TQM StudyMaterial Unit II v1.0 PDF

10/21/2011
M.B.A. I Year – 2011‐12
Total Quality Management
Unit II
Prepared By S.Nagarajan / Professor / MBA
1
/ Sudharsan Engineering College
BA9103 TOTAL QUALITY MANAGEMENT LT P C 3003
Syllabus- Unit II
Planned
Overview of the contributions of Deming, 01-10-2011
Juran , Crosby, 03-10-2011
Masaaki Imai, 10 10 2011

10-10-2011
Feigenbaum, Ishikawa, 12-10-2011
Taguchi techniques – introduction, loss 13-10-2011

function, parameter and tolerance design, 14-10-2011
signal to noise ratio. 15-10-2011
Concepts of Quality circle, 17-10-2011

18-10-2011
Japanese 5S principles and 19-10-2011
8D methodology. 20-10-2011
Review & Class Test 21-10-2011

2
1
10/21/2011
References
1. TQM-Unit-1To5NotesEinsteinCollege.pdf
2. TQM-ModelQuestions.pdf
3. http://www.blurtit.com/q437463.html
4. http://www.referenceforbusiness.com/management/Pr-Sa/Quality-and-Total-
Quality Management html
Quality-Management.html.
5. Total Quality management – V.Jayakumar & Dr.R.Raju- Lakshmi Publications
– Chennai
6. http://www.qualitygurus.com/gurus/list-of-gurus/kaoru-ishikawa/
7. http://www.ee.iitb.ac.in/~apte/CV_PRA_TAGUCHI_INTRO.htm
8. http://www.freequality.org/
3
Overview of the contributions of Deming [Refer -3]
• Born on October 14, 1900, Dr William Edward Deming had a profound

effect on the improvement of production in the USA during the World War II.
• He is well known for his work in Japan where he guided top management
about the improvement in design, quality testing of a product and sales.
• He was a contributor of significance in making Japan a nation which
produces high quality innovative products.
Dr Deming propounded 14 principles for the effective of a business.

• One of the principles he propounded was that to stop dependence on
mass inspection if you want to achieve quality.
• It is better to improve the process and ingrain quality in the product at the
fi t place.
first l H also
He l advocated
d t d iinstitute
tit t training
t i i f the
for th improvement
i t off
skills.
• [Refer-4] Deming developed a process, using statistical control
techniques that alerted managers of the need to intervene in the
production process.
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[Refer-4] Deming introduced these "statistical process control" methods.
[Refer-4] Deming developed the chain reaction: as quality improves, costs go

down and productivity goes up; this leads to more jobs, greater market share,
and long-term survival.
Quality
Q lit circles,
i l a central
t lD Deming
i ththeme, are b
based
d on th
the iimportance
t off
employees meeting regularly in groups to comprehensively discuss
product quality.
5
[Refer-4] Deming developed fourteen points for management which can be

summarized as: [for details see Reference -5 pp 2.15]
1. Create a plan; publish the aims and purposes of the organization.
2. Learn and adopt the new philosophy of quality.
3. Understand the purpose of inspection; stop depending on inspection.
4. Stop awarding business based on price alone.
5. Improve the system constantly.
6. Institute training.
7. Teach and institute leadership.
8. Drive out fear, create trust, and create a climate for innovation.
9. Optimize the efforts of teams, groups and staff areas.
10. Eliminate exhortations, and targets for the work force; provide methods of achievement.
11 Eliminate numerical quotas for the work force
11. force.
12. Remove barriers that rob people of pride for workmanship.
13. Encourage education and self improvement for everyone.
14. Make action to accomplish the transformation, make it everyone's job.
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The Deming Cycle
For details see Reference -5 pp4.7
7
8
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Juran Trilogy [Refer-2]
The Trilogy consists of three sequential and logical groups of activities:

