This document provides an overview of Module 1 of an MP407 Total Quality Management course. It includes:
1) An introduction to the need for quality and the evolution and definition of quality.
2) An overview of the basic concepts of total quality management (TQM), including the definition of TQM and TQM framework.
3) A discussion of the contributions of quality experts such as Deming, Juran, and Crosby, and barriers to implementing TQM.
The document outlines the key topics that will be covered in Module 1 of the course on total quality management.
This document provides information on the M.B.A. program for the University Department for the 2010-11 academic year. It outlines the scheme of examinations including course titles, credits, instruction hours, internal continuous assessment details and examinations for each semester. There are 4 semesters in the program. The core courses in the first 2 semesters cover subjects like management principles, organizational behavior, managerial economics, financial statement analysis, and quantitative methods. The 3rd semester includes courses in business ethics and electives. The 4th semester focuses on strategic management and more electives. A list of elective subjects is provided for semesters 3 and 4 across various domains like marketing, finance, human resources etc. The document
This document provides information about a Quality Circle project in a hospital pharmacy. The Quality Circle identified several problems like long wait times for patients, fatigue of pharmacists, and lack of organization. They used tools like brainstorming and an Ishikawa diagram to analyze causes. Their solutions included opening more dispensing windows, improving seating and organization, and pre-packing common medications. As a result, waiting times decreased significantly and strain on pharmacists was eliminated, improving quality of service and satisfaction of patients and staff.
Revised initial presentation j & k 14.01.2022Siddharth Pal
National Productivity Council (NPC) presented their proposal to conduct a manpower audit of 10 government departments in Jammu and Kashmir. NPC outlined their experience conducting similar studies, proposed methodology, and 12-month timeframe. The study would assess manpower availability, optimize requirements, suggest restructuring and cadre reviews. NPC's approach includes functional analysis, work studies, and extrapolating norms. Regular progress reports and a final report with recommendations will be provided. Cooperation from departments is expected to provide data and participate in meetings.
A basic ppt on the topic of JITs (Just in time Strategy), the 5S technique along with the Japanese practice of Kaizen followed by Toyota Motors since the 1970s! These are Industrial Engineering and Operational Research topics!
KAIZEN: A Lean Manufacturing Techniquevivatechijri
Now-a-days the ultimate goal of all industries is to enhance productivity through simplified system
and incremental improvements by applying some modern available techniques. At present, many manufacturing
companies are facing problems such as high quality rejection, high inventories, high lead time, high costs of
production, and inability to cope with customer orders. By implementing and practicing the lean production
system many problems can be solved without employing high-tech and high-touch approaches but by involving
people on the shop floor in Kaizen activities. For continuous improvement in an organization, Japanese
philosophy Kaizen is very popular. Flawless concepts of Kaizen methodology and proper implementation of tools
can lead to a successful kaizen program in a company. Kaizen is one of the powerful tools of lean manufacturing.
Kaizen refers to continuous improvement in performance, cost and quality. Kaizen ensures that manufacturing
processes become leaner and fitter, but eliminate waste (problem) where value is added. The main objective of
this paper is to provide a background on kaizen, present an overview of kaizen concepts that are used to transform
a company into a high performing lean enterprise.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
This document provides information on the M.B.A. program for the University Department for the 2010-11 academic year. It outlines the scheme of examinations including course titles, credits, instruction hours, internal continuous assessment details and examinations for each semester. There are 4 semesters in the program. The core courses in the first 2 semesters cover subjects like management principles, organizational behavior, managerial economics, financial statement analysis, and quantitative methods. The 3rd semester includes courses in business ethics and electives. The 4th semester focuses on strategic management and more electives. A list of elective subjects is provided for semesters 3 and 4 across various domains like marketing, finance, human resources etc. The document
This document provides information about a Quality Circle project in a hospital pharmacy. The Quality Circle identified several problems like long wait times for patients, fatigue of pharmacists, and lack of organization. They used tools like brainstorming and an Ishikawa diagram to analyze causes. Their solutions included opening more dispensing windows, improving seating and organization, and pre-packing common medications. As a result, waiting times decreased significantly and strain on pharmacists was eliminated, improving quality of service and satisfaction of patients and staff.
Revised initial presentation j & k 14.01.2022Siddharth Pal
National Productivity Council (NPC) presented their proposal to conduct a manpower audit of 10 government departments in Jammu and Kashmir. NPC outlined their experience conducting similar studies, proposed methodology, and 12-month timeframe. The study would assess manpower availability, optimize requirements, suggest restructuring and cadre reviews. NPC's approach includes functional analysis, work studies, and extrapolating norms. Regular progress reports and a final report with recommendations will be provided. Cooperation from departments is expected to provide data and participate in meetings.
A basic ppt on the topic of JITs (Just in time Strategy), the 5S technique along with the Japanese practice of Kaizen followed by Toyota Motors since the 1970s! These are Industrial Engineering and Operational Research topics!
KAIZEN: A Lean Manufacturing Techniquevivatechijri
Now-a-days the ultimate goal of all industries is to enhance productivity through simplified system
and incremental improvements by applying some modern available techniques. At present, many manufacturing
companies are facing problems such as high quality rejection, high inventories, high lead time, high costs of
production, and inability to cope with customer orders. By implementing and practicing the lean production
system many problems can be solved without employing high-tech and high-touch approaches but by involving
people on the shop floor in Kaizen activities. For continuous improvement in an organization, Japanese
philosophy Kaizen is very popular. Flawless concepts of Kaizen methodology and proper implementation of tools
can lead to a successful kaizen program in a company. Kaizen is one of the powerful tools of lean manufacturing.
Kaizen refers to continuous improvement in performance, cost and quality. Kaizen ensures that manufacturing
processes become leaner and fitter, but eliminate waste (problem) where value is added. The main objective of
this paper is to provide a background on kaizen, present an overview of kaizen concepts that are used to transform
a company into a high performing lean enterprise.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
The document discusses the Kaizen philosophy of continuous incremental improvements. Kaizen means improvement and focuses on small, low-cost improvements involving all employees. The key elements are quality efforts, employee involvement, willingness to change, and communication. Benefits include empowering employees and improving quality, costs, delivery, and customer service. The 5S framework provides principles for good housekeeping and workplace organization to reduce waste and improve safety. Kaizen aims to continuously eliminate waste or "muda" from processes through observation and improvement ideas from employees.
This document presents an overview of the 5S methodology for improving workplace organization. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each step is described in detail, with tips provided for successful implementation, including leveraging teamwork, taking progress photos, and using metrics and visual displays to sustain improvements. The overall document aims to educate about applying the 5S methodology to enhance time savings, workplace safety, employee pride and efficiency.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in the organization. The document provides an overview of Kaizen, including its history and development in Japan after World War 2. It describes the main principles of Kaizen such as considering processes and results, evaluating entire jobs, and making improvements without blame. Key aspects of Kaizen discussed include the 5S methodology, quality circles, Kaizen events, and the seven types of waste. The document also presents a case study on the implementation of Kaizen at Kirloskar Copeland Limited, an Indian manufacturing company, which led to reductions in waste, defects, and setup times as well as increases in output and employee engagement.
