TOTAL QUALITY MANAGEMENT (TQM)

TOTAL QUALITY MANAGEMENT
(TQM)
( For Eighth Semester B.Tech Degree Students
Under Kerala Technological University )
VISHNU VIJAYAN
HOD-Department Of Civil Engineering
Baselios Mathews II College Of Engineering
Sasthamcotta, Kollam,Kerala,INDIA
3/21/2020 1VSHNU VIJAYAN, BMCE

MODULE :I

What is quality?
• The standard of something
as measured against other
things of a similar kind;
the degree of excellence of
something.

Definitions of Quality
• People have found many ways to describe quality.
Some of the most popular definitions for quality
are listed below.
➢A degree of excellence
➢Conformance to requirements
➢characteristics which act to satisfy a need
➢Fitness for use
➢Fitness for purpose
➢Freedom from defects
➢Delighting customers

Need of quality
➢Meet Customer Expectations
➢Establish Reputation
➢Meet Industry Standards
➢Manage Costs Effectively
➢Freedom from failure
➢Continuous improvement
➢Doing things right the first time
➢Quality is Critical to Satisfied Customers

Major Contribution
by
1.William Edward Deming
2.Joseph M Juran
3.Philip P Crosby
“everything is the fault / credit of
top management.

William Edward Deming
14/10/1900 - 20/12/1993
• was an American engineer, statistician, professor,
author, lecturer, and management consultant.
• Educated initially as an electrical engineer and later
specializing in mathematical physics.
• Received a Ph.D. in physics and trained as a
statistician
• Worked for Western Electric in the 1920s and 30s
• After World War II helped Japan implement his
statistical quality control
• Deming became known in 1980 when the
broadcast program entitled If Japan Can…Why
Can’t We?
• Credited with having the greatest influence on
quality management
• Quality philosophy focused on reducing
uncertainty and variability

Contribution of W. Edwards Deming
• Takes a systems and leadership approach to
quality.
• Concepts associated with his approach
include:
• 14 Points
• 7 Deadly Diseases
• Deming cycle/PDCA Cycle.(Plan-do-check-act)
• System of Profound Knowledge.

Deming's 14 points for management
• Deming created
14 points which
provide a
framework to
developing
knowledge in the
workplace and can
be used to guide
long term
business plans and
aims.

1.Create a constant purpose towards
improvement
• Plan for quality in the long term.
• Resist reacting with short-term solutions.
• Don't just do the same things better – find
better things to do.
• Predict and prepare for future challenges, and
always have the goal of getting better

2.Adopt the new philosophy
• Embrace quality throughout the organization.
Put your customers' needs first, rather than
react to competitive pressure and design
products and services to meet those needs.
• Be prepared for a major change in the way
business is done.
• It's about leading, not simply managing.
• Create your quality vision, and implement it.

3.Stop depending on inspections
• Inspections are costly and unreliable – and they
don't improve quality, they merely find a lack of
quality.
• Build quality into the process from start to finish.
• Don't just find what you did wrong – eliminate
the "wrongs" altogether.
• Use statistical control methods – not physical
inspections alone – to prove that the process is
working

4.Use a single supplier for any one
item.
• Quality relies on consistency – the less variation
you have in the input, the less variation you'll
have in the output.
• Look at suppliers as your partners in quality.
Encourage them to spend time improving their
own quality – they shouldn't compete for your
business based on price alone.
• Analyze the total cost to you, not just the initial
cost of the product.
• Use quality statistics to ensure that suppliers
meet your quality standards

5.Improve constantly and forever.
• Continuously improve your systems and
processes.
• Deming promoted the Plan-Do- Check-Act
approach to process analysis and
improvement.
• Emphasize training and education so
everyone can do their jobs better.
• Use kaizen as a model to reduce waste and to
improve productivity, effectiveness, and safety

6.Use training on the job.
• Train for consistency to help reduce variation.
Build a foundation of common knowledge.
• Allow workers to understand their roles in the
"big picture."
• Encourage staff to learn from one another,
and provide a culture and environment for
effective teamwork.

7.Implement leadership.
• Expect your supervisors and managers to understand their
workers and the processes they use.
• Don't simply supervise – provide support and resources so
that each staff member can do his or her best. Be a coach
instead of a policeman.
• Figure out what each person actually needs to do his or her
best.
• Find ways to reach full potential, and don't just focus on
meeting targets and quotas

8.Eliminate fear
• Allow people to perform at their best by ensuring that
they're not afraid to express ideas or concerns.
• Let everyone know that the goal is to achieve high
quality by doing more things right – and that you're not
interested in blaming people when mistakes happen.
• Make workers feel valued, and encourage them to look
for better ways to do things.
• Ensure that your leaders are approachable and that
they work with teams to act in the company's best
interests.
• Use open and honest communication to remove fear
from the organization.

9.Break down barriers between
departments.
• Build the "internal customer" concept –
recognize that each department or function
serves other departments that use their output.
• Build a shared vision.
• Use cross-functional teamwork to build
understanding and reduce adversarial
relationships.
• Focus on collaboration and consensus instead of
compromise

10.Get rid of unclear slogans.
• Let people know exactly what you want – don't
make them guess.
• "Excellence in service" is short and memorable,
but what does it mean? How is it achieved?
• The message is clearer in a slogan like "You can
do better if you try.
• " Don't let words and nice-sounding phrases
replace effective leadership.
• Outline your expectations, and then praise
people face-to- face for doing good work.

11.Eliminate management by
objectives
• Look at how the process is carried out, not
just numerical targets.
• Deming said that production targets
encourage high output and low quality.
• Provide support and resources so that
production levels and quality are high and
achievable.
• Measure the process rather than the people
behind the process.

12.Remove barriers to pride of
workmanship.
• Allow everyone to take pride in their work
without being rated or compared.
• Treat workers the same, and don't make them
compete with other workers for monetary or
other rewards. Over time, the quality system
will naturally raise the level of everyone's
work to an equally high level

13.Implement education and self-
improvement.
• Improve the current skills of workers.
• Encourage people to learn new skills to
prepare for future changes and challenges.
• Build skills to make your workforce more
adaptable to change, and better able to find
and achieve improvements.

