TQM basics, History and Tools

MP407 TOTAL QUALITY MANAGEMENT
Module 1
Dr N Ramachandran, Professor
Mechanical Engineering Department
Vidya Academy of Science & Technology, Thrissur, Kerala
September- 2021

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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.

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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

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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.

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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

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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

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Other materials
added in the
class room-
NPTEL
lectures

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The Top Quality Gurus

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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

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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.

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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.

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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.

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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

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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”

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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

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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

• 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.
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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

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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.

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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

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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/

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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).

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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.

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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

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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).
.

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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

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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.

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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

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• 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.

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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.

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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.

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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).
.

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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

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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.

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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.

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• 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.

14 points
PDCA
Plan
Do
Check
Act
(PDCA)

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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.

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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.

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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.

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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.

JURAN’S
PHILOSOPHY
AND TRILOGY

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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

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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.

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The customer is not just the end customer
and each person along the chain is an
internal customer

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1904-2008

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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.

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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.

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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

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Quality is Free
Crosby
Steps to Quality Improvement
Zero Defects
Basic Quality Tools

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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.

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.

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India Edition: Rs 1347/-
Paperback, 224 pages
Published by
McGraw-Hill Education
(first published 1981)

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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..

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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.

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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

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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

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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

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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.

9-85
Basic Quality Tools
•Check sheets
•Histograms
•Pareto Charts
•Cause-and-effect diagrams
•Control charts
•Scatter diagrams
•Run charts
•Flowcharts
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9-88
Check Sheet
Billing Errors
Wrong Account
Wrong Amount
A/R Errors
Wrong Account
Wrong Amount
Monday
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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
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9-110
Cause-and-Effect Diagram
Effect
Materials
Methods
Equipment
People
Environment
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
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112

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9-121
Control Chart
970
980
990
1000
1010
1020
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
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Tracking Improvements
UCL
LCL
LCL
LCL
UCL
UCL
Process not centered
and not stable
Process centered
and stable
Additional improvements
made to the process
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9-131
Run Chart
Time (Hours)
Diameter
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manufacturing

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