TQM – PAPER 2

RASHMI.S
PART A – 1. DIMENSIONS OF
QUALITY
There are 8 dimensions of quality;
• Performance – product / service – perform as intended- bone of
contention – mkt position of brand.
• Features – Product / service – all features specified / required for its
intended purpose – designing features – close relationship to end users.
• Reliability – product consistently perform within specifications – most
important dimension among customers – linked with performance –
influences corporate image.
• Conformance – conform to the specification – performance expected /
stated – design features conformance.
• Durability – how long will the product last – linked to warranty- specified
in product specifications / manuals / procurement contracts.
• Serviceability – Easy to maintain & repair –serviceability- product
selection.
• Aesthetics – product looks to end users – defections / rejections –
reduce aesthetic value – important for corporate image.
• Perceived quality- how is product perceived by customers – high
quality product – not properly installed / maintained – customer – equates
to product quality – reality – companies look after.
 2. GURUS OF TQM

• 5 main guru’s of TQM ;

• 1. Deming - W Edwards Deming placed great importance
and responsibility on management, at both the individual
and company level, believing management to be
responsible for 94% of quality problems .14 principles –
applied to all org.
• 2. Juran - Dr Joseph M Juran developed the quality trilogy –
quality planning, quality control and quality improvement.
Good quality management requires quality actions to be
planned out, improved and controlled.
• The process achieves control at one level of quality
performance, then plans are made to improve the
performance on a project by project basis, using tools and
techniques such as Pareto analysis.
• This activity eventually achieves breakthrough to an
improved level, which is again controlled.
• 3. Crossby - Philip B Crosby is known for the concepts of “Quality is
Free” and “Zero Defects”, and his quality improvement process is based
on his four absolutes of quality:
• conformance to requirements, prevention , zero defect standard & The
measurement of quality is the price of non-conformance.

• 4. Taguchi - he took the already established knowledge on

experimental design and made it more usable and practical for quality
professionals. His message was concerned with the routine optimization
of product and process prior to manufacture rather than quality through
inspection.
•
• 5. Shigeo Shingo is strongly associated with Just-in-Time
manufacturing, and was the inventor of the single minute
exchange of die (SMED) system, in which set up times are reduced from
hours to minutes, and the Poka-Yoke (mistake proofing) system. In Poka
yoke, defects are examined, the production system stopped and
immediate feedback given so that the root causes of the problem may
be identified and prevented from occurring again.

• Dr Kaoru Ishikawa made many contributions to quality, the

most noteworthy being his total quality viewpoint, company wide
quality control, his emphasis on the human side of quality, the Ishikawa
diagram and the assembly and use of the “seven basic tools of quality
 TQM Deming
1 Consistency of Purpose
Top Management should follow vision,
Mission and objectives to be achieved

2 Learn a new Philosophy

Learn new techniques-challenge the working

3. Do not depend on Mass Inspection

Use sampling methods for inspection
 TQM Deming
4 Reduce the number of vendors

5 Recognize two sources of namely

a ) Management and production
systems
b) Production workers
6 Improve on the job Training
Training for best results
 TQM Deming
7 Improve supervision
for continuous improvement
8 Drive out fear
Self sustaining, proactive,
9 Improve communication

