GE3752-TOTAL QUALITY MANAGEMENT

Prepared by Dr.R.Porselvi, Associate Professor, TEC

OBJECTIVES:
To understand the Quality Management Principles and Process.
UNIT I INTRODUCTION
Introduction - Need for quality - Evolution of quality - Definition of quality -
Dimensions of product and service quality –Definition of TQM- Basic concepts of
TQM - Gurus of TQM (Brief introduction) - TQM Framework- Barriers to TQM –
Benefits of TQM
UNIT II TQM PRINCIPLES
Leadership - Deming Philosophy, Quality Council, Quality statements and Strategic
planning- Customer Satisfaction –Customer Perception of Quality, Feedback,
Customer complaints, Service Quality, Kano Model and Customer retention –
Employee involvement – Motivation, Empowerment, Team and Teamwork,
Recognition & Reward and Performance Appraisal-- Continuous process
improvement –Juran Trilogy, PDSA cycle, 5S and Kaizen - Supplier partnership –
Partnering, Supplier selection, Supplier Rating and Relationship development
UNIT III TQM TOOLS AND TECHNIQUES I
The seven traditional tools of quality - New management tools - Six-sigma Process
Capability- Bench marking - Reasons to benchmark, Benchmarking process, What to
Bench Mark, Understanding Current Performance, Planning, Studying Others,
Learning from the data, Using the findings, Pitfalls and Criticisms of Benchmarking -
FMEA - Intent , Documentation, Stages: Design FMEA and Process FMEA.
UNIT IV TQM TOOLS AND TECHNIQUES II
Quality circles – Quality Function Deployment (QFD) – Taguchi quality loss function –
TPM – Concepts, improvement needs – Performance measures- Cost of Quality -
BPR. - Performance measures.
UNIT V QUALITY SYSTEMS
Introduction-Benefits of ISO Registration-ISO 9000 Series of Standards-Sector-
Specific Standards - AS 9100, TS16949 and TL 9000-- ISO 9001 Requirements-
Implementation-Documentation- Internal Audits-Registration-ENVIRONMENTAL
MANAGEMENT SYSTEM: Introduction—ISO 14000 Series Standards—Concepts of ISO
14001—Requirements of ISO 14001-Benefits of EMS.
TEXTBOOK:
  1. Dale H.Besterfiled, Carol B.Michna,Glen H. Bester field,MaryB.Sacre,
HemantUrdhwareshe and RashmiUrdhwareshe, “Total Quality Management”,
Pearson Education Asia, Revised Third Edition, Indian Reprint, Sixth
Impression,2013.

REFERENCES:
 1. Joel.E. Ross, “Total Quality Management – Text and
Cases”,Routledge.,2017.
 2. Kiran.D.R, “Total Quality Management: Key concepts and case studies,
Butterworth – Heinemann Ltd, 2016.
 3. Oakland, J.S. “TQM – Text with Cases”, Butterworth – Heinemann Ltd.,
Oxford, Third Edition, 2003.
 4. Suganthi,L and Anand Samuel, “Total Quality Management”, Prentice Hall
(India) Pvt. Ltd., 2006 .
COURSE OBJECTIVE:
C305.1 To apply the need for quality, its evolution, basic concepts, contribution of
quality gurus, TQM framework, Barriers and Benefits of TQM
C305.2 To apply the TQM Principles for application
C305.3 To understand the basics of Six Sigma and apply Traditional tools, New tools,
Benchmarking and FMEA
C305.4 To understand Taguchi's Quality Loss Function, Performance Measures and
apply Techniques like QFD, TPM, COQ and BPR.
C305.5 To apply QMS and EMS in any organization