14.Make "transformation" everyone's
job.
• Improve your overall organization by having
each person take a step toward quality.
• Analyze each small step, and understand how
it fits into the larger picture.
• Use effective change management principles
to introduce the new philosophy and ideas in
Deming's 14 points

Deming's seven deadly diseases of
management
• Here, Deming describes the main barriers faced by
management to improving effectiveness and continual
improvement.
• He was referring here to US industry and their management
practices.
1. Lack of constancy of purpose to plan products and services
that will have a market and keep the company afloat.
2. An emphasis on short term profits and short term thinking.
3. Evaluation of performance and annual reviews.
4. Mobility of managers and job hopping.
5. Management by use only of available data.
6. High medical costs.
7. High costs of liability.

PDCA Cycle (The Deming Wheel)
• Walter Shewhart originated the concept of the PDCA cycle
and introduced it to Deming.
• Deming promoted the idea widely in the 1950s and it
became known as the Deming Wheel or the Deming cycle.
• The PDCA (Plan-Do-Check-Act) cycle consists of four steps or
stages which must be gone through to get from `problem-
faced' to `problem solved.’ Repetition of these steps forms a
cycle of continual improvement:
• Plan for changes to bring about improvement.
Do changes on a small scale first to trial them.
Check to see if changes are working and to investigate
selected processes.
Act to get the greatest benefit from change

Joseph M Juran

Philip Bayard "Phil" Crosby, was a businessman
and author who contributed to management
theory and quality management practices.
Crosby initiated the Zero Defects program at the
Martin Company.

Zero Defects (or ZD)
• Zero Defects (or ZD) was a management-led program to
eliminate defects in industrial production that enjoyed
brief popularity in American industry from 1964 to the
early 1970s.
• Quality expert Philip Crosby later incorporated it into his
"Absolutes of Quality Management" and it enjoyed a
renaissance in the American automobile industry—as a
performance goal more than as a program—in the
1990s.
• Although applicable to any type of enterprise, it has
been primarily adopted within supply chains wherever
large volumes of components are being purchased
(common items such as nuts and bolts are good
examples

QUALITY TOOLS
• QC tools are used for Colleting data ,analyzing
data , identifying root causes and measuring the
results.
• There are 7 QC Tools.

1. FLOWCHART
➢It is a type of diagram that represents an
algorithm, workflow or process.
➢The flowchart shows the steps as boxes
of various kinds, and their order by
connecting the boxes with arrows.
➢This tool is used when trying to
determine where the bottlenecks or
breakdowns are in work processes.
➢ Flowcharts are also used to show
changes in a process when improvements
are made or to show a new work flow
process.

Check Sheet
➢A check sheet is a basic quality tool that is used to collect data.
➢A check sheet might be used to track the number of times a certain
incident happens.
➢Example, a human resource department may track the number of
questions by employees, per category, per day. In this particular check
sheet the tools shows the total number of questions received by the
human resources department.
➢This information helps that department identify opportunities to
proactively share information with employees in an effort to reduce
the numbers of questions asked.

3. CAUSE AND EFFECT (FISH BONE) DIAGRAM
➢It shows the many possible causes of a problem.
➢To use this tool, you need to first identify the problem you are
trying to solve and simply write it in the box (head of the fish) to the
right.
➢Next, you will list the major causes of the problem on the spine of
the fish. Causes are typically separated into categories of people,
process, materials and equipment. Causes are then identified
through brainstorming with a group familiar with the problem.
➢Once all of the possible causes are identified, they can be used to
develop an improvement plan to help resolve the identified problem

4.Pareto Chart
➢A Pareto chart is a bar graph of data showing the largest number of
frequencies to the smallest.
➢ example, we are looking at the number of product defects in each of
the listed categories.
➢When you look at the number of defects from the largest to the
smallest occurrences, it is easy to see how to prioritize improvements
efforts. The most significant problems stand out and can be targeted
first.

5.CONTROL CHARTS
➢Control charts or run charts are used to plot data points over time
and give a picture of the movement of that data.
➢charts demonstrate when data is consistent or when there are
high or low outliers in the occurrences of data.

6.Histograms
➢Histograms are bar chart pictures of data that shows patterns that fall
within typical process conditions.
➢Changes in a process should trigger new collection of data.
➢A minimum of 50-75 data points should be gathered to ensure an adequate
number of data points have been collected. The patterns that are detected
demonstrate an analysis that helps understand variation.
➢In this example, it shows that the receptionist received the most phone calls
about contribution statements for that period.

7. SCATTER DIAGRAMS
Scatter diagrams are graphs that show the relationship between
variables.
Variables often represent possible causes and effect.
As an example, a scatter diagram might show the relationship
between how satisfied volunteers are that attend orientation training.
The diagram shows the relationship between volunteer satisfaction
scores and volunteer orientation training.

Cost of quality (COQ) is defined as a methodology that
allows an organization to determine the extent to which its
resources are used for activities that prevent poor quality, that
appraise the quality of the organization’s products or services, and
that result from internal and external failures. Having such
information allows an organization to determine the potential
savings to be gained by implementing process improvements.
prioritize quality and reduce both cost and risk.
Cut down on scrap and rework. The more product you can get out
the door, the better.
Reduce customer complaints. ...
Protect brand equity.

1. External Failure Cost: Cost associated with defects found after
the customer receives the product or service. Example:
Processing customer complaints, customer returns, warranty
claims, product recalls.
2. Internal Failure Cost: Cost associated with defects found
before the customer receives the product or service. Example:
Scrap, rework, re-inspection, re-testing, material review, material
downgrades
3. Inspection (appraisal) Cost: Cost incurred to determine the
degree of conformance to quality requirements (measuring,
evaluating or auditing). Example: Inspection, testing, process or
service audits, calibration of measuring and test equipment.
4. Prevention Cost: Cost incurred to prevent (keep failure and
appraisal cost to a minimum) poor quality. Example: New
product review, quality planning, supplier surveys, process
reviews, quality improvement teams, education and training.3/21/2020 50VSHNU VIJAYAN, BMCE

Taguchi’s Quality Loss Function
• In the field of Quality management and
manufacturing industry, Taguchi’s Quality loss
function proposed a different approach and
was a turning point in how businesses
considered cost of quality and loss associated
with poor quality product.

