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Total Quality Management TQMG11-3Session 1

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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 cannotbe thought of apart from product cost.

Feigenbaum (1983)

Narrowly interpreted, quality means quality of product.

Broadly interpreted, quality means quality of work, qualityof 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)

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Two Views of Quality

Internal view Customer focused viewCompare product to specification Compare product to competition and to the best

Get product accepted at inspection Provide satisfaction over product lifePrevent 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

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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

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8 Dimensions of Quality D. Gravin(1987) Performance

Features

Reliability

Conformance Durability

Serviceability

Aesthetics

Perceived quality

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Service Quality Dimensions Accuracy

Timeliness

Completeness

Friendliness and courtesy Anticipating customer needs

Knowledge of server

Appearance of facilities and personnel

Reputation

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Some Relationships Quality and Productivity

Quality and Cost

Quality and Cycle time

Quality and Value

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History of Quality Initiatives Inspection

Quality control

Quality assurance

Total Quality Management Western interest in quality management

Phase 1 `Japanization and quality circles

Phase 2 Company-wide quality

Phase 3

Catering for the customer Phase 4 Into the public sector

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Evolution of Total QualityManagementSalvage

Shorting/ Grading/ Re-blending

Corrective actions

Identify sources of non-conformance

Develop quality manual

Process performance data

Self-inspection

Product testing

Basic quality planningUse of basic statistics

Paperwork control

Quality systems development

Advanced quality planning

Compressive quality manuals

Use of quality costs

Involvement of non-production operationsFMEA

SPC

Policy deployment

Involve suppliers and customers

Involve all operations

Process management

TeamworkEmployee involvement

Allocating blame

Compliance to specification

Involvement

Caring for people

Empowering people

Continuous improvement

Quality Assurance

Inspection

Quality Control

Total QualityManagement

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Important Events in the Developmentof TQM

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Total Quality Management TQM is a philosophy which applies equally to all parts of

the organization

TQM can be viewed as an extension of the traditional

approach to quality TQM places the customer at the forefront of quality

decision making

Greater emphasis on the roles and responsibilities of every

member of staff within an organization to influencequality

All staff are empowered

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TQM Evaluation Mid-term 30 marks (Open book)

Project 25 marks (On VSM & Six Sigma)Details will

be uploaded

End-term 35 marks (Open book) Class participation 10 marks

Subjectivewill depend on quality of question

raised/discussion

RememberSomeone who is present in all 20 sessionsbut do not raise a single question or participate in any

discussionmay get zero out of 10

Marks will be uploaded after every 5 classes (out of

2)

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Changes in Organization for Quality Transferred from quality department to functional

department

Scope broadened from little Q to big Q

Major expansion in the use of quality team Authority delegated to lower level

Partnering key suppliers and customers

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Contribution of Various FunctionalDisciplinesDiscipline Example of contribution

Finance Measuring the cost of poor qualityIndustrial engineering Design of integrated system/ Measurement/ Problem solving/

Work analysis

Information technology Measurement, analysis, reporting on qualityMarket research Competitive standing on quality/ Understand customer desiresOperations management Management of integrated systemOperations research Analyzing product design alternatives for optimizationOrganizational behavior Understanding quality culture/ Making teams effectiveOrganizational effectiveness Satisfying needs of both external and internal customersStrategic planning Quality as a measure of unique competitive advantageSystem engineering Translating customer needs to product and process featuresValue engineering Analysis of essential functions needed by customer

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Change in Organization for TQM Results Flatter organization

Increase in liaison device

Shift to group reward

Participation in planning by lower level Change in organizational boundaries

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Teams Quality council

Quality project team

Project champion/ Project team leader/ Recorder/Team member/ Facilitator

Workforce team

Normally through quality circle Benefits on people attitude and behavior

Self-directed team

Contradicts Taylors system of work design

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