tqmbh14-5 - session 01

Total Quality Management TQMBH14-5Session 01 Concepts + Organizational Issues

& Quality Culture

Dipankar Bose - XLRI

What Is Quality?

Quality does not have the popular meaning of best in

any absolute sense. It means best for certain customer

conditions . These conditions are (a) the actual use and

(b) the selling price of the product. Product quality cannot

be thought of apart from product cost.

Feigenbaum (1983)

Narrowly interpreted, quality means quality of product.

Broadly interpreted, quality means quality of work, quality

of service, quality of information, quality of process,

quality of division, quality of people, including workers,

engineers, managers, and executives, quality of systems,

quality of company, quality of objectives, etc.

Kaoru Ishikawa (1985)


Two Views of Quality

Internal view Customer focused view

Compare product to specification Compare product to competition and to the best

Get product accepted at inspection Provide satisfaction over product life

Prevent plant and field defects Meet customer needs on goods and services

Concentrate on manufacturing Cover all functions

Use internal quality measure Use customer based quality measure

View quality as technical issue View quality as business issue

Efforts coordinated by quality manager Efforts directed by upper management


Changing Business Conditions

Competition

Customer focused organization

Higher level customer expectation

Performance improvement

Changes in organization forms

Changing workforce

Information revolution

E-commerce

Role of Quality department


Some Fundamental Issues

I got a big order to be delivered within next 2 days....this

requires increase in production rate without increasing

manpower....this increases defective products....however,

increasing quality will reduce productivity....what should

be done?

If I need higher quality product....my cost will

increase....my profit will decrease....what can be done?

Increase in quality requires operations at a reduced

speed....I cannot afford that....it increases my cycle time


Some Relationships

Quality and Productivity

Quality and Cost

Quality and Cycle time

Quality and Value

Assume 100 units can be produced in 20 hours; Material

Cost = 40/unit; Employee cost = 50/hour; Price = 80;

Scrap value = 75; Rework = Extra 6 minutes

Compare Profit and Average Cycle time between

5 scrap and 10 rework

2 scrap and 5 rework


Evolution of Total Quality

ManagementSalvage

Shorting/ Grading/ Re-blending

Corrective actions

Identify sources of non-conformance

Develop quality manual

Process performance data

Self-inspection

Product testing

Basic quality planning

Use of basic statistics

Paperwork control

Quality systems development

Advanced quality planning

Compressive quality manuals

Use of quality costs

Involvement of non-production operations

FMEA

SPC

Policy deployment

Involve suppliers and customers

Involve all operations

Process management

Teamwork

Employee involvement

Allocating blame

Compliance to specification

Involvement

Caring for customer

and employee

Empowering people

Continuous improvement

Quality Assurance

Inspection

Quality Control

Total Quality

Management


TQMBH14-5 Evaluation

Components and Tentative Grading

Mid-term Examination (Open book, Laptop) 15 Marks Six sigma DMAIC Project (Group) 25 Marks

Six Sigma (DMAIC/DFSS) or Lean Sigma (VSM)

Examination on Minitab, R and Excel Application (Laptop

based) 20 Marks End-term Examination (Open book, Laptop) 40 Marks

Get at least 40 marks out of 100 marks

To avoid D+, D or F

Get at least 80 marks out of 100 marks

To ensure A or A+


Quality Gurus and Their

Contributions

Walter A Shewhart

Kaoru Ishikawa

W. Edwards Deming

Joseph Juran

Philip Crosby

Armand Feigenbaum

Genichi Taguchi

Shigeo Shingo

Masaaki Imai

Noriaki Kano


Demings Concepts on Quality

Principles

Productivity is a by-product of quality Do you support it?

What are common causes and special causes?

Which helps in quality improvement?

How to decide whether a variation is random or not?

What are the limitations of any control charts?

How the target should be specified for worker?


Some Obstacles Deming

Neglecting long-range planning

Relying on technology to solve problems

Seeking examples to follow rather than developing

solutions

Excuses, such as "our problems are different"

Obsolescence in school that management skill can be

taught in classes

Reliance on quality control departments

Placing blame on workforces

Relying on quality inspection rather than improving

product quality


The Juran Trilogy


Jurans Concepts on Quality Principles

Breakthrough Sequence

1. Breakthrough in attitudes

Why breakthrough is needed?

2. Identify the vital few projects

3. Organize for breakthrough in knowledge

Diagnosis to remedy

4. Conduct the analysis

When worker is responsible?

5. Determine how to overcome resistance to change

6. Institute the change

7. Institute controls


Four Absolutes of Quality

Management Crosby

Quality is defined as conformance to requirements

Not as 'goodness' or 'elegance'

The system for causing quality is prevention

Not appraisal

The performance standard must be Zero Defects

Not "that's close enough"

The measurement of quality is the Price of

Nonconformance

Not indices


Crosbys Management Maturity Grid

Link to the grid and additional comments:

http://www.qualityandproducts.com/2012/07/09/crosbys-

quality-management-maturity-grid/


Do You Know?

World Quality Day

Every year 2nd Thursday of November

This year 12th November, 2015

Sweet Dreams

WQD was started in 1989 by the quality organizations of

USA (ASQC - American Society for Quality)

Europe (EOQ - European Organization for Quality) and

Japan (JUSE - Union of Japanese Scientists and

Engineers)

tqmbh14-5 - session 01

Documents

product quality

cost quality

quality of information

quality of systems

productivity quality

quality means quality

quality of objectives

quality of process