(1) Origin, Evolution, Key Elements

TOTAL QUALITY MANAGEMENT:TQM

Introduction to Quality and Performance Excellence

Quality Gurus

The TQM philosophy derives from one foundational idea:

everything must be geared towards customer

satisfaction, the engine which drives the company

and on which its future survival depends.

Aim: Increase external and internal customer satisfaction with reduced amount of resources

Va

ImproveContinuously

Focus onCustomers

Base Decisionson Fact

Let Everybodybe Committed

Focus onProcesses

Top ManagementCommitment

Methodologies

Bench-marking

Quality FunctionDeployment

EmployeeDevelopment

QualityCircles

ProcessManagement

SupplierPartnership

Design ofExperiment

Self-assessment

PolicyDeployment

Aim: Increase external and internal customer satisfactionwith a reduced amount of resources

Total QualityManagement

Tools ControlCharts

IshikawaDiagram

TreeDiagram

RelationDiagram

ProcessMaps

Criteria ofMBNQA

QualityHouse

ISO9000

SixSigma

Hypothesistesting

Values

FactorialDesign

Matrices

What is Quality?Continuous Satisfaction of

Or Exceeding Customer Expectations.

A ‘Customer-Centric’ View

What isQuality Management?

Achievement of Quality at Low Cost

What isTotal QualityManagement?

Attainment of Total Quality Through

Everyone’s Commitment on a Daily Basis

What is TQM?

Constant drive for continuous

improvement and learning.

Concern for employee

involvement and development

Management by Fact

Result FocusPassion to deliver customer value /

excellence

Organization response ability

Actions not just words

(implementation)Process

Management

Partnership perspective (internal / external)

SO …..

Business quality is highest when the costs are at the absolute lowest for both the producer & consumer and is most readily attained when the entirety of the organization’s human resource is engaged

EVOLUTION OF TQM

Evolution of Quality Management (cont.)

Mass Inspection–Inspecting–Salvaging–Sorting–Grading–Rectifying–Rejecting


Quality Control(Product Oriented)

–Quality manuals–Product testing using SQC

–Basic quality planning


Quality Assurance

(Process Oriented)–Emphasis on prevention–Proactive approach using SPC

–Advance quality planning


Total Quality Control–Measured in all functions connected with production such as •R&D•Design•Engineering•Purchasing,•Operations, etc


Total Quality Management–Measured in all aspects of business, –Top management commitment–Continuous improvement–Involvement & participation of employees


GURUs

OF TQM

Dr. W E Deming Dr. J M Juran Dr. Philip Crosby

Gurus of TQM

Gurus of TQM

Dr. Kaoru IshikawaDr. Genichi Taguchi Dr. Masaaki Imai

Gurus of TQM

Dr. Shigeo Shingo Dr. Yoshio Kondo Dr .Armand V. Feigenbaum

Dr. William Edwards Deming • He proposed a 14 point TQM programme

Deming took his Quality Control mantra to Japan in 1950 because US auto manufacturers did not think highly of his philosophy. Japanese auto manufacturer's who took Deming's points seriously ined enormously. Its only then the US manufacturers had second thoughts about what Deming had been saying all along.

• The Deming Cycle

W. Edwards Deming’s 14 Points

Create constancy of purpose towards improvement of product and services, with the aim to become competitive and to stay in business, and to provide jobs.

Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

1)

2)


Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

End the practice of awarding business on the basis of price tag. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.

3)

4)


Find problems. It is management’s job to work continually on the system.

Institute modern methods of training on the job.

Institute modern methods of supervision of production workers. The responsibility of foremen must be changed from numbers to quality.

Drive out fear that everyone may work effectively for the company.

5)

6)

7)

8)


Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

Institute modern methods of training on the job.

Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.

5)

6)

7)

Drive out fear, so that everyone may work effectively for the company

Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

8)

9)

10)


Eliminate work standards work standards (quotas) on the factory floor. Substitute leadership.

Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

Remove barriers that rob the hourly worker of his right to joy of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

11)

12)


Remove barriers that rob people in management and in engineering of their right to joy of workmanship. This means abolishment of the annual merit rating and of management by objective

Institute a vigorous program of education and self-improvement.

Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

13)

14)


PLAN

CHECK

DOACT

The Deming Cycle or PDCA Cycle

Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

Implement the change on a small scale and measure the effects

Adopt the change as a permanent modification to the process, or abandon it.