Kaizen refers to ongoing improvement involving everyone in an organization. It emphasizes a culture of supporting quality improvement through problem solving over the use of specific tools. The philosophy and systems behind the Japanese quality movement center around Kaizen. Process-oriented thinking and continuous incremental improvement differ from Western result-oriented and innovation-focused management. Key aspects of Kaizen culture include adopting a customer-driven and collaborative approach to cross-functional problem solving.
Kaizen refers to continuous incremental improvement. It is a Japanese philosophy that focuses on continuous improvement involving everyone in the organization on an ongoing basis. The goal of Kaizen is to eliminate waste through small, incremental changes to processes. It aims to improve all aspects of an organization over time. Kaizen emphasizes identifying and eliminating non-value added activities and focusing on activities that customers are willing to pay for. The 5S methodology is a tool used in Kaizen to organize and standardize the workplace. Toyota popularized Kaizen as part of their lean manufacturing system to drive cost reductions and quality improvements.
The document summarizes a Kaizen event focused on applying the 5S methodology to organize and clean up a workplace. It provides background on 5S, describing the five steps as Sort, Set In Order, Shine, Standardize, and Sustain. Before and after photos show the transformation of the workspace, which was cluttered and disorganized before but became tidy and well-labeled. Testimonials from team members Roxanne Newlin and Sharon Holsinger praise the improved efficiency, safety, and productivity resulting from the collaborative Kaizen project.
Kaizen – road map to world class processesKobi Vider
This document outlines the principles and methods of Kaizen, or continual improvement. It discusses that Kaizen starts with recognizing that any process can be improved. It presents a hierarchy for Kaizen approaches including total quality management, total productive maintenance, just-in-time production, and small group activities. The document emphasizes that true improvement requires continual, not just one-time, changes and stresses the importance of managers and employees regularly visiting the actual work areas to identify issues and solve problems. The ultimate goal of Kaizen methods is to achieve world-class efficiency and flexibility through ongoing incremental improvements.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
Kaizen, also known as continuous improvement, is an approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.
5S Priciples TQM-Total Quality managementDHARMARAJ M
A quality circle is a small group of volunteers from the same department who meet regularly to address quality issues. The objectives are to improve quality, productivity, communication and motivate employees. A quality circle has a steering committee, coordinators, facilitators, circle leaders and members who meet to identify and solve work problems. Implementing quality circles can benefit employees through increased job satisfaction, self-development and improved relationships.
Quality Circles are small groups of employees who voluntarily meet regularly to identify, analyze, and provide solutions to work-related problems. The goals of Quality Circles include improving quality, productivity, and morale. They utilize techniques like brainstorming, control charts, flowcharts and checksheets to solve problems. Quality Circles require management support, appropriate training, and well-defined roles for leaders, facilitators, coordinators and members. Organizations that have implemented Quality Circles successfully include Xerox, United Airlines, and BHEL in India. Quality Circles provide both tangible benefits like cost savings and quality improvements as well as intangible benefits such as increased motivation, skills development and better communication.
This document provides an overview of Kaizen, a Japanese business philosophy focused on continuous improvement. It discusses how Kaizen aims to continuously improve all functions and involve all employees through daily processes focused on productivity, quality management, and adjusting based on results. The document also outlines the 5S methodology - Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S and Kaizen principles can lead to benefits like higher productivity, fewer defects, and improved safety in industries like healthcare. In conclusion, applying a Kaizen approach through small, continuous improvements can help businesses improve operations, reduce waste, use resources better, and enhance competitiveness.
This document contains a 5S audit questionnaire to assess adherence to 5S principles of sorting, storing, shining, standardizing, and sustaining in a manufacturing environment. The audit contains questions in each of the 5S categories to evaluate things like cleanliness, organization, standardization, visual controls, and continuous improvement efforts. Implementation of 5S principles is meant to promote workplace organization, efficiency, and performance improvement through an established plan-do-check-act process.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Toyota Raymond Kaizen Presentation 16 June 2008Mark Dawson
The document summarizes the lessons learned by Uniparts Olsen Inc. from implementing Kaizen practices facilitated by Toyota. It discusses how previous implementation of lean tools fell short of targets and were not sustained. With guidance from Toyota, Uniparts adopted Toyota Production System philosophies of management involvement in gemba, standardization, visual management, and continuous improvement. This resulted in improved metrics like 70% scrap reduction and led management to realize that success requires a long-term commitment to endless improvement through small gains.
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes on a regular basis. The philosophy is based on identifying problems, solving them at their source, and changing standards to prevent recurrence. Using kaizen, employees are encouraged to submit improvement suggestions, with over 90% typically being implemented. This leads to benefits like improved productivity, quality, safety, and customer satisfaction through the elimination of waste. Key principles of kaizen include a focus on customers, continuous improvement, self-discipline, acknowledging problems openly, and involving cross-functional teams.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It discusses the key principles of Kaizen including focusing improvements, engaging employees, and addressing the three goals of operations - quality, delivery, and cost. Specific Kaizen tools and methods are also outlined such as the 5 Whys, 5S practices, the 4M checklist, and using Kaizen to achieve competitive advantages through differentiation or cost leadership. The document emphasizes that Kaizen is applicable for all levels from individual improvements to management-level systems changes.
TQM is an organization wide philosophy with its core value centered on continually improving the quality of the product and services and the quality of its process to meet and exceed customers expectations. Everyone in the organization from top management to employees plays a role in providing a quality product and services to customers. Even the suppliers and customers are part of TQM. In this paper an attempt is made to trace the evolution of TQM, key principles of TQM, tools of TQM and also the paper covers the entire range of TQM in 20 units, in four modules with brief explanation and practical applications.
This document is a project report submitted by Devika Mohan C to Mahatma Gandhi University in partial fulfillment of an MBA degree. The project studied organizational citizenship behavior at Primus Gloves Private Limited in Kakkanad, India. It includes a literature review on OCB, the company and industry profiles, research methodology used which was a survey of 50 employees, data analysis using statistical tests, findings, and suggestions. The analysis found OCB of Primus employees was associated with altruism, conscientiousness, civic virtue, sportsmanship and courtesy. The major suggestion was to introduce a motivational training program to develop OCB.
The document discusses the Kaizen philosophy of continuous incremental improvements. Kaizen means improvement and focuses on small, low-cost improvements involving all employees. The key elements are quality efforts, employee involvement, willingness to change, and communication. Benefits include empowering employees and improving quality, costs, delivery, and customer service. The 5S framework provides principles for good housekeeping and workplace organization to reduce waste and improve safety. Kaizen aims to continuously eliminate waste or "muda" from processes through observation and improvement ideas from employees.
This document presents an overview of the 5S methodology for improving workplace organization. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each step is described in detail, with tips provided for successful implementation, including leveraging teamwork, taking progress photos, and using metrics and visual displays to sustain improvements. The overall document aims to educate about applying the 5S methodology to enhance time savings, workplace safety, employee pride and efficiency.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in the organization. The document provides an overview of Kaizen, including its history and development in Japan after World War 2. It describes the main principles of Kaizen such as considering processes and results, evaluating entire jobs, and making improvements without blame. Key aspects of Kaizen discussed include the 5S methodology, quality circles, Kaizen events, and the seven types of waste. The document also presents a case study on the implementation of Kaizen at Kirloskar Copeland Limited, an Indian manufacturing company, which led to reductions in waste, defects, and setup times as well as increases in output and employee engagement.
