Total Quality Management

• It aims at “continuous process improvement “. It goes beyonddocumenting processes with a view to optimizing them throughre-design.

• TQM is a philosophy which applies equally to all parts of theorganization.

• TQM can be viewed as an extension of the traditional approachto quality.

• TQM places the customer at the forefront of quality decisionmaking.

• Greater emphasis on the roles and responsibilities of everymember of staff within an organization to influence quality.

Elements of TQM

• Leadership

– Top management vision, planning and support.

• Employee involvement

– All employees assume responsibility for the quality of their work.

• Product/Process Excellence

– Involves the process for continuous improvement.

• Continuous Improvement– A concept that recognizes that quality improvement is a journey with no end and that

there is a need for continually looking for new approaches for improving quality.

• Customer Focus on “Fitness for Use”– Design quality

• Specific characteristics of a product that determine its value in the marketplace.

– Conformance quality

• The degree to which a product meets its design specifications.

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Perceived quality is poor

Perceived quality is good

Expectations > perceptions

Expectations = perceptions

Expectations < perceptions

Perceived quality is governed by the gap between customers’

expectations and their perceptions of the product or service

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Implementing TQM• Successful Implementation of TQM

– Requires total integration of TQM into day-to-day operations.

• Causes of TQM Implementation Failures

– Lack of focus on strategic planning and core competencies.

– Obsolete, outdated organizational cultures.

• Lack of a company-wide definition of quality.

• Lack of a formalized strategic plan for change.

• Lack of a customer focus.

• Poor inter-organizational communication.

• Lack of real employee empowerment.

• Lack of employee trust in senior management.

• View of the quality program as a quick fix.

• Drive for short-term financial results.

• Politics and turf issues.

Obstacles to Implement TQM

ISO 9000 Series

ISO 9000 includes the following standards:• ISO 9000:2000, Quality management systems - Fundamentals and vocabulary.

covers the basics of what quality management systems are and also contains the core language of the ISO 9000 series of standards.

• ISO 9001:2000 Quality management systems - Requirements is intended for use in any organization which designs, develops, manufactures, installs and/or services any product or provides any form of service.

• ISO 9004:2000 Quality management systems - Guidelines for performance improvements covers continual improvement. This gives you advice on what you could do to enhance a mature system. This standard very specifically states that it is not intended as a guide to implementation.

1. ISO-9000

2. SIX SIGMA

BENCHMARKING

SIX SIGMA

Key concepts of Six SigmaAt its core, Six Sigma revolves around a few key concepts.

• Critical to Quality: Attributes most important to the customer

• Defect: Failing to deliver what the customer wants

• Process Capability: What your process can deliver

• Variation: What the customer sees and feels

• Stable Operations: Ensuring consistent, predictable processes to improve what the customer sees and feels

• Design for Six Sigma: Designing to meet customer needs and process capability

Six Sigma

A statistical concept that measures a process in terms of

defects – at the six sigma level, there 3.4 defects per

million opportunities

A philosophy and a goal : as perfect as practically possible

A methodology and a symbol of quality

Define

Measure

Analyze

Six Sigma Phases

Define the project goals and customer (internal and

external) deliverables

Measure the process to determine current performance

Analyze and determine the root cause(s) of the defects

Improve

Control

Correct/Re-Evaluate Potential Solution

Define and Validate Monitoring and Control System

Control Charts

Process Control

Variables

X- Chart

R-Chart

Product Control

Attributes

P-Chart

nP-Chart

C-Chart

Process Control charts for variables

X-bar chartIn this chart the sample means are plotted in order to control the mean value of a variable (e.g., size of piston rings, strength of materials, etc.).

R chartIn this chart, the sample ranges are plotted in order to control the variability of a variable.

The Process Control Chart Method

R Control Chart:

UCL = D4 x R

LCL = D3 x R

CL = R

X Control Chart:UCL = X + A2 x R

LCL = X - A2 x R

CL = XCL= Central Line

UCL= Upper Control Limit

LCL= Lower Control Limit

X = Mean of Mean or Grand Mean

R = Mean of Range

R = Range= Maximum –Minimum

A2 = Limit Average,

D3 = Range lower limit

D4 = Range Upper limit

will be given in the question

deviation standard

3XLCL

3XUCL

Example: Control Charts for Variable Data

Slip Ring Diameter (cm)

Sample n 1 2 3 4 5 X R

1 5.02 5.01 4.94 4.99 4.96 4.98 0.08

2 5.01 5.03 5.07 4.95 4.96 5.00 0.12

3 4.99 5.00 4.93 4.92 4.99 4.97 0.08

4 5.03 4.91 5.01 4.98 4.89 4.96 0.14

5 4.95 4.92 5.03 5.05 5.01 4.99 0.13

6 4.97 5.06 5.06 4.96 5.03 5.01 0.10

7 5.05 5.01 5.10 4.96 4.99 5.02 0.14

8 5.09 5.10 5.00 4.99 5.08 5.05 0.11

9 5.14 5.10 4.99 5.08 5.09 5.08 0.15

10 5.01 4.98 5.08 5.07 4.99 5.03 0.10

50.09 1.15

Calculation

From Table above:

• ∑X = 50.09

• ∑R = 1.15

• N = 10

Thus;

• X= 50.09/10 = 5.009 cm

• R = 1.15/10 = 0.115 cm

Trial control limit

• UCLX = X+ A2 R = 5.009 + (0.58)(0.115) = 5.075 cm

• LCLX = X - A2R = 5.009 - (0.58)(0.115) = 4.943 cm

• UCLR = D4R = (2.114)(0.115) = 0.243 cm

• LCLR = D3R = (0)(0.115) = 0 cm

Control Chart Factors

Sample size X-chart R-chart

n A2 D3 D4

2 1.88 0 3.27

3 1.02 0 2.57

4 0.73 0 2.28

5 0.58 0 2.11

6 0.48 0 2.00

7 0.42 0.08 1.92

8 0.37 0.14 1.86

X-bar Chart

R Chart

0.00

0.05

0.10

0.15

0.20

0.25

0 1 2 3 4 5 6 7 8 9 10 11

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ng

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Subgroup

LCL

CL

UCL

Control Charts for Attributes

The inspection results based on the classification of

product’s deffectiveness and acceptability on the basis of

prescribed specifications. Representation in this way is

known as attributes.

The various control chart for attributes are :

A)P-Chart: Also known as fraction defective chart. It is

used for % defectives in a sample

B)The C chart: Also known as count chart. It is used to

monitor the number of defects per unit.

C)The np chart : In this chart the plotting is done on the

number of defectives per batch, per day, per machine

like c-chart but control limits are based on binomial

distribution. It is used when the subsize group is

constant and not variable and defectives are not rare.

The P Chart

P = sum of defective value

total no. of products inspected

UCLp= p + 3

LCLp = p - 3

The C Chart

C = sum of defects in all samples

total no. of items in all samples

UCLc = c + 3

LCLc = c - 3

The n- p Chart

P = np

total no. of products inspected

UCLnp= np + 3

LCLnp= np - 3