GE 6757 TOTAL QUALITY

MANAGEMENT
Faculty
R.Suresh kumar
Assistant Professor(Sr.Gd)
Department of Mechanical Engineering

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 UNIT I
INTRODUCTION
Basic Concepts of TQM, Contribution of Quality Guru’s
(Deming , Juran & Crosby)
CONCEPTS OF TQM

• Six basic concepts of TQM:

1. Committed & involved management to provide a long term top to bottom support - Quality
Council, Clear vision, long tern goal, procedure to achieve goal.
2. Employee and customer focus- focusing on both internal & external customer, importance to
voice of the customer
3. Effective involvement & utilization of entire work force- SPC, / tqm and other quality
improvement skills, training and guiding.
4. Continuous improvement- time delivery, customer satisfaction, scrap reduction, SPC,
benchmarking, QFD, ISO 9000, DOE
5. Treating suppliers as partners,
6. Establish performance measures for the processes.

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 Three Groups of Guru’s
(since 1940’s)
American Quality
Guru’s

Quality

Western Quality
Japanese Quality
Guru’s(Industrial
Guru’s
Success)

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 American & Janpanese Guru’s

■ The Three American Guru’s are namely,

– W.Edwards Deming
– Joseph M.Juran
– Philip Crosby
■ Janpanese Guru’s are namely,
– Kaoru Ishikawa
– Genichi Tahauchi
■ Can be grouped under 4 topics
– Demings’s 14 Points on route to quality
– Deming Cycle (PDCA)
– Seven Deadly Diesease of management.
– System of Profound Know

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 W. EDWARDS DEMING
An American, was the senior quality guru and consultant, teacher.
1928 – doctorate in mathematical physics
1946 – sent to Japan for nation to recover from its wartime losses
1951 – Japan established Deming Prize
1956 – awarded shewhart medal by American Society for Quality Control
1960 – awarded with “second order of the sacred treasure for his teachings.
He has authored books like Productivity and Competition Position and “Out of
the Crisis

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Deming’s Contribution :
The contribution can be grouped under 4
different topics,
Deming’s 14 points on
Deming’s Cycle
route to quality

Deming

Seven deadly disease of System of Profound

Management Knowledge

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 Deming’s 14 points on route to quality

Rule #1 Rule #2
Create constancy of purpose for improving Adopt the new philosophy :
products and services :

■ Embrace quality throughout the

■ Plan for quality in the long term. organization
■ Don't just do the same things ■ Create your quality vision, and
better – find better things to do. implement it.

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Rule #3
Cease dependence on inspection to
achieve quality :
■ Inspections are costly and unreliable
– and they don't improve quality, they
merely find a lack of quality.
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Rule #4
End the practice of awarding
business on price alone;
instead, minimize total cost by
working with a single supplier :
Look at suppliers as your partners in quality.
Encourage them to spend time improving
their own quality – they shouldn't compete
for your business based on price alone.
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Rule #5
Improve constantly and forever every
process for planning, production and
service :
to improve quality and
productivity, and thus
constantly decrease costs.
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Rule #6
Institute training on the job :
■ Build a foundation of common
knowledge
■ Allow workers to understand their
roles in the "big picture"
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Rule #7 Rule #8
Adopt and institute leadership : Drive out fear :

■ Allow people to perform at their best by

Don't simply supervise – provide support
and resources so that each staff
member can do his or her best. Be a
coach instead of a policeman.
ensuring that they're not afraid to
express ideas or concerns.
■ Make workers feel valued, and
encourage them to look for better ways
to do things.

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Rule #9
Break down barriers between staff areas :
People in research, design, sales, and
production must work as a team, to
foresee problems of production and in
use that may be encountered with the
product or service.
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Rule #10
Eliminate slogans, exhortations and
targets for the workforce :
■ Let people know exactly what you
want – don't make them guess.
■ Don't let words and nice-sounding
phrases replace effective leadership.
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Rule #11 Rule #12
Eliminate numerical quotas for the Remove barriers that rob people of pride of
workforce and numerical goals for workmanship, and eliminate the annual
management : rating or merit system :

■ Look at how the process is carried out,

not just numerical targets. This means, inter alia, abolishment of
the annual or merit rating and of
■ Measure the process rather than the
people behind the process management by objective.

