PTTQM (BU-3)

Module 5

MODULE 5
TOTAL QUALITY MANAGEMENT
1. Define Quality. What are the dimensions of quality?
Quality is a products or services ability to satisfy the needs and expectations of the
customer. Dimensions of quality:
Performance - basic operating characteristics
Features -extra items added to basic features
Reliability - probability product will operate over time
Conformance - meeting pre-established standards
Durability - life span before replacement
Serviceability - ease of getting repairs, speed & competence of repairs
Aesthetics - look, feel, sound, smell or taste
Safety - freedom from injury or harm
Other perceptions - subjective perceptions based on brand name, advertising, etc
2. Distinguish between quality and reliability.
The difference between quality and reliability is explained as follows:
Quality means - to measure the products without any deficiencies which assure the
customers & Reliability means the products should be consistent without any failure.
Quality is the standard of something as measured against other things, while
reliability is being dependable and consistency.
Quality means to satisfy the conformance with requirements and reliability is
something which related to the product cycle time, whether the product is reliable &
meets the criteria to satisfy the time line given by the customers. ( e.g Warranty time /
hours / no of days in services).
Ex: Two wheeler (motorbike piston head). The engine piston has satisfied all the
design specification & as well as material requirements to fulfil the needs yet this
product still need to conform whether this piston will be able to satisfy the extreme
temperature inside the engine ...? if not then we cannot rely on this piston. This how
reliability comes into pictures.
3. What is a quality circle? State the features of quality circles.
Quality circle (QC) is a small group of people who carry out quality improvement activities
within their work area. The group may consist of 3 to 5 person normally.
Features of Quality circles are:
1. QC activities performed by operating level employees.
2. Voluntary participation
3. Small group of persons in the same work area or doing similar type of work
4. Identify, define and solve problems related to work area
5. QC members meet regularly( every week for an hour in normal)
6. Leads to improved performance I the work area
Prof. Raghavendra, KSM, Bangalore

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7. motivates and enriches work life

8. Nature of the problems are such that they can be solved by themselves with little help
from management
9. Good work is recognized by management
4. Distinguish between Q.A. and Q.C.
The difference between QA and QC are as follows:
Quality Assurance (Q.A.)
Quality Control (Q.C.)
A part of quality management focused on A part of quality management focused on
fulfilling quality requirements
providing
confidence
that
quality
requirements will be fulfilled.
Quality Assurance is defined as All the Quality Control is defined as The
planned
and
systematic
activities operational techniques and activities used to
implemented within the quality system that fulfil requirements for quality.
can be demonstrated to provide confidence
that a product or service will fulfil
requirements for quality.
Quality Assurance is fundamentally focused Quality control on the other hand is the
on planning and documenting those processes physical
to assure quality including things such as verification that the product conforms to
quality plans and inspection and testing plans these planned arrangements by inspection,
measurement
Quality Assurance is a complete system to Quality Control just measures and determines
assure the quality of products or services. It is the quality level of products or services. It is
not only a process, but a complete system a process itself.
including also control. It is a way of
management.
5. Briefly explain the Quality Function Deployment
Quality Function Deployment (QFD)
First conceptualized in 1966 as a method or concept for new product development
under the umbrella of Total Quality Control, Hinshitsu tenkai (quality deployment)
was developed by Dr. Shigeru Mizuno and Yoji Akao.
QFD is used to translate customer requirements to engineering specifications.
It is a link between customers - design engineers - competitors - manufacturing.
It provides an insight into the whole design and manufacturing operation from
concept to manufacture and it can dramatically improve the efficiency as production
problems are resolved early in the design phase.
Importance of QFD
It is very powerful as it incorporates the voice of the customer in the designs - hence it
is likely that the final product will be better designed to satisfy the customer's needs.

Prof. Raghavendra, KSM, Bangalore

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Module 5

Moreover, it provides an insight into the whole design and manufacturing operation
(from concept to manufacture) and it can dramatically improve the efficiency as
production problems are resolved early in the design phase.
As a quality system that implements elements of Systems Thinking with elements of
Psychology and Epistemology (knowledge), QFD provides a system of
comprehensive development process for:
o Understanding 'true' customer needs from the customer's perspective
o What 'value' means to the customer, from the customer's perspective
o Understanding how customers or end users become interested, choose, and are
satisfied
o Analyzing how do we know the needs of the customer
o Deciding what features to include
o Determining what level of performance to deliver
o Intelligently linking the needs of the customer with design, development,
engineering, manufacturing, and service functions
o Intelligently linking Design for Six Sigma (DFSS) with the front end Voice of
Customer analysis and the entire design system

6. Write short notes on House of Quality.

House of Quality is a structured format to translate customer requirements into specific
product and service characteristics.
Diagrammatically it is represented as below:

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PTTQM (BU-3)

