Total Quality Management

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Overview of Total Quality Management (TQM)

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TQM Defined
The Japanese Union of Scientists & Engineers (JUSE) defines TQM as:Total Quality Management (TQM) is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price
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Demings PDCA Cycle

Plan what is needed Do it Check that it works Act to correct any problems or improve performance
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Demings 14 Points
1. Consistency of Purpose is a must for continual improvement of the product Continuous change and innovation is a must for survival Quality cannot be achieved only by inspection Lowest Price should not be the criteria for selecting a supplier Eliminate wastes in every functional area, not only production On the job training of employees Attitude of supervisors & managers towards workers should be that of a facilitator
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3. 4. 5. 6. 7.

Demings 14 Points
8. Encourage workers to give quality improvement ideas without fear Remove the barriers between departments & individuals Posters and slogans should be eliminated Numerical targets and work standards may affect quality Remove obstacles in the good workmanship of hourly workers to instill a sense of pride in them. Vigorous programs of retraining and education of employees are must. Top Managements commitment for ever-improving quality is a must
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10. 11. 12. 13. 14.

Demings 7 Deadly Diseases

1. 2. 3. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs. Emphasis on short term profits. Evaluation of performance, merit rating, or annual review. Mobility of management; job hopping. Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable. Excessive medical costs. Excessive costs of liability.
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4. 5.
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Jurans Quality Planning Road Map

1. Identify who are the customers. 2. Determine the needs of those customers. 3. Translate those needs into our language. 4. Develop a product that can respond to those needs. 5. Optimize the product features so as to meet our needs as well as customer needs. 6. Develop a process which is able to produce the product. 7. Optimize the process. 8. Prove that the process can produce the product under operating conditions. 9. Transfer the process to Operations.
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The Juran Triology Diagram

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The Spiral of Progress in Quality

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Four Absolutes of Quality Management

1. Quality is defined as conformance to requirements, not as 'goodness' nor 'elegance'. 2. The system for causing quality is prevention, not appraisal. 3. The performance standard must be Zero Defects, not 'that's close enough'. 4. The measurement of quality is the Price of Non-conformance, not indices.
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Crosbys 14 Steps to Quality Improvement

1. Make it clear that management is committed to quality. 2. Form quality improvement teams with senior representatives from each department. 3. Measure processes to determine where current and potential quality problems lie. 4. Evaluate the cost of quality and explain its use as a management tool. 5. Raise the quality awareness and personal concern of all employees. 6. Take actions to correct problems identified through previous steps.
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Crosbys 14 Steps to Quality Improvement

7. Establish progress monitoring for the improvement process. 8. Train supervisors to actively carry out their part of the quality improvement programme. 9. Hold a Zero Defects Day to let everyone realize that there has been a change and to reaffirm management commitment. 10. Encourage individuals to establish improvement goals for themselves and their groups.
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Crosbys 14 Steps to Quality Improvement

11. Encourage employees to communicate to management the obstacles they face in attaining their improvement goals. 12. Recognize and appreciate those who participate. 13. Establish quality councils to communicate on a regular basis. 14. Do it all over again to emphasize that the quality improvement programme never ends
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Quality Management Maturity Grid

Maturity Stage 1: Uncertainty Maturity Stage 2: Awakening Maturity Stage 3: Enlightenment Maturity Stage 4: Wisdom Maturity Stage 5: Certainty

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Six Quality Measurement Categories in Quality Management Maturity Grid

Management understanding and attitude Quality organization status Problem handling Cost of quality as percentage of sales Quality improvement actions Summation of company quality posture
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Aims of Quality Circles

1. To contribute to the improvement and development of the enterprise. 2. To respect human relations and build a happy workshop offering job satisfaction. 3. To deploy human capabilities fully and draw out infinite potential.

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Comparing the Quality Gurus

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Kaizen Defined
Kai in the Japanese means change, while Zen means good (for the better), so that Kaizen means improvement. Kaizen is a subsystem of JIT and implies continuous improvement in every sphere of activity.

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Comparing the Quality Gurus

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Savings through Kaizen

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Benefits of Maintenance Management

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Types of Maintenance Costs

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The Eight Pillars of Total Productive Maintenance (TPM)

1. Jishu Hozen (JH) or autonomous maintenance 2. Kobetsu Kaizen (KK) or individual improvement 3. Planned maintenance (PM) 4. Hinshitsu Hozen or quality maintenance 5. Early management or development management 6. Education & training 7. Safety, health & environment (SHE) 8. Office TPM
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Five S
1. 2. 3. 4. 5. seiri (sorting out) seiton (systematic arrangement) seiso (spic-n-span) seiketsu (standardise) shitsuke (self-discipline)

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