philosophies of tqm

8/3/2019 Philosophies of Tqm

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S U B M I T T E D B Y :

S U J A T A D A L V I 1 0 0 0 9

D R . P R I T I S H I N D E 1 0 0 1 2

T I L O T M A G U P T A 1 0 0 2 4

D R . P O O J A B H A N D A R K A R 1 0 0 2 7

PHILOSOPHIES OF TOTAL

QUALITY MANAGEMNT


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CUSTOMER FOCUS


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CUSTOMER FOCUS

The first, and overriding, feature of TQM is thecompanys focus on its customers.

Quality is defined as meeting or exceeding customer

expectations. Therefore the goal is to first identify andthen meet customer needs.

TQM recognizes that a perfectly produced producthas little value if it is not what the customer wants.

Therefore, we can say that quality is customer driven.


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EXAMPLES OF CUSTOMER FOCUS

In the auto industry trends changes relatively quickly,from small cars to sports utility vehicles and back tosmall cars.

The same is true in the retail industry, where stylesand fashion are short lived.

Companies need to continually gather information bymeans of focus groups, market surveys, and customer

interviews in order to stay in tune with whatcustomers want.

They must always remember that they would not bein business if it were not for their customers.


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CONTINOUS IMPROVEMENT

Continuous improvement, requires that the companycontinually strive to be better through learning andproblem solving.

two approaches that can help companies with continuous

improvement: the plan do study act (PDSA) cycle andbenchmarking.

The PlanDoStudyAct Cycle describes the

activities a company needs to perform in order toincorporate continuous improvement in its operation.


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PDCA CYCLE

1. Plan - Managers must evaluate the current process and

make plans based on any problems they find. They need todocument all current procedures, collect data, and identifyproblems. This information should then be studied and usedto develop a plan for improvement as well as specificmeasures to evaluate performance.

2. Do - During the implementation process managers shoulddocument all changes made and collect data for evaluation.

3. Study - study the data collected in the previous phase. Thedata are evaluated to see whether the plan is achieving thegoals established in theplan phase.

4. Act - to act on the basis of the results of the firstthreephases. The best way to accomplish this is to communicatethe results to other members in the company and thenimplement the new procedure if it has been successful.


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BENCHMARKING -

Another way companies implement continuousimprovement is by studying business practices ofcompanies considered best in class. This iscalledbenchmarking.

The ability to learn and study how others dothings is an important part of continuousimprovement. The benchmark company does nothave to be in the same business, as long as itexcels at something that the company doing thestudy wishes to emulate.


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EMPLOYEE EMPOWERNMENT

Part of the TQM philosophy is to empower all employees toseek out quality problems and correct them.

The new concept of quality, TQM, provides incentives foremployees to identify quality problems. Employees are

rewarded for uncovering quality problems, not punished.

Workers are empowered to make decisions relative toquality in the production process. They are considered avital element of the effort to achieve high quality. Their

suggestions are implemented. Employees are given continual and extensive training in

quality measurement tools.


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TEAM APPROACH

To facilitate the solving of quality problems, TQMplaces great emphasis on teamwork.

Using techniques such as brainstorming, discussion,and quality control tools, teams work regularly to

correct problems.

Teams vary in their degree of structure andformality, and different types of teams solve differenttypes of problems.

One of the most common types of teams is thequality circle, a team of volunteer productionemployees and their supervisorswhosepurpose is to solve quality problems.


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USE OF QUALITY TOOLS

TQM places a great deal of responsibility on allworkers.

Employees are to identify and correct qualityproblems, they need proper training. They need

to understand how to assess quality by using avariety of quality control tools, how to interpretfindings, and how to correct problems.

These are often called the seven tools of qualitycontrol.

Sometimes workers use only one tool at a time,but often a combination of tools is most helpful.


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CAUSE-AND-EFFECT DIAGRAMS

Cause-and-effect diagrams are charts that identifypotential causes for particular quality problems. They are oftencalled fishbone diagrams because they look like the bones of a

fish. Cause-and-effect diagrams are problem-solving tools

commonly used by quality control teams. Specific causes ofproblems can be explored through brainstorming.

The development of a cause-and-effect diagram requires theteam to think through all the possible causes of poor quality.


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FLOWCHARTS

Aflowchart is a schematic diagram of thesequence of steps involved in an operation orprocess. It provides a visual tool that is easy to use andunderstand.

By seeing the steps involved in an operation or process,everyone develops a clear picture of how the operationworks and where problems could arise.


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CHECKLISTS

list of common defects and the number of observedoccurrences of these defects. simple yet effective fact-finding tool that allows the worker to collect specificinformation regarding the defects observed.