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Rule #13 Rule #14
Institute a vigorous program of education Put everybody in the company to work
and self-improvement for everyone : accomplishing the transformation :

■ Improve the current skills of workers. ■ The transformation is everybody's job.

■ Encourage people to learn new skills ■ Improve your overall organization by
to prepare for future changes and having each person take a step toward
challenges. quality.

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DEMING Cycle (PDCA Cycle) :

■ Plan – what is needed

Plan
■ Do – it
■ Check – That it works
■ Act – To correct problems or
Act PDCA Do improve performance

check

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Seven Deadly Disease of Western
Management Lack
consistency
of Purpose

Emphasis on
Excessive
short term
legal costs
profits

7
Unforgivable
sins or
Excessive
Deadly Reliance on
medical Dieseases Performance
Apprisal &
costs
merits

Reliance on
financial Staff Mobility
figures

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SYSTEM OF PROFOUND KNOWLEDGE

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 JOSEPH M.JURAN
Born in Romania in 1904 & emigrated to America in 1912.
Travelled to Japan to conduct top and middle level executive seminars on
Planning, organizational issues, management responsibilities for Quality and
need to set and monitor improvement target goals.
100’s of Papers and 12 Books including
• Quality Planning and Analysis
• Juran on Leadership for Quality
• Juran’s Quality Control Handbook

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Juran’s Contributions
Contribution
under six
Topics

Internal 10 Steps for Breakthrough

Cost of Quality Quality Trilogy
Customer improvement concept

Quality
Failure Cost
Planning

Appraisal cost Quality Control

Prevention Quality
Cost
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Improvement 19
Internal Customer
Process
Customer(Internal
Supplier (Transformation
customer)
stage)

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Cost of Quality
• Scarp, rework, warranty claims, customer complaints
Failure Cost and loss of customer.

Appraisal
• Inspections, Compliance auditing and Investigations.
Cost

• Training, Preventive Auditing and Process

Prevention
Cost
Improvement implementation.

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JURAN’S CONTRIBUTIONS

Juran’s Quality Trilogy:

■ 1. Quality Planning: a) Identify the customers
■ b) Determine Customers needs
■ c) Develop product features
■ d) Establish Quality goals
■ e) Develop a process
■ f) Prove process capability

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JURAN’S CONTRIBUTIONS

■ 2. Quality Control: a) Choose control subjects

■ b) Choose units of measurements
■ c) Establish measurements
■ d) Establish standards of performance
■ e) Measure actual performance
■ f) Interpret the difference (actual vs std)
■ g) Take action on the difference

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JURAN’S CONTRIBUTIONS

■ 3. Quality Improvement
■ a) Prove need for improvement
■ b) identify specific projects for improvement
■ c) Organize to guide the projects
■ d) Organize for diagnosis – for discovery of causes
■ e) Provide remedies
■ f) Prove the remedies are effective
■ h) provide for control to hold gains

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Juran’s Tens Build awareness of need & Opportunity

Steps to
Set goals
Quality
Improvement Organize to reach the Goals

Provide Training

Carry out Projects to solve Problems

Report Progress

Give Recognition

Communicate results

Keep Score

Maintain Momentum by making annual improvement part of regular systems and

process
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Engineering 25
 QUALITY
STATEMENTS
Quality statements are established by the Quality council to
provide overall direction for achieving the Total Quality
Culture.
3 Different Elements of QS
■ Vision Statement
■ Mission Statement
■ Quality Policy Statement

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Vision Statement

■ It is Short declaration of a long time Goal. Or in other words, short declaration of

what an organization aspires to be in the very long term future.
■ This statement can be said as never ending road, no organization can reach 100 %.
■ Vision statements describe where leadership sees the organization in future.
– Appollo Hospitals :
■ “Touch A Billions Lives.

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Example to Vision Statement :

“Harness space technology for

national development, while pursuing
space science research and planetary
exploration”.
- NAME of Organisation ?
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 Mission Statement
■ Description of the function of the Organization.
■ Mission statements answers :
– Who we are ?
– Who are the customers ?
– What we do ?
– How we do it ?
■ Key Elements of mission statement :
– Obligation to stakeholder
– Scope of the business
– Sources of competitive advantage
– View of the Future
■ Infosys Internation Inc :
– Dedicated to provide the people, services and solution our clients.