– Quality Planning
– Quality Control
– Quality Improvement
All three p
processes are universal
– Applied to a particular process
– Performed by top management or by middle management
Juran Trilogy: A systematic and comprehensive system for break-through quality

improvements
Quality Defined: meet customer needs and freedom from deficiencies
Trilogy
T il C
Components t
– Quality Planning – discover customer needs and deficiencies and design adequate
processes
– Quality Control -- compare actual performance to goals and take action on the
differences
– Quality Improvement -- the attainment of unprecedented levels of performance
9
CONTRIBUTIONS OF CROSBY: [Refer-1]
• In his view, good, bad, high, and low quality are meaningless concepts in
the abstract; the meaning of quality is "conformance to requirements."
• What that means is that a product should conform to the requirements
that the company has itself established based on its customers
customers' needs.
needs
• He also believed, that the prime responsibility for poor quality lies with
management, not with the workers.
• Management sets the tone for the quality initiative from the top.
Nonconforming products are ones that management has failed to specify
or control.
• The cost of non conformance equals the cost of not doing it right first
time, and not rooting out any defects in processes.
• "Zero defects" does not mean that people never make mistakes, but that
companies should notbegin with "allowances" or substandard targets with
mistakes as an inbuilt expectation.
10
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CONTRIBUTIONS OF CROSBY:[Refer-1]
1. Management commitment
2. The quality improvement team:
3. Quality measurement:
4. The cost of quality evaluation:
5 Quality awareness:
5.
6. Corrective action:
7. zero defects program:
8. Supervisor training:
9. Zero defects day:
10. Goal setting:
11. Error cause removal:
12. Recognition:
13. Quality councils:
14. Doing it over again:
11
CROSBY‘S four absolutes of quality: :[Refer-1]

1. The definition of quality is conformance to requirements.
2. The system of quality is prevention. \
3 The performance standard is zero defects.
3. defects
4. The measurement of quality is the price of nonconformance
12
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Contributions of Masaaki Imai

Masaaki Imai (born 1930, in Tokyo) is a consultant in the field of quality
management.
Known as the “Lean Guru” and the father of Continuous Improvement
(CI)
Masaaki Imai has been a pioneer and leader in spreading the Kaizen
philosophy all over the world.
His books,
• Kaizen: The Key to Japan’s Competitive Success (1986) ;
• The Machine That Changed The World: T
• he Story of Lean Production.
• Mr. Imai’s sequel book on this subject Gemba Kaizen: A
Commonsense, Low-cost Approach to Management was published in
1997 Th
1997. The conceptt off kkaizen
i iis tto make
k simple,
i l common-sense
improvements.
13
Contributions of Feigenbaum
• Armand Feigenbaum was born in 1922.
• Feigenbaum was the first to define a systems engineering
approach to quality.
• Feigenbaum’s concept of total quality control, known today as
total quality management (TQM), combines management
methods and economic theory with organizational principles.
• Feigenbaum served as the American Society of Quality (ASQ)
president from 1961 to 1963 and co-founded the International
Academy for Quality with Kaoru Ishikawa of Japan and Walter
Masing of Germany.
• While working at GE, Feigenbaum applied the lessons he
learned at MIT to examine observations about how p productivity
y
improvement could be achieved by driving quality in a different
way from how it had been.
• He also introduced two new concepts to the quality
management discipline that served as a defining moment for
business: systems engineering.
14
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10/21/2011
Contributions of Ishikawa [Refer-6]

The lifetime work of Kaoru Ishikawa (1916-1989) was extensive.
1939 – received his doctorate of philosophy in chemical engineering from the
University of Tokyo.
1949 – developed
p and delivered the first basic q
quality
y control course for the Union
of Japanese Scientists and Engineers (JUSE)
1962. – credited with creating the Japanese quality circle movement
1972- received ASQ’s Eugene L. Grant Award
1988- received Walter A. Shewhart Medal. He was given the Shewhart Medal for
“his outstanding contributions to the development of quality control theory,
principles, techniques and standardization activities for both Japanese and world
industry, which enhanced quality and productivity.
1993 – ASQ named a national medal after him, recognizing him as a “distinguished
pioneer in the achievement of respect for humanity in the quality disciplines.” Then
the Asian Pacific Quality Organization named the Harrington-Ishikawa Medal after
him to recognize a quality professional who has made a substantial contribution to
the promotion of quality programs and methods in the Asian Pacific.
15
Ishikawa also served as president of the Japanese Society for Quality Control
and the Musashi Institute of Technology and co-founded and served as
president of the International Academy for Quality. Upon retirement, he was
named professor emeritus of the University of Tokyo, Honorary Member of
ASQ and honorary member of the International Academy for Quality.
He wrote 647 articles and 31 books, including two that were translated into
English:
“Introduction to Quality Control and What Is Total Quality Control? The
Japanese Way.”
He is well known for coming up with the concept for the fishbone shaped
diagram, knows the Ishikawa or cause and effect diagram, used to improve
the performance of teams in determining potential root causes of their quality
problems
16
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Fishbone Diagram (also called Ishikawa diagrams or cause-and-effect diagrams)
17
18
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19
Taguchi techniques – introduction, loss function, parameter and tolerance