What is TQM?
• TQM is the integration of all functions and
processes within an organization in order to
achieve continuous improvement of the
quality of goods and services.
• The goal is customer satisfaction

TQM….
• Total -> made up of the whole/ everything and
anything that we do
• Quality -> degree of excellence a product or
service provides
• Management -> act, art or manner of
planning, controlling, directing,….
• Therefore, TQM is the art of managing the
whole to achieve excellence

ELEMENTS OF TQM
1. Leadership :Top management vision, planning and support.
2. Employee involvement :All employees assume responsibility
for the quality of their work.
3. Product/Process :Excellence Involves the process for
continuous improvement.
4. Management Support
5. Mission Statement
6. Proper Planning
7. Customer and Bottom Line Focus
8. Measurement
9. Empowerment
10. Teamwork/Effective Meetings
11. Continuous Process Improvement
12. Dedicated Resources

Need of TQM
• By implementing TQM an organization can improve,
1. focus on processes and Increases the efficiency in processes,
2. Provides more time for innovation and creativity.
3. Raises the morale of employees.
4. Brings improvement in the quality of products and services.
5. focus on customers and Increases customer satisfaction.
6. Bags larger market share for the product.
7. Leads to higher productivity.
8. committed leadership,
9. base decisions on facts.
10. let everybody be committed
Also improves the effectiveness, efficiency, flexibility and
competitiveness of the organization

Customer orientation
• It is defined as an approach to sales and
customer-relations in which staff focus on
helping customers to meet their long-term
needs and wants.
• A customer-oriented organization places
customer satisfaction at the core of each of its
business decisions.

How to become customer oriented
1. Recruit customer-friendly people.
2. Treat your employees well.
3. Train your team.
4. Walk the talk.
5. Listen to the Voice of the Customer (VOC)
6. Define your standards.
7. Empower your staff.
8. Co-ordinate functions.

• Recruit customer-friendly people. Hire for attitude, train for skills is the mantra here.
Empathy, good communication and problem solving abilities are the qualities to look for.
• Treat your employees well. How your employees feel at work has a much bigger impact on
how they deal with customers than any training will.
• Train your team. Frontline as well as back-office staff must gain a full understanding of the
customer, product and industry they support. Coaching must also focus on the soft skills;
communication and teamwork.
• Walk the talk. Leaders must fully embrace the customer service orientation process and
take to the frontline from time to time.
• Listen to the Voice of the Customer (VOC). An honest appraisal of how you are doing in
the eyes of your customer is critical. This can be achieved by conducting a formal customer
satisfaction survey
• Define your standards. By analysing feedback obtained via your VOC program you will be
able to fine tune your service levels according to customer needs and expectations.
• Empower your staff. Make sure your team has the authority to resolve most customer
complaints without further escalation to a supervisor.
• Co-ordinate functions. Avoid silo mentality by encouraging different departments and
functions to work closely together.

Customer retention
• it refers the companies and the organizations take
activities and actions to reduce the number of
customer defections.
• The goal of customer retention programs is to help
companies retain as many customers as possible,
often through customer loyalty and brand loyalty
initiatives.
• It is important to remember that customer retention
begins with the first contact a customer has with a
company and continues throughout the entire
lifetime of the relationship.

Customer satisfaction
• It is a measure of how products
and services supplied by a
company meet or surpass
customer expectation.
• Customer satisfaction is defined
as "the number of customers, or
percentage of total customers,
whose reported experience with a
firm, its products, or its services
(ratings) exceeds specified
satisfaction goals.

CUSTOMER COMPLAINT
• An expression of dissatisfaction with a
product/service, either orally or in writing,
from an internal or external customer.
• A customer may have a genuine causes for
complaint, although some complaints may be
made as a result of a misunderstanding or an
unreasonable expectation of a product or
services.

Why customer
FEEDBACK/COMPLAINT necessary
• To discover customer dissatisfaction
• To identify the customer needs
• To discover relative priorities of quality
• To compare performance with the
competition
• To determine opportunities, for
improvement

Common customer FEEDBACK
collection tools
➢ Comment Card.
➢ Customer Questionnaire.
➢ Focus Groups.
➢Toll Free Telephone No.
➢ Customer Visits.
➢ Report Card.
➢ Internet & Computer.
➢ Employee Feedback.
➢ Customer complaints

Module :III
3/21/2020 77VISHNU VIJAYAN BMCE

Quality assurance
• Quality assurance (QA) is any systematic process
of determining whether a product or service
meets specified requirements.
• Quality assurance is a way of preventing mistakes
and defects in manufactured products and
avoiding problems when delivering products or
services to customers.
• According to ISO 9000 defines as "part of quality
management focused on providing confidence
that quality requirements will be fulfilled"

QA…
➢QA establishes and maintains set
requirements for developing or manufacturing
reliable products.
➢A quality assurance system is meant to
increase customer confidence and a
company's credibility, while also improving
work processes and efficiency, and it enables a
company to better compete with others.

OBJECTIVES OF QUALITY ASSURANCE
1. Assuring the quality of materials
2. Assuring the quality of finished products
3. Evaluating plant/workplace environment
4. Managing good manufacturing practices (GMP)
5. Managing good laboratory practices (GLP)
6. Managing a safety programme

DIFFERENCE B/W QA & QC
Definition: Focus on: Goal: How:
QA QA is a set of
activities for
ensuring quality in
the processes by
which products are
developed.
QA aims to prevent
defects with a focus
on the process used to
make the product. It is
a proactive quality
process.
The goal of QA is
to improve
development and
test processes so
that defects do
not arise when
the product is
being developed.
Establish a good
quality management
system and the
assessment of its
adequacy. Periodic
conformance audits
of the operations of
the system.
QC QC is a set of
activities for
ensuring quality in
products. The
activities focus on
identifying defects
in the actual
products produced.
QC aims to identify
(and correct) defects
in the finished
product. Quality
control, therefore, is a
reactive process.
The goal of QC is
to identify defects
after a product is
developed and
before it's
released.
Finding & eliminating
sources of quality
problems through
tools & equipment
so that customer's
requirements are
continually met.

