TOTAL QUALITY MANAGEMENT

1. UNIT II
PRINCIPLES AND PHILOSOPHIES OF QUALITY
MANAGEMENT
 Overview of the contributions of Deming, Juran
Crosby, Masaaki Imai, Feigenbaum, Ishikawa,
Taguchi techniques – introduction, loss function,
parameter and tolerance design, signal to
noise ratio. Concepts of Quality circle, Japanese 5S
principles and 8D methodology.
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2. QUALITY: DEFINITIONS AND SOME KEY GURUS
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3. QUALITY GURUS
• W Edwards Deming
• Joseph Juran
• Philip Crosby
• Shigeo Shingo
• Kaoru Ishikawa
• Yoshio Kondo
• Taiichi Ohno
• Genichi Taguchi
• Walter A.Shewhart
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5. W EDWARDS DEMING (1900-1993)
THE KEY TO QUALITY: REDUCING VARIATION
 Electrical Engineering,
University of Wyoming, 1921
 PhD, Yale University
 Western Electric Hawthorne, Chicago
 US census statistician, 1939/40
 Teaching Shewhart methods, 1942
 invited to Japan after the war ....
 Quality, Productivity and Competitive Position, 1982
 Out of the Crisis, 1986/88
 British Deming Association, Salisbury
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6. W EDWARDS DEMING
 regarded by the Japanese as the chief architect of
their industrial success
 “all processes are vulnerable to loss of quality
through variation: if levels of variation are managed,
they can be decreased and quality raised”
 quality is about people, not products
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Deming philosophy synopsis

7. W EDWARDS DEMING
 Core element is the “management circle”
• planning
• do/implementation
• check/study
• action
• PDCA (or PDSA) cycle
 Continuous improvement (Kaizen)
• teamwork and competence in problem solving
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8. PDCA (PLAN–DO–CHECK–ACT OR PLAN–DO–CHECK–ADJUST) /
PDSA (PLAN – DO – STUDY-ACT )IS AN ITERATIVE FOUR-STEP
MANAGEMENT METHOD USED IN BUSINESS FOR THE CONTROL AND
CONTINUOUS IMPROVEMENT OF PROCESSES AND PRODUCTS. IT IS
ALSO KNOWN AS THE DEMING CIRCLE/CYCLE/WHEEL, SHEWHART
CYCLE, CONTROL CIRCLE/CYCLE, OR PLAN–DO–STUDY/CHECK–ACT
(PDSA/PDCA).
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9. DEMING 14 POINTS ON ROUTE TO QUALITY
1. Create constancy of purpose towards improvement of product and
service
2. Adopt the new philosophy
3. Cease dependence on inspection to achieve quality
4. End the practice of awarding business on the basis of price tag
5. Improve constantly and forever the system of production and service
6. Institute training on the job
7. Institute leadership
8. Drive out fear
9. Break down barriers between department
10. Eliminate slogans, exhortations, and targets for the work force
11. Eliminate work standards on the factory floor
12. Remove barriers to pride of workmanship
13. Institute a vigorous program of education and self improvement
14. Accomplishment transformation
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11. JOSEPH JURAN (1904-2008)
COMPANY WIDE QUALITY CANNOT BE DELEGATED
• Western Electric manufacturing, 1920s
• AT&T manufacturing
• Quality Control Handbook, 1951
• Management of Quality courses
• Juran on Planning for Quality, 1988
• died aged 103 of natural causes
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12. JOSEPH JURAN
 structure CWQM concept:
Company-Wide Quality
Management
 essential for senior managers to
• involve themselves
• define the goals
• assign responsibilities
• measure progress
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13. JOSEPH JURAN
 empowerment of the workforce
 quality linked to
human relations and teamwork
 key elements
• identifying customers and their needs
• creating measurements of quality
• planning processes to meet quality goals
• continuous improvements
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14. JURAN TRILOGY
 Juran was one of the first to think about the cost of
poor quality. This was illustrated by his "Juran
trilogy", an approach to cross-functional
management, which is composed of three
managerial processes: quality planning, quality
control and quality improvement. Without change,
there will be a constant waste, during change there
will be increased costs, but after the improvement,
margins will be higher and the increased costs get
recouped.
