Programme

MMS A

Faculty e-mail id

ravindra.baliga@somaiya.
edu

Semester

Sem IV

Faculty intercom
number

3019

Faculty

Prof. Ravindra Baliga

9833523249

Students Contact
hours

3 Hr./week

Course

TQM

Credit-Full

100

1)

Course Objectives
:
Objective endeavors to make the students understand
-Various definitions/dimensions of Quality as well as the interdisciplinary nature of TQM
-Understand the trends in Quality Management, and rationale of TQM
-The context and philosophies of the various Quality Gurus
-Process Capability and basics of SQC
-Exposure to some tools used in QM
-Basics of Six Sigma methodology
-TQM in services and IT

2)

General Description of Pedagogy : There will be numerical exercises and Case studies facilitated
by short video clips. Copies of case studies will be given in advance for the students to do preparation
& pre-study before discussion in class, wherever required. Duration of each Session/lecture will be for
3hours with a short break in the middle.

3) Student learning outcomes from the course: Students will get knowledge of current TQM
management and Quality assurance trends in services and industry. It should help the students
understand how TQM is aligned with competitive excellencein their personal life, it should inculcate
statistical thinking and managing with facts and figures.
4) Course / Session Details
:
Cum
Topics to be covered
Pre-reading to be done
Sessions
1.5
Introduction to Quality concepts.TQM and
TQM Besterfield
relevance in competitive environment. Various
dimensions of quality. Cost of quality
Case Study:- Zeal at Xerox
3(1.5
session)

4.5(1.5
session)

5.5(1
session)
7(1.5
session)

Quality Gurus- Shewhart, Deming, Juran, Crosby,

Feigenbaum, Shigeo Shingo, Taichi Ohno,
Ishikawa, Taguchi, Masaki Imai
The Deming Management at work
Video clip of Deming
Introduction to concept of Process Capability
and process control; Statistical Quality Control/
SPC.
Process Capability Index
Diagnosis of problems
Numerical problems
Introduction to basic problem solving tools7
QC tools
Basics of 5S, Gemba Kaizen, QC Circles
Case Study:-Gemba kaizen in a cement plant
TQM-its concepts, tools and practices
QFD
JIT

TQM by PN Mukherjee

QM by Gitlow

TQM by PN Mukherjee

TQM by PN Mukherjee/Gitlow

8.5 (1.5
sesion)

SMED
Benchmarking
Case Study:- Xerox-The Benchmarking Story
Six sigma-introduction to the philosophy,
problem solving approaches
Six Sigma-successful implementations
Case study:- Six Sigma at GE

Six Sigma by Mikel Harry

QM by Gitlow

10(1.5
sess)

TQM in services &IT-concepts and cases

TQM by RP Mohanty/Kanishka
CMMI/SErvQual model
Bedi
Case Study:- Using ServQual to improve Service
Quality
11.5(1.5 Introduction to Advanced concepts in quality
TQM by PN Mukherjee/QM
sess)
-Introduction to Taguchi loss function
Gitlow
- Sampling and Reliability Engg.
-FMEA
Case Study- Using FMEA to improve service
quality
13(1.5
Quality Management Systems =ISO 9000,14000
TQM by PN Mukherjee/QM
sess)
systems
Gitlow
Quality performance excellence
awards(Baldridge/Deming Prize)
Case Study:-Sundaram Clayton-Winning the
Deming prize
15 (2
Project Presentations
session) Course Recap
5) Required text & Course Materials :
Total Quality Management-PN Mukherjee (PHI)
TQM in the services sector-RP Mohanty and RR Lakhe(Jaico)
Quality Management 3rd ed.- Gitlow, Oppenheim, Levine (McGraw Hill)
Total Quality Management 3e-Besterfield et al (Pearson)
Total Quality Management Kanishka Bedi
Optional Course Materials & Readings:
Four Days with Dr. Deming-William Latzko, David M Saunders (Pearson)
Six Sigma-Mikel Harry PhD and Richard Schroeder(Doubleday)
Six Sigma-Beyond the Factory floor-Donald Snee, Roger Hoerl (Pearson Prentice hall)
6) Assessment Criteria:
Component

Description
PGDM III

Attendance & Class Participation

10

Class Test

10

Project/Viva/Presentation

20

End term exam

60

Total Marks

100

Active participation
expected in class

7) Discipline: It is expected that you would respect others by being on time for the sessions, preparing
for case studies and not using mobiles during the class.