Hierarchical planning of QA
• The first of the quality assurance activities is
about planning the overall process for
assuring quality.
• The quality team needs to use such a plan to
do the rest of the quality assurance activities,
such Audit and Analysis.

Vendor Rating
• A vendor is any person or company that sells
goods or services to someone else in the
economic production chain.
• Vendor Rating (also called: supplier rating) is a
system used by buying organizations or industry
analysts to record, analyze, rank and report the
performance of a supplier in terms of a range of
predefined criteria, which may include such
things as: Quality of the product or service.

OBJECTIVES
• help the buyer in future selection.
• To provide buyer with the information helpful
in subsequent negotiation
• To provide the buyer with the important
information which he can act upon any
corrective measure

QUALITY IMPROVEMENT
• A formal approach to the analysis of performance
and systematic efforts to improve the service or
products
• Different from Quality Assurance
• Elements :-
• Teamwork.
• Personal discipline.
• Improved morale.
• Quality circles.
• Suggestions for improvement.

Quality improvement
programmes
➢KAIZEN
➢PDCA CYCLE
➢5S
➢QUALITY CIRCLE

Kaizen
• Kaizen” refers to a Japanese word which means
“improvement” or “change for the better”.
• Kaizen is defined as a continuous effort by each and every
employee (from the CEO to field staff) to ensure
improvement of all processes and systems of a particular
organization.
• Work for a Japanese company and you would soon realize
how much importance they give to the process of Kaizen.
The process of Kaizen helps Japanese companies to
outshine all other competitors by adhering to certain set
policies and rules to eliminate defects and ensure long term
superior quality and eventually customer satisfaction.

5 S of Kaizen
• “Five S” of Kaizen is a systematic approach which leads to
foolproof systems, standard policies, rules and regulations to
give rise to a healthy work culture at the organization.
• You would hardly find an individual representing a Japanese
company unhappy or dissatisfied.
• Japanese employees never speak ill about their
organization.
• Yes, the process of Kaizen plays an important role in
employee satisfaction and customer satisfaction through
small continuous changes and eliminating defects.
• Kaizen tools give rise to a well organized workplace which
results in better productivity and yield better results.
• It also leads to employees who strongly feel attached
towards the organization.

5S
• SEIRI - SEIRI stands for sort out. According to seiri,
employees should sort out and organize things well.
• Label the items as “necessary”, ”critical”, ”most
important”, “not needed now”, “useless and so on.
Throw what all is useless.
• Keep aside what all is not needed at the moment. Items
which are critical and most important should be kept at a
safe place.
• Seition - seition means to organize. Research says that
employees waste half of their precious time searching
for items and important documents. Every item should
have its own space and must be kept at its place only.
• Seiso - the word “seiso” means shine the workplace. The
workplace ought to be kept clean. Necessary documents
should be kept in proper folders and files. Use cabinets
and drawers to store your items.3/21/2020 92VISHNU VIJAYAN BMCE

5S
• Seiketsu-seiketsu refers to standardization. Every
organization needs to have casuals.
• Follow work procedures and do not forget to carry your
identity cards certain standard rules and set policies to
ensure superior quality.
• Shitsuke or self discipline - employees need to respect
organization’s policies and adhere to rules and
regulations. Self discipline is essential.
• Do not attend office in casuals. Follow work procedures
and do not forget to carry your identity cards to work. It
gives you a sense of pride and respect for the
organization.

PDCA cycle
• PDCA cycle is one of the simplest and the easiest
management approaches for process control and
continuous improvement.
• PDCA – stands for Plan – Do – Check – Act.
• It is also called Deming’s cycle or Shewhart cycle.
Sometimes it is also called a PDSA cycle: Plan-do-
Study-Act.
• It is used for a new product or concept
development, problem solving, project
implementation and many other fields

PLAN
• Establish the objectives and goals of the task to
be improved or developed.
• Describe the task in detail with clear
specifications
• Develop a team that will be a part of the PDCA
and set the deadlines
• Note down the data to be used, resources that
will be needed, cost expected, risks and
mitigating steps, manpower required, support
needed from management.

DO
• As per the implementation plan, perform all
the tasks.
• •Keep the stakeholders informed of the
progress
• Adhere to the schedule and highlight any
significant concerns and variations noted.

CHECK
• One the activity is performed, validate
whether the outcome is as intended and
planned.
• Make a note of all variations, defects, best
practices, pain areas and challenges faced
• Identify the root causes for the problems

ACT
• Correct the defects and make it comply to the
specifications
• •Identify the preventive actions for all the root causes
identified
• •Implement the preventive actions and check whether
the outcome is as expected.
• •Repeat the steps Do-Check-Act until all of the
objectives are met to the satisfaction of the
stakeholders.
• •Thus the PDCA cycle will help in improving the
performance of a process stage by stage in a steady
and leveled manner.

Applications of the PDCA Cycle
• PDCA cycle is mainly used in software field for
Software development lifecycle.
• It is used in manufacturing and Service
industries for new product development.
• It also finds its place in Project Management
of any nature

Quality Circle
• Quality Circle is a small group of 6 to 12
employees doing similar work who voluntarily
meet together on a regular basis to identify
improvements in their respective work areas
using various techniques for analyzing and solving
work related problems coming in the way of
achieving and sustaining excellence leading to
mutual upliftment of employees as well as the
organization.
• It is "a way of capturing the creative and
innovative power that lies within the work force“

Characteristics of Quality Circle
• Quality circle are small primary groups of employee whose
lower limit is three and upper limit twelve.
• The membership of quality circle is most voluntary .
• Each circle is lead by area supervisor .
• The member meet regularly every week or according to an
agreed schedule.
• The circle members are specially trained in techniques of
analysis and problem solving.
• The basic role of circles to identify and solve work related
problems for improving quality and productivity.
• Quality circle enable their member to exercise their hidden
talents for tackling challenging tasks.

