l e a r n i n g o u t l i n e

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L E A R N I N G O U T L I N E

4 Pillar of TQM Basic Definitions Productivity 8 Quality Management

Principles

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L E A R N I N G O U T L I N E

Quality Control and Quality Assurance

Deming's Principles PDCA Cycle

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DEFINITIONS

Product; Result of a process, can be tangible which have a physical form or Intangible product.

Knitted Garmet Weaved Cloth Graduate students

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DEFINITIONS Process Approach Any activity that receives inputs from the previous process or

directly and converts them to output, the identification of interaction and their management is referred as a Process Approach.

PEOCESS A

PRO CESS B PROCESS COU T P UT B

IN PU T C

M E CH AN IS M B

OU T PU T C

OU T PU T A /C ONT R OL B

IN PU T B

IN PU T A

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DEFINITIONS

Productivity It is the ratio of output to input of

resources Labor Productivity of April = Total

Production of April/Wages of April Energy Productivity of April =

A/Electricity bill of April

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4 Methods to Increase Productivity

O = , I = O = , I = O = , I = O = , I =

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The Operations System

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Manufacturing Organizations

Use operations management in the transformation process of turning raw materials into physical goods.

They produce tangible items like Garments, Home appliances and Cars.

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EXAMPLES

• Nishat Textiles• LG• Honda• DG Khan Cement• Sony

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Service Organizations

Use operations management in creating nonphysical outputs (intangible products) in the form of services (the activities of employees interacting with customers)

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EXAMPLES

• Banking Sector (ACBL, HBL, MCB)• Hospitals• Universities (PU, UET)• Colleges• Legal Services

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WHAT IS QUALITY?

Fitness for Purpose

Meeting Requirements

Meeting Customer Needs / Expectations

Delighting Customers

Right First Time, All The Time

Affordable

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WHAT IS QUALITY?

Reliable Durable On Time Delivery Meeting the Specifications Comparative Safety Availability

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WHAT IS QUALITY? Fitness for purpose or use

Juran Quality is conformance to the

requirements. Crosby

Quality should be aimed at the needs of the consumer, present and future Deming

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Total Quality Management

It is a Japanese management philosophy which reduces the cost of operations, reduces the rejections and wastages, improves customer satisfaction and hence improving the profits of the organization.

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Four Pillars of TQM

Customer satisfaction Systems Management Employee Empowerment HR and Team Building

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Inspection/Testing

Segregating bad and good products

Time consuming It involves very high costs

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HISTORY OF TQM

Inspection/Testing (1920) Quality Control (1934) Quality Assurance (1972) Quality Management (1982) Six Sigma (1996)

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Quality Control (QC) It involves techniques and

activities aimed at monitoring a process and eliminating causes of unsatisfactory performance.

QC=Inspection + Corrective actions

The operator (production personnel) is responsible for QC of process and products.

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QUALITY CONTROL

“It involves analytical techniques and activities aimed at monitoring a process and eliminating causes of unsatisfactory performance for the prevention of defects”

We control the fluctuations in the product

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PROCESS SPECIFICATIONS

Manufacturing of Refrigerators Temp of oven = 150 C Compressor Pressure = 2 bars Ambient Temp = 40 C Temp of machines = 170 C Pressure of head machine = 3 bars

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Quality Assurance (QA)

Quality Assurance addresses the entire life cycle of a product, starting from the initial product design to final inspection, reliability in use and customer satisfaction.

QA=QC+ Preventive actions + customer satisfaction

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Quality Assurance (QA)

Quality Assurance addresses the entire life cycle of a product, starting from the initial product design to final inspection, reliability in use and customer satisfaction.

QA=QC+ Preventive actions + customer satisfaction

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QUALITY ASSURANCE?

Quality Assurance; All those planned and systematic actions necessary to provide adequate confidence that a product or services will satisfy given quality requirements.