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15. JURAN’S QUALITY TRILOGY
1.Quality planning
a) Identify the customers
b) Determine the customers needs
c) Develop product features
d) Establish quality goods
e) Develop a process
f) Prove process capability
2. Quality control
3. Quality improvement
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17. PHILIP CROSBY (1926-2001)
CONFORMANCE TO REQUIREMENTS
 degree from the Ohio College of Podiatric Medicine
 QM at ITT (International Telephone &
Telegraph,U.S), then corporate VP
 he developed the Zero Defects concept
 1979: Quality is Free
 Philip Crosby Associates Inc.
 1984: Quality without Tears
“Do It Right First Time”
“Zero Defects”
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18. PHILIP CROSBY
FOUR ABSOLUTES OF QUALITY MANAGEMENT
 quality is defined as conformance to
requirements, not as goodness or elegance
 the system for creating quality is prevention,
not appraisal
 the performance standard must be Zero
defects, not that’s close enough
 the measurement of quality is the Price of
Nonconformance, not indices
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19. THREE ABSOLUTES OF QUALITY
MANAGEMENT (CROSBY, 1979)
Cost of Quality classified as:
 Prevention costs
 Appraisal costs
 Failure costs
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20. COST OF QUALITY: PREVENTION COSTS
 design reviews
 product qualification
 drawing checking
 engineering quality orientation
 supplier evaluations
 supplier quality seminars
 specification review
 process capability studies
 tool control
 operation training
 quality orientation
 acceptance planning
 zero defects programme
 Quality Audits
 preventative maintenance
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21. COST OF QUALITY: APPRAISAL COSTS
• prototype inspection and test
• production specification conformance
analysis
• supplier surveillance
• receiving inspection and test
• product acceptance
• process control acceptance
• packaging inspection
• status measurement and reporting
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22. COST OF QUALITY: FAILURE COSTS
 consumer affairs
 redesign
 engineering change order
 purchasing change order
 corrective action costs
 rework
 scrap
 warranty
 service after service
 product liability
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23. SHIGEO SHINGO
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24. SHIGEO SHINGO (1909-1990)
POKA-YOKE: MISTAKE-PROOFING
 1930: ME degree from Yamanashi Tech
 Taipei Railway Factory, Taiwan
 consultant with Japan Management
 1955: training at Toyota Motor Company
 1959: Institute of Management Improvement
 1961-64: concept of Poka-Yoke
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25. SHIGEO SHINGO
 Poka-Yoke: mistake-proofing
• identify errors before they become defects
• stop the process whenever a defect occurs, define the
source and prevent recurrence
 1967: source inspection + improved PY
• prevented the worker from making errors
so that defects could not occur
• Zero Quality Control
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27. KAORU ISHIKAWA (1915-1989)
PARETO AND CAUSE-AND-EFFECT DIAGRAMS
 1939: engineering. graduate
(Tokyo University)
 1947: Assistant Professor
 1955-60: Company-wide QC movement
 1960: Professor (Tokyo University)
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28. KAORU ISHIKAWA
“quality does not only mean
the quality of the product,
but also of after sales service,
quality of management,
the company itself
and human life”
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29. KAORU ISHIKAWA
• product quality is improved and becomes uniform. Defects
are reduced
• reliability of goods is improved
• cost is reduced
• quantity of production is increased,
rational production schedules are possible
• wasteful work and rework are reduced
• technique is established and improved
• inspection and testing costs are reduced
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30. KAORU ISHIKAWA
• rational contracts between vendor/vendee
• sales market is enlarged
• better relationships between departments
• false data and reports are reduced
• freer, more democratic discussions
• smoother operation of meetings
• more rational repairs and installation
• improved human relations
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31. YOSHIO KONDO
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32. YOSHIO KONDO (B.1924)
MOTIVATION OF EMPLOYEES IS IMPORTANT
 1945: graduated from Kyoto University
 1961: doctorate in engineering & Prof
 1987 Emeritus Professor
 1989: Human Motivation
- a key factor for management
