TOTAL QUALITY MANAGEMENT- Extra concepts 5 Evils The weaknesses of a problem that should be eliminated through proactive or active

management approach in order to satisfy customer or the next process. The evils contain Defects, Mistakes, Delay, Waste and Accident/injury.

5M The Categories that are used to find out the root causes of a problem when one uses a cause-andeffect (Ishikawa) diagram. The 5 Ms are Man, machine, Method, Material and Management.

5S

The activities that bring bottom-up mobilization (total participation), that is to mobilize workers to adhere to standards and see the benefits of standardization for long-term (not just immediate) improvement through CAPD (Check Act Plan Do) application. 5S activities contain:

Seiri: Sort and remove unnecessary materials from workplace. Seiton: Organize and store materials in an orderly fashion. Seiketsu: Keep surroundings clean. Seiso: Keep tools or equipment in a constantly clean condition and operate them properly.

Shitsuke: Train-self control (practice self-discipline).

5W 1H A total quality concept that consists of Who, What, Where, When, Why, and How. One uses four of these Ws (who, what, where, when) and the one H to dig for detail, plow through emotion and dissect inference and judgment to get to the underlying facts and guide statements down the ladder of abstraction. The following example shows the form of those Ws and H:

Who: who does it, which should do it, which else can do it? What: what to do, what is being done, what can be done? Where: where to do it, where is it done, where else should it be done? When: when to do it, when is it done, when else should it be done? How: how to do it, how is it done, how should it be done, how can this method be used elsewhere?

The last W, Why, is often being asked five times so that one can get to the real facts of a problem.

5 Why When analyzing the causes of a problem, a sequence of WHYs are asked to diagnose the possible root causes for the problem. The steps of asking are from general to detail, step by step, keep asking why and find out the root causes of the problem. By doing so, we can then identify the major causes to solve the problem.

Hoshin Kanri (Policy Deployment) Hoshi kanri is a system of forms and rules that encourage employees to analyze situations, create plans for improvement, conduct performance checks, and take appropriate action. The term of "Hoshin" is the short for hoshin kanri. The word hoshin can be broken into two parts. The literal translation of ho is "direction." The literal translation of shin is "needle," so the word hoshin could translate into "direction needle" or the English equivalent of "compass." The word kanri can also be broken into two parts. The first part, kan, translates into control or channelling. The second part, ri, translates into reason or logic. Taken altogether, hoshin kanri means management and control of the company's direction needle or focus.

hoshin = a course, a policy, a plan, an aim. kanri = administration, management, control, charge of, care for.

The most popular English translation for Hoshin Kanri is "Policy Deployment," which was used by most books written by American authors. No matter what we call it, however, Hoshin Kanri is effective and helps organizations become more competitive.

Jidoka (Automation with a Human Touch) Jidoka is a method that has replaced ordinary human inspection sampling procedures with a selfinspecting manufacturing system. Jidoka has two separate

meanings: automation and autonomation. Automation refers to changing from a manual process to a machine process. In other words, once a switch has been turned on, a machine no longer needs human assistance. The problem with this is that it has no feedback mechanism for detecting errors and no device for stopping the process if a malfunction occurs. Due to the fact that this process can lead to a large number of defects in the event of a machine malfunction it is considered unsatisfactory by Japanese manufacturers. Autonomation a meaning coined by Toyota, refers to automation that has automatic control of defects. Jidoka is often referred to as "automation with a human mind." Autonomation technically refers to a technique for detecting and correcting production defects that incorporates a mechanism to detect abnormalities or defects and with one to stop the line or machine when abnormalities or defects occur.