CONCEPT
• The concept of Quality Circle is primarily based upon
recognition of the value of the worker as a human
being, as someone who willingly activates on his job,
intelligence, experience, attitude and feelings.
• It is based upon the human resource management
considered as one of the key factors in the
improvement of product quality & productivity.
Quality Circle concept has three major attributes:
1. Quality Circle is a form of participation management.
2. Quality Circle is a human resource development
technique.
3. Quality Circle is a problem solving technique.

Advantages:
• Product improvement
• Customer satisfaction
• efficiency savings
• financial savings
• improved company performance
• reduced customer complaints
• reduced wasted
• reduced error
• increased accuracy

Limitations:
• The overall productivity may decrease initially.
• A large investment and time is required for a
concept that is essentially new .
• The chances of error increase initially .
• After circle implementation a period of
confusion may arise. because people
experiment with new ideas , new skill and new
roll.

Module IV
3/21/2020 108VISHNU VIJAYAN,BMCE ,SASTHAMCOTTA

QUALITY PLANNING
• A quality plan is a document, or several
documents, that together specify quality
standards, practices, resources, specifications,
and the sequence of activities relevant to a
particular product, service, project, or
contract.
• Quality plans should define: ... A method for
measuring the achievement of the quality
objectives.

SWOT analysis
• a study undertaken by an organization to
identify its internal strengths and weaknesses,
as well as its external opportunities and
threats.
• Strengths, Weaknesses, Opportunities, and
Threats

What is the SWOT process?
➢ The SWOT process focuses on the internal
strengths and weaknesses of you, your staff,
your products, and your business.
➢At the same time, it looks at the external
opportunities and threats that may have an
impact on your business, such as market and
consumer trends, changes in technology,
legislation, and financial issues.

Strategic Planning
• Strategic planning is a process an organization uses to
prioritize and focus the efforts of the company as well
as the implementation of a plan.
• A company uses strategic planning to predict and
anticipate changes in the business environment and
position the company to respond.
• Companies must develop an edge in the marketplace
that differentiates the organization from all other
businesses.
• An environment and reputation for customer value
and quality is one approach to meeting the demands of
customers.

There are seven steps to strategic
Quality Planning:
• Discover customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alignment
• Implementation

Organizational Culture
• Organizational Culture is defined as the shared
beliefs, values, attitudes, and behavior patterns
that characterize the members of an
organization.
• The pattern of shared values, beliefs, and
assumptions considered to be the appropriate
way to think and act within an organization.
• Culture is shared.
• Culture helps members to solve problems.
Culture is taught to newcomers.
• culture strongly influences behavior.

TOTAL QUALITY CULTURE
➢ Culture is the set of beliefs and values shared by the people in an
organization. It is what binds them together.
➢ Culture is a powerful influence on people’s behavior. because it
operates without being talked about, indeed often without even
being thought of.
➢ one can learn about an organization’s culture in a number of
ways.
➢ How people dress and how they address one another.
➢ the layout of offices, plant floors.
➢ Are there any private offices?
➢ Culture is expressed in the stories and jokes people tell.
➢ Culture is also reflected by the management policies, actions and
company practices.

Quality Function Deployment (QFD)
• A key to improving quality through TQM is linking the
design of products or services to the processes that
produce them.
• Quality Function Deployment (QFD) is a means of
translating customer requirements into appropriate
technical requirements for each stage of product or
service development and production.
• Bridgestone Tire and Mitsubishi Heavy Industries
originated QFD in late 1960s and early 1970s when
they used quality charts that take customer
requirements into account in the product design
process.

(QFD)
• (QFD) is a systematic process for motivating a
business to focus on its customers.
• It is used by cross-functional teams to identify
and resolve issues involve in providing
products, processes, services and strategies
which will more than satisfy their customers.

Benefits of QFD
• improves Customer Satisfaction
• Reduces Development Time
• Improves Team Work
• Reduces Cost
• Quick New Product Release
• Documentation
• Critical Quality Features
• Right Technology

Quality Function Deployment (QFD)
• In 1978 Yoji Akao and Shigeru Mizuno
published the first work on this subject,
showing how design considerations could be
“deployed” to every element of competition.
• The core of this approach is a chart called
house of quality, which is a conceptual map
for inter-functional planning and
communications.

See the following chart
that shows a house of
quality chart for
improving the quality of
a car door.

Voice of customer:
• What do our customer need and want?
Customers were asked to list attributes of car-
door quality they felt were important.
Customer attributes were grouped into two
categories-“easy to open and close the door”
and “isolation”-as shown in the above chart.
The relative importance to the customer is
listed as a percentage to the right of each
attribute.

Module : V

Introduction to Six Sigma.
• The concept of Six Sigma was developed in
1986 by Motorola .
• set of tools and techniques to improve their
manufacturing processes.
• Eliminate the defects in products
• In 1995 this concept was used by Jack Welch
as the main concept of the business strategy
of General Electric
• now used by a number of industrial sectors

Six Sigma
• Six Sigma is a disciplined, statistical-based,
data-driven approach and continuous
improvement methodology for eliminating
defects in a product, process or service.

Six Sigma Methodologies.
➢There are mainly two methodologies of Six
Sigma namely DMAIC and DMADV.
➢DMAIC is a data-driven Six Sigma
methodology for improving existing products
and processes. ...
➢DMAIC methodology consists of five phases: D
– Define, M – Measure, A – Analyze, I –
Improve, C – Control.

Six Sigma DMAIC
Here is a step-by-step breakdown of Six Sigma DMAIC:
1. Define: Identify the project goals and all customer
deliverables.
2. Measure: Understand current performance.
3. Analyze: Determine root causes of any defects.
4. Improve: Establish ways to eliminate defects and
correct the process.
5. Control: Manage future process performance.

The DMADV project methodology
• It is also known as DFSS ("Design for Six Sigma") it features
five phases:
1. Define design goals that are consistent with customer
demands and the enterprise strategy.
2. Measure and identify CTQs (characteristics that are
Critical To Quality), measure product capabilities,
production process capability, and measure risks.
3. Analyze to develop and design alternatives
4. Design an improved alternative, best suited per analysis in
the previous step
5. Verify the design, set up pilot runs, implement the
production process and hand it over to the process
owner(s)

Six Sigma training- Certification Levels
• Six Sigma Certification and Training Classes. Six
Sigma is a methodology based on statistical analysis
rather than guesswork to improve processes with
unknown problems. ...
• The Six Sigma certification comes in various skill
levels: White Belt, Yellow Belt, Green Belt, Black Belt,
and Master Black Belt. These certifications can be
obtained through an accreditation body like
the American Society for Quality (ASQ).