COURSE OUTCOMES:
 CO1: Ability to apply TQM concepts in a selected enterprise.
 CO2: Ability to apply TQM principles in a selected enterprise.
 CO3: Ability to understand Six Sigma and apply Traditional tools, New tools,
Benchmarking and FMEA.
 CO4: Ability to understand Taguchi's Quality Loss Function, Performance
Measures and apply QFD, TPM, COQ and BPR.
 CO5: Ability to apply QMS and EMS in any organization.
Unit –I What is Quality ?
Quality – A degree/ grade of excellence/ worth
 Quality is the degree to which a commodity meets the requirements of the
customer.
 Quality is in its essence a way of management of the organization.
A distinctive attribute or characteristic possessed by someone or something
What is Quality ?
Quality – A degree/ grade of excellence/ worth
 Quality is conformance to customer requirements
 Quality is about meeting the minimum standard required to satisfy customer
needs.
 Quality is fitness for use
 Quality is the totality of features & characteristics of a product or service that
stand on its ability to satisfy stated and implied needs of customer.
Quality in an Information Technology product / service
 Quality is sometimes defined as "meeting the requirements of the
customer."
 The term Quality assurance describes any systematic (organized) process for
ensuring quality during the successive steps in developing a product or
service.
Quality in management
 A Quality Management System (QMS) is a collection of business processes
focused on achieving quality policy and quality objectives to meet customer
requirements
 Quality In manufacturing
 A measure of excellence or a state of being free from defects, deficiencies
and significant variation.
Quality in education
 Quality in education is a dynamic concept. It evolves with time and is subject
to social, economic and environmental conditions.
 However, international human rights law provides a general legal framework
that guarantees quality education.
Quality in Software
 Software quality is a field of study and practice that describes the desirable
attributes of software products.

In business
 Quality has a pragmatic (realistic) interpretation (understanding) as the non-
inferiority or superiority of something.
Need for quality – Competition, changing customer, changing product mix, product
complexity, customer satisfaction etc.,
 Competition – Today’s market demand high quality products at low cost.
Having `High quality’ reputation (name/status) is not enough! Internal cost of
maintaining the reputation should be less.
 Changing customer – The new customer is not only commanding(superior)
priority based on volume but is more demanding about the “quality system.”
Need for quality
 Changing product mix–Changes in demand of the products, marketer
changes its product mix. Demand changes due to a large number of factors,
such as technology, demographic variables, competitions, development of
new products, change in fashion, custom, attributes, and many other such
reasons.
 The shift from low volume, high price to high volume, low price have resulted
in a need to reduce the internal cost of poor quality.
Need for quality
  Product complexity – As systems have become more complex, the reliability
requirements for suppliers of components have become more stringent.
 Higher levels of customer satisfaction – Higher customers expectations are
getting spawn (initiate) by increasing competition.
 The quality of your work defines you- Whoever you are, whatever you do, I
can find the same products and services cheaper somewhere else. But your
quality is your signature.

Define Quality – BY GURU’s

 Predictable degree of uniformity and dependability at low cost and suited to
the market –Deming.
 Fitness for use-Juran.
 Conformance to requirements – Crosby.
Minimum loss imparted by a product to society from the time the product is shipped
– Taguchi
Define Quality
 A way of managing tile organization – Feigenbaum
 Correcting and preventing loss, not living with loss - Hosffin .
 The totality of characteristics of an entity that accept on its ability to satisfy
stated & implied needs – ISO

DIMENSION OF QUALITY
 Quality has 2 dimensions. These dimensions are
1. Product Quality.
2. Service Quality

DIMENSION OF QUALITY
Product Quality
1. Performance: (Operation)
Primary operating characteristics of the product, e.g. picture brightness in TV.
2. Features: (Add-on)
 Secondary/Special characteristics of the product or added features, e.g.
remote control, picture-in-picture.
3. Conformance: (Meeting standard specifications)
Degree to which physical and performance characteristics of product match pre-
established stds.
Meeting specifications, industry standards,. (E.g. ISI specs., emission norms).
4. Reliability (Stability )
It is a probability of a surviving over a specified period of time under stated
conditions of use.
It is the consistency of performance of the product over time.
5. Durability (Duration)
It is measure of product life or the useful life of the product. (time before needed to
replace)
6. Serviceability (Service)
Ease of getting repairs, speed of repairs, courtesy and competence of repair person

7.Responsiveness (Customer Responsiveness)