Jidoka also has other equally important components and effects including cost reduction, adaptable production, and increased respect for humanity. Cost reduction is achieved when equipment is designed to stop automatically when a required quantity has been produced or a defect occurs. Because of this the machine does not require a worker to oversee its production, thereby saving labor costs. Jidoka and inventory reduction are strongly related because when jidoka is used, machines stop when the production quantity is achieved thereby allowing adaptable production rather than overage in the quantity of inventory that they are carrying. Jidoka increases respect for humanity by calling immediate attention to defects or problems in the production process, thus stimulating activity improvements that can potentially reduce waste

Kano Diagram The Kano Diagram is a model which is used to investigate and determine customer requirements. When utilizing this model, customers are asked to rank the characteristics of their requirements. By using this method, often invisible ideas about quality and product characteristics of customers can be made clear. Once requirements are visible, they can be grouped accordingly. These groups are then represented in a tree like diagram, the Kano Diagram. See the diagram below for a model of Kano Diagram of Customer Requirements. The Kano Diagram allows users to visualize customer satisfaction for some customer requirements as proportional to how fully functional the product is with respect to the requirement. Once the consumer research is completed, the diagram can be constructed. The Kano diagram is a visual representation that enables users to more easily identify 1) necessary characteristics, 2) characteristics which contribute to attractiveness, and 3) characteristics which are not concerns of the customer. Using the Kano Diagram enables the decision maker the ability to identify which product characteristics should be the focus of improvement and which characteristics should be dropped (because of lack of concern by the customer). This method of investigation enables the users to gain increased knowledge of customer views, desires, and needs.

Lean Production, Lean Thinking, Lean Enterprise Lean production refers to the elimination of unnecessary steps and of waste throughout an entire production process. Through lean production, all steps in an activity are aligned to achieve

a continuous flow pattern in the production process. Labor is involved in cross-functional teams (each person on a team is skilled to perform the tasks related to a specific portion of the production process) in order to increase efficiency. Teams of workers are dedicated to a specific activity group. In such an arrangement, efficiency is achieved by eliminating unnecessary steps which make labor more efficient and reduces/eliminates waste. Continuous evaluation and improvement is a key to being as efficient as possible. Lean enterprise applies the ideas of lean production to groups of individuals and functions that are legally separate, but operationally synchronized. In other words, it is applying the concepts of lean production to the entire chain for a specific service or product even when the product or service development stretches across several companies. Such an arrangement would include raw materials to processing mills to product producers. The goal is to provide maximum value to customers by value streaming all support from supply to service. So far, this has not been successfully developed. Vast changes would be required in the roles of functions within a company, relationships among companies, employee policies, and management functions. Lean thinking is simply having a strong belief in lean production. It is believing that greater success can be achieved through the elimination of unnecessary steps throughout the entire production chain. Lean thinking is required in order to begin changing to lean production.

MBNQA - Malcolm Baldrige National Quality Award The MBNQA, an annual award to recognize U. S. companies for performance excellence, was created by Public Law 100-107 in 1987. The award is named for Malcolm Baldrige who served as Secretary of Commerce from 1981 to 1987. Responsibility for the award is assigned to the Department of Commerce and is managed by the National Institute of Standards and Technology (NIST). Award participation is by application in one of three eligibility categories: manufacturing, service, and small business. Potential applicants are screened by a Board of Examiners to ensure award recipients meet all requirements and expectations. Once eligibility has been approved, participating companies submit application packages that provide detailed responses to award criteria in the areas of: leadership, strategic planning, customer and market

focus, information and analysis, human resources development and analysis, process management and business results. Changes were made in 1997 to emphasize focus on

customer and market-driven strategies, the role of information and analysis and the goal of improved business results. The award is based on performance excellence. Each applicant must provide information and data on the company's improvement processes and results. Submitted information must demonstrate that the applicant's approaches are effective and could be replicated by other organizations. Site visits are conducted for those applicants whose application package score sufficiently high. Award recipients are required to share information on their successful performance and strategies with other U. S. organizations.

MBO - Management by Objective A goal-attainment approach to management developed by Peter Drucker in 1954, MBO is a philosophy of management that assesses an organization and its members by how well specific goals are achieved. Generally it is intended that these goals are jointly established by superiors and subordinates and are tangible, verifiable and measurable. In most cases, the conditions under which the goals are to be accomplished and the degree to which they are accomplished are specified. The MBO objectives tend to be numerous and very specific. Actual performance is then measured by comparison to the goals. The intent of MBO is that all managers at all levels have a list of objectives that are established such that objectives at each level support those at the next higher level. What actually happens in many cases is, that because there are so many objectives, organizations are frequently pulled in several directions at once because: MBO objectives are department oriented; MBO objectives are concerned with individuals; and MBO objectives tend to be short term. This combination of events tends sub optimize Management by Objectives as a process and limits its effectiveness.