➢Six Sigma White Belt. It is the basic level of certification that deals with the basic Six
Sigma concepts. White belts support change management in an organization and engage
with local problem-solving teams that assist projects.
➢Six Sigma Yellow Belt. At this level, you know the specifics of Six Sigma, how and
where to apply it. You will support project teams on problem-solving tasks.
Six Sigma Green Belt.
At this level, you understand advanced analysis and can resolve problems that affect quality.
Green belts lead projects and assist black belts with data collection and analysis.
Six Sigma Black Belt. Black belts are experts and agents of change. They provide
training in addition to leading projects.
Six Sigma Master Black Belt. This is the highest level of Six Sigma achievement. At this
level, you will shape strategy, develop key metrics, act as a consultant and coach black
and green belts.

Six Sigma in Manufacturing Industry:
Six Sigma plays a key role in Manufacturing/Improvement Industry.
Maximum number of industries focuses on producing raw material useful to make
other things.
Implementing Six Sigma in this industry will be beneficiary as it was designed for
manufacturing industry itself.
DMAIC (Define, Measure, Analyze, Improve and Control) Process of Six Sigma
is used in industries. The main aim of implementing this system in industry is to
ensure minimal defects in the process.
The main goal is to make sure that there are less than 3.4 defects per million
Six Sigma in Telecom Industry: gives innovation in new ideas, error identification
and solve the errors by analysing the rot causes
Six Sigma in Textile Industry:
By the implementation of six sigma it gives number of advantages as follows
Elimination of unwanted materials, timely distribution of products , approach new design
strategy to meet customer satisfaction.

• Banking and finance :Six Sigma has played an important role
by improving accuracy of allocation of cash to reduce bank
charges, automatic payments, improving accuracy of
reporting, reducing documentary credits defects, reducing
check collection defects, and reducing variation in collector
performance.
• Engineering and construction
it was found that construction delay and construction waste
were reduced by 26.2% and 67% accordingly after adopting
Six Sigma.
Healthcare
The goal of Six Sigma in healthcare is broad and includes
reducing the inventory of equipment that brings extra costs.

Benefits of Six Sigma
• Reduction in costs
• Reduction in waste chain
• Better understanding of customer
requirements
• Improves quality performance
• Develops robust products and processes
• Provides critical process inputs

Companies Currently Implementing
Six Sigma:
➢Motorola
➢Texas Instruments
➢Bell Helicopter
➢Apple Computer
➢ Hewlett Packard
➢Ford Motor Company
➢Honeywell
➢Eastman Kodak
➢United States Army, NASA • Etc.

FAILURE MODE EFFECT ANALYSIS
(FMEA)
• An FMEA is a systematic method for identifying and
preventing product and process problems before they
occur.
• FMEAs are focused on preventing defects, enhancing
safety and increasing customer satisfaction.
• FMEAs are conducted in the product design or
process development stages, although conducting an
FMEA on existing products and processes can also
yield substantial benefits.

FMEA can provide the answer to
many problems:
• How can we prevent this problem from
occurring again in the future?
• How can we minimize the risk of this potential
failure?
• How can we produce an error-free product?
• How can we reduce the warranty costs?
• How can we improve the safety condition in
the workplace?

What is the purpose of a FMEA?
• Preventing the process and product problems
before they occur is the purpose of Failure
Mode Effect Analysis.
• Used in both the design and manufacturing
process, they substantially reduce costs by
identifying product and process improvement
early in the develop process when changes are
relativity easy and inexpensive to make.

Failure Mode
• The way in which the product or process
could fail to perform its intended function.
• Failure modes may be the result of
upstream operations or inputs, or may
cause downstream operations or outputs
to fail.
Failure Effects
• The outcome of the occurrence of the
failure mode on the system, product, or
process.
• Failure effects define the impact on the
customer.
• Ranking is translated into “Severity” score

FAILURE MODE EFFECT ANALYSIS
(FMEA)
➢FMEA is a procedure in product development and
operations management for analysis of potential
failure modes within a system for classification by
the severity and likelihood of the failures.
➢Failure modes are any errors or defects in a
process, design, or item, especially those that
affect the customer, and can be potential or
actual.
➢Effects analysis refers to studying the
consequences of those failures.

Types of FMEA
➢ Process FMEA: analysis of manufacturing and assembly processes
➢ Design FMEA : analysis of products prior to production
➢ Concept FMEA : analysis of systems or subsystems in the early
design concept stages
➢ Equipment FMEA : analysis of machinery and equipment design
before purchase
➢ Service FMEA : analysis of service industry processes before they
are released to impact the customer
➢ System FMEA : analysis of the global system functions
➢ Software FMEA : analysis of the software functions

APPLICATION OF FMEA
➢ Development of system requirements that minimize the
likelihood of failures.
➢ Development of methods to design and test systems to
ensure that the failures have been eliminated.
➢ Evaluation of the requirements of the customer to
ensure that those do not give rise to potential failures.
➢ Identification of certain design characteristics that
contribute to failures, and minimize or eliminate those
effects.
➢ Tracking and managing potential risks in the design. This
helps avoid the same failures in future projects.