It is a measure of how well the manufacturer of the product is able to adapt to the
changing needs of the customer.
8. Aesthetics (Human sense)
How a product looks, feels, sounds, smells, or tastes
9. Reputation (Perceived quality)
Subjective perceptions based on brand name & advertising.
DIMENSION OF QUALITY
Service Quality
1. Tangibles:
Appearance of physical facilities, equipment, personnel and communication
materials, e.g. Are the hotels facilities attractive ?
2. Reliability
Ability to perform the promised service dependably and accurately , e.g. Basic
quality of room décor, food and facilities provided in hotel.
3. Responsiveness: (Reaction time of service)
Willingness to help customers and provide prompt service.
E.g. Customer who falls sick when staying in the hotel.
4. Assurance:
Knowledge and courtesy of employees and their ability to convey trust and
confidence, e.g. Do the customer service personnel seem knowledge about the
repair.
5. Empathy
Understand the needs of the customer. Caring individualized attention
provided to the customer , e.g. The telephone operator consistently polite when
answering the calls.
Dimensions of Quality:
Service Quality –Other Dimensions
 Time and Timeliness
 How long must a customer wait for service, and is it completed on
time?
 Is an overnight package delivered overnight?
 Completeness:
 Is everything customer asked for provided?
 Is a mail order from a catalogue company complete when delivered?
 Accessibility and convenience
 How easy is it to obtain service?
 Does a service representative answer you calls quickly?
 Accuracy
 Is the service performed right every time?
 Is your bank or credit card statement correct every month?

INTRODUCTION TO TQM
What is TQM?
TQM is the integration of all functions and processes within an organization in
order to achieve continuous improvement of the quality of goods and services.
The goal is customer satisfaction.
Total Quality Management
Introduction
 Total – Made up of the whole (or) Complete.
 Quality – Degree of Excellence a product or service provides to the customer
in present and future.
 Management – Act, art, or manner of handling, controlling, directing, etc.
TQM is the art of managing the whole to achieve excellence.
CHARACTERISTICS (uniqueness) OF TQM
1. TQM is a customer oriented.
2. TQM required a long term commitment for continuous improvement of all
processes.
3. TQM is teamwork.
4.TQM requires the leadership of top management and continuous involvement.
5.TQM is a strategy for continuous improving performance at all levels and in all
areas of responsibility.

TQM BASIC CONCEPTS

1. Top Management Commitment / Involvement – Participate in quality program,
ensure their complete commitments to the approach through management
meetings, develop quality council, direct participation, top to bottom
communication
2. Focus on customer – Achieving customer satisfaction is the heart of TQM, who is
the customer – internal and external, voice of the customer, do it right first time and
every time.
3. Effective Involvement and utilization of entire work force – All levels of
management (All person must be trained in TQM, Statistical Process Control (SPC)
and quality improvement skills.
Referred as “principle of employees involvement” or “respect for people”. TQM –
Team work. Each person is responsible for his work and group
4. Continuous improvement – TQM is based on the quest for progress &
improvement. For continuous improvement various quality tools and techniques may
be used.
5. Treating suppliers as partners – Suppliers influence the quality. So a partner
relationship should be development b/w management and the suppliers.
6. Establishing Performance measures for the processes – Creating accountability in
all levels
--Qualitative data are necessary to measure the continuous quality improvement
activity.
--Performance measures such as uptime, productivity, sales turnover, non-
conforming %, customer satisfaction.
Definition TQM
TQM is composed of three paradigms:
Total : Organization wide
Quality: With its usual Definitions, with all its complexities (External Definition)
Management: The system of managing with steps like Plan, Organise, Control, Lead,
Staff, etc.
Contd…
TQM is the management approach of an organization, centered on quality, based on
the participation of all its members and aiming at long-term success through
customer satisfaction, and benefits to all members of the organization and to
society.- ISO
TQM is an integrated organizational approach in delighting customers (both
internal and external) by meeting their expectations on a continuous basis
through every one involved with the organization working on continuous
improvement in all products, services, and processes along with proper problem
solving methodology - INDIAN STATISTICAL INSTITUTE ( ISI )
TQM is people - focused management system that aims at continual increase in
customer satisfaction at continually lower cost. It is a total system approach and an
integral part of high level strategy. It works horizontally across functions and
departments, involving all employees, top to bottom, and exceeds backwards and
forward to include the supply chain and the customer chain – TOTAL QUALITY
FORUM OF USA
 Philips B Crosby
Quality is Conformance to requirements
 W. Edwards Deming
A predictable degree of uniformity and dependability at low cost and suited
to market
 Joseph Juran
Total quality is defined as fitness for use or purpose
 TQM FRAMEWORK

