quality management

1. 20ME505-TOTAL QUALITY
MANAGEMENT
By
Dr.K.P.Dhanabalakrishnan
Professor & HoD-Department of
Aeronautical Engineering
Hindusthan Institute of Technology

2. Course Objective
• 1. To acquire knowledge on business models
and be able to assess organization’s
performance
• 2.To know the principles of total quality
management and implementation of the tools
• 3.To understand the quality management
methods of analyzing and solving problems of
organization

3. What we will be learning
• Unit :1
• Introduction to TQM
• Unit : 2
• TQM Principles
• Unit : 3
• Statistical Process Control
• Unit : 4
• TQM Tools
• Unit : 5
• Quality System

4. Unit : 1 - Introduction
• Definition and dimensions of quality
• Quality costs
• Basic Concepts of TQM
• Principles of TQM
• Leadership concepts
• Role of senior management
• Quality Council
• Quality statement
• Strategic planning
• Deming philosophy
• PDSA Cycle
• TQM implementation barriers

5. Course Outcomes
• 1.Select and apply appropriate techniques in
identifying customer needs, as well as the quality
impact that will be used as inputs in TQM
methodologies
• 2.Describe, distinguish and use the several
techniques and quality management tools to
manufacturing and service processes
• 3.Measure the cost of poor quality and process
effectiveness and efficiency to track performance
quality and to identify areas for improvement

6. • 4.Compare proven methodologies to enhance
management processes , such as
benchmarking and business process
reengineering
• 5.Develop analytical skills for investigating and
analyzing quality management issues in the
industry

7. Text Book
• 1. Dale H.Besterfield , Carol Besterfield,
Michna, Glen H.Besterfield and Mary
Besterfield Sacre, “Total Quality
Management” , Pearson Education Inc, 2nd
Impression, 2007

8. References
• 1.Winchell William, “TQM: Getting started and
achievig results with Total Quality
Management”, Society of Manufacturing
Engineers, Dearborn ML, 1993
• 2.Feigenbaum.A.V., “Total Quality Control”,
McGraw Hill Book Company, New York, 2004
• 3.Taguchi.G., “Introduction to Quality
Engineering”, Asian Productivity Organization,
Tokyo, 2004

9. Quality
• “Fitness for Use”
• Quality ----- Customer
• Quality ---------- Customer’s Belief
• Ex: Useage of a car in a long journey
• Quality ---------- Cost
• Quality results in improved productivity

10. Universally accepted Definition of Quality followed by
International Organization for Standardization
• “Quality is the totality of features and
characteristics of a product or service, that
bear on its ability to satisfy stated and implied
needs of the customer”
• Common to both products and services
• Ex : Product – A bike
• Service : Attending a problem in the
refrigerator

11. INTRODUCTION
Quality redefined the principles of business in 1980s
Basic business philosophy central aspect Customer Satisfaction
Reason: High quality and competitively priced products produced by
Japanese.
Analysis: Long term research by the other countries expert unveiled
the success of Japanese.
Result: The importance of TQM uncovered.

12. HISTORY-EVOLUTION OF QUALITY
• TQM has evolved over the past five decades.
• Japanese were the first to introduce and use the TQM concepts.
• Whereas underlying basic principles originated in the United
States.
• W. Edwards Deming & Joseph M. Juran are the two people
closely associated with the development of quality management.

13. W Edward Deming

18. Joseph Juran

19. • “It is most important that top management be
quality minded. In the absence of sincere
manifestation of interest at the top, little will
happen below”
-Joseph Juran

20. HISTORY
• Deming widely noted for teaching the importance of
management responsibilities for the quality systems and for
having company wide participation.
• He gave importance for building quality in product rather then
to go for inspecting the products.

21. HISTORY
• Juran stressed that poor quality is due to poor management.
• he stressed that a company requires wide approach and
management involvement in building quality into the products.
• Juran’s quality program is characterized as Quality Trilogy.

22. HISTORY
• 1946, American Society for Quality Control formed.
• At present it is called as American Society for Quality (ASQ).
• 1950, Edward Deming developed quality control chart for the
control of product variables.
• This chart became the basis for the development of statistical
quality control .
•1954, Juran educated the Japanese companies about
management’s responsibilities to achieve quality.

23. HISTORY
• 1960, Quality Circle concept evolved by active participation of
Japanese workers.
• Late 1970s, US companies started to think about TQM.
• 1990, Statistical Process Control was evolved.
• Genichi Taguchi popularized the DOE for optimizing the
process parameters and for designing robust products.

