TOTAL QUALITY MANAGEMENT 1. INTRODUCTION 2. DEFINITIONS a) QUALITY b) TQM 3. FUNDAMENTAL CONCEPTS 4. PROCESS APPROACH 5. COST OF QUALITY 6. 7 QC TOOLS 7.

WASTE ELIMINATION 8. TQM MODELS 9. CONCLUSION

TOTAL QUALITY MANAGEMENT

S1

C1

S2

C2

Sn

Cn

SUPPLIERS

BUSINESS PROCESS

CUSTOMERS

QUALITY
1. Conformance to requirements (specifications) 2. Freedom from deficiencies 3. Prevention of non conformities 4. Customer satisfaction 5. Fitness for use 6. Value for Money 7. Avoiding loss to society

TOTAL QUALITY MANAGEMENT [TQM]

DEFINITION 1. Total Quality Management is an approach for effective management of a business enterprise through focus on its people and processes by company wide customer driven leadership. KEY WORDS 1. Waste elimination 2.Customer focus C Internal customer External Customer 3. Continual Improvements
Q

FUNDAMENTAL CONCEPTS
1. 2. 3. 4. 5. 6. 7. 8. Commitment. Customer Satisfaction. Quality Losses. Process Measurement. Continuous improvement. Participation by all. Problem identification. Corporate objectives and individual attitudes. 9. Personal accountability. 10. Personal Development.

QUALITY MANAGEMENT PRINCIPLES [As they Appear in ISO 9000:2000]

PRINCIPLE 1: CUSTOMER FOCUS PRINCIPLE 2: PRINCIPLE 3: INVOLVEMENT OF PEOPLE PRINCIPLE 4: PRINCIPLE 5: PRINCIPLE 6: CONTINUAL IMPROVEMENT PRINCIPLE 7: PRINCIPLE 8: RELATIONS MUTUALLY BENIFICIAL SUPPLIER FACTUAL APPROACH TO DECISION MAKING PROCESS APPROACH SYSTEM APPROACH TO MGT LEADERSHIP

PROCESS
CONTROLS

INPUTS PROCESS

OUTPUTS

RESOURCES

UNIT OF SUPPLY CHAIN

INPUTS

OUTPUTS

SUPPLIER

PROCESS ADDING VALUE TO CUSTOMER

CUSTOMER

FEEDBACK

FEEDBACK

CHANGING ROLE OF PROCESS OWNER

INPUT FROM

AS CUSTOMER

SUPPLIER

PROCESS OWNER AS CUSTOMER AS SUPPLIER

OUT PUI

IN PUT

PROCESS OWNER
OUTPUT

AS SUPPLIER

TO CUSTOMER

PREVENTIVE APPROACH 1 10 100 RULE

1 1

2 10

3 100

COST OF QUALITY ALL EXPENSES INCURRED TO ENSURE QUALITY AS WELL AS EXPENSES A COMPANY IS FORCED TO SPEND AS A RESULT OF FAILURE TO MEET QUALITY REQUIREMENTS

QUALITY COSTS
QUALITY COSTS COST OF FAILURE OF CONTROL COST OF CONTROL

QUALITY COSTS

SEGMENTS PREVENTION COSTS

COST OF CONTROL APPRAISAL COSTS

INTERNAL FAILURE COSTS COST OF FAILURE OF CONTROL EXTERNAL FAILURE COSTS

7 QC TOOLS 1. Check sheet 2. Flow chart 3. Histogram 4. Controls charts 5. Pareto diagram 6. Cause and effect diagram 7. Scatter diagram

CHECK SHEET
S L.N O 1 2 TYPE OF DEFECT Dents Parts Missing Parts Broken Paint Defects Scratch es Misc Defects 1 1,1, 1 1 2 1,1 3 1 4 1 5 6 DATE 30 31 T OTA L D EFEC 18 T 10

1,1

30

5 6

1 -

05 03

HISTOGRAM
variation in shaft Diameter
225

250

182

200

210

Total Number of Analysed : 1103 160

Numbar of shafts (Frequency)

150
108

100
46

90

0 -6 -4 -2 0 2 4 6 8 10 Deviation in Micron from Nominal Diameter

20

50

60

PARETO ANALYSIS
Sl.No 1 2 3 4 5 6 Type of Defects Dents Parts Missing Parts Broken Paint Defects Scratches Misc Defects Total Defects 18 10 8 30 05 03

PARETO ANALYSIS Sl.No 1 2 3 4 5 6 Type of Defect Paint Defects Dents Parts missing Parts broken Scratches Misc defects Total Defect 30 18 10 8 5 3

PARETO ANALYSIS
S l.N o 1 2 3 4 5 6 Type of Defect Paint Defect Dents Parts missing Parts broken Scratches Misc defects No of Cause % of Cum Defect No of Total % of s Defect defect total s s defect 30 30 40.54 40.56 s 18 10 08 05 03 48 58 66 71 74 24.32 13.51 10.81 6.75 4.05 64.86 78.37 89.18 95.95 100