Module 5

Building a House of Quality

List Customer Requirements (Whats)
List Technical Descriptors (Hows)
Develop Relationship (Whats & Hows)
Develop Interrelationship (Hows)
Competitive Assessments
Prioritize Customer Requirements
Prioritize Technical Descriptors
7. What are the various control charts used in quality control?
Control charts were developed by Walter Shewhart in 1920. The chart is based on the
principle that the variability of a process is minimum when the process is running under
chance causes (common causes) only. Trial batches are produced and process variation (6
sigma) is established. Control charts are prepared with control limits calculated on sample
sizes. Sample sizes could be 2 to up to 9 . At fixed intervals ( eg, 30 min, one hr, 4 hrs based
on production quantity) samples are taken and sample averages are plotted on the chart.
When the process is under control, all the points will be
within the limits
No unnatural patterns will be present
Distribution of points will be denser in the centre and very infrequent at the limits.
Any change in the above indicates presence assignable/ special causes (out of statistical
control). The process is stopped and actions are taken to eliminate the causes of variation.
UCL

Mean

LCL

Time

Types of control charts

Control Charts for Variables - used when measurements are quantitative, for example,
height, weight, or thickness. One type of Variables Control Chart is the X - R Chart.
Control Charts for Attributes - used when measurements are qualitative, for example,
accept/reject. Attributes control charts include:

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np Chart - for measurements which are counted, such as number of parts

defective.
p Chart - for percentage measurements, such as percentage of parts defective.
c Chart - for measuring defects in units of constant size, for example, number
of imperfections in panes of glass.
u Chart - for measuring defects in units of varying size, for example, number
of imperfections in pieces of fabric.
8. What do you mean by costs of quality? Explain the categories of quality costs.
The costs of quality are the cost associated with the prevention, discovery, and resolving of
defects in parts. These costs can arise whether the product is in the design stages,
manufacturing plant, or in the customer's hand. It is important to identify the cost of quality
so that we can determine the expenses associated with producing a quality product.

Joseph Juran divided the costs of quality into 4 categories. Using this system, we can better
understand where the money is being spent.
Internal Failure Costs - These include the cost of evaluating, disposing of, or other
action on a part that has failed inspection. Some examples are; rework, scrap,
retesting, and troubleshooting.
External Failure Costs - These are all costs associated with failure of parts after they
are shipped to the customer. They are usually a result of not meeting the needs or
specifications of the user. Some examples are; recalls, complaints, returns, and
replacements.
Internal Failure Costs - These include the cost of evaluating, disposing of, or other
action on a part that has failed inspection. Some examples are; rework, scrap,
retesting, and troubleshooting.
External Failure Costs - These are all costs associated with failure of parts after they
are shipped to the customer. They are usually a result of not meeting the needs or
specifications of the user. Some examples are; recalls, complaints, returns, and
replacements.
9. Discuss in detail TQM philosophy quoting Demings 14 point management principles.
TQM is a Management philosophy and company practices that aim to harness the human and
material resources in most effective way to achieve objectives of the organization
Total in Total Quality management means
All Interested parties are considered
All requirements are addressed
All activities of the organization are covered
All employees are involved
Demings 14 principles of Quality management

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1.

Constancy of purpose: Create constancy of purpose for continual improvement of products

and service to society, allocating resources to provide for long range needs rather than only
short term profitability, with a plan to become competitive, to stay in business, and to provide
jobs.

2.

The new philosophy: Adopt the new philosophy. We are in a new economic age, created in
Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective
materials and defective workmanship. Transformation of Western management style is
necessary to halt the continued decline of business and industry.

3.

Cease dependence on mass inspection: Eliminate the need for mass inspection as the way of
life to achieve quality by building quality into the product in the first place. Require statistical
evidence of built in quality in both manufacturing and purchasing functions.

4.

End lowest tender contracts: End the practice of awarding business solely on the basis of
price tag. Instead require meaningful measures of quality along with price. Reduce the
number of suppliers for the same item by eliminating those that do not qualify with statistical
and other evidence of quality. The aim is to minimize total cost, not merely initial cost, by
minimizing variation. This may be achieved by moving toward a single supplier for any one
item, on a long term relationship of loyalty and trust. Purchasing managers have a new job,
and must learn it.

5.

Improve every process: Improve constantly and forever every process for planning,
production, and service. Search continually for problems in order to improve every activity in
the company, to improve quality and productivity, and thus to constantly decrease costs.
Institute innovation and constant improvement of product, service, and process. It is
management's job to work continually on the system (design, incoming materials,
maintenance, improvement of machines, supervision, training, retraining).

6.

Institute training on the job: Institute modern methods of training on the job for all, including
management, to make better use of every employee. New skills are required to keep up with
changes in materials, methods, product and service design, machinery, techniques, and
service.

7.

