This is a chapter on Total QUality management that spells out the importance of approaching quality as a team and not as a hierarchical distribution and delegation of responsibilities. The emphasis is the Deming philosophy on quality management

1. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA
Input Variables or Signal Factors
Input variables or signal factors can be set at the desired levels by the experimenter; that is, these
variables can be controlled during the experiment and at the design stage and or in the actual
production stage.
Noise Variables
Noise variable factors either cannot be controlled or are difficult and or expensive to control during
the design or actual production stage. Some examples of these factors are the composition of raw
materials used in manufacture and the humidity level in a production shop. Both these variables
could be controlled but only at considerable cost.

2. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA
CHAPTER 3 TOTAL QUALITY MANAGEMENT (TQM): PHILOSOPHY,
CHARACTERISTICS, EVOLUTION, TQM PYRAMID.
The historical evolution of Total Quality Management has taken place in four stages.
They can be categorized as follows:
1. Quality inspection
2. Quality control
3. Quality assurance
4. Total Quality Management.
Total Quality Management involves the understanding and implementation of quality
management principles and concepts in every aspect of business activity. It demands that the
principles of quality management must be applied at every level, every stage and in every
department of the organization.
The development of total quality management from 1950 onwards can be credited to the works of
various American experts. Among them, Dr Edward Deming, Dr Joseph Juran and Philip
Crosby have contributed significantly towards the continuous development of the subject
WHY SHOULD A MECHANICAL ENGINEER BE INTERESTED IN TOTAL QUALITY
MANAGEMENT (TQM)?
1. TQM offers the engineer a proven way to do projects with the highest possibility of success
2. TQM offers proven processes and tools for success in:
a. Process improvement,
b. Product improvement
c. Product or process development
3. Provide their businesses with results that help their customers and the bottom line.
There are two basic paths in TQM, one is called DMAIIC (pronounced duh-may-ick) and one is
called DMADVV (pronounced duh-mad-vee). These acronyms stand for the DMAIIC process
steps of define, measure, analyze, improve/innovate, and control and the DMADVV process
steps of define, measure, analyze, design, verify, and validate. DMAIIC is sometimes written
as DMAIC, where the single I stands simply for “improve.” Including the additional “innovate”
term is preferred by this author as a way to indicate that thinking of improvements may not be
enough for your business. Sometimes you need to think in break-through terms instead of just
incremental improvement
• A DMAIIC process will typically be employed if there is an existing process that must be
improved.

3. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA
DMAIIC adopts the sigma approach
What is Six Sigma?
Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-
perfect products and services.
Why ”Sigma“? The word is a statistical term that measures how far a given process deviates from
perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you
have in a process, you can systematically figure out how to eliminate them and get as close to
“zero defects” as possible. It is now the way we work — in everything we do and in every product
we design.
This is a vision of quality which equates with only 3.4 defects per million opportunities for each
product or service transaction. It strives for perfection.
The Six Sigma Strategy
To achieve Six Sigma quality, a process must produce no more than 3.4 defects per million
opportunities.
An “opportunity” is defined as a chance for nonconformance, or not meeting the required
specifications. This means there is need nearly flawlessness in executing the key processes
Key Concepts of Six Sigma
At its core, Six Sigma revolves around a few key concepts.
Critical to Quality: Attributes most important to the customer
Defect: Failing to deliver what the customer wants
Process Capability: What your process can deliver
Variation: What the customer sees and feels

4. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA
Stable Operations: Ensuring consistent, predictable processes to improve what
the customer sees and feels
Design for Six Sigma: Designing to meet customer needs and process capability
Phases of six sigma
•Define
•Measure
•Analysis DMAIC
•Improve
•Control
Is a process for continued improvement. It is systematic, scientific and fact based. This closed-
loop process eliminates unproductive steps, often focuses on new measurements, and applies
technology for improvement.
Deming.
Deming philosophy on quality management
The philosophy of W. Edwards Deming has been summarized as follows:
"it is possible for an organization to increase quality and simultaneously reduce costs by adopting
appropriate principles of management
This can be achieved by reducing;
✓ waste,
✓ rework,
✓ staff attrition and litigation
✓ while increasing customer loyalty).
The key is to practice continual improvement and think of manufacturing as a system, not as bits
and pieces.
In the 1970s, Deming's philosophy was summarized by some of his Japanese proponents with
the following 'a'-versus-'b' comparison:
(a) When people and organizations focus primarily on quality, defined by the following ratio,
quality tends to increase and costs fall over time.
(b) However, when people and organizations focus primarily on costs, costs tend to rise and
quality declines over time.
The Deming System of Profound Knowledge towards quality management
"The prevailing style of management must undergo transformation. A system cannot understand
itself. The transformation requires a view from outside.

5. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA
"The first step is transformation of the individual. This transformation is discontinuous. It
comes from understanding of the system of profound knowledge. The individual, transformed, will
perceive new meaning to his life, to events, to numbers, to interactions between people.
"Once the individual understands the system of profound knowledge, he will apply its
principles in every kind of relationship with other people. He will have a basis for judgment of his
own decisions and for transformation of the organizations that he belongs to. "
Deming advocated that all managers need to have what he called a System of Profound
Knowledge, consisting of four parts:
1. Appreciation of a system: understanding the overall processes involving suppliers,
producers, and customers (or recipients) of goods and services ( explained below );
2. Knowledge of variation : the range and causes of variation in quality, and use of statistical
sampling in measurements;
3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be
known.
4. 'Knowledge of psychology: concepts of human nature.
He explained, "One need not be eminent in any part nor in all four parts in order to understand
it and to apply it. The 14 points for management in industry, education, and government follow
naturally as application of this outside knowledge, for transformation from the present style of
Western management to one of optimization."
"A manager of people needs to understand that all people are different. This is not ranking people.
He needs to understand that the performance of anyone is governed largely by the system that he
works in, the responsibility of management. A psychologist that possesses even a crude
understanding of variation as will be learned in the experiment with the Red Beads could no longer
participate in refinement of a plan for ranking people."
The Appreciation of a system involves understanding how interactions (i.e., feedback) between
the elements of a system can result in internal restrictions that force the system to behave as a
single organism that automatically seeks a steady state. It is this steady state that determines the
output of the system rather than the individual elements. Thus it is the structure of the organization
rather than the employees, alone, which holds the key to improving the quality of output.
The Knowledge of variation involves understanding that everything measured consists of both
"normal" variation due to the flexibility of the system and of "special causes" that create defects.
Quality involves recognizing the difference to eliminate "special causes" while controlling normal
variation. Deming taught that making changes in response to "normal" variation would only make
the system perform worse. Understanding variation includes the mathematical certainty that
variation will normally occur within six standard deviations of the mean.
The System of Profound Knowledge is the basis for application of Deming's famous 14 Points
for Management, described below.
Key principles
Deming offered fourteen key principles to managers for transforming business effectiveness.
1. Create constancy of purpose toward improvement of product and service, with the aim to
become competitive, stay in business and to provide jobs.

6. MACHAKOS UNIVERSITY
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BY Dr. JAMES M MUTUA
2. Adopt the new philosophy. We are in a new economic age. Western management must
awaken to the challenge, must learn their responsibilities, and take on leadership for
change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for massive
inspection by building quality into the product in the first place.
4. End the practice of awarding business on the basis of a price tag. Instead, minimize total
cost. Move towards a single supplier for any one item, on a long-term relationship of
loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision
should be to help people and machines and gadgets do a better job. Supervision of
management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out
of the Crisis")
9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, in order to foresee problems of production and usage that
may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and
new levels of productivity. Such exhortations only create adversarial relationships, as the
bulk of the causes of low quality and low productivity belong to the system and thus lie
beyond the power of the work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
b. Eliminate management by objective. Eliminate management by numbers and numerical
goals. Instead substitute with leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and in engineering of their right to pride
of workmanship. This means, inter alia, abolishment of the annual or merit rating and
of management by objectives Institute a vigorous program of education and self-
improvement.
13. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and
every job is a part of the process."
Seven Deadly Diseases
The "Seven Deadly Diseases" include:
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual review of performance
4. Mobility of management
5. Running a company on visible figures alone

7. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles" includes:
1. Neglecting long-range planning
2. Relying on technology to solve problems
3. Seeking examples to follow rather than developing solutions
4. Excuses, such as "our problems are different"
5. Obsolescence in school that management skill can be taught in classes[27]
6. Reliance on quality control departments rather than management, supervisors, managers of
purchasing, and production workers
7. Placing blame on workforces who are only responsible for 15% of mistakes where the
system designed by management is responsible for 85% of the unintended consequences
8. Relying on quality inspection rather than improving product quality
Deming's advocacy of the Plan-Do-Check-Act cycle, his 14 Points and Seven Deadly Diseases
have had tremendous influence outside manufacturing and have been applied in other arenas, such
as in the relatively new field of sales process engineering.

8. MACHAKOS UNIVERSITY
YEAR 5 SEM 1 2021
BY Dr. JAMES M MUTUA