10 Eliminate fear (Repeated)

 TQM Deming
11 consider work standards carefully
over designed-tolerance-
12 Teach statistical Methods
SPC-for process capability
,machine capability,
13 Encourage new skills-Innovation
continuous improvement
14 Use statistical knowledge
 TQM – JURAN
Juran”s Triology
Quality Planning
Quality control
Quality Improvement
 TQM - Juran
Quality Planning
a ) Set up a Long term goal
b) Define vision, mission statement
c) SMART- Specific
Measureable
Achieveable
Realistic
Time Bound
 TQM - Juran
d) Find customer Needs
e) Develop the product as per
customer needs
f) Develop process and system
g) Develop process capability for
implementation.
 TQM - Juran
Quality control
It consists of two process
a) Statistical process control
b) Training on statistical tools
continuous appraisal and
measurement of the process.
 TQM- Juran
Continuous Improvement
Project oriented improvements
All employees should be involved
Steps to achieve the quality
Improvements
 TQM -Crosby
6C”s
Comprehensions
commitments
competence
corrections
communications
continuance.
 3. DEMING’S WHEEL
• Also known as Deming’s cycle, Shewhart cycle or the Plan Do Act cycle.
• It is an iterative 4 step solving process  typically used in 
business process improvement.
• Popularized by W.Edward Deming in 1920- it was later modified by him to Plan
do study(PDSA) with recommendations. – used in 6 sigma. – DMAIC.
• The concept of PDCA is based on the scientific method, as developed from the
work of Francis Bacon . The scientific method can be written as "hypothesis" -
"experiment" - "evaluation" or plan, do, and check .
• PLAN - Establish the objectives and processes necessary to deliver results in
accordance with the expected output. expected output – focus,the completeness
and accuracy of the specification is also part of the improvement.
• DO- Implement the new processes. Often on a small scale if possible.
• CHECK-  Measure the new processes and compare the results against the
expected results to ascertain any differences.
• ACT- Analyze the differences to determine their cause. Determine where to
apply changes that will include improvement. refine the scope to which PDCA is
applied until there is a plan that involves improvement.
• Rate of change, that is, rate of improvement, is a key competitive factor in
today's world. PDSA allows for major 'jumps' in performance ('breakthroughs'
often desired in a Western approach), as well as Kaizen.
 4. MALCOM BALRIDGE
AWARD.
• The Malcolm Baldrige National Quality Award is an annual award that recognizes
U.S. organizations for performance excellence. The Baldrige Award is the only formal
recognition of the performance excellence of U.S. organizations given by the 
President of the United States.
• It is administered by the Baldrige National Quality Program, which is based at and
managed by the National Institute of Standards and Technology, an agency of the U.S.
Department of Commerce. The Baldrige National Quality Program and the associated
Award were established by the Malcolm Baldrige National Quality Improvement Act of
1987 (Public Law 100–107),named for Malcolm Baldrige, who served as 
United States Secretary of Commerce during the Reagan administration.
• The Award promotes awareness of performance excellence as an increasingly
important element in competitiveness and information sharing of successful
performance strategies and the benefits derived from using these strategies
• To receive a Baldrige Award, an organization must have a role-model organizational
management system that ensures continuous improvement in the delivery of products
and/or services, demonstrates efficient and effective operations, and provides a way of
engaging and responding to customers and other stakeholders. The Award is not given
for specific products or services.
• Up to 18 Awards may be given annually across six
eligibility categories—manufacturing, service, small
business, education, health care, and nonprofit. As of
2009, 84 organizations had received the Award.
• The seven categories of the Criteria are
1. Leadership
2. Strategic Planning
3. Customer Focus
4. Measurement, Analysis, and Knowledge Management
5. Workforce Focus
6. Process Management
7. Results.
• USES :
• To help improve organizational performance practices,
capabilities, and results
• To facilitate communication and sharing of information on
best practices among U.S. organizations of all types
• To serve as a working tool for understanding and
managing performance and for guiding planning and
opportunities for learning
TQM- Malcolm Baldrige National
Quality Award
Basic Customersand market
Focussed Strategy

LEADERSHIP 4
1 I
N
Strategic 3 F
Planning Customer & O
2 Market focussed R
M
A
5 6 T
Human resources Process Management I
focus O
7 N
Business results
 5.BENEFITS OF ISO
9001:2008
• Qms -which provides a number of requirements which an organization needs to fulfill to
achieve customer satisfaction through consistent products and services which meet customer
expectations.
• The benefits identified for the ISO 9001:2008
• Competitive advantage: Top-management led, ensures senior management take a strategic
approach to their management systems . business objectives constantly feed into processes
and working practices to ensure maximization of assets.
• Improves business performance and manages business risk : Raise the organization’s
performance above and beyond competitors who aren’t using management systems.
Certification also makes it easier to measure performance and better manage business risk.
• Attracts investment, enhances brand reputation and removes barriers to trade :
Certification to ISO 9001 boosts the organization’s brand reputation and can be a useful
promotional tool. It sends a clear message to all interested parties that this is a company
committed to high standards and continual improvement.
• Saves money for the owners : the financial benefits for companies include operational
efficiencies, increased sales, higher return on assets and greater profitability.
•
• Streamlines operations and reduces waste : The
assessment focuses on operating processes. This encourages
organizations to improve the quality of products and the service
provided and helps to reduces waste and customer complaints.