Kaizen refers to ongoing improvement involving everyone in an organization. It emphasizes a culture of supporting quality improvement through problem solving over the use of specific tools. The philosophy and systems behind the Japanese quality movement center around Kaizen. Process-oriented thinking and continuous incremental improvement differ from Western result-oriented and innovation-focused management. Key aspects of Kaizen culture include adopting a customer-driven and collaborative approach to cross-functional problem solving.
Kaizen refers to continuous incremental improvement. It is a Japanese philosophy that focuses on continuous improvement involving everyone in the organization on an ongoing basis. The goal of Kaizen is to eliminate waste through small, incremental changes to processes. It aims to improve all aspects of an organization over time. Kaizen emphasizes identifying and eliminating non-value added activities and focusing on activities that customers are willing to pay for. The 5S methodology is a tool used in Kaizen to organize and standardize the workplace. Toyota popularized Kaizen as part of their lean manufacturing system to drive cost reductions and quality improvements.
The document summarizes a Kaizen event focused on applying the 5S methodology to organize and clean up a workplace. It provides background on 5S, describing the five steps as Sort, Set In Order, Shine, Standardize, and Sustain. Before and after photos show the transformation of the workspace, which was cluttered and disorganized before but became tidy and well-labeled. Testimonials from team members Roxanne Newlin and Sharon Holsinger praise the improved efficiency, safety, and productivity resulting from the collaborative Kaizen project.
Kaizen – road map to world class processesKobi Vider
This document outlines the principles and methods of Kaizen, or continual improvement. It discusses that Kaizen starts with recognizing that any process can be improved. It presents a hierarchy for Kaizen approaches including total quality management, total productive maintenance, just-in-time production, and small group activities. The document emphasizes that true improvement requires continual, not just one-time, changes and stresses the importance of managers and employees regularly visiting the actual work areas to identify issues and solve problems. The ultimate goal of Kaizen methods is to achieve world-class efficiency and flexibility through ongoing incremental improvements.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
Kaizen, also known as continuous improvement, is an approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.
5S Priciples TQM-Total Quality managementDHARMARAJ M
A quality circle is a small group of volunteers from the same department who meet regularly to address quality issues. The objectives are to improve quality, productivity, communication and motivate employees. A quality circle has a steering committee, coordinators, facilitators, circle leaders and members who meet to identify and solve work problems. Implementing quality circles can benefit employees through increased job satisfaction, self-development and improved relationships.
Quality Circles are small groups of employees who voluntarily meet regularly to identify, analyze, and provide solutions to work-related problems. The goals of Quality Circles include improving quality, productivity, and morale. They utilize techniques like brainstorming, control charts, flowcharts and checksheets to solve problems. Quality Circles require management support, appropriate training, and well-defined roles for leaders, facilitators, coordinators and members. Organizations that have implemented Quality Circles successfully include Xerox, United Airlines, and BHEL in India. Quality Circles provide both tangible benefits like cost savings and quality improvements as well as intangible benefits such as increased motivation, skills development and better communication.
This document provides an overview of Kaizen, a Japanese business philosophy focused on continuous improvement. It discusses how Kaizen aims to continuously improve all functions and involve all employees through daily processes focused on productivity, quality management, and adjusting based on results. The document also outlines the 5S methodology - Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S and Kaizen principles can lead to benefits like higher productivity, fewer defects, and improved safety in industries like healthcare. In conclusion, applying a Kaizen approach through small, continuous improvements can help businesses improve operations, reduce waste, use resources better, and enhance competitiveness.
This document contains a 5S audit questionnaire to assess adherence to 5S principles of sorting, storing, shining, standardizing, and sustaining in a manufacturing environment. The audit contains questions in each of the 5S categories to evaluate things like cleanliness, organization, standardization, visual controls, and continuous improvement efforts. Implementation of 5S principles is meant to promote workplace organization, efficiency, and performance improvement through an established plan-do-check-act process.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Toyota Raymond Kaizen Presentation 16 June 2008Mark Dawson
The document summarizes the lessons learned by Uniparts Olsen Inc. from implementing Kaizen practices facilitated by Toyota. It discusses how previous implementation of lean tools fell short of targets and were not sustained. With guidance from Toyota, Uniparts adopted Toyota Production System philosophies of management involvement in gemba, standardization, visual management, and continuous improvement. This resulted in improved metrics like 70% scrap reduction and led management to realize that success requires a long-term commitment to endless improvement through small gains.
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes on a regular basis. The philosophy is based on identifying problems, solving them at their source, and changing standards to prevent recurrence. Using kaizen, employees are encouraged to submit improvement suggestions, with over 90% typically being implemented. This leads to benefits like improved productivity, quality, safety, and customer satisfaction through the elimination of waste. Key principles of kaizen include a focus on customers, continuous improvement, self-discipline, acknowledging problems openly, and involving cross-functional teams.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It discusses the key principles of Kaizen including focusing improvements, engaging employees, and addressing the three goals of operations - quality, delivery, and cost. Specific Kaizen tools and methods are also outlined such as the 5 Whys, 5S practices, the 4M checklist, and using Kaizen to achieve competitive advantages through differentiation or cost leadership. The document emphasizes that Kaizen is applicable for all levels from individual improvements to management-level systems changes.
TQM is an organization wide philosophy with its core value centered on continually improving the quality of the product and services and the quality of its process to meet and exceed customers expectations. Everyone in the organization from top management to employees plays a role in providing a quality product and services to customers. Even the suppliers and customers are part of TQM. In this paper an attempt is made to trace the evolution of TQM, key principles of TQM, tools of TQM and also the paper covers the entire range of TQM in 20 units, in four modules with brief explanation and practical applications.
This document is a project report submitted by Devika Mohan C to Mahatma Gandhi University in partial fulfillment of an MBA degree. The project studied organizational citizenship behavior at Primus Gloves Private Limited in Kakkanad, India. It includes a literature review on OCB, the company and industry profiles, research methodology used which was a survey of 50 employees, data analysis using statistical tests, findings, and suggestions. The analysis found OCB of Primus employees was associated with altruism, conscientiousness, civic virtue, sportsmanship and courtesy. The major suggestion was to introduce a motivational training program to develop OCB.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
The document discusses the top quality gurus and their contributions to total quality management. It begins with an introduction to total quality management and how quality gurus helped develop it. It then lists the top 10 quality gurus, providing 1-2 sentences on each guru's major contribution: Walter Shewhart developed PDCA and process control theories. W. Edwards Deming advanced quality concepts and popularized the PDCA cycle. Joseph Juran developed the quality trilogy of planning, improvement, and control. Armand Feigenbaum developed the idea of total quality control. Kaoru Ishikawa created the Ishikawa diagram. The document continues describing the other gurus' contributions, including Taguchi, Shingo, Crosby
The document summarizes Carsem's implementation of lean manufacturing over multiple phases using various organizational development tools and methods. It discusses (1) using the McKinsey 7S framework as an overall implementation plan, (2) employing action learning teams to solve real business issues through short cycles of training and projects, and (3) applying the PDCA model at various stages of training, project implementation, review of results, and proliferation across lines. The implementation helped Carsem reduce waste, improve productivity and increase customer value.