A checklist can also be used to focus on other dimensions,such as location or time.


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CONTROL CHARTS

Control charts are used to evaluate whether a process isoperating within expectations relative to some measuredvalue such as weight, width, or volume.

To evaluate whether or not a process is in control, we

regularly measure the variable of interest and plot it on acontrol chart.


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SCATTER DIAGRAMS

Scatter diagrams are graphs that show how twovariables are related to one another. They areparticularly useful in detecting the amount of correlation,or the degree of linear relationship, between twovariables.

The greater the degree of correlation, the more linear arethe observations in the scatter diagram. On the otherhand, the more scattered the observations in the diagram,the less correlation exists between the variables


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PARETO ANALYSIS

It is a technique used to identify quality problems basedon their degree of importance. The logic behind Paretoanalysis is that only a few quality problems areimportant, whereas many others are not critical.

One way to use Pareto analysis is to develop a chart thatranks the causes of poor quality in decreasing orderbased on the percentage of defects each has caused.


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HISTOGRAMS

Ahistogram is a chart that shows the frequencydistribution of observedvalues of a variable.

We can see from the plot what type of distribution aparticular variable displays, such as whether it has a

normal distribution and whether the distribution issymmetrical.


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PRODUCT DESIGN


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PRODUCT DESIGN

A critical aspect of building quality into a product isto ensure that the product design meets customerexpectations.

What one person considers to be strong, another maynot therefore this is not a easy task.

A useful tool for translating the voice of the customerinto specific technical requirements is quality

function deployment (QFD).


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QFD IN THE PRODUCT DESIGN

Quality function deployment is also useful inenhancing communication between differentfunctions, such as marketing, operations, andengineering.

QFD enables us to view the relationships among thevariables involved in the design of a product, such astechnical versus customer requirements.

This can help us analyze the big picture. For example, by running tests to see how changes in

certain technical requirements of the product affectcustomer requirements.


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QFD IN THE PRODUCT DESIGN

QFD begins by identifying important customerrequirements, which typically come from themarketing department.

Evaluations are then made of how the productcompares with its main competitors relative to theidentified characteristics.

Finally, specific goals are set to address the identified

problems. The resulting matrix looks like a picture of a house

and is often called the house of quality.


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RELIABILITY IN THE PRODUCT DESIGN

An important dimension of product design is that theproduct functions as expected. This is calledreliability.

Reliability is a probability, a likelihood, or a chance.

Reliabilityis the probability that a product, service,or part will perform as intended for a specified periodof time under normal conditions.

Companies know that a high reliability is animportant part of customer-oriented quality and tryto build this into their product design.


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RELIABILITY IN THE PRODUCT DESIGN

A product with a 90%reliability has a 90% chance offunctioning as intended.

Another way to look at it is that the probability thatthe product will fail is 1 _ .90 _ .10, or 10%. This also

means that 1 out of 10 products will not function asexpected.

The reliability of a product is a direct function of thereliability of its component parts.

If all the parts in a product must work for the productto function, then there liability of the system iscomputed as the product of the reliabilities of theindividual components:


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PRODUCT MANAGEMENT


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PROCESS MANAGEMENT

According to TQM a quality product comes from aquality process.

This means that quality should be built into theprocess.

Quality at the source is the belief that it is farbetter to uncover the source of quality problems andcorrect it than to discard defective items afterproduction.

If the source of the problem is not corrected, theproblem will continue.


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PROCESS MANAGEMENT

Quality at the source exemplifies the differencebetween the old and new concepts of quality.

It will be far more effective to see where the problemis and correct it.


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EXAMPLE OF PROCESS MANAGEMENT

If you are baking cookies you might find that some ofthe cookies are burned. Simply throwing away theburned cookies will not correct the problem.

You will continue to have burned cookies and will lose

money when you throw them away. For this a solution could be identificaion of the root

cause i.e.the temperature setting may be too high; thepan may be curved, placing somecookies closer to theheating element; or the oven may not be distributingheat evenly.


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MANAGING THE SUPPLIERS


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The philosophy of TQM extends the concept ofquality to suppliers and ensures that they engage inthe same quality practices.

If suppliers meet preset quality standards, materials

do not have to be inspected upon arrival. TQM extends the concept of quality to a companys

suppliers.

TQM views traditional practice of bidding ascontributing to poor quality and wasted time andcost.


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If suppliers meet preset quality standards, materialsdo not have to be inspected upon arrival.

Today, many companies have a representativeresiding at their suppliers location, thereby

involving the supplier in every stage from productdesign to final production.


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philosophies of tqm

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