• Encourages internal communication and raises morale :

ensures that employees feel more involved through improved
communication, invovement etc. Continued Assessment visits
can highlight any skills shortages sooner and uncover any
teamwork issues.
• Increases customer satisfaction
The ‘Plan, Do, Check, Act’ structure of ISO 9001 ensures that the
needs of the customer – reliability, conformance, servicability,
on time receival of products are met.

• Society will benefit from: 

·         Fulfilment of legal and regulatory requirements
• ·         Improved health and safety
• ·         Reduced environmental impact
• ·         Increased security
 6. POKA YOKE
• Also known as fool proofing system or mistake proofing system or fail
safing system.
• POKA- means INADVERTENT ERRORS & YOKE- means TO AVOID.
• Developed by Dr. Shigeo Shingo.
• It is a simple technique to avoid simple human error at work.
• Part of “Zero Defect Quality Control”.
• Identifying defects at the source lowers the cost.
• Poka-Yoke respects the intelligence of the operator by excluding
repetitive actions that require a thinking process. By this method is
the operator more free for creative and “value added “ activities.
• Poka-Yoke to detect faults at the base, ex the position of the filer
neck into the down line.
• Poka-Yoke to detect faults after an operation, ex a sensor used to
detect a metal part.
• Poka-Yoke to stop the machine if an error occurs.
All the causes are related with the main factors ie,Man,
Machine, Method, Material & Information. Implemented by
PROBLEM LIST, ANALYSIS, IDENTIFICATION OF POKA-YOKE ,
ACTION & RESULT.

• 8 Principles of Poka-yoke for improvement

• 1 Build quality in the Process
• 2 Eliminate all in advertent errors and defects
• 3 Stop doing it wrong and do it right 1st Time
• 4 Don”t think up Excuses .Do it correctly
• 5 A 60% success is good enough to implement your idea
• 6 Working together for Zero defect is a must
• 7 Ten Heads are better than one
• 8 Find the True cause using 5W1H.