This document is a project report submitted by Mr. A. Nagasudhakar to JNT University in partial fulfillment of an MBA degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background on quality circles, including their origins in Japan and spread to other countries like India. It also describes BHEL's implementation of quality circles since 1981 and the problem-solving techniques used by quality circles, such as brainstorming, data collection, and cause-and-effect diagrams.
This document contains the resume of Satish Kumar Datthi, who has over 6 years of experience in quality assurance and analytical research and development in the pharmaceutical industry. He is currently working as a Scientist I at Glaxo SmithKline Consumer Healthcare, and is looking for an opportunity to utilize his expertise in project management and quality systems.
This document discusses concepts related to quality assurance and total quality management in the pharmaceutical industry. It provides definitions of quality assurance, outlines the responsibilities of manufacturers to ensure product quality, and explains that quality assurance involves controlling sources of variation and ensuring compliance with standards through testing. A total quality management approach aims to prevent defects through continuous improvement rather than just detecting defects. The document also summarizes various quality management techniques including statistical process control tools, Deming's plan-do-check-act cycle, and the contributions of quality gurus like Deming, Juran, Ishikawa and Taguchi.
This document describes research into developing a structured methodology for designing performance measurement systems. The researchers conducted a literature review to identify characteristics of an effective design process. They used these guidelines to develop a process-based approach, which was tested and refined through action research projects with major companies. The revised process was then formally documented and tested in six more industrial applications. The research aims to provide guidance on how to populate existing performance measurement frameworks with specific measures.
Total quality management english socioeducational projectLorena Tapia
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.
This document discusses quality assurance models in higher education. It begins by defining quality and quality assurance. It argues that quality must be designed and built into educational systems from the start. A systems approach is needed to view the educational process as an interconnected whole aimed at satisfying stakeholder needs. However, many quality assurance efforts have focused only on standards and audits without considering design and implementation. The document examines stakeholder needs that educational systems should aim to meet and questions whether current approaches can satisfy all needs simultaneously. It advocates learning from past mistakes by taking a holistic, systems-based approach to quality centered on continuous improvement.
A REVIEW ON THE CLASSIFICATION OF TOTAL QUALITY MANAGEMENTStacy Vasquez
This document provides a literature review and classification scheme for research on Total Quality Management (TQM). It identifies four main categories of TQM research: 1) Understanding of TQM, 2) Information Technology and TQM, 3) Global/country perspectives, and 4) Benchmarking. The review finds that TQM research has grown significantly in diverse areas. It analyzes selected research articles, identifies gaps, and provides a comprehensive reference list. The classification framework is intended to further TQM research by stimulating additional interest and providing guidance.
Dr. Blandina Cárdenas addressed the Student Government Association about the importance of feedback from students. She instructed students to set obtainable goals and said the administration would listen to student needs and concerns. Cárdenas emphasized that feedback is essential for organizations to improve, as taught by management expert W. Edwards Deming. Deming developed statistical process control to monitor consistency and diagnose manufacturing problems. His teachings helped transform Japanese manufacturing after World War II. Deming stressed the importance of continuous feedback from frontline employees to identify issues not apparent to management.
This document provides an overview of operations research (OR). It defines OR as the scientific approach to problem solving and decision making through mathematical modeling and analysis. The document outlines the history, terminology, problem solving process, and applications of OR. Key points include that OR uses scientific methods to help organizations make better decisions, solve complex problems, and optimize performance across various industries and applications such as production, marketing, finance, and research.
This document is a project report submitted by Mr. A. Nagasudhakar to Jawaharlal Nehru Technological University in partial fulfillment of the requirements for a Master of Business Administration degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background information on quality circles, including their history and implementation in India. It also describes BHEL's quality circle program and covers common problem solving techniques used by quality circles such as brainstorming, data collection, and cause-and-effect diagrams.
This document summarizes an applied research paper about implementing a quality management system to improve the quality of education. The paper aims to analyze the root causes of poor quality and recommend solutions. A survey was conducted that found the root cause was a lack of standardized business processes. The objectives are to standardize processes according to ISO, measure performance, manage time and costs more effectively. The recommended solution is to implement a quality management system certified to ISO 9001 and use Six Sigma and Theory of Constraints methodologies. Implementing these changes would improve business operations and thereby improve the quality of education.
This document provides an overview of a course on Total Quality Management (TQM). The objectives are to learn about TQM concepts and frameworks, apply quality management principles and techniques, and understand quality assurance and certification. The course covers topics such as the definitions and determinants of quality, TQM gurus and philosophies, tools for quality management like QFD and FMEA, statistical quality control, and quality management systems. Examples provided of successful TQM implementations include Toyota and Tata Steel. The importance of TQM is emphasized for continuous improvement, reducing waste, and boosting revenue through higher quality.
This document provides an acknowledgement and list of experts who contributed to developing the Zero Defect Zero Effect Maturity Assessment Model. It then provides an introduction and overview of the model, which was created to provide criteria for assessing organizations' performance on quality and environmental standards. The model establishes various enablers and outcomes that will be used to evaluate organizations at different maturity levels, from their manufacturing and design capabilities to their management systems, legal compliance, and more.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Comparative analysis between traditional aquaponics and reconstructed aquapon...bijceesjournal
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...
TQM basics, History and Tools
1. MP407 TOTAL QUALITY MANAGEMENT
Module 1
Dr N Ramachandran, Professor
Mechanical Engineering Department
Vidya Academy of Science & Technology, Thrissur, Kerala
September- 2021
2. 2
•
11/8/2021
Vidya Academy of Science and Technology Thrissur
1. Introduction - Need for quality - Evolution of quality - Definition of quality -
Dimensions of manufacturing and service quality – Basic concepts of TQM -
Definition of TQM – TQM Framework - Contributions of Deming, Juran and Crosby
– Barriers to TQM.
2. Leadership – Strategic quality planning, Quality statements - Customer focus –
Customer orientation, Customer satisfaction, Customer complaints, Customer
retention -Employee involvement– Motivation, Empowerment, Team and
Teamwork, Recognition and Reward, Performance appraisal - Continuous process
improvement –PDSA cycle,5s, Kaizen - Supplier partnership – Partnering,
Supplier selection, Supplier Rating
3. The seven traditional tools of quality – New management tools – Six-sigma:
Concepts, methodology, applications to manufacturing, service sector including IT
– Bench marking– Reason to bench mark, Bench marking process – FMEA –
Stages, Types.
3. 11/8/2021 3
Vidya Academy of Science and Technology Thrissur
4. Quality circles – Quality Function Deployment (QFD) – Taguchi quality loss
function –TPM Concepts, improvement needs – Cost of Quality – Performance
measures.
5. QUALITY SYSTEMS: Need for ISO 9000- ISO 9000-2000 Quality
System – Elements, Documentation, Quality auditing- QS 9000 – ISO 14000 –
Concepts, Requirements and Benefits – Case studies of TQM implementation
in manufacturing and service sectors including IT
6. STATISTICAL PROCESS CONTROL: Meaning and significance of statistical
process control (SPC) – construction of control charts for variables and
attributed.
Process capability – meaning, significance and measurement – Six sigma
concepts of process capability
4. 4
11/8/2021
Vidya Academy of Science and Technology Thrissur
References:
1. Dale H.Besterfiled, et al., “Total Quality Management”, Pearson Education Asia,
Revised Third Edition, Indian Reprint (2012).