design, signal to noise ratio.
Taguchi methods are statistical methods developed by Genichi Taguchi to

improve the quality of manufactured goods
goods, and
more recently also applied to, engineering,[1] biotechnology,[2][3] marketing

and advertising.[4]
Professional statisticians have welcomed the goals and improvements

brought about by Taguchi methods, particularly by Taguchi's development of
designs for studying variation,
20
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Taguchi's work includes three principal contributions to statistics:
A specific loss function — see Taguchi loss function;
The philosophy of off-line quality control; and
Innovations in the design of experiments.
21
Taguchi Loss Function
"three important premises: for every product
Traditional
quality characteristic
Cost cost function
there is a target value which results in the
Taguchi smallest loss;
cost function
deviations from target value always results
in increased loss to society; [and] loss
Lower Target Upper should be measured in monetary units
spec spec
loss is proportional to the square of the deviation of the measured value
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The loss isn't linear.

Taguchi theorized that the loss is proportional to the square of the
distance from the target value.
The parabolic curve describes the cost to society as the product

moves awayy from the target
g value (center
( between LSL and USL). )
24
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25
Quality Function Deployment
The House of Quality

KEY
weak (1) Design Characteristics Customer
strong (3) Perceptions
very strong (9) 1 2 3 4 5
Customer
Attributes
attribute weights x
Absolute Weight relationship strength
Sales Points 1= weak; 10 = strong
Feasibility 1=easy, 10=difficult
Evaluation (AW x SP) / Feasibility
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[Refer-7] This is best explained using a P-Diagram which is shown below ("P"
stands for Process or Product). Noise is shown to be present in the process but
should have no effect on the output! This is the primary aim of the Taguchi
experiments - to minimize variations in output even though noise is present in
the process. The process is then said to have become ROBUST.
27
[Refer-7] If the product to be optimized has a signal input that directly decides the
output, the optimization involves determining the best control factor levels so that
the "input signal / output" ratio is closest to the desired relationship.
Such a problem is called as a "DYNAMIC PROBLEM".
This is best explained by a P-Diagram which is shown below. Again, the primary
aim of the Taguchi experiments - to minimize variations in output even though
noise is present in the process- is achieved by getting improved linearity in the
input/output relationship.
28
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STATIC PROBLEM (BATCH PROCESS OPTIMIZATION) :

There are 3 Signal-to-Noise ratios of common interest for optimization of Static
Problems;
(I) SMALLER-THE-BETTER :
n = -10 Log10 [ mean of sum of squares of measured data ]

This is usually the chosen S/N ratio for all undesirable characteristics like " defects " etc. for which
the ideal value is zero
zero. Also,
Also when an ideal value is finite and its maximum or minimum value is
defined (like maximum purity is 100% or maximum Tc is 92K or minimum time for making a
telephone connection is 1 sec) then the difference between measured data and ideal value is
expected to be as small as possible. The generic form of S/N ratio then becomes,
n = -10 Log10 [ mean of sum of squares of {measured - ideal} ]
(II) LARGER-THE-BETTER :
n = -10 Log10 [mean of sum squares of reciprocal of measured data]

This case has been converted to SMALLER-THE-BETTER by taking the reciprocals of measured
data and then taking the S/N ratio as in the smaller-the-better case.
(III) NOMINAL-THE-BEST :
-----------------------------------
square of mean
n = 10 Log10 -----------------
variance
This case arises when a specified value is MOST desired, meaning that neither a smaller nor 29
a
larger value is desirable.
Taguchi proposed a standard 8-step procedure for applying his method for optimizing
any process,
8-STEPS IN TAGUCHI METHODOLOGY:

