Historical background of TQM

The Japanese miracle!

Transformation between 1950 to 1980

Gen. Mc Arthur in 1946

Auto industry & Electronics

JUSE-Dr.Deming & Dr.Jurran

What made this miracle happen?

Technology? People? The systems?

Total Quality Control or Culture A set of practices Japanese industry followed in

their organizations
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Evolved from the teachings of Dr.Deming and

Dr.Juran
Deming philosophy and Juran triology

Basics of Quality Control Quality assessment : quality audits, quality parameters measurement, developing a fact base for quality activities Quality control: preventing generation of defectives, CA/PA on quality problems/customer complaints Quality assurance: consistency in quality of products by quality control activities including design control

What is Deming philosophy? When did Deming propound his philosophy and for whom?

The essence of Deming Philosophy

New philosophy of Continuous improvement Continuous and continual improvements Problems are abnormalities Problem sensitiveness Deviation from standard Good quality is standard
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Leadership
Fault finding to improvement

Remove fear of failure

Empower Recognition and appreciation Earn the trust of your subordinates Quality Morale and Pride

Juran Trilogy A conceptual framework called Quality Trilogy

to visualize Quality & its implementation

Quality Trilogy - Quality Planning, Quality Control, Quality Improvement

 Quality Planning
Identify customers, Internal & external Understand their expectations Incorporate features in the product to fulfill customer needs Set organizational goals to meet customer expectations Establish a process to reach the goals of the organization
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Set specific standards for the process Pass on the process so designed,

for implementation [Laboratory to

shop floor]

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Set specific standards for the process

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QCD INV OPN I

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QCD OPN II

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QCD OPN III INSP QCD INV QCD

Customer satisfaction process

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 Quality Control
Run the process as per the standards set

Produce outputs meeting the standards set

Compare actual performance to goals Take corrective action when deviations from the standard are observed & prevent recurrence
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 Quality Improvement Reaching new heights of Quality levels Strong & strategic initiative by top management Meeting & improving standards continuously to improve the process and thereby products Continuous Improvement Deming Philosophy & Juran Quality trilogy are complementary to each other
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Total Quality Management How TQM came into existence?

Where it came from?

What is quality?

Fitness to intended use

Adherence to standards, IS,BS,DN

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Agreed requirements, terms of contract-

customer/supplier
Meeting Customer Expectations

Customer satisfaction, Customer loyalty

Courteous service

State of mind, Attitude, Quality in thinkinggive/take

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What is total?

Entire process of production of product

Covers all functions in organization

Definition of TQM: a systematic method of

organizational improvement through sustained

collaborative efforts crossing functional and

hierarchical boundaries to satisfy customer
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How Total Quality is achieved in an

organization?
By harnessing the hidden potential of employees, which is the true essence of TQM

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What is TQM? A customer focused management philosophy to lead organization to prosperity by delivering customer satisfaction and looking beyond A philosophy evolved from Japanese TQC Teachings of Dr.Deming & Dr.Juran A philosophy focused on process rather than product, more on how, than on how much
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A philosophy that views every

activity as quality activity

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Do you have TQM in your company? If the answer is yes, every employee, Understands and is committed to the goals of

his department
Knows his internal customer & supplier by

name
Has agreed requirements with his

customer/suppliers
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Principles of TQM
Perception of Quality

It is to do with everyone
Easy to see quality Internal customer concept Continuous improvement attitude Asking people rather than telling people
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 Zero defects, right first time, planning for

prevention

Principle of 1-30-300, kaizen

Root cause elimination

Quality improvement cycle define, analyze,

correct, prevent

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Cost of Quality Cost of conformance & Cost of nonconformance

Top management leadership- leadership for

quality can not be delegated

Companywide scope
Focus on process & not on person

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Why TQM?

Changing business environment Increasing competition & Customer

Expectation due to liberalization

Enlightened & demanding customers

Consumer awareness Emphasis on growth Assertive employees
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Implementation of TQM Main components

People involvement programmes

Seminars, workshops
Film shows

Contests
Team building exercises Quality Control Circle activity
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Quality System Documented procedures

Quality system to cover current procedures and

methodology for review

Flow diagrams, Formats

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Techniques of TQM
Awareness and training
Process measurement & Benchmarking Q, C, D
for improvement Q C C, S G A

Team meetings daily management, meeting

agenda

What happened yesterday?

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Prioritization and disposal of problems for

resolution

Feedback on current projects

Customer feedback Plan for today & tomorrow Use of simple statistical tools

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TQM Implementation
Phase I

Awareness sessions for top management,

middle management & internal trainers

Concept of TQM
What is expected of employees? Sense of ownership of TQM style
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 New perception of Quality Team work

Phase II
Organizing for TQM, Responsibility and authority

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Steering Committee, Coordinator

(Management Representative), Consultant

Quality dream, Objectives

Evolution of Quality Policy & its communication Team structure

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Quality council

Business Process Quality teams

QCC

Quality project teams

Self managing team

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Role/Responsibility matrix
Developing a road map for TQM

implementation
Selection of a Pilot & scaling up plan

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Phase III Quality Process Prepare R - Result measures Develop Cost of Quality figures Develop mechanism for improvement like Quality Control Circles, use quality tools Start Quality Improvement Cycle - define, analyze, correct, prevent
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Phase IV
Reviews & audits

Audit Quality system implementation, close all

NCs at CA/PA level

New Target setting

PDCA

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