the requirement for QMS which the company
must fulfill to be compliant with the standard.
 Not all requirement must be applied.
What is ISO 9001?

40. Activity
• ISO 9001 is a standard that defines the technical details
for process control. (e.g., what kind of measuring
devices should be used in the production process?).
a. True
b. False
False
because, ISO 9001 specifies the requirements for
establishing, implementing, and maintaining a Quality
Management System in an organization. It specifies what
needs to be achieved; it doesn’t specify any technical
details of how things should be done.

41. Structure of ISO 9001
• Clause 0 – Introductory clause which gives the
general overview of the standard, its purpose and
compatibility with other standards.
• Clause 1 – Scope – Defines the scope of the standard
i.e. it applies to all types organization
• Clause 2 – Normative reference (ISO 9000) gives
fundamentals and vocabulary concepts and
definitions.

42. Clause 3 – Terms and definitions(ISO 9000) are given
• WRT to preson/people: - Top management, Consultant, Involvement,
Engagement, dispute resolver, etc….
• WRT organization: - organization, stakeholders, customer, etc….
• WRT activity: - improvement, continuous improvement, quality assurance,
quality control, quality planning etc….
• WRT process: - process, project, competency acquisition, outsource,
design and development etc….
• WRT system:- system, infrastructure, management system, work
environment, metrological confirmation, policy, quality policy, vision,
mission , strategy etc, ….
• WRT requirement: - Object, nonconformity, defect, capability, innovation,
traceability, etc….
• WRT result: -objective, output, success, performance, product, service,
efficiency, effectiveness, etc…, WRT data, information and document,
customer, Characteristic, determination, Action, Audit, : -

43. • Clause 4 – Context of the organization -
Defines the requirements for understanding
the external and internal issues, interested
parties and their requirements and defines
the QMS documentation.

44. • Clause 5 – Leadership – It defines the top management responsibilities,
setting the roles and responsibilities and also the contents of the quality
policy.
• Clause 6 - Planning – defines requirement for addressing risks and
opportunities, quality objectives and plan for achieving them.
• Clause 7 - Support – Defines requirement for availability of resources,
competencies, awareness, communication and control of documents and
records.
• Clause 8 – Operation – defines requirements for operational planning,
control, design and development, control of externally provided process,
products and services, production and service provision, release of
products and services and nonconforming outputs.
• Clause 9 – Performance evaluation – This clause defines requirements for
monitoring, measurement, evaluation, analysis, internal audit and
management review.
• Clause 10 – Improvement – This clause defines requirements ----
nonconformities, corrective action and continual improvement.

45. A Quality Management System, or QMS, is a systematic approach for improving
the profit of the company.
1. True
2. False
False,
A Quality Management System, or QMS, is a systematic approach for quality
management and for enhancing customer satisfaction. Ultimately, this might
lead to higher profits, but financial performance is not a primary focus of ISO
9001.
Quiz

46. Benefits of ISO Registration
 International, expert consensus on state-of-the-art practices for quality and
environmental management.
 Common language for dealing with customers and suppliers worldwide
 Increase efficiency and effectiveness.
 Model for continual improvement.
 Model for satisfying customers and other stakeholders.
 Build quality into products and services from design onwards.
 Addresses environmental concerns of customers and public, and comply with
government regulations.
 Integrate with global economy.
 Sustainable business
 Unifying base for industry sectors
 Qualify suppliers for global supply chains
 Technical support for regulations
 Transfer of good practice to developing countries
 Tools for new economic players
 Regional integration
 Facilitate rise of services

47. Certification not a requirement
• Certification is not a requirement of ISO 9001
• The organization can implement and benefit
from an ISO 9001 system without having it
certified.
• The organization can implement them for the
internal benefits without spending money on
a certification programme.

48. Certification is a business decision
• Certification is a decision to be taken for
business reasons:
• if it is a contractual, regulatory, or market
requirement,
• If it meets customer preferences
• it is part of a risk management programme, or
to motivate staff by setting a clear goal.

49. ISO does not certify
• ISO does not carry out ISO 9001 certification
• ISO does not issue certificates.
• ISO does not accredit, approve or control the
certification bodies.
• ISO develops standards and guides to
encourage good practice in accreditation and
certification.

50. Implementing ISO 9001 requirements
• In order to be compliant with ISO 9001
requirements organization must implement all
the requirements of the standard.
• ISO 9001 is implemented and maintained
through PDCA cycle (Plan – Do – Check – Act).
• PDCA has 4 step method for control and
continuous improvement of processes and
system.

51. Plan
• Understanding the context of the organization
• Define the scope
• Define the quality policy
• Address the risks and opportunities
• Setting of quality objectives
• Planning control of processes
DO
• Implementation of various processes for fulfilling the requirements of
QMS
• Achieving the quality objectives
• Implementing control of processes
• Address the risks and opportunities
• Setting of quality objectives
• Planning control of processes

52. Check
• Regular monitoring and measuring through
Internal audits, Management reviews
Act
• Implementing corrective actions and
improvement initiatives.

53. • Implementing ISO 9001 in ones organization is
a project by itself
• Good practice is to form teams and assign
them roles and responsibilities

54. 1. The Plan phase includes activities such as understanding the context of the
organization, defining the scope, and defining the quality policy:
a. True
b. False
Ans: a
3. Improvement of customer satisfaction is one of the main benefits of implementing
ISO 9001:
a. True
b. False
Ans: a
2. The following roles are common in the QMS implementation process:
a. Project team
b. Project accountant
c. Top management
d -Project manager
e. Project evaluator
Ans:a,c, d

55. 5. The QMS consists of which of the following elements?
a. Policies
b. Procedures
c. Laws and regulations
d. Preventive actions
e. Corrective actions controls
Ans: a, b,e
4. Which of these documents are mandatory according to ISO 9001?
a. Scope of the QMS
b. Internal audit plan
c. Internal audit program
Ans: a, c