Advantages
• Improve the quality, reliability and safety of a
product/process
• Improve company image and competitiveness
• Increase user satisfaction
• Reduce system development timing and cost
• Collect information to reduce future failures,
capture engineering knowledge
• Reduce the potential for warranty concerns

Advantages Cont’d
• Early identification and elimination of potential failure
modes
• Emphasize problem prevention
• Minimize late changes and associated cost
• Catalyst for teamwork and idea exchange between
functions
• Reduce the possibility of same kind of failure in future
• Reduce impact of profit margin company
• Reduce possible scrap in production
• To produce world class quality products

MODULE :VI
3/21/2020 153VISHNU VIJAYAN

Total productive maintenance (TPM)
• It is a system of maintaining and improving the
integrity of production and quality systems through
the machines, equipment, processes, and
employees that add business value to an
organization.
• TPM focuses on keeping all equipment in top
working condition to avoid breakdowns and delays
in manufacturing processes
• TPM was developed by Seiichi Nakajima based on
experience of the practical application of
maintenance best practice in Japan between 1950
and 19703/21/2020 154VISHNU VIJAYAN

TPM
• (Total Productive Maintenance) is a holistic
approach to equipment maintenance that strives
to achieve perfect production:
• No Breakdowns
• No Small Stops or Slow Running
• No Defects
• In addition it values a safe working environment:
• No Accidents

Benefits of TPM
• The properly implemented TPM has made excellent
progress in a number of areas. These include:
• Increased equipment productivity
• Improved equipment reliability
• Reduced equipment
• Increased plant capacity
• Extended machine line
• Lower maintenance and production costs
• Approaching zero equipment-caused defects
• Improved team work between operators and
maintenance people
• Enhance job satisfaction
• Improved return on investment Improved safety

TQM vs TPM
• Total quality management and total productive maintenance
are often used interchangeably.
• However, TQM and TPM share a lot of similarities.
• TQM attempts to increase the quality of goods, services and
concomitant customer satisfaction by raising awareness of
quality concerns across the organization.TQM focuses on the
quality of the product.
• TPM focuses on the equipment used to produce the products.
• By preventing equipment break-down, improving the quality of
the equipment and by standardizing the equipment (results in
less variance, so better quality), the quality of the products
increases.
• TQM and TPM can both result in an increase of quality.
However, the way of going there is different.
• TPM can be seen as a way to help achieving the goal of TQM

Total Productive Maintenance
IMPROVEMENT NEEDS
• The Base for the TPM Activity is 5S
• Seiri (Sort)
• Seition (Shift)
• Seiso (Shine)
• Seiketsu (Standardise)
• Shitsuke (Stick to rule)

S -Shift : Shift unnecessary items to stores or dump ( if obsolete)
Separate those which are necessary for the job from those which are not.
Single out priority items, keep them as close as possible and at convenient
location. Label up (tag) all equipment to returned to stores or dumped.
S -Shine : Sweep and shine the work place ,Spring clean the work place , Secure
safety and health, Stop leaks
S – Sort: Secure a place for everything and store everything in its place like ,Tools ,
Consumables , Shop floor material , Clearly identify work areas, equipment and
routes
S- Standardize : Operating procedures in pictures and photos and not words ,
Simplify the usage instructions, Store contents of cupboards visibly , Keep the
place tidy, clean and organized
S - Stick to Rules : Support the process through out, Seek to eliminate root cause of
the problem ,Conduct audit ,Make the improvements visible so that everyone gets
motivated

Total Productive Maintenance
IMPROVEMENT NEEDS
• Results in: Equipment condition is known at
all times
• Unexpected breakdowns are minimized.
• Corrosion is prevented; wear is delayed;
machine life is extended.
• Spare parts need is reduced.
• Knowledge of the machine is increased
• Machine operation ration is improved

Overall equipment effectiveness (Measures of TPM)
The TPM efforts are measured by the factor called overall equipment effectiveness
(O.E.E) Overall equipment effectiveness = availability x performance efficiency x rate
of quality products

Business process re-engineering(BPR)
• Reengineering is the fundamental rethinking
and redesign of business processes to achieve
dramatic improvements in critical,
contemporary measures of performance, such
as cost, quality, service and speed.

Business process re-engineering is
required in two cases:
• The organization has discovered some
breakthrough methodology .
• The organization has failed to keep up to date
with the changing technologies.

Advantages of BPR
• To identify any processes, sub-processes, costs and labor
that are not required in an organization.
• Identify the business loss in the specified areas
• BPR provides long term solutions to minimize the
deficiencies of a business.
• BPR function is to meet the customer needs and
maintain product value.
• provides an insight of business analysis to management
which can help in future decision making.
• It improves the communication within the enterprise

DISADAVNTAGES
• practical implementation is very difficult
• may not suit to every business.
• The approach does not provide immediate
results
• The sustainability of a change in a business
process is a difficult task.

quality standards?
• Quality management standards are details of
requirements, specifications, guidelines and
characteristics that products, services and
processes should consistently meet in order
to ensure:
• their quality matches expectations
• they are fit for purpose
• they meet the needs of their users

Quality standards
• Quality standards are defined as documents that
provide requirements, specifications, guidelines, or
characteristics that can be used consistently to ensure
that materials, products, processes and services are fit
for their purpose.
• Standards provide organizations with the shared vision,
understanding, procedures, and vocabulary needed to
meet the expectations of their stakeholders.
• Because standards present precise descriptions and
terminology, they offer an objective and authoritative
basis for organizations and consumers around the
world to communicate and conduct business

NEED OF Quality standards
• ensuring safety and reliability of their products and
services
• complying with regulations, often at a lower cost
• defining and controlling internal processes
• meeting environmental objectives
• Satisfying their customers’ quality requirements
• Ensuring their products and services are safe
• Protecting products against climatic or other adverse
conditions
• Ensuring that internal processes are defined and
controlled

NEED OF Quality standards
• increase their profits
• reduce losses or costs across the business
• improve their competitiveness
• gain market access across the world
• increase consumer loyalty

A quality management system (QMS)
➢ QMS defines and establishes an organization's quality
policy and objectives.
➢ It also allows an organization to document and
implement the procedures needed to attain these
goals.
➢ A properly implemented QMS ensures that procedures
are carried out consistently, that problems can be
identified and resolved, and that the organization can
continuously review and improve its procedures,
products and services.
➢ It is a mechanism for maintaining and improving the
quality of products or services so that they consistently
meet or exceed the customer's implied or stated needs
and fulfill their quality objectives

Introduction to ISO 9000
• The ISO 9000 family of standards is related to
quality management systems and designed to
help organizations ensure that they meet the
needs of customers and other stakeholders while
meeting statutory and regulatory requirements.
• ISO 9000 deals with the fundamentals of quality
management systems, including the eight
management principles on which the family of
standards is based.

