The document discusses Total Quality Management (TQM) and its key principles. TQM is defined as an ongoing effort to provide products and services that meet or exceed customer expectations through a structured, systematic process of continuous quality improvement involving the entire organization. The main pillars of TQM discussed are customer focus, process management, employee training and empowerment, and continuous improvement.

1. TOTAL QUALITY MANAGEMENT

2. Management “ The attainment of organizational goals in an effective and efficient manner through… P lanning, O rganizing, L eading, and C ontrolling … of the organizational resources”.

3. MANAGEMENT “ The attainment of organizational goals in an effective and efficient manner through… Planning, Organizing, Leading, and Controlling … of the organizational resources”. Goals attained Efficiently Effectively CONTROLLING LEADING ORGANIZING Inputs from the environment Human resources Financial resources Physical resources Information resources PLANNING

4. What is Quality? Why focus on Quality?

6. Quality Management An ongoing effort to provide services that meet or exceed customer expectations through a structured, systematic process for creating organizational participation in planning and implementing quality improvements.

7. TOTAL QUALITY MANAGEMENT (TQM) & TOTAL ORGANIZATIONAL EXCELLENCE (TOE) Marketing Total Quality Management System Design Purchasing Production Warehousing Distribution / Service Learning & Knowledge Mngt. Delighted Customer

8. System Thinking A system is the functions or activities within an organization that work together for the aim of the organization. Subsystems of an organization are linked together as internal customers and suppliers. A systems perspective acknowledges the importance of the interactions of subsystems, not the actions of them individually.

9. Systems Thinking People Technology Capital Equipment Materials Information Goods Services Input Output Process

10. The Evolution of Quality The evolution can be broadly classified into five phases: Inspection Quality Control Quality Assurance Total Quality Management Total Quality Assurance

11. INSPECTION It is the sorting of Non conforming items from the conforming items Means separation of Defective items from the right items + Rework (IF NEEDED)

12. Process Inspection Acceptance Next Process Reject,Scrap,Rework No Yes INSPECTION (Acceptance Sampling) Pass the Inspection

13. The Quality Control Phase “ It involves analytical and diagnostic techniques and activities aimed at monitoring a process and eliminating causes of unsatisfactory performance for the prevention of defects”.

14. What is Quality Control? The operational techniques and activities that are used to fulfill the requirements for quality. (ISO–9000) This general area may be divided into two main sub areas: Statistical Process Control Acceptance Sampling Plans INSPECTION + Corrective action

15. Comparison with Requirements Process Process Settings, Specifications, etc. THE QUALITY CONTROL MODEL Next Process Corrective And Preventive Actions Process in Control Yes No Corrective Actions: Action taken to eliminate the cause of a detected nonconformity or other undesirable situation. (ISO 9000:2000) Preventive Actions: Action taken to eliminate the cause of a potential nonconformity or other potentially undesirable situation. (ISO 9000:2000)

16. Benefits of Quality Control The advantages of a quality control system, however, become obvious in the long run. the improvement in the quality of products and services. the system is continually evaluated and modified to meet the changing needs of the customer. a quality control system improves productivity, which is one of the goals of all organizations. Such a system reduces costs in the long run. with improved productivity, the lead time on the production of parts and subassemblies is reduced, which may result in an improvement in meeting customer due dates

17. What is Quality Assurance? The objective of the quality assurance function is to have a formal system that will continually survey the effectiveness of the quality philosophy of the company. Quality assurance : All those planned and systematic activities implemented to provide adequate confidence that an entity will fulfill requirements for quality. (ISO – 9000)

18. The Quality Assurance Model The emphasis is towards improvement of the process capability ,detection and prevention of non-conformance. Quality Assurance addresses the entire life cycle of a product, starting from the initial product identification to final inspection, reliability in use and customer satisfaction.

19. Comparison with Requirements Process Process Settings, Specifications, etc. THE QUALITY ASSURANCE MODEL Corrective & Preventive Actions Process in Control Yes No Process in Control No Continuous Process Improvement Perform Design Of Experiment, Reliability Engineering Yes Improved Process Settings, Alternative Material

20. QC Vs QA Quality Control Product Reactive Line function Find Defects Quality Assurance Process Proactive Staff function Prevent defects

21. What is Quality ? Fitness for purpose or use Juran Quality is conformance to the requirements. Crosby Quality should be aimed at the needs of the consumer, present and future Dr. Deming

22. Q=P/E Q= Quality P=performance E=Expectations Quality Measurement ?

23. Quality Related Characteristics R eliability A ssurance T angible E mpathy R esponsiveness RATER

24. Dimensions of Quality in Manufacturing Sector DIMENSION MEANING Performance Primary product characteristics, such as the brightness of the picture Features Secondary characteristics, added features, such as remote control Conformance Meeting specifications or industry standards Reliability Consistency of performance over time Durability Useful life, includes repair Serviceability Resolution of problems and complaints, ease of repair, speed & competence of repair Responsiveness Human-to-human interface, such as Meet the dealer with good manners Aesthetics Sensory characteristics (which means it appeals you) , such as exterior finish Reputation Past performance and other intangibles, such as being ranked first

