This document provides an overview of 16 lessons on quality management. It discusses key concepts like quality definitions, competitive advantage, quality philosophies from Deming, Juran and Crosby. It also covers topics like ISO 9000 standards, total quality management principles and evolution, contributions to TQM, Just-in-Time manufacturing, seven quality tools and techniques, measurement and analytical tools, improvement tools like quality circles, and control tools like Gantt charts. The document serves as a guide for teaching quality management concepts across multiple lessons.

1. TEACHER: Dr. Miguel Ponce
STUDENT: Lorena Pruna
ENGLISH SOCIOEDUCATIONAL PROJECT

2. LESSON -1: QUALITY -
AN INTRODUCTION
depends on the role of the people defining it.
 Quality is "meeting or exceeding customer expectations."
Quality is also defined as:
a) Conformance to specifications.
b) b) Fitness for use.
c) 3 c) Value for Price paid
Manufacturing
Organizations
Service Organizations
• Conformance to
specifications
• Performance
• Reliability
• Features
Tangible factors
Consistency
Responsiveness to customer
needs
Courtesy/friendliness

3. LESSON -2: QUALITY AND
COMPETITIVE ADVANTAGE
Three Levels of Quality Management
1. Evaluate and summarize overall quality
management at the organization level.
2. Evaluate and summarize quality management at
the process level
3. Evaluate and describe quality management at the
performer level
 Success is based on inventing an offering that
addresses a real scarcity in the world

4. LESSON -3: QUALITY PHILOSOPHY
THE DEMING PHILOSOPHY: explains the optimal relationship between workers and companies manag
be associated, not hired hands, and blamed management if workers are not motivated to work
well.
THE JURAN PHILOSOPHY: the word quality has two different
Meanings that are spelled the same way.
“1. "Quality" means those features of products which meet
customer needs and thereby provide customer satisfaction.
2. "Quality" means freedom from deficiencies-freedom from
errors that require doing work over again (rework
THE CROSBY PHILOSOPHY3: People commit themselves to
watching details and avoiding errors, they can move closer to
the goal of zero defects.

5. LESSON -4: ISO 9000-2000 International Organization for Standardization (ISO
ISO 9000 has been created To
develop and promote
international quality standards .
consists of a set of standards
and a certification process for
companies
ISO 9000:2000–Quality Management Systems–
Fundamentals and Standards: Provides the
terminology and definitions used in the standards. It
is the starting point for understanding the system of
standards.

6. LESSON -5: INTRODUCTION TO
TOTAL QUALITY MANAGEMENT
(TQM)
HISTORICAL REVIEW
In the early twentieth century, quality management
meant inspecting Products to ensure that they met
specifications.
In the 1940s, quality became more statistical in
nature.
In the 1960s, Quality began to be viewed as
something that encompassed the entire
organization, not only the production process.
in the 1970s and 1980s quality began to have a
strategic meaning.
Today, successful companies understand that quality

7. LESSON -6: CONTRIBUTIONS TO TQM
Quality Planning is the activity of establishing quality
goals and developing products and processes to
meet those goals.
Contriburers:
Shewhart: He developed quality control charts.
Deming: trained hundreds of engineers, managers, and scholars in
statistical process control (SPC) and concepts of quality.
Juran: He believed that a commitment to quality requires
transforming the entire organization.
Feigenbaum: He developed the “Total Quality Control”
Crosby: takes a less philosophical and more practical approach,
asserting instead that high quality is relatively easy and inexpensive
in the long run.
CONTRIBUTIONS OF JAPANESE- PIONEERS: Ishikawa, Taguchi, Taichi
Ohno,

8. LESSON -7: PRINCIPLES OF TQM–I
CUSTOMER SATISFACTION : Customers want to get their money's
worth from a product or service they purchase.
EMPLOYEE AND INVOLVEMENT: workers happy and productive by
providing good task instructions, the tools they need to do their
job and good working conditions.
The principles of Total Quality Management are to
seek to satisfy the external customer with quality
goods and services

9. LESSON -8: PRINCIPLES OF TQM-II
Leadership has been described as the “process of
social influence in which one person can enlist the
aid and support of others in the accomplishment of
a common task”. [Chemers MM 2002]
CONTINUOUS PROCESS
IMPROVEMENT: is the
set of on-going systems
engineering and
management activities
used to select, tailor,
implement, and assess
the processes used to
TQM P a g e | 60
achieve an
organization's business
Supplier and Partnership : A strategic alliance is a
partnership between firms whereby resources,
capabilities and core competences are combined
to pursue mutual interests."
MEASURES OF PERFORMANCE: implies needed
behavior. "For superior results you can't simply call
each other partners.

