Sustainable development of total quality management through Demings PDSA cycle

SUSTAINABLE DEVELOPMENT
OF TOTAL QUALITY
MANAGEMENT
THROUGH DEMINGS PDSA
CYCLE
Author: Dr. G. Karuppusami
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Sustainable development of total quality management through Demings PDSA cycle

Abbreviations
TQM
CSF
QAP

Total Quality Management

Critical Success Factor
Quality-related Action Program

PDSA Plan-Do-Study-Act
TQMII Total Quality Management
Implementation Index
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Sustainable development of total quality management through Demings PDSA cycle

What is Quality?
Quality is the totality of features and
characteristics of a product or service
that bear on its ability to satisfy implied
or stated needs.
ANSI/ASQC STD A3-1987.

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Sustainable development of total quality management through Demings PDSA cycle

What is Quality?
Feigenbaum (1951) and Abbott (1955) defined quality as value,
Levitt (1972) as conformance to specifications,
Juran et al. (1974) as fitness for use,
Crosby (1979) as conformance to requirements,
Taguchi (1981) as the losses a product imparts to the society from the time
the product is shipped,
Reeves and Bednar, (1994) as the extent to which a product or service
meets and/or exceeds a customers expectations which reflects a shift in
focus to customer satisfaction.
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Sustainable development of total quality management through Demings PDSA cycle

Total quality management

Ho (1997) defines the term TQM as:

Total = everyone associated with the company is

involved in continuous improvement (including its
customers and suppliers if feasible);
Quality = customers expressed
requirements are met fully;

and

implied

Management = executives are fully committed.

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Sustainable development of total quality management through Demings PDSA cycle

Motivation for the study

The business units are ever increasingly forced
to achieve world-class manufacturing
capabilities in order to compete and, in many
cases, to achieve in the market. One of the
means to achieve the world-class manufacturing
capability is through the practices of Total
Quality Management (Joseph, et al., 1999)

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Sustainable development of total quality management through Demings PDSA cycle

Full TQM (OR) Partial TQM?

The problem with TQM is not whether companies have
been converted to the philosophy: many surveys have
shown the philosophy being embraced by organizations
(Yong & Wilkinson, 1999). The issue relates more acutely
to whether these supposedly TQM companies are actually
practicing total or partial TQM (Wilkinson et al., 1998).

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Sustainable development of total quality management through Demings PDSA cycle

Some obstacles to achieving TQM

Lack of top management support

Lack of customer focus
Lack of employee empowerment
Lack of training

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Sustainable development of total quality management through Demings PDSA cycle

Criteria for the study

Quality is one of the twentieth centurys
most important management ideas
(Feigenbaum, 1999)
You cant manage what you dont measure
(Wert, 2003)
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Sustainable development of total quality management through Demings PDSA cycle

Critical Success Factors (CSFs) of TQM

CSFs are the critical areas of managerial
planning and action that must be practiced to
achieve effective quality management in a
business unit (Saraph et al., (1989)
CSFs are critical and absolutely essential for
the success of TQM. The process stands a
good chance of ending in failure if these factors
are not part of the management process.

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Sustainable development of total quality management through Demings PDSA cycle

CSFs reported by Saraph et al., (1989)

1.
2.
3.
4.
5.
6.
7.
8.

The role of management leadership and quality policy

Role of quality department
Training
Product / service design
Supplier quality management
Process management
Quality data and reporting
Employee relations

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Quality Related Action Programs (QAPs)

Critical success factors of TQM are latent
variables, which means they cannot be
measured directly. Hence Quality-related Action
Programs (QAPs) are generated that represent
manifestations of these CSFs. QAPs are the
quality management prescriptions.

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Sustainable development of total quality management through Demings PDSA cycle

QAPs of CSF The role of top management

leadership and quality policy
1.
2.
3.
4.
5.
6.
7.
8.

Top management responsibility for quality performance

Performance evaluation based on quality
Acceptance of responsibility for quality by major dept heads
Degree of participation by dept heads in quality improvement
process
Consideration of quality as first priority
Discussion of quality related issues in meetings
Extent to which quality goals and policies are understood
Degree of comprehensiveness of quality plan

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CSFs and QAPs of TQM

TQM

CSF 1

QAP 1

QAP 2

QAP 3

CSF n

CSF 2

QAP i

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QAP 1

QAP 2

QAP 3

QAP i

QAP 1

QAP 2

QAP 3

QAP i

Sustainable development of total quality management through Demings PDSA cycle

Sustainable development of TQM

Quinn (2000) describes sustainability as the development
that meets present needs without compromising the
ability of future generations to meet their own needs.
Without sustainability, there is little benefit to be gained
from TQM (Curry et al., 2002).
The focus of maintaining competitive advantage and
performance does not simply emphasize the present
time, but also the future (Zairi, 2002).

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Sustainable development of total quality management through Demings PDSA cycle

Sustainable development of TQM

Sustainability is defined as the ability of an
organization to adapt to change in the business
environment to capture contemporary best practice
methods and to achieve and maintain superior
competitive performance (Zairi & Liburd 2001).