MPM - Multipickup Method The multipickup method (MPM) is a methodology created by Jiro Kawakita used in conjunction with brainstorming or similar techniques to reduce the number of ideas or thoughts to a manageable level. MPM emphasizes strength of the idea or thought as the guiding principle to reduce the number. The MPM process is accomplished in three phases. The first involves familiarization activities that prepare the participants for the process through leader selection, theme discussion and

warm-up. The second stage, unconstrained pickup, consists of rotating through the participants several times with each marking the items that he or she considers significant. After each round the unmarked items are removed. Ultimately a consensus is reached on the most important items without discussion. In focused pickup, the third stage, team members are only allowed to pick a limited number. From this final list of choices each member makes one last selection. The table below taken from A New American TQM by Shiba, Graham, and Walden (1993) summarizes the process.

Stage:

Steps:

Preparation

* Warm up * Discuss theme * Choose Label * Count labels chosen * Choose Labels in turn

Unconstrained pickup

Focused pickup

It is important to note that MPM is not just voting for the most popular choice but rather is a selection process designed to derive a specific sized list which could then be used as an input to other management tools, for example a KJ diagram.

Off-line Quality Control Off-line quality control is the quality control approach that centers on product and process design. This approach was introduced by Dr.Genichi Taguchi and consists of the following seven aspects. 1. The quality of a manufactured product is measured by the total loss created by that product to society. 2. Continuous quality improvement and cost reduction are necessary for an organization's health in a competitive economy. 3. Quality improvement requires the never-ending reduction of variation in product and/or process performance around nominal values.

4. Society's loss due to performance variation is frequently proportional to the square of the deviation of the performance characteristic from its nominal value. 5. Product and process design can have a significant impact on a product's quality and cost. 6. Performance variation can be reduced by exploiting the nonlinear effects between a product's and/or process's parameters and the product's desired performance characteristics. 7. Product and/or process parameter settings that reduced performance variation can be identified with statistically designed experiments.

On-line Quality Control On-line quality control is a quality control approach that focuses on using control charts, reliability studies, cause and effect diagrams, process capability studies and statistical process control (SPC). The main purpose of this approach, per Dr. Genichi Taguchi, is prevention not rectification, thus making its main purpose the avoidance of uncontrollable on-line regions. Many information resources are available and easily accessible concerning this topic.

SOP - Standard Operating Procedures Standard Operating Procedures (SOP) are the instructions that cover operational parts. Initially, an SOP is based on Army wide publications and then modified to use local operating conditions and command policies as a guideline. The scope of SOP is extensive and varies. It provides the major instructions for all division elements of operational features. In general, there are two formats for an SOP to follow:

A format that publishes all comprising documents which details of the function and the responsibilities of subordinate units.

A format that is published as a basic document which includes general instructions to all units. This kind of format has specific instructions for each individual unit. It is more detailed and easier to use.

SMED - Single Minute Exchange of Die SMED, often called "Quick Changeover", is an process that can help us to reduce downtime due to set-ups and changeovers. Quick Changeover means we reduce time to set up a machine or process. We use SMED as a guideline to eliminate our waste changeover time in our production process, especially while changing a machine from one product to another. There are six major steps that we should be concerned with : 1. Ensure that everything needed for setup is already organized and on hand to save time finding something in the process setup. 2. It is good to move your arms but not your legs to avoid spending too much time during adjustment or set-ups. 3. Do not remove bolts completely to save time during removing bolts and setting up the process. 4. Regard bolts as enemies; do whatever you can to get rid of them to save time by using some equipment that is better than bolts when changing the process. 5. Do not allow any deviation from die and jig standards to save time by using the same standards. For example, use the same size of nut and bolts for each die and jig. 6. Adjustment is waste to make the jig or figure simple to setup and avoid wasting time to adjust the positions.