Step-1: IDENTIFY THE MAIN FUNCTION, SIDE EFFECTS, AND FAILURE MODE
Step-2: IDENTIFY THE NOISE FACTORS, TESTING CONDITIONS, AND QUALITY
CHARACTERISTICS
Step-3: IDENTIFY THE OBJECTIVE FUNCTION TO BE OPTIMIZED
Step-4: IDENTIFY THE CONTROL FACTORS AND THEIR LEVELS
Step-5: SELECT THE ORTHOGONAL ARRAY MATRIX EXPERIMENT
Step-6: CONDUCT THE MATRIX EXPERIMENT
p ANALYZE THE DATA,, PREDICT THE OPTIMUM LEVELS AND
Step-7:
PERFORMANCE
Step-8: PERFORM THE VERIFICATION EXPERIMENT AND PLAN THE FUTURE
ACTION
30
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Taguchi Method
Identifies the “right” NoIsE factor(s) for Tolerance Design
OPTIMIZING A DESIGN MEANS DETERMINING :
(B) THE LEVELS OF CONTROL FACTORS ( " ROBUST " DESIGN )
– MAIN OBJECTIVES ARE TO
• DETERMINE THE " OPTIMUM SETTINGS "
• ACHIEVE " NOISE INSENSITIVITY “
– “BEST RESULTS” ON " EXISTING / OLD " EQUIPMENT AND

PROCESSES
– AT NO ADDITIONAL COST FOR " NEW SETTINGS " ON "OLD EQUIPMENT”
31
Taguchi Method
Identifies the “right” Control Factor(s)
for Tolerance Design
THE FACTOR EFFECT PLOT INDICATES

– THE RATE AT WHICH A PARTICULAR CONTROL FACTOR LEVEL
AFFECTS THE S/N RATIO
• A1  HIGHER SLOPE IMPLIES ‘VARIATIONS’ IN PARAMETER

A AT A1 WILL AFFECT THE S/N RATIO ADVERSELY
• C3  SIMILAR ADVERSE EFFECT ON S/N RATIO (AS FOR A1)
• B2 AND D2  HAVE THE LEAST EFFECT ON S/N RATIO

S / N RATIO

A1 A2 A3Prepared By S.Nagarajan / Professor / MBA
B1 B2 B3 C1 C2 C3 D1 D2 32
D3
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10/21/2011
Taguchi Method
Identifies the “right” NoIsE
for Tolerance Design
CONCLUSIONS
• REDUCING THE "VARIATIONS" IN “SELECTED” CONTROL /
NoIsE FACTORS IS CALLED “TOLERANCE DESIGN”
• “SELECTING” NoIsE FACTORS (FOR TOLERANCE DESIGN)
– INTERNAL NoIsE FACTORS (FROM MAIN-

MAIN-ARRAY)
1. SETTABLE/ADJUSTABLE EQUIPMENT PARAMETERS
– EXTERNAL NoIsE FACTORS (FROM NOISE

NOISE--ARRAY)
1. RAW MATERIAL
2. LABOUR SKILL
3. USER ENVIRONMENT
33
Deming Statistical Process Control