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QUALITY ASSURANCE

Part of quality management focused on providing confidence that quality requirements will be fulfilled

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QUALITY ASSURANCE

Analysis and eliminators of root

causes of problems

Planning and prevention

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The Quality Assurance Model

Quality Assurance addresses the entire life cycle of a product, starting from the initial product identification to final inspection, reliability in use and customer satisfaction.

The emphasis is towards improvement of the process capability ,detection and prevention of non-conformance.

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Quality Management

The activities of the management which determines company quality policy, objectives and responsibilities of every employee.

Share the vision, Share the responsibilities and Shares the rewards when objectives are achieved.

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QUALITY POLICY

Top Management shall ensure that its quality policy

� is appropriate to the purpose of the organization.

� Includes commitment to comply with requirements and continual improvement.

� Communicated and understood throughout� Reviewed for continuous improvement

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EXAMPLE

We the SUPER TEXTILES is committed to

emerge as a quality conscious manufacture & exporter of Canvas and Textiles products in order to satisfy the needs and expectations of our customers. We are continuously monitoring our process of manufacturing.

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EXAMPLE

At HKB Stores, we aim to satisfy customer needs by providing on time best value Product, with in the specifications through better understanding and continuous optimization of our various processes.

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QUALITY PLANNING

These are planned activities for the improvement in the product and process quality resulting in improving the customer satisfaction level.

Roles and responsibilities of each and every employee is defined in the planning stage.

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QUALITY PLANNING

Process Flow Chart Who will perform that duty Who is responsible for checking

and testing How to perform that task or duty How to check or test that task

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EXAMPLES

• Textile weaving• Car Manufacturing• Banking Cashier

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QUALITY OBJECTIVES

These are goals and targets set for each and every department for the improvement of the product and process of the company.

These are annual goals and must be monitored on monthly basis.

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EXAMPLE

Production Dept will reduce the number of complaints of customers by 10 percent in 2007

Reduced the rejection of raw materials to 1 percent instead of 5 percent

Reduce the customer waiting time to 2 min instead of 5 min (banking sector)

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8 QM Principles

Customer focus Leadership Involvement of people Process approach

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8 QM Principles

Systems approach to management Continual improvement Factual approach to decision

making Mutually beneficial supplier

relationships

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Conceptual Questions

Which system is better QC or QA. Write your comments

Why Productivity is more important as compared with production

Draw the process approach diagram for any university and automobile company

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New Concepts

Operator will produce and also check the quality.

Operator is responsible for taking corrective and preventive actions.

Now operator is responsible for controlling the variations in the product.

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Actions Taken when things go wrong Development and implementation

of systems like ISO 9001:2000 JIT, KANBAN, Lean Mfg TPM POKA YOKE (Mistake proofing) Productivity tracking software's

and tools.

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Actions Taken when things go wrong

Quality Circles Kaizen (continuous improvement) Employee empowerment

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International Standards

ISO 9001:2000 (QMS) ISO 14001 (EMS) SA 8000 (Social Accountability) ISO 17025 (laboratory Mgt) ISO 18001 (Health and Safety)

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Benefits of Standards

Improving the productivity Improved Customer satisfaction Strong Marketing tool Increased the capabilities of

employees Increase in Exports of products

which in return is beneficial for the country

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Deming's Principles (14)

1. Plan for the long-term future.

2. Never be complacent concerning the quality of your product.

3. Find out whether your problems are confined to particular parts of the production process or stem from the overall process itself.

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Deming's Principles

Train workers for the job that you are asking them to perform.

Raise the quality of your line supervisors. Drive out fear. Encourage departments to work closely

together rather than to concentrate on departmental or divisional distinctions.

Make top managers responsible for implementing these principles.

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Deming's PDCA Cycle

ProgressProgress

ActionAction PlanPlan

CheckCheck DoDo

StartStart

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Application of TQM in Engineering

ISO 9001 ISO 14001 ISO 18001 Tools and Techniques of TQM

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Application of TQM in Engineering

Internal Audits Management Reviews TQM Competitions Kaizen/QCC