2. Girish Pathak ,Total Quality Management- Macmillan publishers India Ltd. 2011
3. James R. Evans and William M. Lindsay, “The Management and Control of
Quality”, 6th Edition, South-Western (Thomson Learning), 2005.
4. Janakiraman,B and Gopal, R.K, “Total Quality Management – Text and Cases”,
Prentice Hall (India) Pvt. Ltd. 2008
5. Oakland, J.S. “TQM – Text with Cases”, Butterworth – Heinemann Ltd., Oxford,
3rd Edition, 2003.
6. Suganthi,L and Anand Samuel, “Total Quality Management”, PHI Ltd.,2006.
5. 5
11/8/2021
Vidya Academy of Science and Technology Thrissur
Course Objectives:
•To describe the relevance of quality management
philosophies and frameworks
•To assess quality related problems and solve by using the 7
tools of quality management
•To describe QFD and its relevance in quality management.
•To indicate various continuous improvement strategies
6. 11/8/2021 6
Vidya Academy of Science and Technology Thrissur
Expected outcome
The students will be able to
•know basic concepts of quality and its relevance
•understand cost of poor quality
•study evolution of quality management
•understand various problem solving tools
study various quality standards
11. 11/8/2021 11
Vidya Academy of Science and Technology Thrissur
TEN QUALITY GURUS
1. Dr. Walter Shewhart
First of the Top Ten Quality Gurus- who developed the Plan, Do, Check,
Act (PDCA cycle ) [known as “Plan-Do-Study-Act”] as well as theories
of process control and the Shewhart transformation process.
2. Dr. W. Edwards Deming
Developed his complete philosophy of management, which he
encapsulated into his “fourteen points” and the “seven deadly diseases
of management”. He advanced the state of quality, originally based on
work done by Shewhart with his explanations of variation, use of control
charts, and his theories on knowledge, psychology and variation.
Greatly helped to focus the responsibility of quality on management and
popularized the PDCA cycle, which led to it being referred to as the
“Deming Cycle”.
Plan Do Check Act
PDCA Wheel
12. 11/8/2021 12
Vidya Academy of Science and Technology Thrissur
3. Dr. Joseph M. Juran
Developed the quality trilogy – quality planning, quality improvement, and quality control. Quality
assurance policy statement and procedures quality improvements that raise the level of performance,
which then must be controlled or sustained at that level in order to start the cycle again.
4. Armand V. Feigenbaum
Developed the idea of total quality control based on three steps to quality consisting of quality
leadership, modern quality technology, and an organizational commitment to quality.
5. Dr. Kaoru Ishikawa
Developed the Ishikawa diagram, also known as the fishbone or cause-effect diagram. He was known
for popularizing the seven basic tools of quality and the philosophy of total quality.
6. Dr. Genichi Taguchi
Developed the “Taguchi methodology” of robust design, which focused on making the design less
sensitive to variation in the manufacturing process, instead of trying to control manufacturing
variation. This idea of “designing in quality” has become an important tenant of six sigma today.
13. 11/8/2021 13
Vidya Academy of Science and Technology Thrissur
7. Shigeo Shingo
Developed lean concepts: Single Minute Exchange of Die (SMED) or reduced set-up
times instead of increased batch sizes, as well as Poka-Yoke (mistake proofing) to
eliminate obvious opportunities for mistakes. Worked with Taiichi Ohno to refine Just-
In-Time (JIT) manufacturing into an integrated manufacturing strategy: defined the lean
manufacturing used in the Toyota production system (TPS).
8. Philip B. Crosby
Developed the idea of Cost of Poor Quality (COPQ) to explain how “quality is free”.
Implementing quality improvement pays for itself through the savings from the
improvement, increased revenue from greater customer satisfaction, and the improved
competitive advantage that results. Ppopularized “zero defects” to define the goal of
a quality program as the elimination of all defects and not the reduction of defects
to an acceptable quality level.
14. 11/8/2021 14
Vidya Academy of Science and Technology Thrissur
9. Dr. Eliyahu M. Goldratt
Developed the Theory of Constraints which focuses on a single
element in a process chain as having the greatest leverage for
improvement (i.e., “1% can have a 99% impact”). This compares to
the Pareto principle which states that 20% of the factors have
an 80% effect on the process.
10. Taiichi Ohno
Last of the Top Ten Quality Gurus- Taiichi Ohno. He
developed the seven wastes (muda), which are used
in lean to describe non-value-added activity. He
developed various manufacturing improvements with
Shigeo Shingo that evolved into the Toyota Production
System.
15. 11/8/2021 15
Vidya Academy of Science and Technology Thrissur
MODULE 1
1. Introduction –
2. Need for quality –
3. Evolution of quality –
4. Definition of quality –
5. Dimensions of manufacturing and service quality –
6. Basic concepts of TQM –
7. Definition of TQM –
8. TQM Framework –
9. Contributions of Deming, Juran and Crosby –
10.Barriers to TQM
16. 11/8/2021 16
Vidya Academy of Science and Technology Thrissur
History
A Chain is As Strong As The Weakest Link
Group (or organization) is only as strong as the
weakest or least powerful person.
A group can be as successful as its least successful or powerful person.
The success of the entire group depends on the success of each
individual member of the group.
If one person fails, the whole group fails.
Thomas Reid’s “Essays on the Intellectual Powers of Man,” (1786).
The full idiom first printed in Cornhill Magazine in 1868.
“A chain is no stronger than its weakest link”
17. 11/8/2021 17
Vidya Academy of Science and Technology Thrissur
QUALITY – Important- It is ‘fitness for use’. ‘Relative’ for a person
Role of the MANAGER –
as the strongest or powerful person for the success of a GROUP
An ORGANIZATION- like a chain with many links, with powerful person
leading. Each with activities different
A LARGE SYSTEM- as an assembly of different subsystems
All these to be integrated for the success of the GROUP/ SYSTEM.
Thus, TOTAL MANAGEMENT WITH EMPHASIS TO QUALITY.
TOTAL QUALITY MANAGEMENT
18. 11/8/2021 18
Vidya Academy of Science and Technology Thrissur
Why Total Quality Management?
Why Total Quality Management?
Extracted from Bank, John, "The essence of Total Quality Management"
1. America's space shuttle programme in October 1988-
Over 400 design changes and replacement of critical components at
$2.4 billion to launch the Space Shuttle Discovery
What happened to the Space Shuttle Discovery?
Discovery was withdrawn after completing its final mission, STS-
133 on March 9, 2011.
It is now on display in Virginia at the Steven F. Udvar-Hazy Center, an
annex of the Smithsonian Institution's National Air and Space Museum
19. • What caused the Challenger to explode?
• Hot gases from the rocket slipped past the O-rings
in two of the SRB segments.
• At roughly the 73-second mark after launch, the right SRB triggered the
rupture of the external fuel tank.
• Liquid hydrogen and oxygen ignited, and the explosion enveloped
Challenger.
11/8/2021 Vidya Academy of Science and Technology Thrissur 19
20. 11/8/2021 20
Vidya Academy of Science and Technology Thrissur
The Challenger Launch Decision
Risky Technology, Culture, and
Deviance at NASA,
Enlarged Edition By Diane Vaughan · 2016
Truth, Lies, and O-rings
Inside the Space Shuttle Challenger
Disaster
By Allan J. McDonald, James R.