10. LESSON -9: EVOLUTION OF TOTAL QUALITY
The history of total quality management (TQM)
began initially as a term coined by the Naval Air
Systems Command to describe its Japanese-style
management approach to quality improvement.
Kaizen is the practice of continuous improvement.
Kaizen was originally introduced to the West by
Masaaki Imai in his book Kaizen: The Key to Japan’s
Competitive Success in 1986.
TPM is an innovative Japanese concept. The origin of
TPM can be traced back to 1951 when preventive
maintenance was introduced in Japan.
Deming, TQM P a g e | 69 Juran, and Crosby, has
been put into practice on a wide scale in Japan.

11. UNIT 10- JIT Manufacturing and
Lean Manufacturing Through
Waste Elimination
Just-in-time manufacturing: It
works on a demand-pull basis,
contrary to hitherto used
techniques, which worked on a
production-push basis.
SIGMA TOOLS:
The Critical to Quality (CTQ) Tree
The Process Map
The Histogram
The Pareto Chart
The Process Summary Worksheet
The Cause-Effect Diagram
The Scatter Diagram
The Affinity Diagram
The Run Chart
The Control Chart
A long term perspective - reflects the life cycle
concept although this is not usually explicitly stated
in the JIT literature.

12. LESSON -11: SEVEN MAGNIFICENT
QUALITY TOOLS AND
TECHNIQUES
The Magnificent Seven:
1. Make sure that goals and expectations are well defined and communicated.
2. 2. Explain the differentiation of roles of members to all.
3. 3. The responsibilities and accountabilities of each member of the team need
tube clearly identified and individual performance monitored and managed.
4. 4. Team meetings should evolve into self-regulated events, while those in
lead-activity positions should be encouraged to take the floor and lead the
meeting.
5. 5. Plan the work and work the plan but don't overload the team with excessive
reporting requirements, charting, status reports, etc.
6. 6. Keep the sponsors in the loop
7. 7. Celebrate milestone completions with activities appropriate to the stage and
scope of the project.

13. LESSON -12: TOOLS
AND TECHNIQUES OF
TQM -I
Tools help organizations to identify, analyze and assess
qualitative and quantitative data that is relevant to their business.
Quality is the concern of not only the management but also the
workers.
TQM tools is close to 100 and come in various forms, such as
brainstorming, focus groups, check lists, charts and graphs,
diagrams and other analysis tools

14. 13: MEASUREMENT TOOLS VIRTUAL
Major factors of the manufacturing process within
reality or the virtual world are measurement systems
for supervising critical parameters.
The Virtual Quality Management offers amongst
others strategies and tools for the true-to-life set-
up of measurement-system-models and the
according measurement system capability studies.
CHECK SHEET Data record Checklist Develop a
matrix for data collection • HISTOGRAM Normal
manufacturing process, normal quality Limitation
Data . • Process Capability Measurement.

15. LESSON -14: ANALYTICAL TOOLS
The uses of analytical tools and techniques to
evaluate and improve processes and in business
decision-making are very important to the TQM
process.
REGRESSION ANALYSIS: is a
statistical process for estimating
the relationships among variables.
* Track your Current Productivity
and Utilization.
* Analyze, Analyze, And Analyze
* Improve your Planning
*Manage Customer Expectations
*Create a Productive Working
Environment
Quality management requires a commitment from
senior management for quality initiatives to succeed.

16. LESSON -15:
IMPPROVEMENT TOOLS
AND TECHNIQUES
Features of Quality Circles:
(a) Quality circle is a small group of employees.
(b) Quality circle is organized in the same work area
or doing similar type of work
(c) Quality circles are voluntary
(d) Quality circles meet regularly for about an hour
every week
(e) Quality circles identifies, analyses and resolves
work-related problems
(f) Quality circle leads to total performance
(g) Quality circle enrich work life
These process improvement quality tools and
techniques are normally very simple to use, and
often form part of a scheme to find root causes and
gain ideas about how to address problems

17. LESSON -16: CONTROL
TOOLS A GANTT
CHART
Gantt charts are most commonly used for tracking
project schedules A network diagram (also known as
a network map) shows the way various components
of a computer network interact with each other.
A Radar Chart is a graphical method of displaying
multivariate data in the form of a two dimensional
chart of three or more quantitative variables
represented on axes starting from the same point.
Gantt charts are most commonly used for tracking
project schedules