 1993: Companywide Quality Control
 leadership is central to implementation of TQM
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33. YOSHIO KONDO
 Human work should include:
• creativity
 the joy of thinking
• physical activity
 the joy of working with sweat on the forehead
• sociality
 the joy of sharing pleasure and pain with colleagues
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34. YOSHIO KONDO
 Four points of action
to support motivation
• when giving work instruction,
clarify the true aims of the work
• see that people have a strong sense
of responsibility towards their work
• give time for the creation of ideas
• nurture ideas and bring them to fruition
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35. YOSHIO KONDO
 Leaders must have
• a dream (vision and shared goals)
• strength of will and tenacity of purpose
• ability to win the support of followers
• ability to do more than their followers,
without interfering when they can do it alone
• successes
• ability to give the right advice
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36. TAIICHI OHNO (1912-1990)
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37. TAIICHI OHNO (1912-1990)
 graduated with mech eng degree from Nogoya
 worked for the Toyoda Weaving Company
 1939: Toyota Motor as machine shop manager
 1988: Workplace Management ~ just-in-time and
Toyota Production System
(later known as Lean Manufacturing).
 regarded as the father of
Just-In-Time (JIT) at Toyota.
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38. OHNO: SEVEN FORMS OF WASTE
 overproduction
 waiting
 transportation
 motion
 inventory
 defects
 overprocessing
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39. ARMAND V. FEIGENBAUM
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40. ARMAND V. FEIGENBAUM
 Feigenbaum received a bachelor's degree from
Union College, his master's degree from the MIT
Sloan School of Management, and his Ph.D. in
Economics from MIT. He was Director of
Manufacturing Operations at General Electric
(1958–1968), and is now President and CEO of
General Systems Company of Pittsfield,
Massachusetts, an engineering firm that designs
and installs operational systems. Feigenbaum
wrote several books and served as President of the
American Society for Quality (1961–1963).
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41. His contributions to the quality body of knowledge
include:
 "Total quality control is an effective system for
integrating the quality development, quality
maintenance, and quality improvement efforts of the
various groups in an organization so as to enable
production and service at the most economical levels
which allow full customer satisfaction."
 The concept of a "hidden" plant—the idea that so much
extra work is performed in correcting mistakes that
there is effectively a hidden plant within any factory.
 Accountability for quality
 The concept of quality costs
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43. WALTER A. SHEWHART
 Walter Andrew Shewhart (pronounced like "shoe-
heart", March 18, 1891 – March 11, 1967) was an
American physicist, engineer and statistician, father
of statistical quality control and also related to the
Shewhart cycle(PDCA/PDSA).
 Born in New Canton, Illinois to Anton and Esta
Barney Shewhart, he attended the University of
Illinois before being awarded his doctorate in
physics from the University of California, Berkeley in
1917
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44. GENICHI TAGUCHI
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45. GENICHI TAGUCHI
 Genichi Taguchi (January 1, 1924 – June 2, 2012)
was an engineer and statistician.
 From the 1950s onwards, Taguchi developed a
methodology for applying statistics to improve the
quality of manufactured goods.
 Taguchi methods have been controversial among
some conventional Western statisticians, but others
have accepted many of the concepts introduced by
him as valid extensions to the body of knowledge.
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46. GENICHI TAGUCHI CONTRIBUTIONS / METHODS
 Taguchi loss function, used to measure financial
loss to society resulting from poor quality;
 The philosophy of off-line quality control, designing
products and processes so that they are insensitive
("robust") to parameters outside the design
engineer's control; and
 Innovations in the statistical design of experiments,
notably the use of an outer array for factors that are
uncontrollable in real life, but are systematically
varied in the experiment.
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47. TQM GURUS
GURUS BOOK CONTRIBUTION TO TQM PROFESSION
Walter A.