Deming Fourteen Points for Management
Deming PDCA Cycle
Deming Quality Circle
Demingg stop depe de ce o
stop dependence on mass inspection,
ass spect o ,
improve the process, training
Juran Trilogy
CROSBY Zero Defect Movement
Masaaki Imai Kaizen
Masaaki Imai Continuous Improvement (CI)
Feigenbaum TQM
Ishikawa cause and effect diagram
fishbone shaped diagram
Taguchi design of experiments, The House of
Quality
34
Taguchi Taguchi loss function
17
10/21/2011
Overview
What are Quality Circles?
y
How Do Quality Circles Work?
How Can They be Used in an Organization?
Example and Activity
Problems with Quality Circles
S
Summary of History and Practices
f Hi dP i
Bibliography
35
What is a Quality Circle?
• Voluntary groups of employees who work on similar
tasks or share an area of responsibility
tasks or share an area of responsibility
• They agree to meet on a regular basis to discuss &
solve problems related to work.
• They operate on the principle that employee
participation in decision‐making and problem‐solving
improves the quality of work
36
18
10/21/2011
How Do Quality Circles Work?
• Characteristics
– Volunteers
– Set Rules and Priorities
– Decisions made by Consensus
– Use of organized approaches to Problem‐Solving
37
How Do Quality Circles Work?
• All members of a Circle need to receive
t i i
training
• Members need to be empowered
• Members need to have the support of Senior
Management
38
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10/21/2011
How Can They be Used in an
Organization?
• Increase Productivity
• Improve Quality
• Boost Employee Morale
39
Real World Example
• At Penn State University in 1983, a Quality
Ci l
Circle was formed by Professor Hirshfield, a
f db P f Hi hfi ld
Professor of East Asia History.
– Selected 8 Students from a large lecture class
– Resulted in increased involvement from the class
40
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10/21/2011
Team Exercise
• Break down into teams of 6‐8 people
• Establish a leader and rules for your Circle
E t bli h l d d l f Ci l
• Have a brainstorming and problem‐solving
session to resolve the issue on the next slide
41
Team Exercise
• A Collegiate class on Statistical Analysis has a total
enrollment of 45 people
enrollment of 45 people.
• Average attendance is 18 students
• The class consists mainly of lectures
• How can the professor of this class improve the
quality of this course and increase student
i l
involvement? ?
42
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10/21/2011
Problems with Quality Circles
• Inadequate Training
• Unsure of Purpose
• Not truly Voluntary
• Lack of Management Interest
• Quality Circles are not really empowered to
make decisions.
43
Summary of History and Practices
• Quality Circles were first seen in the United
St t i th 1950’
States in the 1950’s
• Circles were developed by Dr, Kaoru Ishikawa
in Japan in the 1960’s
• Circles were re‐exported to the US in the early
1970 s
1970’s
44
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10/21/2011
Summary of History and Practices
• 1980’s brought Total Quality Management and
a reduction in the use of Quality Circles
d ti i th f Q lit Ci l
• Quality Circles can be a useful tool if used
properly
45
The 5S’s
• The 5S‘s are simple but effective methods to organise the workplace.
• The methodology does however, go beyond this simple concept, and is
concerned with making orderly and standardized operations the norm.
• Posters bearing the 5S terms can be found on the walls of Japanese plants,
and are a visual aid to organisational management.
46
23
10/21/2011
The Japanese Origins
• Seiri Sort
• This requires the classifying of items into two categories, necessary and unnecessary, and
discarding or removing the latter.
• Seiton Straighten
• Once Seiri has been carried out Seiton is implemented to classify by use, and arrange items to
minimise search time and effort. The items left should have a designated area, with specified
maximum levels of inventory for that area.
• Seison Shine
• Seison means cleaning the working environment. It can help in the spotting of potential
problems as well as reducing the risk of fire/injury by cleaning away the potential causes of
accidents.
47
The Japanese Origins
• Seiketsu Systematise
• Seiketsu means keeping one's person clean, by such means as wearing proper
working clothes, safety glasses, gloves and shoes, as well as maintaining a clean
g , yg ,g , g
healthy working environment. It can also be viewed as the continuation of the work
carried out in Seiri, Seiton, and Seison.
• Shitsuke Sustain
– Shitsuke means self‐discipline.
• The 5 S‘s may be viewed as a philosophy, with employees following established and
agreed upon rules at each step. By the time they arrive at Shitsuke they will have
developed the discipline to follow the 5 S‘s in their daily work.
48
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10/21/2011
The
Global 8D Method
Prepared By S.Nagarajan / Professor / MBA / Sudharsan Engineering College
49
GLOBAL 8D METHOD
FLOW DIAGRAM
D8 D0
RECOGNIZE PREPARE
CONTRIBUTION
+ ERA D1
CREATE
TEAM
D6
IMPLEMENT
PCA
D5
DEVELOP
PCA
50
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10/21/2011
GLOBAL 8D METHOD
FLOW OF
COUNTERMEASURES
D0
Emergency
Response
Action
D5
D3
Permanent
Interim
Corrective
Corrective
Action
Action
51
GLOBAL 8D METHOD
TEN ACTION VERBS
D8 D0
RECOGNIZE
PREPARE
+ D1
CREATE
D6
IMPLEMENT
D5 D3
DEVELOP D4
DETERMINE DEVELOP
52
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10/21/2011
GLOBAL 8D METHOD
THE MANAGEMENT CYCLE
& THE OTHER TWO VERBS
VERIFY
PLAN
ACT DO
EVALUATE IMPLEMENT
CHECK
STUDY
VALIDATE Prepared By S.Nagarajan / Professor / MBA
53
54
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10/21/2011
55
56
28