• 5 best POKA YOKES

• 1. Guide pins of different sizes.
• 2. Error detection & alarms.
• 3. Limit switches
• 4. Counters
• 5. Checklists.
 PART B- 5S WITH EG
• The 5S Process, or simply "5S", is a structured program to
systematically achieve total organization, cleanliness, and
standardization in the workplace.
• A well-organized workplace results in a safer, more efficient, and more
productive operation. 
• It boosts the morale of the workers, promoting a sense of pride in
their work and ownership of their responsibilities.
• "5S" was invented in Japan, and stands for five (5) Japanese words
that start with the letter 'S': Seiri, Seiton, Seiso, Seiketsn and Shitsuke.
• They stand for Organization, Neatness, Cleaning, Standardization &
Discipline respectively.
• 5S can be applied in Production, Office, Scrapyard, Meeting, Design,
Maintenance.
• Factors affecting 5S are: Team work, Top mgmt involvement.
Carelessness, Ego, Accident & Laziness.
• SEIRI – organization: to put things in order ,to organize with rules , to distinguish between
necessary and unnecessary , to make decisions, to find cause and to prevent it from future
occurrence.
• usage priority to be known.
• SEITON –Neatness- Eliminate searches, make arrangements to get it when we want, Discard-
unwanted items, Place for a contingency items, Far away for items not used frequently, Place for
periodically & frequently used items. Retrival is very important . Impacts on Quality, Rusting,
Denting, Deformation, Safety, Cleaning and Inspection .
• SEISO – Cleaning : One time usage concept instead of inspection.
• Hiring people for cleaning, 3 step approach -Problems discovered in the cleaning process, HARD
TO CLEAN PLACES, CLEANING AND INSPECTION EDUCATION , THREE MINUTES EXERCISE & SELF
EVALUATION SYSTEM.
• SEIKETSU – Standardization : Visualization by colour, shape, cover;
Making ABNORMALITIES obvious with visual control. Avoids operator”s making mistake -Signals for
Alert and Danger, Instructions for operating
Standards on RIGHT AND WRONG.
SHITSUKE – Discipline : Discipline as a way of changing Habits, Doing Right things as a matter of
COURSE, habit formation, Clear communication , Reconformation,
Practice until you can do it without problems, Personal responsibility & RULE OBSERVENCE
CAMPAIGNS
• 5S advantage to VVD - Quality Improvement by eliminating mixup of oils in
storage, stirrer,kettle , No leakages in pipes.
• Elimination of foreign bodies in oil due to unwanted material, machine dust, man
• Elimination of search time for Tools, containers, samples labels. To get high
yield of scrap by segregating the scrape by Tins, plastics, other materials &
Elimination of DENT in the container.
• Elimination of Suppliers material lying in the factory.
• Reasons : No decision making, lots of unwanted machine / materials,
experimental & suppliers material, Breakdown of machinery, territory occupation
between the employees, no statutory regulation & internal/ external inspection.
• Problems also due to nature of material, leakage, no proper facilities, waiting for
unit weight, seasonal products, canteen material supplies…
• Identified factors such as top mgmt, carelessness, ego & laziness for the various
accident occuring ….
• Benefits :Quality improvement
• Systematic approach – space utilization
• Eliminating unnecessary items , Reduction in search time
• Full utilisation of RESOURCES – scrap realization , less accidents, no fires…
 3. SIX SIGMA PROCESS
• Six Sigma is a business management strategy originally developed by 
Motorola, USA in 1981. As of 2009, it enjoys widespread application in many
sectors of industry.
• Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and Minimizing variability in
manufacturing and business processes. – STRIVES FOR NEAR PERFECTION.
• Six sigma focuses on Defect Prevention, Cycle time reduction, Cost savings &
Eliminating Non-value added activities.
• It tells you about the defects per unit. The sigma level indicates how often
the defects will occur.
• Used for continuous improvement, To attack poor cost of quality ie, Internal
failure cost , Appraisal cost & Prevention cost & For value addition.
• Data driven system approach to problem solving -focus on customer,
through statistical process and Analysis
• 6 Sigma Process: The PDCA cycle has been modified into the
DMAIC approach in 6 sigma & it consists of 5 steps;
Define, Measure
Analyze
Improve
Control
• Define : What is the current status ?, What wrong with the things
now ?, How big is the problem ?, What is to be accomplished ?,
What is the impact of the problem on the business ? Ans using
Process Mapping, Trend Analysis, Pareto, Brainstorming, Product
defect concentration chart & Cause and Effect Diagram
• Measure : To identify the project ( the characteristic of the
product/ Key Process Input , variables (KPIV) & Key Process Output
Variables(KPOV) & map the variable process & To make sure
measurement system is valid & make necessary measurements in
the current process for future comparison and record .
• Using : Paired comparison methods.
• Analyze: To screen the potential causes, establish the capability of the process,
determine the vital factors that impact the process & make recommendation for the
improve phase through Product/Process research, component research, Modified
component research, Multi-vari Analysis, Product defect concentration chart, Test of
means, Gauge R &R study etc..

• Improve: To develop a strategy for improvement, find the solution to the problem,
discover variable relationship using design of experiment & establish the new
operating Tolerances.

• Using: B Vs C, ANNOVA, Scatter plot & Evaluating solution tool.

• Control : To define control metrics, develop metrics collection tools, implement the
improved process & monitor the process regularly using the defined control metrics .