SPC - Statistical Process Control Statistical Process Control (SPC) is an collection of statistical techniques that are used to monitor critical parameters and reduce variations. We used SPC to achieve process stability and improve the capability through reduction of variability. Often the term "Statistical Quality Control" is used interchangeably with "Statistical Process Control." The objective of SPC is to get a process under control. This is done by identifying and eliminating any specific causes of variation not associated with the process itself. A process that is in control will constantly perform within its own natural limits. SPC can be broken into two components: process control and acceptance sampling. In process control, SPC involves these seven tools: Histogram, Check Sheet, Parato Chart, Cause and Effect Diagram, Defect Concentration Diagram, Scatter Diagram, and Control Chart These tools often called "The Seven QC tools." Most of the tools help us to identify a problem in the process.

Acceptance sampling is used to reduce variation in the process by using statistical sampling techniques to select the proper sampling size and to interpret whether our whole product should be accepted or rejected.

TBC - Time-Based Competition TBC means that companies are turning to time for long-term competitive advantage. The companies are trying to run faster and faster to beat the competition. Winning firms will be those that implement their strategies well and do so before their competitors. To be a true time-based competitor, a firm must reduce the entire cycle time by time compressing activities that lie along the entire supply chain (from raw material to customer). A company that wants to provide a fast response for its customers must begin by creating a fast response among its employees. The faster a product gets to market, the sooner customer feedback can be processed to help designers in the next round. These cycles of creating information and then acting and acting again are the heart of a time based company. The focus on reduced time to market affects companies financially, as the faster a company brings its products to market, the sooner its revenue starts coming in. In addition, a shorter time to market together with less waste and duplication of effort strongly suggest that company's resources have been used more efficiently. The companies that have aggressively implemented time-based competition include such prominent names as Honda, Toyota, Citicorp, General Electric, Hewlett Packard, Federal Express.

TEI - Total Employee Involvement TEI means harnessing the knowledge and creative powers of all employees, individually and in small teams. TEI usually aims at a complete transformation of organizational culture and has major implications for organizational structure. Training and educationare essential. It is important to drive out fear of making suggestions for change, trying out new methods, being blamed for problems that are inherent in the system, or losing one's job because of quality improvements. The secret to TEI is to define a goal and vigorously support all attempts to achieve it. Some typical TEI elements are:

Empowerment, the authority to plan and do the work one is capable of doing. Self-managed work teams, an example of empowerment. Market in or market pull orientation. Learning organization. Customer-managed organization. Personal quality improvement.

A recent survey by the Teamwork for America Initiative revealed that 96% of large employers use employee involvement tools. The themes such as considering employees to be the most valuable asset and employing a participative management style are associated with America's best business practices.

TPM - Total Productive Maintenance Total Productive Maintenance (TPM) is the Japanese approach to maximize the effectiveness of the facilities that we use within our businesses. In general, TPM aims at getting the most efficient use of equipment and establishes a total PM system including maintenance prevention, preventive maintenance, and improvement-related maintenance for the company. The essence of TPM is teamwork which requires the participation of equipment designers, equipment operators, and maintenance department workers to focus on their facilities, their everyday problems and their environment in order to improve product quality, increase equipment availability, and equipment reliability. As implied by the total in TPM, effective TPM requires the involvement and participation of every employee - from top management to shop floor workers in maintaining facilities and equipment within the company and also promotes PM through management and small group activities. According to Herbert R. Steinbacher and Norma L. Steinbacher, five components are necessary for a true TPM strategy: 1. Maintenance Prevention - designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary. 2. Predictive Maintenance - determining the life expectancy of components in order to replace them at the optimum time. 3. Corrective Maintenance - improving the performance of existing equipment or adapting new equipment to the manufacturing environment.

4. Preventive Maintenance - using schedules or planned maintenance to ensure the continuous, smooth operation of equipment. 5. Autonomous Maintenance - involving production employees in the total machine maintenance process. Bringing the whole company together with TPM enables the company to actually achieve goals such as zero breakdowns, zero defects, and as a result of increasing equipment efficiency, increasing productivity, improving company profits, and creating a safe and satisfying workplace environment for employees.