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10/21/2011

BA9103 TOTAL QUALITY MANAGEMENT LT P C 3003

Overview of the contributions of Deming, 01-10-2011

Juran , Crosby, 03-10-2011

Masaaki Imai, 10 10 2011

Feigenbaum, Ishikawa, 12-10-2011

Taguchi techniques – introduction, loss 13-10-2011

Concepts of Quality circle, 17-10-2011

Japanese 5S principles and 19-10-2011

Review & Class Test 21-10-2011

Overview of the contributions of Deming [Refer -3]

• Born on October 14, 1900, Dr William Edward Deming had a profound

Dr Deming propounded 14 principles for the effective of a business.

[Refer-4] Deming introduced these "statistical process control" methods.

[Refer-4] Deming developed the chain reaction: as quality improves, costs go

[Refer-4] Deming developed fourteen points for management which can be

The Deming Cycle

For details see Reference -5 pp4.7

Juran Trilogy [Refer-2]

The Trilogy consists of three sequential and logical groups of activities:

Juran Trilogy: A systematic and comprehensive system for break-through quality

Quality Defined: meet customer needs and freedom from deficiencies

CONTRIBUTIONS OF CROSBY: [Refer-1]

CROSBY‘S four absolutes of quality: :[Refer-1]

Contributions of Masaaki Imai

Contributions of Ishikawa [Refer-6]

Fishbone Diagram (also called Ishikawa diagrams or cause-and-effect diagrams)

Taguchi techniques – introduction, loss function, parameter and tolerance

Taguchi methods are statistical methods developed by Genichi Taguchi to

more recently also applied to, engineering,[1] biotechnology,[2][3] marketing

Professional statisticians have welcomed the goals and improvements

Taguchi's work includes three principal contributions to statistics:

A specific loss function — see Taguchi loss function;

The philosophy of off-line quality control; and

Innovations in the design of experiments.

The loss isn't linear.

The parabolic curve describes the cost to society as the product

Quality Function Deployment

The House of Quality

Such a problem is called as a "DYNAMIC PROBLEM".

STATIC PROBLEM (BATCH PROCESS OPTIMIZATION) :

n = -10 Log10 [ mean of sum of squares of measured data ]

n = -10 Log10 [mean of sum squares of reciprocal of measured data]

8-STEPS IN TAGUCHI METHODOLOGY:

OPTIMIZING A DESIGN MEANS DETERMINING :

(B) THE LEVELS OF CONTROL FACTORS ( " ROBUST " DESIGN )

– MAIN OBJECTIVES ARE TO

• DETERMINE THE " OPTIMUM SETTINGS "

• ACHIEVE " NOISE INSENSITIVITY “

– “BEST RESULTS” ON " EXISTING / OLD " EQUIPMENT AND

– AT NO ADDITIONAL COST FOR " NEW SETTINGS " ON "OLD EQUIPMENT”

THE FACTOR EFFECT PLOT INDICATES

• A1  HIGHER SLOPE IMPLIES ‘VARIATIONS’ IN PARAMETER

• B2 AND D2  HAVE THE LEAST EFFECT ON S/N RATIO

• “SELECTING” NoIsE FACTORS (FOR TOLERANCE DESIGN)

– INTERNAL NoIsE FACTORS (FROM MAIN-

– EXTERNAL NoIsE FACTORS (FROM NOISE

Deming Statistical Process Control

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