Study the results to learn what effect the change had, if any.

Dr. Joseph M. Juran

• “Quality does not happen by accident.”

• Developed the “Juran’s Trilogy,” an approach to cross-functional management that is composed of three managerial processes:–planning, – control, and – improvement

Juran’s 10 Points

1. Build awareness of need and opportunities for improvement

2. Set goals for improvement3. Organise the overall improvement programme4. Provide the training5. Solve problems through project methodology6. Report progress7. Give recognition8. Communicate results9. Keep Score10. Institutionalize the improvement process

Philip Crosby• Zero Defects

–This phrase was coined by Philip Crosby in his 1979 book titled, “Quality is Free.”

–Zero defects is a way of thinking and doing that reinforces the notion that defects are not acceptable, and that everyone should “do things right the first time”. The idea here is that with a philosophy of zero defects, you can increase profits both by eliminating the cost of failure and increasing revenues through increased customer satisfaction.

Kaoru Ishikawa

• Created Cause and Effect Diagram in 1969 (Ishikawa Diagram or Fish Bone Diagram).

It is also known as a fishbone diagram because of its shape. The 'fish head‘ represents the main problem. The potential causes of the problem, usually derived from brainstorming sessions or research, are indicated in the 'fish bones' of the diagram.

Kaoru Ishikawa

• Quality circles were first established in Japan in 1962; Kaoru Ishikawa has been credited with their creation. The movement in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE).

Ishikawa DiagramShow the causes of certain event

Maasaki Imai• He solely can be credited for making the

concept of Kaizen a hit in the corporate world.

Kaizen was introduced by him through his book Kaizen: The Key to Japan's Competitive Success in 1986.

The book was translated in fourteen languages.

Maasaki Imai• Imai described Kaizen as,

"A means of continuing improvement in personal life, home life, social life, and working life. At the workplace, Kaizen means continuing improvement involving everyone - managers and workers alike. The Kaizen business strategy involves everyone in an organization working together to make improvements without large capital investments."

Shigeo Shingo

• Poka-yoke (poh-kah yoh-keh) was coined in Japan during the 1960s by Shigeo Shingo who was one of the industrial engineers at Toyota. Shigeo Shingo is also credited with creating and formalizing Zero Quality Control (poka-yoke techniques to correct possible defects + source inspection to prevent defects equals zero quality control).

Shigeo Shingo• Poka-yoke (mistake-proofing) helps people and

processes work right the first time. Poka-yoke refers to techniques that make it impossible to make mistakes. These techniques can drive defects out of products and processes and substantially improve quality and reliability.

• Poka-yoke can be used wherever something can go wrong or an error can be made. It is a technique, a tool that can be applied to any type of process be it in manufacturing or the service industry.

Yoshio Kondo

• Emphasized inter-relationship between quality and people–Creativity – joy of thinking–Physical activity – joy of working–Sociality – joy of sharing pleasure and pain with

colleagues

Yoshio Kondo

• Dr. Yoshio Kondo was named American Society of Quality ‘s 23rd Honorary member. The citation reads, “For his exceptional contribution to the global quality community as a thought-leader in the fields of human motivation and total quality management and his exemplary personal dedication to the promotion of quality throughout the world.”

Dr. Armand V. Feigenbaum

• The name Armand V. Feigenbaum and the term "total quality control" are virtually synonymous. Thus, he is considered as the Originator of Total Quality Control. In 1986, when the ASQ board of directors elected Feigenbaum an Honorary member, it acknowledged a career of more than 35 years in the quality field. During that career, the precepts of total quality control were carefully laid out and tirelessly promulgated in the United States and around the world.

Dr. James Harrington

• The name Armand V. Feigenbaum and the term "total quality control" are virtually synonymous. In 1986, when the ASQ board of directors elected Feigenbaum an Honorary member, it acknowledged a career of more than 35 years in the quality field. During that career, the precepts of total quality control were carefully laid out and tirelessly promulgated in the United States and around the world.

LEARNING AND TQM

BASIC PRINCIPLES

Learning

LEARNING AND TQM

Process Improvement

Quality Improvement

Customer Satisfaction

Shareholder Satisfaction

Employee Satisfaction

BASIC PRINCIPLES OF TQM

Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

Quality is a Journey, not a Destination

Documents

(1) Origin, Evolution, Key Elements