Models of TQM: Conceptual Models: These models represent the basic concept of

TQM in simplified form. These models emerged from the lifetime experience of Quality
gurus. Conceptual models may not be referred to specific businesses These are best
known as theoretical and abstract knowledge based models i.Clear results: Obj,
Graphs and Numerical data. ii.Not clear result: Subj. More opinion based theories.
Implementation Models These types of models discuss the approaches and Sequence
of actions required for implementation of TQM Factors, elements and their pre-
requisites. Implementation models act as a vehicle of change for implementation of
TQM in a business. The implementation models require resources and administrative
support on the part of implementers and consultants.
Assessment Models These models are used to assess organizations. It checks; how
the TQM factors and elements were approached, implemented, and the results
achieved. Assessment models come after implementation models. These models are
more complex involve the assessment of correlation between the selected factors and
elements, approaches adopted and result achieved
TQM awards.
Deming price : The Deming Prize is the longest-running and one of the highest awards
on TQM in the world. It recognizes both individuals for their contributions to the field of
Total Quality Management and businesses that have successfully implemented TQM.
Criteria :Managing Policies and Their Deployment 20 New Product development, Work
Process Innovation 20 Maintenance and Improvement 20 Management System 10
Information Analysis and Utilization of IT 15 Human Resource Development 15 Total
100
Malcolm Baldrige National: Quality Award recognizes U.S. organizations in the
business, health care, education, and nonprofit sectors for performance excellence.
Criteria: Leadership 12 Strategic Planning 8.5 Customer and Market Focus 8.5
Measurement Analysis and Knowledge Management 9 Workforce Focus 8.5 Process
Management 8.5 results 45 Total 100
European Quality Award: The EFQM Excellence Award is a transnational quality
award that recognizes European businesses with "excellent and sustainable results"
across all areas of the EFQM Excellence Model.
Criteria: Leadership 10 Policy and Strategy 8 People 9 Partnership and Resources 9
Processes 14 Customer Results 20 People Results 9 Society Results 6 Key
Performance Results 15 Total 100
International Quality awards: IQA model works under umbrella of International
Organization for Standardization (ISO) • According to IQA, achievement of Competitive
Business Position (CBP) is the aim of top management for every business
Criteria: Top Management Roles 13.5 Market and Customer Focus 4.3 Quality Mission
and Policy 3.2 Quality Planning 2.4 Quality Assurance 21 Resource Management 13.3
Quality Culture 5 Protection 2.8 Continuous Quality Improvement 7.5 Satisfaction of All
Stakeholders 27 Total 100
Pakistan National Quality Award (PNQA) is the latest development at National Level
This award model is being developed under the National Quality Policy and Plan of
Ministry of Science and Technology
Criteria: Quality 15 Use of Quality Data and Information 10 Human Resource
Management 15 Customer Focus and Satisfaction 15 Quality Assurance of External
Suppliers 10 Process Management 10 Business Results 25 Total 100
Six Sigma:
A methodology that provides businesses with the tools to improve the capability of their
business processes. This increase in performance and decrease in process variation
lead to defect reduction and improvement in profits, employee morale and quality of
product.
Six Sigma is a disciplined, data-driven approach and methodology for eliminating
defects (driving toward six S.D between the mean and the nearest specification limit) in
any process – from manufacturing to transactional and from product to service
Six Sigma approaches:
1: Correction 2: Corrective action3: Preventive action4: B P R
1: Fixing mistakes 2: Fixing Root-causes 3: Fixing Systems & Processes 4: Changing
Systems & Processes
Six sigma as a tool:
Six Sigma contains a broad set of tools, interwoven in a business problem interwoven in
a business problem-solving solving methodology. Six Sigma tools are used to scope
and choose projects, design new products and processes improve current processes,
decrease downtime and improve customer response time.

What does six sigma project involves:

1: hunting fork problem 2: measure the intensity 3: where is the system failure 4:
experiment on how to improve and fix the change 5: install the new system
A problem can be in
1; Business 2. Product 3. Process 4. Vendor 5. Organizational Culture 6. Organizational
Environment 7. Organizational Expansion 8 Organizational Policies Strategies or
Execution 9. A problem (perceived) may not be a problem
Kaizen, Quality Circles and Six Sigma Problem Solving
Common Sense Suggestions, = kaizan
Medium level problems Basic Analysis 7 SQC Tools = quality circles and quality tools
High value complex problems and advance statistical analysis = sS
DPU: 10 Defects 100 pairs/ DPU = 10/100 = 0.1 (10%)
DPO: 10 Defects 100 pairs/ 2 opportunities carton/ DPO = 10/100x2 = 0.05 Or 5% for
each type Defects # Units x # Opportunities