24. Genichi Taguchi

27. Need for Quality
• To meet customer expectations
• Quality is critical to satisfied customers
• To establish reputation
• To meet or exceed industry expectations
• To manage costs effectively
• To meet higher profitability
• To achieve more consistent products and increased
efficiency
• To reduce waste
• To maintain higher motivational level and morale of
staff

28. DIMENSIONS OF QUALITY
• Performance: E.g.. Mileage of a car.
• Features: Additional characteristics like power steering, AC
provision.
• Conformance: meeting the specifications and standards.
• Reliability: performance consistency over time.
• Durability: useful life of a product including repairs & services.
• Service: Diagnose, easy to repair etc
• Response: human to human interface
• Aesthetic: Exterior finish, shape, colour etc.
• Reputation: past performance, ranking of product or concern
etc.

29. 8 Dimensions of Product Quality

30. 5 Dimensions of Service Quality

31. Definition of TQM
• A core definition of total quality management
(TQM) describes it as “ a management approach
to long-term success through customer
satisfaction”.
• In a TQM effort, all members of an organization
participate in improving processes, products,
services, and the culture in which they work.
• TQM can be summarized as a management
system for a customer-focused organization that
involves all employees in continual improvement.

33. Quality Costs
• Quality costs are the costs associated with
preventing, detecting, and remediating
product issues related to quality.
• Cost of Quality
• Cost of quality is a method for calculating the
costs companies incur ensuring that products
meet quality standards, as well as the costs of
producing goods that fail to meet quality
standards.

34. Types of Quality Costs
• The Cost of Quality can be divided into four
categories. They include
• 1.Prevention Cost
• 2.Appraisal Cost
• 3.Internal Failure Cost and
• 4.External Failure Cost.

36. Prevention Costs
• Prevention costs are a critical aspect of business
management, which can help companies ensure
that their products and services meet or exceed
customer expectations.
• These costs refer to the expenses incurred by a
business to prevent quality issues and defects in
its products or services.
• Prevention costs can range from employee
training programs to implementing quality
control measures and procedures.

37. • Examples include new product review, quality
planning, supplier surveys, process reviews,
quality improvement teams, education and
training.

38. Appraisal Costs
• Appraisal costs are a specific category of
quality control costs.
• Companies pay appraisal costs as part of the
quality control process to ensure that their
products and services meet customer
expectations and regulatory requirements.
• These costs could include expenses for field
tests and inspections.

39. • Common appraisal costs include inspecting
materials delivered from suppliers, materials
that are a work-in-process or finished goods,
supplies used for inspections, and
maintenance of test equipment.

40. Internal Failure Costs
• Internal failure costs refer to the costs
incurred by a company when its products,
processes, or services fail to meet the desired
quality standards and require rework, repair,
or replacement.
• These costs are incurred internally and do not
involve external parties, such as customers or
suppliers.

41. • Examples of internal failure costs include
scrapping a product, reworking the product,
and lost productivity due to machine
breakdowns or labor errors.

42. External Failure Costs
• Expenses incurred to remedy defects
discovered by customers after the customer
receives the product or service.
• Examples include processing customer
complaints, customer returns, warranty
claims, product recalls.

43. CONCEPTS OF TQM
• Six basic concepts of TQM:
1. Committed & involved management to provide a long term top to bottom
support - Quality Council, Clear vision, long tern goal, procedure to
achieve goal.
2. Employee and customer focus- focusing on both internal & external
customer, importance to voice of the customer
3. Effective involvement & utilization of entire work force- SPC, /tqm and
other quality improvement skills, training and guiding.
4. Continuous improvement- time delivery, customer satisfaction, scrap
reduction, SPC, benchmarking, QFD, ISO 9000, DOE
5. Treating suppliers as partners,
6. Establish performance measures for the processes.

44. PRINCIPLES OF TQM
1. Management Commitment
- Plan
- Do
- Check
- Act
2. Employee Empowerment
- Training
- Suggestion options
- Measurement & Recognition
- Excellence Teams

45. PRINCIPLES OF TQM
3. Fact based decision making
- SPC
- DOE
- FMEA
- 7 Statistical tools
- Team oriented Problem Solving (TOPS)
4. Continuous Process Involvement
- Systematic Measurement
- Focus on quality improvement
- Maintain & Improve Standards

46. PRINCIPLES OF TQM
5. Customer Focus
- Supplier partnership
- Relationship with internal customers
- Customer driven standards
- never compromise on quality
6. Performance measures
- Quality graphs (control charts, process control charts)
- Cost
- Reliability
- Flexibility

47. Leadership in TQM
• TQM recognizes the crucial role that leaders
play in creating a culture that values quality
and continuous improvement.
• Leaders are responsible for setting the vision
and direction for the organization, and for
providing the resources and support
necessary for employees to participate in the
TQM process.

48. Role of leaders in implementing TQM
• Leaders are necessary for setting
improvement goals and then:
• 1) equipping staff with methods and skills to
reach those goals,
• 2) building management structures and
aligning systems to support improvement, and
• 3) creating a culture that promotes innovation
and problem-solving.

49. Leadership Concepts in TQM
• Reports research identifying the keys of
successful leadership in quality management:
• (1) attention through vision,
• (2) meaning through communication,
• (3) trust through positioning, and
• (4) confidence through respect.