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Sustainable development of total quality management through Demings PDSA cycle

PDSA Cycle for sustainable development of TQM

Step 1: Plan for TQM
ACT

PLAN

Step 4: Take
necessary actions to
improve the less
developed programs
of TQM

Step 2: Implement
TQM

DO
STUDY

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Step 3: Study and

measure the level
of TQM
implementation

Sustainable development of total quality management through Demings PDSA cycle

TQM Implementation Index (TQMII)

TQM Implementation Index (TQMII) can be
interpreted as the level of TQM implementation
of a company on a unit scale. Input is the
companys total quality effort. Output is the level
of the performance of the plant. TQMII
measures how well a company has
implemented its TQM.
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Framework for TQMII calculation

The set of CSFs and QAPs implemented by the
company.
The list of departments involved in the quality
programs.
The level of quality consciousness of the
departments.
The degree to which critical quality factors and
quality action programs applied.

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TQM Implementation space

TQMIIimk

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Notations

i
Dm
m
Zm
Wm

=
=
=
=
=

Vim =

Index of QAPs
Departments
Index of departments
Ideal weight factor assigned department
Revised normalized weight of
department
Actual performance of quality-related
action programme i in department m

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Sustainable development of total quality management through Demings PDSA cycle

TQMII Algorithm
Algorithm developed by Kumar et.al.(2004) is adopted.
TQMII algorithm for the firm (or) CSF is as follows.
iI

mM

im

TQMII

i 1

Wm

m 1
mM

10 I

Zm
m 1

i = 1, 2, 3..I; m = 1, 2, 3 . M,
I = Total number of QAPs of the firm or CSF
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Sustainable development of total quality management through Demings PDSA cycle

Presentation of a Case
Study to illustrate TQMII

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Case Study
The suggested PDSA model for TQM implementation
was applied to an automotive ancillary company located
in South India.
The company is the largest manufacturer of automotive
horns in India and has ISO 9002, ISO 14001, ISO/TS
16949:1999 certifications.
Thirteen CSFs and 85 QAPs were selected by the expert
committee.

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Sustainable development of total quality management through Demings PDSA cycle

Case Study CSFs selected

1. Role of top management and quality policy
2. Supplier quality management
3. Customer focus
4. Process management
5. Product / service design
6. Quality data and reporting
7. Training
8. Employee relations
9. Role of quality department
10. Benchmarking
11. Information technology analysis
12. Lean manufacturing
13. Continuous improvement
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TQMII Calculation Step 1 (Table 1)

1. Compute each departments normalized quality
consciousness weight
The calculation for the first the department D1 is as
follows;
W1= 10(0.52 + 14 + 2.56 + 38 + 310) = 7.4
1010
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TQMII Calculation Step 2 (Table 1)

2. Compute each departments quality
consciousness state efficiency.
The calculation for the first the department D1 is
as follows;
QCSE1= (0.52 + 14 + 2.56 + 38 + 310) = 0.74
1010
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TQMII Calculation Step 3 (Table 2)

3. Compute TQMII of QAPs
i = 1, 2, 3..I; m = 1, 2, 3 . M

iI

m M

Wm

im

TQMII

i 1

m 1
m M

10 Zm
m 1

TQMII of QAP 1 is as follows

= (97.4 + 106 + 75.81 + 105.46 + 107.92 + 107.7 + 85.22 + 94.74 + 56.86)
10(10 + 10 + 7 + 7 + 9 + 10 + 9 + 6 + 7)
= 0.65

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TQMII Calculation Step 4 (Table 2)

4. Calculate TQMII of the CSF or firm as a whole.
iI

mM

im

TQMII

i 1

Wm

m 1
mM

10 I

Zm
m 1

I = Total number of QAPs of the firm or CSF,

i = 1, 2, 3..I;
m = 1, 2, 3 . M,
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Table 1 Department consciousness matrix

Crisis Management

Awareness

Emergence

Maturity

Sustenance

Normalized Quality Consciousness weight, Wm

Quality consciousness state efficiency for Department m, QCSEm

State of quality consciousness

k=

Zm

yk =

10

D1

10.00

X11 =

0.5

2.5

7.40

0.74

Quality assurance

D2

10.00

6.00

0.60

Production planning & control

D3

7.00

0.5

0.5

5.81

0.83

Dm

Department name

Product engineering
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Weight

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Sustainable development of total quality management through Demings PDSA cycle

Table 2. TQMII Calculation

CSFs, QAPs and weights

QAPs

QAPs weight (Ui)

QAPs Index (i)