DPMU: 10 Defects 100 / 2 types of defects pairs / DPMO = 0.05 x 106 = 50,000
DPMO: From Sigma Conversion: Table 50,000 DPMO = 3.1 σ And Yield = 94.7%
Calculate sigma value of telecom network:
Total Defects in 2005: 500 min /ƒ DPU = 500/525,000 = 0.00095 ƒ/ Yield: 525,000 –
500 x 100 = 99.90 525,000 ƒ / DPMO = 0.00095 x 106 = 950 ppm ƒ Sigma (from table)
= 4.6 Sigma
DMAIC: Define Measure Analysis Improvement Control (design for six sigma and lean
six sigma)
Define : Define the project goals, business justification,and project outcome
ACTIVITIES 1: Customers and Critical to Quality (CTQs) 2. Problem Statement, Goals
and Benefits) 3. Identify Champion, Process Owner and Team 4. Resources 5. Evaluate
Key Organizational Support 6. Develop Project Plan and Milestones 7. Develop Process
Map
TOOLS 1. Process Chart 2. SIPOC Diagram 3. WBS / Project Mgt 4. CTQs 5. Surveys
Measure the baseline - determine current performance and long term process capability
Tools: 1. Process Flow Charting 2. Data Collection Plan 3. Benchmarking 4.
Measurement System Analysis (MSA), R&R 5. Voice of Customer Gathering 6. Process
Sigma Calculation

Analyze: Extensive exercise to carry out root-cause analysis

Tools: 1. Pareto Analysis, Time Series/Run Charts 2. Scatter Plots, Regression Analysis
3. Cause and Effect Matrix and Diagrams 4. Test of Hypothesis 5. Data Analysis 6.
Failure Mode and Effect Analysis
Improve the process with experimentations by eliminating defects and re-engineering
Tools :1. Mistake Proofing (Poke Yoke) 2. Design of Experiments (DOE) 3. House of
Quality (Quality Function Deployment) 4. Failure Mode and Effect Analysis 5.
Simulations
Control: Maintain the process capability
Tools: 1. Process Sigma Calculation 2. Control Charts 3. Cost of Quality Calculations 4.
Control Plan 5. ISO 9001
DMADV: Define Measure Analysis Design Verify( design for six sigma)

ISO: the International Organization for Standardization is an international standard-

setting body composed of representatives from various national standards
organizations. Founded on 23 February 1947, the organization promotes worldwide
proprietary, industrial, and commercial standards.
 Iso 900 and 14001 in brief: ISO 9001 and ISO 14001 are among ISO's most
well known standards ever.
 They are implemented by more than a million organizations in some 175
countries.
 ISO 9001 helps organizations to implement quality management.
 ISO 14001 helps organizations to implement environmental management.
 Quality managaement :

ISO 9001 is for quality management.

 Quality refers to all those features of a product (or service) which are required by
the customer.
 Quality management means what the organization does to:
 ensure that its products or services satisfy the customer's quality
requirements and
 comply with any regulations applicable to those products or services
Environmental management: ISO 14001 is for environmental management. This
means what the organization does to:

 minimize harmful effects on the environment caused by its activities,

 to conform to applicable regulatory requirements, and to
  achieve continual improvement of its environmental performance.
Management system:
 Management system means what the organization does to manage its
processes, or activities in order that
 its products or services meet the organization’s objectives, such as
 satisfying the customer's quality requirements,
 complying to regulations, or
 meeting environmental objectives
Process not product:
Both ISO 9001 and ISO 14001 concern the way an organization goes about its work.
=They are not product standards.==They are not service standards.==They are process
standards.== They can be used by product manufacturers and service providers

Lean: Lean is a systematic approach of eliminating waste so every step adds value for the
Customer. Value: A capability provided to a customer at the right time at an appropriate price, as
defined by the customer • Cost • Quality • Delivery , Waste: Waste is any activity that
consumes time, resources, or space but does not add any value to the product or service.

Steps to achieve lean systems:

The following steps should be implemented in order to create the ideal lean
manufacturing system:  Design a simple manufacturing system  Recognize that
there is always room for improvement  Continuously improve the lean manufacturing
system design.

Seven Form of Waste:1.overproduction (occurs when production should have

stopped)2.Waiting (periods of inactivity)3.Transport (unnecessary movement of
materials)4.Extra Processing (rework and reprocessing)5.Inventory (excess inventory
not directly requiredfor current orders)6.Motion (extra steps taken by employees due to
inefficient layout)7.Defects (do not conform to specifications or expectations).

5Principle of Lean:1.• Define value from the customer perspective 2.• Identify the value
stream 3.• Make the process flow 4.• Pull from the customer 5.• Head toward perfection