Waste Waste is any process step or procedure that could be eliminated without harm or that could be done more efficiently, that is, faster or cheaper. Waste is a relative concept: whenever we discover a process improvement, than old process is seen to be wasteful. The most obvious forms of waste are mistakes and blunders, defective products, scrap, rework, and the like. But there are others just as harmful that are not obvious. People have to observe carefully how they work and ask whether anything they are doing could be speeded up or eliminated. Professor W. Zangwill of the University of Chicago says that the closer you look the more waste you see. Elimination of waste makes it easier to see additional waste in the remaining activities. His suggestive conclusion is that most work is waste. The relentless attack on waste should become a central management strategy at any company. The development of Just-In-Time manufacturing at Toyota was essentially a search for waste reduction. Another system for waste reduction is, for example, Five S (proper arrangement, orderliness, cleanliness, cleanup, and discipline). Here are some of the better-known lists of waste (these were mostly drawn up for manufacturing, but the principles are universal; there is some duplication among these lists): Toyota's Seven Wastes (Ohno):

Waste of overproduction (also irregular production: the end-of-month or end-of-quarter surge).

Waste of time on hand (waiting). Waste in transportation. Waste of processing itself.

Waste of stock on hand (inventory). Waste of movement. Waste of making defective products.

Canon's Nine Wastes:

Waste caused by WIP. Waste caused by defects. Waste in equipment. Waste in expenses. Waste in direct labor. Waste in planning. Waste in human resources. Waste in operations. Waste in start up.

Schonberger's Non Obvious Waste:

Promotional waste (negative selling). Waste of tracking the orders. Waste of automating the waste. Container to container waste. Waste of analyzing the waste. Waste of costing the cost reductions. Waste of costing the bad quality. Waste of reporting the utilization and efficiency.

Additional Wasteful Activities (Tim Fuller):

Sorting to prioritize. Repeating work. Hunting for things that are missing. Doing tasks that serve no purpose. Walking and not carrying something when it would be easy to do so.

Visual Control Visual Control is a tool or principle which is used to allow users to visualize the whole picture of a situation. There are several categories of visual control:

Label - use labels to mark the storing areas and items. Draw a Line - draw a line to indicate the maximum and minimum amount of inventory to be filled.

Red Tag - put a red tag on items which are not to be used. Display Board - use a display board to visualize your company performance more easily. Production Control Board - use production control board to plan, control and monitor the production progress in order to minimize the mistakes.

Monitoring Board - use monitoring board to help you check what you have or have not done in order to prevent from making a lot of mistakes.

If a manager would like to see how his or her employees perform in a particular project, and whether certain jobs are falling behind schedule, a visual control system can be used to show him or her the details of daily work progress. In this way, it will ensure that actual or possible troubles can be quickly spotted and the manager can take immediate action to correct the shortcomings. Only by employing accurate visual control charts can you see what is normally unseeable. Thus, visual control makes the task easier for everybody.

1- Pareto chart 2- Histogram 3- Fish Bone 4- Flow Chart 5-Check points 6- Scatter Diagram 7- Control Charts

1- Activity Network Diagram

2- Affinity diagram 3- Interrelationship Diagram 4- Matrix Diagram 5- Priorities Matrix 6- Process Decision 7Tree Diagram

1- Root cause analysis 2- Five Whys 3- PDCA-PDSA 4- SIPOC 5FMEA

1- Creative thinking 2- Brainstorming 3- Mind Mapping 4- Analogies 5- Lateral thinking 6- Triz 7- SCAMPER

1- Anova 2- balanced-scorecard

3- Capability 4-Chi-Square 5-Kanban 6-Level-Mix 7-Mistake-proofing 8-OEE 9-One-Piece-Flow 10-Priorities-matrix 11-Quick-Changeover 12-project-selection 13-Regression 14-SMED 15-Spaghetti 16-Standard-Work 17-Statistical-Process-Control 18-Takt-Time 19-Total-Productive-Maintenance 20- value-stream-mapping 21CAPA