CSF

Index

Performance weights of departments on each QAPs

Role of Top Management and Quality Policy

D1

D2

D3

D4

D5

m=

wm =

7.40

6.00

5.81

5.46

7.92

Zm =

10.00

10.00

7.00

7.00

9.00

10

10

10

Top management responsibility for quality

performance

8.86

Performance evaluation based on quality

9.05

10

Acceptance of responsibility for quality by

major dept heads

8.95

10

Degree of participation by dept heads in

quality improvement process

8.95

10

10

Consideration of quality as first priority

9.33

10

10

Discussion of quality related issues in

meetings

8.81

10

10

Extent to which quality goals and policies are

understood

8.81

10

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V1m =

Sustainable development of total quality management through Demings PDSA cycle

Table 2. TQMII Calculation contd

Role of Top Management and Quality Pol

D7

D8

D9

m=

wm =

7.70

5.22

4.74

6.86

Zm =

10.0

9.00

6.00

7.00

10

0.65

Top management responsibility for quality

performance

8.86

Performance evaluation based on quality

9.05

0.55

Acceptance of responsibility for quality by

major dept heads

8.95

0.56

Degree of participation by dept heads in

quality improvement process

8.95

0.58

Consideration of quality as first priority

9.33

0.63

8.81

10

0.60

8.81

0.57

Discussion
of quality related issues in
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meetings

V1m =

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7

Extent to which quality goals and policies

are understood

TQMII of CSFi given state of quality

TQMII of QAP I given state of quality

QAPs

QAPs weight (Ui)

QAPs Index (i)

CSF

D6

Sustainable development of total quality management through Demings PDSA cycle

TQMII of the selected organization

The combined level of TQM
implementation index in
the selected organization was assessed
as 0.460 on a unit scale

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Recommendations as a result of the Study

Link the department quality consciousness state efficiency of

TQM implementation program to annual incentive scheme.

Arrange training program for all the least developed QAPs.

Encourage exchange of information

departments regarding TQMII.

Obtain expert advice about the list of CSFs and QAPs selected
for the TQMII analysis.

Integrate the TQM programs with the procedures of ISO 9002,

ISO 14001, ISO/TS 16949:1999 certifications.

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and

data

among

Sustainable development of total quality management through Demings PDSA cycle

Conclusions
The problem areas of TQM implementation correctly identified
by the proposed PDSA method.
The model allows tracking of TQM programs and departments
that are substantially impacting the TQM implementation in the
company.
Specific recommendations were proposed to bring about
improvements in those least developed TQM programs.

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References
1

Crosby, P.B., (1979), Quality Is Free, New American Library, New York, NY

Curry, A. and Kadasah, N. (2002), Focusing on key elements of TQM evaluation for sustainability, The TQM
magazine, Vol. 14 No.4, pp 207-216.

Feigenbaum, A.V. (1951), Quality control: Principles, Practice, and Administration (New-York: McGraw-Hill).

Ho, D.C.K., Duffy, V.G. and Shih, H.M. (2001), Total quality management: An empirical test for mediation
effect, International journal of production research, Vol.39 No.3, pp. 529-548.

Joseph, I. N., Rajendran, C. and Kamalanabhan, T.J. (1999), An Instrument For Measuring Total Quality
Management Implementation in Manufacturing Based Business Units In India, International journal of
production research, Vol.37 No.10 pp. 2201-2215

Juran, J.M., Gryna, F.M., Jr. and Bingham, R.S. (1974), Quality Control handbook, 4 th edition, McGraw-hill,
New York

Kumar, A., Stecke, K.E. and Motwani , J.G. (2004), An analytical framework to measure, benchmark, and
improve the strategic position of an organization using a quality competitiveness index, International Journal of
Operations and Quantitative Management, Vol.10 No. 2, pp. 1-37.

Levitt, T. (1972), Production line approach to service, Harvard Business Review, Vol. 50, pp. 41-52

Quinn, B. (2000), Sustaining New Jerseys industrial future, Pollution Engineering, Vol. 32 No.13, pp. 25-27.

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Sustainable development of total quality management through Demings PDSA cycle

References contd
10

Reeves, C.A. and Bednar, D.A. (1994), Defining quality: alternatives and implications, Academy of
Management Review, Vol. 19, pp. 419-441.

11

Saraph, J. V., Benson, P. G. and Schroeder, R. G. (1989) An Instrument for Measuring the Critical Factors of
Quality Measurement, Decision Sciences, Vol. 20 No. 4, pp. 810-29.

12

Taguchi, G., (1981), On-line quality control during production, Japanese standards association

13

Wilkinson, A. (1998), Empowerment, International Encyclopaedia of Human Resource Management,

pp. 507-17

14

Yong, J. and Wilkinson, A. (1999), The state of total quality management: a review, The International
Journal of Human Resource Management, Vol. 10 No. 1, February, pp. 137-61.

15

Zairi, M. (2002), Beyond TQM implementation: the new paradigm of TQM sustainability, Total Quality
management, Vol. 13 No. 8, pp. 11611172.

16

Zairi, M. and Liburd, L.M. (2001), TQM sustainability- a roadmap for creating competitive advantage,
Integrated management, Proceedings of the 6 th International conference on ISO 9000 and TQM, Paisley, Ayr,
Scotland, 17-19 April, pp. 452-461.

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Quality is a Journey,
not a Destination

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Thanks

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