the customer Integrated organizational effort designed to improve quality of processes at every business level Evolution of TQM 1900s Inspection 1940s Statistical Sampling 1960s Organizational quality focus 1980s Customer driven quality Old concept of quality: Inspect for quality after production New concept of quality: Build quality into the process and identify and correct causes of quality problems TQM Philosophy Whats different? Focus on Customer
Continuous Improvement
Quality at the Source
Employee Empowerment
Understanding Quality Tools
Team Approach
Bench marking
Managing Supplier Quality Quality Gurus
W. Edwards Deming introduced Plan-DO-Check-Act (PDCA) cycle Developed 14 points for managers Demings 14 points
Create constancy of purpose toward product quality to achieve organizational goals Refuse to allow commonly accepted levels of poor quality Stop depending on inspection to achieve quality Use fewer suppliers, selected based on quality and dependability instead of price Instill programs for continuous improvement of costs, quality, service, and productivity Train all employees on quality concepts Focus supervision on helping people do a better job Demings 14 points Eliminate fear, create trust, and encourage two-way communications between workers and management Eliminate barriers between departments and encourage joint problem solving Eliminate the use of numerical goals and slogans to make workers work harder Use statistical methods for continuous improvement of quality and productivity instead of number, quotas Remove barriers to pride of workmanship Encourage education and self improvement Clearly define managements permanent commitment to quality and productivity J oseph M J uran
conceived idea of Cost of Quality Quality Trilogy concept Quality planning Quality Improvement Quality Control
Armand Feigenbaum
Cost of nonconformance Coined Total Quality Control term 1st to describe 4 categories of cost of quality
Kaoru Ishikawa (1915-1989)
Started Quality Circles Developed Cause and Effect [fishbone or Ishikawa] diagram Promoted statistical methods Recognized internal customer Genichi Taguchi
Contends that constant adjustment of processes to achieve product quality is not effective Instead, products should be designed to be robust enough to handle process and field variation Why TQM Efforts Fail
Lack of a genuine quality culture Lack of top management support and commitment Over- and under-reliance on SPC methods Ways of Improving Quality
Plan-Do-Study-Act Cycle (PDSA) Also called the Deming Wheel after originator Circular, never ending problem solving process Quality Function Deployment Used to translate customer preferences to design Seven Tools of Quality Control Tools typically taught to problem solving teams Check sheet check sheet is a structured, prepared form for collecting and analyzing data. This is a generic tool that can be adapted for a wide variety of purposes
Histogram
A frequency distribution that shows how often each different value in a set of data occurs. A histogram is the most commonly used graph to show frequency distributions.
Pareto chart A bar graph that represents frequency or cost (time or money).the chart visually depicts significant few from the trivial many. Fishbone diagram Also Called: Cause-and-Effect Diagram, Ishikawa Diagram.The fishbone diagram identifies many possible causes for an effect or problem. It can be used to structure a brainstorming session. Defect concentration diagram a visual data display tool that literally shows where defects or problems are concentrated. Scatter Diagram Also called: scatter plot, XY graph.The diagram graphs pairs of numerical data, with one variable on each axis, to look for a relationship between them (correlation)
Control Chart The control chart is a graph used to study how a process changes over time