Hansen · 2009
21. 11/8/2021 21
Vidya Academy of Science and Technology Thrissur
After the explosion of Challenger, NASA was completely
reorganized.
• Due to ‘The major malfunction' of Challenger.
• How not to manage a complex technological project.
• A case study on the raw material.
• The cost of poor quality engineering and poor processes in
the space shuttle programme - including the loss of seven
lives - argue for the need of total quality management in
NASA.
22. 11/8/2021 22
Vidya Academy of Science and Technology Thrissur
2. Bhopal tragedy
The pesticide plant cost the Union Carbide Corporation $ 420 million in
compensation claims in March 1989
More than 3,400 people have died since a cloud of deadly methyl
isocyanate gas leaked out of a storage tank at the Bhopal plant and
floated over a city of 672,000 population in the early hours of 3
December 1984
Over 200,000 people hurt and 15,000-20,000 suffering lasting injuries.
Pesticide factory without the quality safety processes that exist in a
similar pesticide plant in Germany (owned by Bayer) and one in America
(Union Carbide's own) which include towers that rain down foam to
neutralize escaping gases
23. 11/8/2021 23
Vidya Academy of Science and Technology Thrissur
3. Britain - over the sinking of the British ferry Herald of Free
Enterprise after sailing from Zeebrugge on 6 March 1987 with
open bow doors. The loss of 193 lives- court case - former
employees of P&O European Ferries were charged with
homicide at the Old Bailey in October 1990. (They were acquitted)
https://maritimecyprus.com/2021/03/05/flashback-in-maritime-history-herald-of-free-enterprise-
disaster-capsized-and-sank-on-6-mar-1987-193-lives-lost-2/
4. The fire and the explosion on Occidental's Piper Alpha Oil
Platform in the North Sea (UK) claimed 169 lives on 06 July
1988 showed a similar disregard for life.
https://www.offshore-technology.com/projects/piper-alpha-platform-north-sea/
24. 11/8/2021 24
Vidya Academy of Science and Technology Thrissur
TOTAL QUALITY as the fundamental business principle
in organizations everywhere
Managers –
(i) Total quality now to ensure a future for themselves and their companies.. Anyone
who ignores quality today does so at great danger to his or her business
(ii) To focus on the right priorities.
(iii) should lead the company with clear vision to fulfil its mission, releasing the
creative powers of all employees
(iv). Coping with change and uncertainty he needs an overall framework - which will
provide practical norms while capturing the imagination of managers and workers
alike.
(v)Needs to create a corporate culture where quality products and services,
business processes and people are central.
He needs a working understanding of Total Quality Management (TQM).
25. 11/8/2021 25
Vidya Academy of Science and Technology Thrissur
TQM - The first advantage in the industrial sector
Now has been found to be just as effective in the service industry –
• Banking,
• Insurance,
• Hotels and restaurants,
• Travel and holidays,
• Health and the administration of public affairs.
• Academics
• Social Media,
Organization having a sequence of activities directed towards a defined
end result in business processes can be analysed and improved by TQM
techniques.
26. 11/8/2021 26
Vidya Academy of Science and Technology Thrissur
MODULE 1 TO BE THOROUGH, AGAIN ON TOPICS
1. Introduction –
2. Need for quality –
3. Evolution of quality –
4. Definition of quality –
5. Dimensions of manufacturing and service quality –
6. Basic concepts of TQM –
7. Definition of TQM –
8. TQM Framework –
9. Contributions of Deming, Juran and Crosby –
10.Barriers to TQM
27. 11/8/2021 27
Vidya Academy of Science and Technology Thrissur
Management by Quality
from Kume, Hitoshi, "Management by Quality", Productivity Press (India)
Private Limited, Madras, 1996, pp.23-24.
Quality first The next process is the customer
Determination
from Crosby, Philip B., "Quality Without Tears - The art of hassle-free
management", Plume (Penguin Books), New York, 1985, pp.53-54.
Process Capability: The Heat Coil
from Juran, Joseph M., "Architect of Quality - The Autobiography of
Dr. Joseph M. Juran", Tata McGraw-Hill Publishing Company Limited, New Delhi,
2004, pp.97-101.
Reference:
Juran, Joseph M., Management of Inspection and Quality Control (New York:
Harper & Brothers, (1945).
.
28. 11/8/2021 28
Vidya Academy of Science and Technology Thrissur
Why go for ISO 9000 certification?
Marketing benefits:
Customer satisfaction: .
Cost savings:
Employee satisfaction:
Liability reduction:
Subcontractor benefits:
Benefits to owners:
Benefits to society
"You do not have to do this; survival is not compulsory!",
W Edwards Deming
29. 11/8/2021 29
Vidya Academy of Science and Technology Thrissur
Business Integrity and Goodwill
from Peters, Tom, "The pursuit of WOW!", Macmillan, ISBN
0 333 65084 0, pp.11
The Significance of Source Inspections
from Shingo, Shigeo, 1985, "Zero Quality Control: Source
Inspection and the Poka-yoke System", Productivity Press,
Portland, Orgeon, pp82-85.
30. 11/8/2021 30
Vidya Academy of Science and Technology Thrissur
Ishikawa's Ten Principles for Customer/Supplier Relations
Both the customer and the supplier-
• are fully responsible for the control of quality.
• should be independent of each other and respect each other's independence.
• should enter into a nonadversarial contract with respect to quality, quantity, price,
delivery method, and terms of payments
• should decide the method to evaluate the quality of the product or service to the
satisfaction of both parties.
• should establish in the contract the method by which they can reach an amicable
settlement of any disputes that may arise
http://www.geocities.ws/pb_dhanish/Course/ishisup.html
31. 11/8/2021 31
Vidya Academy of Science and Technology Thrissur
• should continually exchange information, sometimes using multifunctional teams, in
order to improve the product or service quality.
• should perform business activities such as procurement, production and inventory
planning, clerical work, and systems so that an amicable and satisfactory
relationship is maintained
• The customer is responsible for providing the supplier with clear and sufficient
requirements so that the supplier can know precisely what to produce.
• The supplier is responsible for providing the quality that will satisfy the customer and
submitting necessary data upon the customer's request.
• When dealing with business transactions, both the customer and supplier should
always have the best interest of the end user in mind.
Reference: Besterfield,et al , "Total Quality Management Revised 3rd edition", Pearson Education Inc,
Delhi, 2012.
32. 11/8/2021 32
Vidya Academy of Science and Technology Thrissur
QUALITY- Definition
FITNESS FOR USE
Two parts
QUALITY OF QUALITY OF
DESIGN
Eg,
Automobiles with
objective to provide
transportation.
But different in size,
shape, performance
CONFORMANCE
How well the product conforms to the
specification required by the design.
Depends on choice of manufacturing process,
training and supervision of workforce, types of
process control, inspection activities etc.
33. 11/8/2021 33
Vidya Academy of Science and Technology Thrissur
Does not emphasize the focus on customer
Quality- inversely proportional to variability
If variability as an important characteristics of product decreases,
the quality of the product increases.
Focuses on customer requirement of LESS variability.
Customer’s and producer’s perspectives depend on each other
For customer- PRICE For producer- COST
Consumers' views MUST dominate.