• Using : Variation Analysis, X bar and Range chart, Pre-control chart, Process control
Analysis and control Planning & Mistake proofing.
 BENEFITS FROM SIX SIGMA

1 Huge profit through product and process

characterization

2 Improved customer satisfaction

3 Reduced COPQ through Defect

reduction/Elimination , yield improvement

4 Break through Management

5 Improved process.
 4. ROLE OF CUSTOMER
SATISFACTION IN MGMT
• Customer Satisfaction has Organization survives because of customer & It
is customer who pays salary .
• All quality gurus insist that customer satisfaction is achieved only when the
stated & implied needs of customers are achieved.
• Stated need means physical description and technical specification
• Implied needs means –what the product suppose to do or performance
• If both are satisfied –customer satisfaction and repeated customer.
• Customer satisfaction depends on
• -The need to satisfy the customers
• - Accurate demand measurement
• - Market research
• - Customer Relationship Management (CRM)
• - Technology Management
• - Environment scanning
• - Value Analysis
• - Supply chain Management
• - Excellent customer response (ECR).
• This involves looking at the concepts of ;
• The concept of Right quality -Customer's perceptions and functional
requirement.
• The concept of Right quantity - Correct quantity ordered by the customer.-
JIT concept.
• The concept of Right time. The time when needed-
• Eg. Food when needed in a Hotel.
• The concept of Right place – Eg Component in a right place in the assembly.
• It requires management to think about
• a) customer needs
• b ) Ability of the organization to meet the customer needs
• c ) Prevention rather than detection
• d) Quality Improvement
• e ) customer satisfaction
• f ) Review QMS for progress.
• Changing the Culture
• 1. Behaviors based on people interactions
• 2 Norms resulting from working groups
• 3 Values adopted by the organization
• 4 Rules of the game for “Getting On”
• 5. The climate.
• 5 important components that should be
established by mgmt for customer
satisfaction.
• 1. A Mission Statement- Clear documented
corporate beliefs
• 2. To achieve the Mission- clear & Effective
strategies
• 3. Identify and implement- critical success
factors and critical process
• 4. Review the management structure
• 5. Empowerment- employee participation
 2. 7 OLD QC TOOLS
• The 7 basic QC tools are a part of the Kaizen
process.
• These 7 basic tools are statistical tools.
• These tools are;
• Flow Charts,
• Cause and Effect Diagrams,
• Check Sheets,
• Histograms,
• Pareto Charts,
• Scatter Diagram and
• Control Charts
• These 7 basic tools have been recently updated
by 7 new tools such as arrow dig, tree dig ,
relationship dig for better understanding & solving
of process.
• These 7 tools for various stages in the Kaizen process such as
identifying the symptoms of the Problem, Finding Facts, Identifying
problems, Generating ideas, Evaluating the potential solutions ,
making decisions & Implementing the solution.
• Flow Charts : the actual sequence of work processes in the org. It can
be used to describe the current work flow, whether simple or complex.
Finds the symptoms of the problems.
• It is also used to find out the benefits of a process, persons
responsible .It Identifies the potential solutions by Listing the main
activities & Chart activities in sequence.
• Cause & Effect Diagram : Ishikawa or Fishbone diagram
• It is used for generating ideas.
• Relates causes to effects
• Start with effect and work back to the possible causes.
• Benefit : even the smallest of causes are not ignored – better control.
• Check sheets : Useful in finding facts.
• It is used to systematically record and compile data from historical
sources, or observations as they happen, so that patterns and trends
can be clearly detected and shown.
• Since, Quality management has to be based on facts
• • Information such as What, where, how, who and when?
• • Maps Data versus frequency…
• Histograms: Used to summarize data from a process that has been
collected over a period of time, and graphically present its frequency
distribution in bar form.
• Pictures of data
• • Use Check Sheet
• • Data versus frequency
• • See patterns and variations.
• Used in identifying problems.
• Pareto Charts: Used in identifying problems
• Most effects occur from few causes- 80/20 rule
• Use data from Check Sheets & Histograms are ordered from most frequent
to least frequent.
• Scatter diagrams: Used for finding the potential solutions to the
problems.
• These diagrams are used to study and identify the possible relationship
between the changes observed in two different sets of variables.
• Use Run Charts.
• Control Charts: Control charts are used to monitor, control and improve
process performances over time by studying variations and its source.
• They provide common language for discussing process performance.
• Same as Run Chart but control limits are added
• • Control limits - Two horizontal lines
• • Upper control limit (UCL)
• • Lower control limit (LCL)