PRINCIPLES (Ethic) of TQM

 Customer’s requirements must be met the first time, every time.
 There must be agreed requirements, for both internal and external customers.
 Everybody must be involved, from all levels and across all functions.
 Regular communication with staff at levels is must. Two way communication
at all levels must be promoted.
 Identifying training needs and relating them with individual capabilities and
requirements is must.
 Top management’s participation and commitment is must.
 A culture of continuous improvement must be established.
 Emphasis should be placed on purchasing and supplier management
 Every job must add value.
 Quality improvement must eliminate wastes and reduce total cost.
 There must be a focus on the prevention of problems
 A culture of promoting creativity must be established.
 Performance measure is a must at organization, department and individual
levels. It helps to asses and meet objectives of quality.
 There should be focus on team work.
OBSTACLES (BARRIERS) IN IMPLEMENTING TQM
 Lack of Management Commitment
 Inability to change Organizational culture
 Improper planning
 Lack of continuous training and education
 Failure to continually improve
 Incompatible organizational structure and isolated individuals and
departments
 Ineffective measurement techniques and lack of access to data and results
 Paying inadequate attention to internal and external customers
 Inadequate use of empowerment and teamwork

BENEFITS OF TQM
Guru’s of TQM
1. W. Edwards Deming – 14 Points & PDCA
- Seven disease of management
- System of profound knowledge
2. Joseph. M. Juran - Juran’s Trilogy
- Internal cost
- Cost of Quality
- Break through concept
3. Crossby - 14 Points
- 4 Absolutes of quality
- Quality vaccine
Deming’s 14 Points for Management
1. Create constancy of purpose for the improvement of the product and service -
Aim to become competitive, to stay in business, and to provide jobs- Long
term view & invest in innovation, training & research.
2. Adopt the new philosophy – Change , we are in new economic age,
Transformation of western mgt style is need. organization and its employee
learn new ideas for business, growth rate & the market share and must learn
the responsibilities.
3. Cease dependence on inspection to achieve quality – Management should not
depend on mass inspection. Mass inspection – unreliable, costly, ineffective.
Mgt must use statistical sampling techniques to control the process.
4. End the practice of awarding business on the basis of price tag - The
management must stop awarding business to the suppliers solely based on the
price. Instead parameters like quality, service, delivery along with price should be
considered for selecting the suppliers. ---- suppliers as partner. Single supplier for
one item to develop a long term relationship, changing the suppliers for price
quality is not stabilize.
5. Improve constantly and forever the system - To improve quality and
productivity , thus constantly decrease costs.Mgt is responsible for design, raw
material, supervision, training, improvements of machine etc.. continuous
improvement.
6. Institute training and retraining – The organization must institute modern
methods of training on the job for all, including mgt.
Training is required to orient the employees with new skills like changes in
materials methods, product design techniques etc.,
7. Institute leadership - Job of managers is leadership, not supervision.
Supervision - overseeing & directing work, leadership- providing guidance to help
employees to do their jobs better. Mgt must provide supervisors with training on
statistical methods and all 14 points.
8. Drive out fear – Two way of communication.( Fear - obstacle to improve
efficiency, effectiveness, change and survival. Mgt must drive out fear by
encouraging everybody in the organization to ask questions, to report problems,
or to express ideas.
9. Drive out fear Breakdown barriers between staff areas – Management must
optimize the efforts of teams, work groups and staff areas . Interdisciplinary
teams and team work can help to break down barriers between departments and
individuals to improve design, service, quality and costs
10. Eliminate exhortations for the workforce – Targets, slogans, posters and
pictures urging people to increase productivity must be eliminated. Posters like
“Do it right the first time” will generate frustration and resentment. The strategy
for improvement is correct defects in the system.