34. 11/8/2021 34
Vidya Academy of Science and Technology Thrissur
Management by Quality
- from Kume, Hitoshi,"Management by Quality", Productivity Press (India)
Private Limited, Madras, 1996, pp.23-24.
Quality first The next process is the customer
Determination
-from Crosby, Philip B., "Quality Without Tears - The art of hassle-free
management", Plume (Penguin Books), New York, 1985, pp.53-54.
Process Capability: The Heat Coil
- from Juran, Joseph M., "Architect of Quality - The Autobiography of Dr.
Joseph M. Juran", Tata McGraw-Hill Publishing Company Limited, New
Delhi, 2004, pp.97-101.
Reference: 1. Juran, Joseph M., Management of Inspection and Quality Control (New
York: Harper & Brothers, 1945).
.
35. 11/8/2021 35
Vidya Academy of Science and Technology Thrissur
Why go for ISO 9000 certification?
Marketing benefits:
Customer satisfaction: .
Cost savings:
Employee satisfaction:
Liability reduction:
Subcontractor benefits:
Benefits to owners: .
Benefits to society
"You do not have to do this; survival is not compulsory!",
W Edwards Deming
36. 11/8/2021 36
Vidya Academy of Science and Technology Thrissur
Business Integrity and Goodwill
Excerpted from Peters, Tom, "The pursuit of WOW!", Macmillan, ISBN
0 333 65084 0, pp.11
The Significance of Source Inspections
Extracts from Shingo, Shigeo, 1985, "Zero Quality Control: Source Inspection
and the Poka-yoke System", Productivity Press, Portland, Orgeon, pp82-85.
37. 11/8/2021 37
Vidya Academy of Science and Technology Thrissur
Ishikawa's Ten Principles for Customer/Supplier Relations
• Both the customer and the supplier are fully responsible for the control of quality.
• Both the customer and the supplier should be independent of each other and
respect each other's independence.
• The customer is responsible for providing the supplier with clear and sufficient
requirements so that the supplier can know precisely what to produce.
• Both the supplier and the customer should enter into a nonadversarial contract with
respect to quality, quantity, price, delivery method, and terms of payments.
• The supplier is responsible for providing the quality that will satisfy the customer
and submitting necessary data upon the customer's request.
• Both the customer and the supplier should decide the method to evaluate the
quality of the product or service to the satisfaction of both parties.
38. 11/8/2021 38
Vidya Academy of Science and Technology Thrissur
• Both the customer and the supplier should establish in the contract the method by
which they can reach an amicable settlement of any disputes that may arise.
• Both the customer and the supplier should continually exchange information, using
multifunctional teams, in order to improve the product or service quality.
• Both the customer and supplier should perform business activities such as
procurement, production and inventory planning, clerical work, and systems so that an
amicable and satisfactory relationship is maintained.
• When dealing with business transactions, both the customer and supplier should
always have the best interest of the end user in mind.
Reference:
Besterfield,et al , "Total Quality Management Revised 3rd edition", Pearson Education Inc, Delhi,
2012.
40. 11/8/2021 Vidya Academy of Science and Technology Thrissur 40
14 points
PDCA
Plan
Do
Check
Act
(PDCA)
41. 11/8/2021 41
Vidya Academy of Science and Technology Thrissur
Defining quality.
• Conformance to specifications. ...
• How well a product/service meet
targets and tolerances defined by its
designers.
• Fitness for use. Evaluates
performance for intended use.
• Value for price paid. Evaluation of
usefulness vs. ...
• Support services. ...
• Psychological.
42. 11/8/2021 42
Vidya Academy of Science and Technology Thrissur
QUALITY- Definition
FITNESS FOR USE
Two parts
QUALITY OF QUALITY OF
DESIGN
Eg,
Automobiles with
objective to provide
transportation.
But different in size,
shape, performance
CONFORMANCE
How well the product conforms to the
specification required by the design.
Depends on choice of manufacturing process,
training and supervision of workforce, types of
process control, inspection activities etc.
43. 11/8/2021 43
Vidya Academy of Science and Technology Thrissur
Does not emphasize the focus on customer
Quality- inversely proportional to variability
If variability as an important characteristics of product decreases,
the quality of the product increases.
Focuses on customer requirement of LESS variability.
Customer’s and producer’s perspectives depend on each other
For customer- PRICE For producer- COST
Consumers' views MUST dominate.
44. 11/8/2021 44
Vidya Academy of Science and Technology Thrissur
The 6 steps to develop a quality control process:
1. Set your quality standards. ...
2. Decide which quality standards to focus on. ...
3. Create operational processes to deliver quality. ...
4. Review your results. ...
5. Get feedback. ...
6. Make improvements.
46. 11/8/2021 46
Vidya Academy of Science and Technology Thrissur
Many contributions to the field of quality
management in his 70+ active working years.
His book, the Quality Control Handbook, is a
classic reference for quality engineers.
Revolutionized the Japanese philosophy on
quality management and worked to help shape
their economy into the industrial leader it is today.
The first to incorporate the human aspect of
quality management which is now referred to as
TQM.
Dr. Joseph M. Juran
Born-
Braila, Romania. December, 1904
Died-
February 28, 2008
47. 11/8/2021 47
Vidya Academy of Science and Technology Thrissur
Juran defines quality as
fitness for use
in terms of
design,
conformance,
availability,
safety, and
field use.
At the age of 103, Juran had single-handedly done
more to create the foundation for modern process
and quality improvement methods than any other
person. His contributions came in many form
The founder of a range of QM techniques.
Based on three key principles:
• The Pareto principle;
• Quality Management principles; and
• The Juran Trilogy –
quality planning,
quality control, and
quality improvement.
54. 11/8/2021 54
Vidya Academy of Science and Technology Thrissur
The customer is not just the end customer
and each person along the chain is an
internal customer
71. 11/8/2021 71
Vidya Academy of Science and Technology Thrissur
Three Basic Steps to Progress, which,
in his opinion, companies must
implement if they are to achieve high
quality.
1. Accomplish improvements that are
structured on a regular basis with
commitment and a sense of
urgency.
2. Build an extensive training program.
3. Cultivate commitment and
leadership at the higher echelons of
management.
72. 11/8/2021 72
Vidya Academy of Science and Technology Thrissur
What is DMAIC?
Define, Measure, Analyze, Improve, Control
DMAIC is a quality improvement and problem-solving method used
to improve business performance.
During the DMAIC process, improvement happens project by project;
A “project” can be best defined as a “problem scheduled for a
solution.”
This means management has decided it is important enough to
schedule the resources it needs to get the problem solved.
74. 11/8/2021 74
Vidya Academy of Science and Technology Thrissur
There are many projects carried out in organizations, such as:
Improving employee and customer satisfaction
Decreasing the time from order to shipment received
Launching new services
A quality improvement project is a problem that must be resolved to
reduce waste, improve customer satisfaction, or improve quality levels (defects).
This is usually a process, customer, or product issue.
DMAIC Methodology and Phases
Successful projects follow the Lean Six Sigma DMAIC methodology, which
encompasses five distinct stages:
Define, Measure, Analyze, Improve, Control
75. 11/8/2021 75
Vidya Academy of Science and Technology Thrissur
Quality is Free
Crosby
Steps to Quality Improvement
Zero Defects
Basic Quality Tools
76. 11/8/2021 76
Vidya Academy of Science and Technology Thrissur
Contribution: Management and leadership
Philip Crosby (West Virginia in1926-
2001) was an influential author, consultant and
philosopher who developed practical concepts to
define and communicate quality and quality
improvement practices.
