Notes

1. Dimensions of manufacturing quality:
Performance: Primary product characteristics, such as the brightness of the picture
Features: Secondary characteristics, added features, such as remote control
Conformance : Meeting specifications or industry standards, workmanship
Reliability: Consistency of performance over time, average time of the unit to fail
Durability: Useful life, includes repair
Service : Resolution of problems and complaints, ease of repair
Response : Human – to – human interface, such as the courtesy of the dealer
Aesthetics : Sensory characteristics, such as exterior finish
Reputation: Past performance and other intangibles, such as being ranked first
Dimensions of service quality
1. Reliability – ability to keep promises
2. Responsiveness – reaction time of service
3. Assurance – level of certainty a customer has on the product
4. Warranty – Vs guarantee. Customer feels comfortable with this
5. Empathy – meet the special requirements of customer
6. Tangibles– Service look or feel
TOTAL QUALITY MANAGEMENT
Total - Made up of the whole
Quality- Degree of excellence a product or service provides
Management- Act, Art or manner of handling, controlling, directing, etc...
Needand Importance of TQM
 It has become a question of survival in the intense competitive environment
 Increase customer consciousness all over the world
 Need for earning profit instead of making profit
 Crucial role played by organizational issues, such as leadership, revolution in information
technology, etc., in quality management.
BASIC CONCEPTS OF TQM:
1. Top management commitment

2. 2. Focus on the customer – Both internal and external
3. Effective involvement and utilization of entire workforce
4. Continuous improvement
5. Treating suppliers as partners
6. Establishing performance measures for the processes
TOTAL QUALITY MANAGEMENT
DEFINITION:
TQM is the management approach of an organization, centered on quality, based on me
participation of all its members and aiming at long term success through customer satisfaction.
and benefits to all members of the organization and to society.- ISO
BARRIERS OF TQM:
An obstacle is an object, a thing, an action or a situation the causes an obstruction. Obstacles can
be physical, social, economic technological or political.
There are a number of barriers that face the process of TQM implementation.
1. Lack of Management Commitment
2. Inability to change Organizational culture
3. Improper Planning
4. Lack of continuous Training and education.
5. Incompatible Organizational Structure and Isolated Individuals and departments.
6. Ineffective Measurement Techniques and Lack of Access to Data and Results.
7. Paying Inadequate Attention to Internal and External Customers.
8. Inadequate Use o Empowerment and Teamwork
9. Failure to Continually Improve
10. Non – Application of proper tools and techniques
11. Lack of effective communication
12. Misunderstanding about the concept of TQM
Demings Contributions
 Demings 14 points on route to quality

3.  Deming cycle (or) PDCA cycle
 Seven deadly diseases of management
 System of profound knowledge
Demings 14 points on route to quality
1. Create and communicate to all employees a statement of the aims and purposes of the
company.
2. Adapt to the new philosophy of the day; industries and economics are always changing.
3. Build quality into a product throughout production.
4. End the practice of awarding business on the basis of price tag alone; instead, try a long-
term relationship based on established loyalty and trust.
5. Work to constantly improve quality and productivity.
6. Institute on-the-job training.
7. Teach and institute leadership to improve all job functions.
8. Drive out fear; create trust.
9. Strive to reduce intradepartmental conflicts.
10. Eliminate exhortations for the work force; instead, focus on the system and morale.
11. Eliminate work standard quotas for production. Substitute leadership methods for
improvement Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of
processes, and how to improve them.
12. Remove barriers that rob people of pride of workmanship
13. Educate with self-improvement programs.
14. Include everyone in the company to accomplish the transformation.
Deming Cycle (or) PDCA cycle
Plan, do, check, act
JOSEPH M. JURAN – Contributions

4. 1. Internal customer
2. Cost of quality
3. Quality trilogy
4. Juran 10 steps for quality improvement
5. The breakthrough concept
 Internal customer
 Cost of quality
1. Failure cost
2. Appraisal cost
3. Prevention cost
 Quality trilogy
1. Quality planning
2. Quality control
3. Quality improvement
 Juran 10 steps for quality improvement
1. Awareness of need for improvement
2. Set goals for improvement
3. Organise to reach the goals
4. Provide training
5. Projects to solve problem
6. Report progress
7. Give recognition
8. Communicate results
9. Keep score
10. Maintain momentum on #improvement
 The breakthrough concept

5. Phillip Crosby :
Four Absolutes of Quality
1. Quality is Conformance to Requirements
2. Prevention of nonconformance is objective not appraisal
3. The performance standard is zero defects not that’s close enough
4. The Measurement of Quality is the Price of Non-Conformance