Institute leadership: Adopt and institute leadership aimed at helping people do a better job.
The responsibility of managers and supervisors must be changed from sheer numbers to
quality. Improvement of quality will automatically improve productivity. Management must
ensure that immediate action is taken on reports of inherited defects, maintenance
requirements, poor tools, fuzzy operational definitions, and all conditions detrimental to
quality.

8.

Drive out fear: Encourage effective two way communication and other means to drive out
fear throughout the organization so that everybody may work effectively and more
productively for the company.
Prof. Raghavendra, KSM, Bangalore

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PTTQM (BU-3)
9.

Module 5

Break down barriers: Break down barriers between departments and staff areas. People in
different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle
problems that may be encountered with products or service.

10. Eliminate exhortations: Eliminate the use of slogans, posters and exhortations for the work
force, demanding Zero Defects and new levels of productivity, without providing methods.
Such exhortations only create adversarial relationships; the bulk of the causes of low quality
and low productivity belong to the system, and thus lie beyond the power of the work force.
11. Eliminate arbitrary numerical targets: Eliminate work standards that prescribe quotas for the
work force and numerical goals for people in management. Substitute aids and helpful
leadership in order to achieve continual improvement of quality and productivity.

12. Permit pride of workmanship: Remove the barriers that rob hourly workers, and people in
management, of their right to pride of workmanship. This implies, among other things,
abolition of the annual merit rating (appraisal of performance) and of Management by
Objective. Again, the responsibility of managers, supervisors, foremen must be changed from
sheer numbers to quality.
13. Encourage education: Institute a vigorous program of education, and encourage self
improvement for everyone. What an organization needs is not just good people; it needs
people that are improving with education. Advances in competitive position will have their
roots in knowledge.
14. Top management commitment and action: Clearly define top management's permanent
commitment to ever improving quality and productivity, and their obligation to implement all
of these principles. Indeed, it is not enough that top management commit themselves for life
to quality and productivity. They must know what it is that they are committed to-that is,
what they must do. Create a structure in top management that will push every day on the
preceding 13 Points, and take action in order to accomplish the transformation. Support is not
enough: action is required!
10. What are the effects of implementing TQM in a company?
Effects of TQM implementation in a company
#
1
2
3
4
5

Aspect
Top
management
commitment
Policy clarity
Participation
in
improvements
Involvement of people
Communication

Prof. Raghavendra, KSM, Bangalore

Before
Not visible

After
Highly visible

No policy
Very few persons

Transparent , detailed
All levels

< 10%
No

or

>80%
poor Effective communication at
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7
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Module 5

Recognition
Customer satisfaction
Cost of poor quality
Training activities
Performance
measurements
Business results
Suppliers

communication
Seldom
low
high
Almost nil
Not focused

all levels
Always
high
Very low
Continuous, every one
Focused and targeted

Stagnant or declining
Steady improvement
Outsiders keep them in Willing
to
work
as
dark, squeeze them.
extension of the company

11. Explain Jurans quality trilogy.

Identify who are the customers.

Determine the needs of those customers.
Quality Planning

Translate those needs into our language.

Develop a product that can respond to those needs.
Optimize the product features so as to meet our needs and
customer needs.

Quality
Improvement

Develop a process which is able to produce the product.

Optimize the process.

Prof. Raghavendra, KSM, Bangalore

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PTTQM (BU-3)

Quality Control

Module 5
Prove that the process can produce the product under operating
conditions with minimal inspection.
Transfer the process to Operations.

12. Write a note on the contributions of Philip Crosby.

Philip Crosby is another major contributor to the quality movement. In 1979, he left ITT
(International Telephone and Telegraph) and wrote his book, Quality is Free, in which he
argues that dollars spent on quality and the attention paid to it always return greater
benefits than the costs expended on them. Whereas Deming and Juran emphasized the
sacrifice required for a quality commitment, Crosby takes a less philosophical and more
practical approach, asserting instead that high quality is relatively easy and inexpensive
in the long run.

Crosby is the only American quality expert without a doctorate. He is responsible for the
zero defects program, which emphasizes doing it right the first time, (DIRFT) with
100 percent acceptable output. Unlike Deming and Juran, Crosby argues that quality is
always cost effective. Like Deming and Juran, Crosby does not place the blame on
workers, but on management.
Crosby also developed a 14point program, which is again more practical than
philosophical. It provides managers with actual concepts that can help them manage
productivity and quality.

Crosby defined the Four Absolutes of Quality Management:

-Quality
is
conformance
to
requirements
-Quality
prevention
is
preferable
to
quality
inspection
-Zero
defects
is
the
quality
performance
standard
- Quality is measured in monetary terms the price of non-conformance

According to Crosby, five characteristics of an highly successful organisations are:

People routinely do things right first time
Change is anticipated and used to advantage
Growth is consistent and profitable
New products and services appear when needed
Everyone is happy to work there

Prof. Raghavendra, KSM, Bangalore

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