Assembly Defects - Final Inspection Data

80 70 60 Number Of Timers The Defects Occurs 50 40 30 20 10 0 Paint Defects Dents Parts Missing Parts Broken Types of Defects Scretches Misc. Defects
20

30

Three Defects account for 80% of Problem

10

120

Non - Starting of Two Wheelers

100

80 Number ofTimes Problems Occurs

Three Causes account for over 82% Problems

60
40

40

30 25

20
8 4 3 2 3

0 Fuel Ignition Spark plug Carburator Choke Types of Problems Magneto Exhaust Others

Cause Effect Diagram Daily Example Unclear TV Picture

Receiver
Loose contact Picture tube defective Defective tuner Poor Scanning Booster defective

Tuning
Not tuned

Defective Stabilizer Voltage fluctuation Interference

TV picture Not clear

Poor Satellite link Poor weather Poor transmission

Power

Transmission

SCATTER DIAGRAM
Material: ABS
10

% Rej Short Mould

1 120C 130C 180 200C 225C

0.1 Temperture

FIVE WHYS
Problem: Malfunction of digital controller for NC machine Why Defective printed circuit board Why Lack of cooling Why Lack of air Why Lack of pressure

Why

Dust on filter

Solution: Clean filter every month

CRITICAL ACTIVITY CHART

A simplified Critical Activity chart of a typical pickling section is shown in the example. In fact, to make it simple only one or two entries are made in each box. INPUTS

WORK ACTIVITY

OUTPUTS

Material Chemicals

To Pickle Components ..

Pickled components Production Reports ..

SUPPLIERS External Chemical Suppliers Internal Press Shop Stores . PROBLEMS WITH INPUTS Material too rusty Late Receipt of material

TASK DETAILS Arrange Material In Bins Check Temperature ..

CUSTOMERS External None directly

Internal Paint Shop ..

PROBLEMS WITH PROCESS Crane not Reliable Cages and Bins insufficient ..

PROBLEMS WITH OUTPUTS Paint shop not satisfied with rust removal Progress Section Does not get reports on time .

TQM MODEL
TECHNOLOGY CUSTOMER FOCUS PROCESSES EMPOWERMENT

MACRO

MGT DRIVEN TOP DOWN EXTERNAL CUSTOMER FOCUS [BM] KEY PROCESS

INNOVATION

INCREMENTAL IMPROVEMENT INTER CUSTOMER FOCUS BOTTOM UP PEOPLE DRIVEN

ENABLERS

PEOPLE ENRICHMENT

MICRO

VISION

PURPOSE

VALUES

FULLY INTEGRATED QUALITY STRATEROY

1.

LEADERSHIP AND STRATEGIC DIRECTION

4. RESOURCE MANAGEMENT

DECISION MAKING MANAGEMENT LEVELS COMMUNICATION TOP TEAM 2. PEOPLE MANAGEMENT MARKETING STRATEGY EMPLOYEE INVOLVEMENT COMMUNICATION PERSONNEL ISSUES ORGANISATIONAL DESIGN MANAGEMENT STYLE TRAINING RECRUITMENT STAFF SURVEYS REMUNERATION PERFORMANCE MANAGEMENT 3. PROCESS MANAGEMENT

SYSTEMS AND INFORMATION TECHNOLOGY BREAKTHROUGH FINANCIAL ESOURCES SUPPLIERS, EQUIPMENT ETC.

5. CUSTOMER FOCUS

RELIABILITY TEGIBILITY RESPONSIVENESS FLEXIBILITY ACCESSIBILITY TRUST EMPATHY

SUMMARY

PROCESS OWNERSHIP PROCESS IMPROVEMENT RE-ENGINEERING INTERNAL CUSTOMERSUPPLIE RELATIONSHIP

PEOPLE ARE KEY TO QUALITY TECHNOLOGY IS THE FACILITATOR PROCESSES SHOULD ADD VALUE INNOVATIONS KEEPS YOU AHEAD OF THE GAME.

BUSINESS

CU DR ST IV OM EN E R

LEADERSHIP

PEOPLE FOCUS

EFFECTIVENES S

SS CE O S PR CU FO

EFQM MODEL FOR BUSINESS EXCELLENECE

PEOPLE MANAGEMENT

PEOPLE SATISFACTION

LEADERSHIP

POLICY STRATEGY

PROCESSES

CUSTOMER SATISFACTION

BUSINESS RESULTS

RESOURCES

IMPACT ON SOCIETY

ENABLERS

RESULTS

TQM MODEL OF ALCOA

MANAGING FOR QUALITY

CONTINUOUS IMPROVEMENT

EMPLOYEE INVOLVEMENT

CUSTOMER ALCOA

TQM MODEL OF AT&T

Supplier Partnership Process Management And improvement Customer Focus

Supplier

Process

Customer

People, Leadership and involvement

FOCUS ON CUSTOMER

TQM ACTIVITIES TOTAL PARTICIPATION

CONTINUOUS IMPROVEMENT SOCIETAL NETWORKING