Examples of Quality Characteristics For Products Performance Serviceability Reliable Reasonable Price Ease of Use Maintainability Durability

Simplicity of Design Aesthetics Available Safe Ease of Disposal

For Service Responsiveness Credibility Available Reliable Safe Security Competence Understand the Customer Accuracy Completeness Timeliness Communication

Drivers of Quality: 1-Customers. In a customer-driven organization, quality is established with a focus on satisfying or exceeding the requirements, expectations, needs, and preferences of customers. Customer-driven quality is a common culture within many organizations. 2-Products / Services: A culture of product / service-driven quality was popular in the early stages of quality improvement. Conformance to requirements and zero defect concepts have roots in producing a product / service that meets stated or documented requirements.

In some cases, product / service requirements originate from customer requirements, thereby creating a common link to customer-driven quality, but the focus of the culture is on the quality of the product/ service. If the customer requirements is accurately stated and designed into the production / service delivery process, then as long as the product / service meet the requirements, the customer should be satisfied. This approach is common in supporting the ISO 9001-based quality management system. 3- Employee Satisfaction: This concept is that an organization takes care of employees needs so that they can be free to worry only about the customer. Employee satisfaction is a primary measure of success for this type of organization. 4- Organizational focus: Some organizations tend to focus on total organizational quality while others are quite successful at using a segmented approach to implementing quality.

Methods of Quality Implementation: 1- Quality of design versus quality of conformance The organizations values, goals, mission, policies, and practices reinforce designing into the product or service rather than inspecting it in. emphasis is placed on doing the right things right the first time. The organizations aim is to not only meet, to the letter, customers' requirements, but to exceed them wherever possible. Conformance is the norm. The organizations overriding purpose is to excite the customers with extraordinary products and service. 2- Quality planning, control, and improvement The focus of this dimension is for organizations to continually improve their products, services, processes, and practices with an emphasis on reducing variation and reducing cycle time. This dimension implies extensive use of the quality management tools, including cost of quality, process management approaches, and measurement techniques. 3- Little q and Big Q Organizations focusing on quality control and inspection activities (little q) will fail to be fully effective they must transform their thinking to quality across organization (Big Q) 4- Quality is strategic

Quality, or the absence of it, has a strategic impact on the organization. Consumers buy certain products and request services based on their knowledge and perception of the organization and what it provides. Few buyers knowingly buy poor quality. Accumulated experiences and perceptions of customers ultimately make or break an organization.

Total Quality Management UNIT I 1. 2. 3. 4. 5. Explain the 7 steps in strategic planning. Explain in detail about 14 points of Deming philosophy. Explain about quality council and quality planning. Explain the contribution of Juran to the quality movement. Explain in detail about Juran Trilogy

UNIT II 1. Discuss about Maslow's need hierarchy theory and Herzberg's two factor theory for motivation? 2. Explain in detail about 5S, PDSA & kaizen 3. Discuss about the supplier partnership procedures 4. Explain the following (a) Juran Triology (b) PDSA cycle (c) Maslows theory of need hierarchy 5. Explain the following: (a) 5s (b) Kaizen (c) Supplier rating & relationship development UNIT III 1. Explain in detail about the steps involved in the benchmarking process 2. Explain in detail (a) Process capability (a) Six sigma 3. Discuss the objectives, process, stages and benefits of FMEA 4. Explain in detail about six sigma 5. Explain about the new seven tools of quality and its application in detail UNIT IV 1. Discuss about the objectives, process, outcome and benefits of quality functional deployment (QFD)

2. Explain briefly about the following (a) Taguchi quality loss fuction. (b) pillars of TPM 3. Discuss in detail about cost of quality 4. discuss in detail about the steps involved in the TPM process. UNIT V Explain about quality system auditing Discuss the implementation of ISO 9000:2000 quality systems Explain about the philosophy and the requirements of ISO 9000 : 2000 Explain about the auditing process and role of external agencies.

1. 2. 3. 4.