Total Quality Management (TQM)

Inspection

Quality Control

Quality Assurance

TQM

Quality StrategyTeam work involving customers & suppliers

Quality Systems,Problem Solving

Statistical Methods,Process Performance

Error Detection,Rectification

TQM

A comprehensive strategy that goes beyond Quality Control and Quality Assurance

Is a market driven strategy – central focus is on the customers

Involves - employees at all levels, customers and

suppliers- continuous improvements- decisions based on facts

TQM

Traditional TQM

Focus Operating Efficiency

Customer Conformance

Basis Internal Focus Internal & External Focus

Developed by Management Employees

Level Individuals Work Groups

Purpose Control Monitor & Improve

TQM

Leading contributors to TQM movement- Kaoru Ishikawa (CED)- Philip Crosby (Zero Defect)- Edward Deming (Deming Cycle)- Joseph Juran (QC - Teams)- Shigeo Shingo & Taiichi Ohno (JIT)- Masaoki Imai (Kaizen)- Taguchi (Robust Design)

Edward Deming’s Philosophy

Genuine Team Work

Scientific Approach

Obsessionwith Quality

Edward Deming

Adopt the new philosophy and demonstrate the commitment

End practice of awarding business on price tag alone

Institute training and retraining Drive out fear Eliminate slogans, exhortations Eliminate numerical quotas Remove barriers to pride of workmanship

Edward Deming (contd.)

Some obstacles:- Neglect of long-range planning, emphasis on short-term profits- Automation, gadgets will transform industry- Search for examples- Our problems are different- False starts- Blaming workforce for problems

Phil Crosby

Quality has been regarded as a technical function – not a management function – hence needs to be presented to management in terms it can understand

Mistakes are caused by two factors- Lack of knowledge- Lack of attention (attitude problem)

Phil Crosby (contd.)

Management Function: COQ = POC + PONC

POC = what is necessary to spend to make things come out right (3 to 4 % of sales)

PONC = expenses incurred in doing things wrong (20 to 25 % of sales)

Phil Crosby (contd.)

Mistakes are caused by two factors- Lack of knowledge- Lack of attention (attitude problem)

ZD, DIRFT

Joseph Juran

There are non-uniformities and associated beliefs in uniqueness inherent in any company- multiple functions- multiple levels - multiple product lines

Serious obstacles to Unity of Direction Need to find a universal thought process

which fits all functions, all levels and all product lines

Deming

Create constancy of purpose- invest in research- invest in training and education- continual improvement- invest in maintenance

Adopt the new philosophy and demonstrate the commitment

Cease dependence on mass inspection

Deming (contd.)

End practice of awarding business on price tag alone

Institute training and retraining Institute leadership Drive out fear Breakdown barriers between staff areas Eliminate slogans, exhortations Eliminate numerical quotas

Deming (contd.)

Remove barriers to pride of workmanship Institute a vigorous programme of education Take action to accomplish the transformation

Plan Do

Act Check

Deming (contd.)

Some obstacles:- Neglect of long-range planning, emphasis on short-term profits- Automation, gadgets will transform industry- Search for examples- Our problems are different- False starts- Blaming workforce for problems