Shewhart
Economic Control of Quality of
Manufactured Product, 1931
Basic principles of quality
control, PDSA cycle for learning
and improvement
Western Electric and
Bell Telephone
Laboratories and both
divisions of AT&T
W. Edwards
Deming
Out of the Crisis and Quality,
productivity and Competitive
Position
14 points to improve quality.
Productivity and competitive
position. He provided the
foundation for the Japanese
Quality miracle and resurgence
as an economic power. Best
known quality expert in the
world
He taught Statistical
process control and
quality to the leading
CEOs of Japan
Joseph M. Juran Juran’s Quality Control
Handbook, 1951 (First Edition)
Project improvements based on
return investment to achieve
breakthrough results. Juran’s
trilogy for managing quality –
interrelated processes of
planning, control and
improvement
Western Electric. He
taught Quality
management in Japan
(1954)
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48. TQM GURUS CONTD.,
GURUS BOOK CONTRIBUTION TO TQM PROFESSION
Armand V.
Feigenbaum
Total Quality Control,
1951
Total quality control – to achieve productivity,
market penetration and competitive
advantage. Genuine management
involvement, employee involvement, first line
supervision leadership and company wide
quality control
Kaoru
Ishikawa
SPC texts in English and
Japan
Cause and Effect diagram called “Ishikawa
Diagram”.
Phillip B.
Crosby
Quality is Free, 1979
(translated into 15
languages). Quality
without Tears, 1984
“doing it right the first time”
1) Quality is conformance to requirements 2)
prevention of nonconformance is the
objective not appraisal, 3) the performance
standard is zero defects not “that’s close
enough,” and 4) the measurement of quality
is the cost of nonconformance
Genichi
Taguchi
Loss function concept - cost, target, and
variation into one metric. Signal to noise
ratio. Robust design of parameters and
tolerances
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49. Taguchi's rule for manufacturing
 Taguchi realized that the best opportunity to
eliminate variation is during the design of a product
and its manufacturing process. Consequently, he
developed a strategy for quality engineering that
can be used in both contexts. The process has
three stages:
 System design
 Parameter (measure) design
 Tolerance design
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50.  System design
This is design at the conceptual level, involving creativity and
innovation.
 Parameter design
Once the concept is established, the nominal values of the
various dimensions and design parameters need to be set, the detail
design phase of conventional engineering. Taguchi's radical insight
was that the exact choice of values required is under-specified by the
performance requirements of the system. In many circumstances,
this allows the parameters to be chosen so as to minimize the effects
on performance arising from variation in manufacture, environment
and cumulative damage. This is sometimes called robustification.
 Robust parameter designs consider controllable and uncontrollable
noise variables; they seek to exploit relationships and optimize
settings that minimize the effects of the noise variables.
 Tolerance design
With a successfully completed parameter design, and an
understanding of the effect that the various parameters have on
performance, resources can be focused on reducing and controlling
variation in the critical few dimensions (see Pareto principle).
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51. QUALITY CIRCLE
A quality circle is a volunteer group composed of
workers (or even students), usually under the
leadership of their supervisor (or an elected team
leader), who are trained to identify, analyze and
solve work-related problems and present their
solutions to management in order to improve the
performance of the organization, and motivate and
enrich the work of employees. When matured, true
quality circles become self-managing, having
gained the confidence of management.
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52. DEFINITION
 Quality circles are an alternative to the rigid concept
of division of labor, where workers operate in a
more narrow scope and compartmentalized
functions. Typical topics are improving occupational
safety and health, improving product design, and
improvement in the workplace and manufacturing
processes.
The term quality circles derives from the concept of
PDCA (Plan, Do, Check, Act) circles developed by
Dr. W. Edwards Deming.
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53. 5S (METHODOLOGY)
 5S is the name of a workplace organization method
that uses a list of five Japanese words: seiri, seiton,
seiso, seiketsu, and shitsuke. Transliterated or
translated into English, they all start with the letter
"S". The list describes how to organize a work
space for efficiency and effectiveness by identifying
and storing the items used, maintaining the area
and items, and sustaining the new order. The
decision-making process usually comes from a
dialogue about standardization, which builds
understanding among employees of how they
should do the work
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54. THE 5 S'S
THERE ARE FIVE PRIMARY 5S PHASES: SORTING, SET IN
ORDER, SYSTEMATIC CLEANING, STANDARDIZING, AND
SUSTAINING.