11. Eliminate numerical quotas for the workforce - numerical goals for people in
the management should be eliminated. Say 200 units/shift , One month target –
100 credit cards
12. Remove barriers that rob people of workmanship – Top management must
remove barriers - Performance appraisal – It destroy team work.
13. Encourage education and self improvements for everyone - Management
should encourage the employees to pursue higher education and training to
upgrade knowledge and skills.
14. Take action to Accomplish the transformation - Put everybody in the company
to work to accomplish the transformation.
Seven disease of management
• Lack of constancy of purpose - To plan product and service that will have a
market and keep the company in business, and provide jobs.
• Emphasis on short-term profits - Short-term thinking (just the opposite from
constancy of purpose to stay in business), fed by fear of unfriendly takeover,
and by push from bankers and owners for dividends.
• Evaluation by performance, merit rating, or annual review of performance.
• Mobility of management - job hopping.
• Running a company on visible figures alone - Management by use only of
visible figures with little or no consideration of figures that are unknown or
unknowable.
• Excessive medical costs - the cost of medical care for their employees was
amongst their largest overall expenses, not to mention the cost of medical
care embedded in the purchase price of what they purchased from their
suppliers.
• Excessive costs of warranty - Excessive costs of liability, swelled by lawyers
that work on contingency fees.
THE JURAN TRILOGY
 Juran views quality as fitness for use.
 Juran Trilogy is designed to reduce the cost of quality over time.
1. QUALITY PLANNING
2. QUALITY CONTROL
3. QUALITY IMPROVEMENT
1. QUALITY PLANNING
To determine quality goals, to form implementation planning, to do resource
planning & to create quality plan.
 Identify internal & external customers.
 Determine the customer’s needs.
 Develop quality goods.
 Develop the processes able to produce the product / service features.
Prove process capability.
2. QUALITY CONTROL
To monitor performance, to compare objectives with achievements & to act to
reduce the gap.
  Choose items to be controlled.
 Establish standard for performance.
 Measure actual performance.
 Compare Actual Vs Standard performance.
 Act on the difference (reduce gap).
3.QUALITY IMPROVEMENT
To reduce waste, to enhance logistics, to improve employee morale, to improve
profitability & to satisfy customers.
 Establish need for improvement.
 Identify specific projects for improvement.
 Organize to guide the projects.
 Establish the project teams with a project leader.
 Diagnose to find cause and provide remedies.
 Provide the team with the resources.
Juran’s 10 Steps to Quality Improvement
1. Build awareness of the need and opportunity for improvement.
2. Set goals for improvement.
3. Organize to reach the goals (establish a quality council, identify problems,
select projects, appoint teams, designate facilitators).
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the regular
systems and processes of the company.
CONTRIBUTIONS OF CROSBY
The Four absolutes of quality are
1. Quality is defined as conformance to requirements.
2. The system for causing Quality is prevention.
3. The performance standard must be zero defects.
4. The measurement of Quality is the Price of Nonconformance.

Crosby’s 14 Steps to Quality Improvement

1. Establish and ensure management commitment.
2. Form quality improvement teams (QITs) for quality improvement, process
planning and administration with representatives from each department.
3. Establish quality measurements.
4. Evaluate the cost of quality and explain its use as a management tool to
measure waste.
5. Raise the quality awareness among all employees.
6. Take actions to correct problems identified through previous steps.
Establish a committee for the zero-defects program.
8. Train supervisors & managers on their role and responsibilities in the quality
improvement process.
9. Hold a “zero-defects day” to reaffirm management commitment.
10. Encourage individuals & groups to set improvement goals.
11. Obstacle reporting (Encourage employees to communicate to management
any obstacles they take in attaining their improvement goals).
12. Recognize and appreciate all participants.
13. Establish quality councils to communicate on a regular basis.
14. Do it all over again to emphasize that the quality improvement program
never ends.
Thank you