His influence was extensive and global.
He wrote the best-seller ’Quality is free’ in 1979, at a time when the quality
movement was a rising, and becoming an innovative force in business &
manufacturing.
In the 1980s his consultancy company was advising 40% of the Fortune 500
companies on Quality Management.
77. Throughout his work, Crosby's thinking was
characterized by four absolutes:
1.Quality means conformance to
requirements, not goodness.
2.Quality comes from prevention, not
detection.
3.Quality performance standard is Zero
Defects, not Acceptable Quality Levels.
4.Quality is measured by the Price of
Nonconformance, not by any index.
11/8/2021 Vidya Academy of Science and Technology Thrissur 77
78. 11/8/2021 78
Vidya Academy of Science and Technology Thrissur
India Edition: Rs 1347/-
Paperback, 224 pages
Published by
McGraw-Hill Education
(first published 1981)
79. 11/8/2021 79
Vidya Academy of Science and Technology Thrissur
The 14 steps
1. Management commitment: The need for quality improvement must be recognised and adopted
by management, with an emphasis on the need for defect prevention. Quality improvement is
equated with profit improvement. A quality policy is needed which states that '… each individual is
expected to perform exactly like the requirement or cause the requirement to be officially changed
to what we and the customer really need.'
2. Quality improvement team: Representatives from each department or function should be brought
together to form a quality improvement team. These should be people who have sufficient
authority to commit the area they represent to action.
3. Quality measurement: The status of quality should be determined throughout the company. This
means establishing quality measures for each area of activity that are recorded to show where
improvement is possible, and where corrective action is necessary. Crosby advocates delegation
of this task to the people who actually do the job, so setting the stage for defect prevention on the
job, where it really counts.
4. Cost of quality evaluation: The cost of quality is not an absolute performance measurement, but
an indication of where the action necessary to correct a defect will result in greater profitability..
80. 11/8/2021 80
Vidya Academy of Science and Technology Thrissur
5. Quality awareness: This involves, through training and the provision of visible evidence of the
concern for quality improvement, making employees aware of the cost to the company of defects.
Crosby stresses that this sharing process is a - or even the - key step in his view of quality.
6. Corrective action: Discussion about problems will bring solutions to light and also raise other
elements for improvement. People need to see that problems are being resolved on a regular basis.
Corrective action should then become a habit.
7. Establish an ad-hoc committee for the Zero Defects Programme: Zero Defects is not a
motivation programme - its purpose is to communicate and instil the notion that everyone should do
things right first time.
8. Supervisor training: All managers should undergo formal training on the 14 steps before they are
implemented. A manager should understand each of the 14 steps well enough to be able to explain
them to his or her people.
9. Zero Defects Day: It is important that the commitment to Zero Defects as the performance
standard of the company makes an impact, and that everyone gets the same message in the same
way. Zero Defects Day, when supervisors explain the programme to their people, should make a
lasting impression as a 'new attitude' day.
81. 11/8/2021 81
Vidya Academy of Science and Technology Thrissur
10. Goal setting: Each supervisor gets his or her people to establish specific, measurable goals to
strive for. Usually, these comprise 30-, 60-, and 90-day goals.
11. Error cause removal: Employees are asked to describe, on a simple, one-page form, any
problems that prevent them from carrying out error-free work. Problems should be acknowledged
within twenty-four hours by the function or unit to which the problem is addressed. This constitutes a
key step in building up trust, as people will begin to grow more confident that their problems will be
addressed and dealt with.
12. Recognition: It is important to recognise those who meet their goals or perform outstanding
acts with a prize or award, although this should not be in financial form. The act of recognition is
what is important.
13. Quality Councils: The quality professionals and team-leaders should meet regularly to discuss
improvements and upgrades to the quality programme.
14. Do it over again: During the course of a typical programme, lasting from 12 to18 months,
turnover and change will dissipate much of the educational process.It is important to set up a new
team of representatives and begin the programme over again, starting with Zero Defects day. This
'starting over again' helps quality to become ingrained in the organisation
82. 11/8/2021 82
Vidya Academy of Science and Technology Thrissur
1. Make it clear that management is committed to quality for the long term.
2. Form cross-departmental quality teams.
3. Identify where current and potential problems exist.
4. Assess the cost of quality and explain how it is used as a management tool.
5. Improve the quality awareness and personal commitment of all employees.
6. Take immediate action to correct the problems identified.
7. Establish a zero-defect program.
8. Train supervisors to carry out their responsibilities in the quality program.
9. Hold a Zero Defects Day to ensure all employees are aware there is a new direction.
10.Encourage individuals and teams to establish both personal and team improvements.
11.Encourage employees to tell management about obstacles they face in trying to meet quality goals.
12.Recognize employees who participate.
13.Implement quality controls to promote continual communication.
14.Repeat everything to illustrate that quality improvement is a never-ending process.
Summary of
the Fourteen
Steps to
Quality
Improvement
83. 11/8/2021 83
Vidya Academy of Science and Technology Thrissur
1. Management’s commitment towards quality should be clear to all in the organization & those outside it.
2. Creation of quality improvement teams with senior representatives from all departments.
3. Continuous measurement of processes to determine current and potential issues related to quality.
4. The cost of poor quality has to be calculated.
5. Quality awareness has to be raised in the organization.
6. Corrective actions should be taken to address quality issues.
7. Establishment of a Zero Defect committee to monitor the progress of quality improvement.
8. Quality improvement training to all the employees.
9. Organize zero defects•
days in the organization.
10.All employees should be encouraged to set their own quality improvement goals.
11.Obstacles to quality should be discussed with employees in an open communication.
12.Participants’ efforts should be recognized.
13.Quality councils should be created.
14.Quality improvement is a continuous process. It keeps going.
The Fourteen
Steps
to Quality
Improvement-
another way of
summerizing
84. 11/8/2021 84
Vidya Academy of Science and Technology Thrissur
Zero defects - does not mean that people never make mistakes, but that companies
should not begin with allowances or sub-standard targets with mistakes as an in-built
expectation.
Instead, work should be seen as a series of activities or processes, defined by clear
requirements, carried out to produce identified outcomes.
Systems that allow things to go wrong - so that those things have to be done again -
can cost organisations between 20% and 35% of their revenues, in Crosby's
estimation.
Zero defects is not a phenomenon that originated on the assembly line.
Quality is a conformity to a set of specifications defined by the management rather
than a vague concept of “goodness.”
However, these specifications are set according to the needs and wants of the
customer rather than being arbitrarily defined.
85. 9-85
Basic Quality Tools
•Check sheets
•Histograms
•Pareto Charts
•Cause-and-effect diagrams
•Control charts
•Scatter diagrams
•Run charts
•Flowcharts
8 November 2021
Vidya Academy of Science and Technology Thrissur
97. 9-97
Pareto Analysis
80% of the
problems may be
attributed to 20%
of the
causes.
Smeared
print
Number
of
defects
Off
center
Missing
label
Loose Other
8 November 2021
Vidya Academy of Science and Technology Thrissur