25. Dimensions of Quality in Service Sector Time Timelines Completeness Consistency Accessibility Accuracy Responsiveness

26. Who determines quality ? THE CUSTOMER If the customer does not perceive you as offering quality service you are not.

27. CUSTOMER PERCEPTION OF QUALITY ASQ SURVEY SHOWS THAT IMPORTANT FACTORS THAT INFLUENCE PURCHASING ARE PERFORMANCE FEATURES SERVICE WARRANTY PRICE REPUTATION

28. FEEDBACK Comment Card. Customer Questionnaire. Focus Groups. Toll Free Telephone No. Customer Visits. Report Card. Internet & Computer. Employee Feedback. Customer complaints

29. EXCITERS Must Be MORE IS BETTER Less satisfied when the product or service is less functional, but cannot increase satisfaction substantially if operational - "up-time" If the requirement is absent it does not cause dissatisfaction, but it will delight clients if present - "camera options" The more requirements are met the more one is satisfied KANO MODEL + + - - Satisfaction Dissatisfaction Service Dysfunctions Service Fully Functions

30. A company must achieve all four to be competitive For example, if we improve customer service problem solving by cross-training personnel to deal with a wider-range of problems, they may become less efficient at dealing with commonly occurring problems. For example, if we reduce costs by reducing product quality inspections, we might reduce product quality. Cost Quality Delivery Flexibility

31. Definitions of Quality Product Based: “ Product Attributes” User Based: “ Fitness for intended use” Value Based: “ Quality Vs Price” Transcendent: “ Level of excellence” Manufacturing Based: “ Conformance to specifications”

32. Quality Improvement for Customer Value CUSTOMER PRODUCT DESIGN Quality of Performance / Use Quality of Conformance Quality of Design / Redesign Purpose: “ Customer Value”

33. Quality Parameters Quality is a composite of three parameters: Quality of Design / Redesign Quality of Conformance Quality of Use / Performance Quality of Design: (Product and User Based Quality) is the extent to which the design reflects a product or service that satisfies the customer needs or expectations. Quality of Conformance: (Manufacturing Based Quality) is the extent to which the product or service conforms to the design standard expectations. Quality of Use: (User Based Quality) is the extent to which a product is easy to use, reliable and maintainable.

34. QUALITY MANAGEMENT An ongoing effort to provide Products / services that meet or exceed customer expectations through a structured, systematic process for creating organizational participation in planning and implementing quality improvements.

35. Total Quality People-focused management system Focus on increasing customer satisfaction and reducing costs A systems approach that integrates organizational functions and the entire supply chain Stresses learning and adaptation to change based on the scientific methods

36. Principles of Total Quality Customer and stakeholder focus Participation and teamwork Process focus and continuous improvement

37. What is TQM ? TQM is the concept of: reducing costs, improving overall efficiency and having a policy of customer satisfaction, right first time operations and continuous quality improvement throughout the company and utilizing the whole workforce. TQM Philosophy “ Do the right things, right the first time, every time”

38. Definitions TQM is an integrated system for creating an organization-wide participation in planning and implementing a continuous improvement process to meet and exceed customer needs. TQM is much broader than conventional quality management, which refers only to the finished products and/or services. Total Quality Management (TQM) is an integrated system of principles, methods, and best practices that provide a framework for organizations to strive for excellence in everything they do.

39. PILLARS OF TQM Reduce rework activities  (Cost reduction) Shorter development cycle  (Cost reduction) Increased customer satisfaction  (Quality improvement) Continuous Improvement (through measurement and analysis) Customer Focus Process Management Employee Training & Empowerment T. Q. M.

40. 1- Customer Focus Studying customer needs, gathering customer requirements, and measuring and managing customer satisfaction. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. 2- Process Management Develop a production process that reduce the product variations. Applying the same process; the same product should be produces with the same level of quality every time. Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork. Pillars of TQM

41. 3- Human side of Quality TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. On-going education and training of all employees supports the drive for quality. 4- Continuous Improvement TQM recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality . Measurement and analysis id the tool that has been used for that. Pillars of TQM

42. TQM model for organization

43. Operational Model of TQM Quality Management System (QMS) Qualitative / Quantitative Problem Solving tools Management Support & Commitment Total Participation Self Empowered team

44. BASIC PRINCIPLES OF TQM Approach Management Lead Company wide Everyone is responsible for Quality Prevention not detection Right first time Cost of Quality On going improvement Scope Scale Philosophy Standard Control Theme

45. TQM: A “CULTURAL” CHANGE. Responsibility is pushed down to “empower” the people who know the most about the job, process or service . TQM focus is on the process; TQM separates the improvement process from people personalities and egos. “Top-down” management styles disappear. Reporting levels are reduced/streamlined. Management’s role shifts to more emphasis on coaching. Jobs are not eliminated, but job content may change

46. QUALITY IS A JOURNEY, NOT A DESTINATION

47. QUESTIONS