SORTING
ELIMINATE ALL UNNECESSARY TOOLS, PARTS. GO THROUGH ALL TOOLS, MATERIALS,
AND SO FORTH IN THE PLANT AND WORK AREA. KEEP ONLY ESSENTIAL ITEMS AND
ELIMINATE WHAT IS NOT REQUIRED, PRIORITIZING THINGS PER REQUIREMENTS AND
KEEPING THEM IN EASILY-ACCESSIBLE PLACES. EVERYTHING ELSE IS STORED OR
DISCARDED.
STRAIGHTENING OR SETTING IN ORDER TO FLOW
ARRANGE THE WORK, WORKERS, EQUIPMENT, PARTS, AND INSTRUCTIONS IN SUCH A
WAY THAT THE WORK FLOWS FREE OF WASTE THROUGH THE VALUE ADDED TASKS
WITH A DIVISION OF LABOUR NECESSARY TO MEET DEMAND. THIS IS BY FAR THE
MOST MISUNDERSTOOD AND INCORRECTLY APPLIED S AND HAS BEEN RESPONSIBLE
FOR MANY LEAN TRANSFORMATIONS FAILING TO PRODUCE THE BENEFITS EXPECTED.
WHEN APPLIED CORRECTLY WITH FLOW ESTABLISHED THIS STEP ELIMINATES THE
MAJORITY OF THE NON-VALUE-ADDED TIME AND ALLOWS THE REST OF THE ZERO
DEFECT PHILOSOPHY TO BE ENABLED. PUT SIMPLY UNTIL YOU HAVE AN ORDERLY
FLOW YOU CANNOT HAVE AN ORDERLY FLOW OF PROBLEMS TO SOLVE AND THE
NOTION OF ZERO DEFECTS IS IMPOSSIBLE.
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55.  Systematic Cleaning (Shine)
Standardized cleaning-point at a 5S organized
plant Clean the workspace and all equipment, and
keep it clean, tidy and organized. At the end of each
shift, clean the work area and be sure everything is
restored to its place. This step ensures that the
workstation is ready for the next user and that order is
sustained.
 Standardise
Ensure uniform procedures and setups throughout
the operation to promote interchangeability.
 Service (Sustain)
Ensure disciplined adherence to rules and
procedures to prevent backsliding.
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56. 8D METHODOLOGY
 D0: Plan: Plan for solving the problem and determine the
prerequisites.
 D1: Use a Team: Establish a team of people with
product/process knowledge. D2: Define and describe the
Problem: Specify the problem by identifying in quantifiable
terms the who, what, where, when, why, how, and how many
(5W2H) for the problem.
 D3: Develop Interim Containment Plan; Implement and
verify Interim Actions: Define and implement containment
actions to isolate the problem from any customer.
 D4: Determine, Identify, and Verify Root Causes and
Escape Points: Identify all applicable causes that could
explain why the problem has occurred. Also identify why the
problem has not been noticed at the time it occurred. All
causes shall be verified or proved, not determined by fuzzy
brainstorming. One can use five whys or Ishikawa diagrams to
map causes against the effect or problem identified.
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57.  D5: Choose and Verify Permanent Corrections
(PCs) for Problem/Non Conformity: Through pre-
production programs quantitatively confirm that the
selected correction will resolve the problem for the
customer. (Verify the correction will actually solve
the problem)
 D6: Implement and Validate Corrective Actions:
Define and Implement the best corrective actions.
 D7: Take Preventive Measures: Modify the
management systems, operation systems,
practices, and procedures to prevent recurrence of
this and all similar problems.
 D8: Congratulate Your Team: Recognize the
collective efforts of the team. The team needs to be
formally thanked by the organization.
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59. UNIT II COMPLETED
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