Introduction to ISO 9000
• International standards promote international trade by
providing one consistent set of requirements
recognized around the world.
• ISO 9000 can help a company satisfy its customers,
meet regulatory requirements and achieve continual
improvement. It provides the base level of a quality
system, not a complete guarantee of quality.
• Originally published in 1987 by the International
Organization for Standardization (ISO), a specialized
international agency for standardization composed of
the national standards bodies of 90 countries

Advantages
• Quality is maintained.
• ISO registration also has a significant bearing on market
credibility as well.
• Opportunity to compete with larger companies.
• More time spent on customer focus.
• Confirmation that your company is committed to
quality
• May facilitate trade and increased market
opportunities,
• Can increase customer confidence and satisfaction.

• ISO international standards are by far the
most widely accepted set of quality standards
in the world.
• ISO 9001:2015 specifies the requirements for
a quality management system that businesses
can use to develop their own quality agenda.

ISO 9001 quality management
standard
• The ISO standards are published by the
International Organization for Standardization
• ISO 9001 is the most popular and most
commonly used standard for quality
management systems in the world.
• It is the only standard within the ISO 9000
series to which organizations can certify.

What is ISO 9001?
The ISO 9001 standard is an internationally-agreed set of documented rules and
guidelines that provide clear criteria for implementing and maintaining a quality system in
your business.
The latest version of the standard is ISO 9001:2015. Its criteria are based on seven quality
management principles:
customer focus - to understand and fulfil customer needs
leadership - to increase employee motivation
involvement of people - to recognise, empower and enhance the competence of people
in the organisation and their role in delivering quality products or services
process approach - to identify your essential business activities and consider each one as
part of a process
continuous improvement - to make improvement a permanent business objective
evidence-based decision making - to use analysis of data to inform decisions
relationship management - to recognise the interdependence of your business and its
suppliers
The principles describe which requirements your products, services and organisation have
to meet in order to comply with the standard.

ISO 14000
• ISO 14000 is a family of standards related to
environmental management that exists to
help organizations minimize how their
operations (processes etc.) negatively affect
the environment (i.e. cause adverse changes
to air, water, or land) comply with applicable
laws, regulations, and other environmentally
oriented requirements continually improve in
the above.

What is EMS?
• An environmental management system (EMS)
is a management structure that allows an
organization to assess and control the
environmental impact of its activities,
products or services.

• ISO 14000
• International Voluntary Standards for
providing common framework for managing
environmental issues
Guiding Principles:
• Better Environment Mgmt.
• Flexible and applicable to all nations
• Scientific • Practical & useful

ENVIRONMENTAL MANAGEMENT
SYSTEM
• An Environmental Management System (EMS)
is a framework that helps a company achieve
its environmental goals through consistent
control of its operations. The assumption is
that this increased control will improve the
environmental performance of the company

STANDARDS UNDER ISO 14000 SERIES
• ISO 14001 is an EMS standard.
• ISO 14010 series of standards are about
auditing.
• ISO 14020 is about environmental labeling.
• ISO 14030 is a standard on environmental
performance evaluation.
• ISO 14040 series are on environmental life
cycle assessment(LAC)

ISO 14001 STANDARD
• ISO 14001 STANDARD ISO 14001 is known as a generic
management system standard, meaning that it is
relevant to any organization seeking to improve and
manage resources more effectively.
• This includes: single site to large multi-national
companies.
• high risk companies to low risk service organizations.
manufacturing, process and the service industries;
including local governments.
• all industry sectors including public and private sectors.
original equipment manufacturers and their suppliers

WHY ISO 14000?
• Reduces environmental liability
• Enhances public image and reputation
• Assures customers
• Satisfies investor criteria
• Meets your clients’ registration requirements
• Reduces your consumption of materials and
energy
• Facilitates permits & authorizations
• Reduces the cost
• Improve industry-government relations

BENEFITS
• It can be applied to any type of organization.
• It help in maintaining an efficient quality
system in an organization.
• It creates confidence in customer on the
quality of product supplied.
• It act as competitive barrier

Other standards related to quality
include
• ISO 9000 family, including ISO 9004
• The ISO 14000 family for environmental
management systems
• ISO 13485 for medical devices
• ISO 19011 for auditing management systems
• ISO/TS 16949 for automotive-related products

QUESTION BANK
(Most Important)

• MODULE: I
• Define the term quality and need of quality?
• Explain the major contribution of Deming, Juran, and crossby
to quality management
• Explain Deming's 14 points for management
• What are the different QC tools used in TQM. (7 tools with
figure)
• Explain Taguchi Quality loss function (explain with figure)
• What do you meant by COQ? Types?
• MODULE: II
• Explain the basic concepts of TQM & Principles of TQM
• List out the barriers of TQM and write short notes each
• What are the quality statement
• Explain total waste elimination in TQM.
• Write short notes on the following
• (a)Customer retention (b) Customer satisfaction (c) Total
employee involvement

• MODULE: III
• Distinguish between QA & QC?
• Explain the Principles of QA List out the objectives of QA.
• Explain the techniques of quality improvement
programs?(KAIZEN,5S,PDCA,Q.Circle)
• What are advantages and disadvantages of Kaizen concept?
• Write a note on vendor rating.
• Explain PDCA Cycle or Deming cycle with figure.
• MODULE: IV
• Explain QFD process in TQM with figure
• What Does Organizational Culture Mean?
• Explain SWOT analysis.
• Explain the strategic planning and write the steps behind
strategic Quality Planning.
• MODULE: V
• Explain six sigma and its methodologies with benefits
• What are the certifications and training of six sigma
• Explain FMEA, Types and Application of FMEA in TQM

MODULE: VI
• Explain TPM, benefits of TPM, need of TPM.
• What do you meant by BPR, Write the merits and
demerits of BPR
• Outline quality standards and its needs in QMS.
• Write notes on ISO 9000 Series and their
advantages
• What is ISO 9001? List out other contemporary
standards.
• What is EMS, Write note on ISO 14001 along with
benefits?

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