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Example to Mission Statement :

Design, develop and lead to production state-of-the-art sensors, weapon systems,

platforms and allied equipment for our Defence Services.
Provide technological solutions to the Services to optimize combat effectiveness and to
promote well-being of the troops.
Develop infrastructure and committed quality manpower and build strong indigenous
technology base.
-

Organisation Name ?

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Quality Policy Statement

■ The Quality Policy is guide for everyone in the organization as to how they provide
products and service to the customers.
■ Guide for Managerial Section
■ Simple Quality Policy Statements
■ Requirement for ISO 9000 Quality systems. ISO 9000, the international standard for
Quality assurance, requires a Quality policy as a declaration of intent to meet the needs
of the customers.
■ Reliance Industry:
– “reliance is committed to meeting customer requirements through continual
improvement of its quality management systems. Reliance shall sustain
organization excellence through visionary leadership and innovative efforts.

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CUSTOMER SATISFACTION
• The customer is the King
• Customer satisfaction model

Company Offer

$
Customer needs

■ $ - Customer Satisfaction

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CUSTOMER PERCEPTION OF QUALITY

■ American Society for Quality ranked the customer perception in the

following order
1. Performance
2. Features
3. Service
4. Warranty
5. Price
6. Reputation

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CUSTOMER PERCEPTION OF QUALITY (contd…)

1. Performance:
■ - involves “fitness for use”
■ - It indicates that the product and service is ready for the customers use at
the time of sale.

■ Other considerations:
■ a) Availability
■ b) Reliability
■ c) Maintainability

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CUSTOMER PERCEPTION OF QUALITY (contd…)

■ 2. Features:
■ - Secondary characteristics of the product or services
■ 3. Service – Good quality of product to the customer at the right time.
■ 4. Warranty – Represents an organization’s public promise of a quality product.
- Represents public commitment
- develops a corrective action system
- attracts & builds the market
■ 5. Price
■ 6. Reputation

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FACTORS INFLUENCING CUSTOMER PERCEPTION OF QUALITY
Before Purchase At point of purchase After Purchase

Company’s brand name Performance Ease of installation and

and image Specifications use

Previous experience Comments of sales people Handling of repair, claims,

warranty

Opinion of friends Warranty provisions Spare parts availability

Store reputation Service and repair policies Service effectiveness

Published test results Support programs Reliability

Advertised price for Quoted price for Comparative performance

performance performance

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KANO MODEL OF CUSTOMER SATISFACTION

• kano modal is a useful tool in understanding customer needs

Delighted

Expectations Expectations
Didn’t do it at all Did it very well

dissatisfied

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CUSTOMER COMPLAINTS

 defined as expression of dissatisfaction

 can be in written or oral form from all types of customers

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NEED FOR CUSTOMER FEED BACK/ COMPLAINT

1. To discover customer dissatisfaction

2. To identify customer needs
3. to discover relative priorities of quality
4. To compare performance with the competition
5. To determine opportunities for improvement

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COMMON CUSTOMER FEEDBACK COLLECTION TOOLS

1. Comment cards
2. Customer questionnaire
3. post transaction surveys
4. reports(feed back) cards
5. Focus groups
6. Social media
7. toll-free telephone numbers
8. Customer visits
9. Employee feedback

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COMMENT CARDS

• Comment cards are physical, paper cards or forms with one or more
survey questions filled by customers.
• Comment cards are normally attached with the warranty cards issued
with the product at the time of sales.
• Comment cards can give feedback on a specific customer experience.

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COMMON CUSTOMER FEEDBACK COLLECTION TOOLS

■ Customer Questionnaire: Known as survey

■ Online Survey: Email, pop ups, websites
- Through mails
- - through e-mail
- - through telephone
■ Post Transaction Survey:
■ -- conducted immediately after a customer service interaction.
■ -- usually provide feedback directly
■ -- useful for establishing customer service performance goals or benchmarks and setting
standards

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COMMON CUSTOMER FEEDBACK COLLECTION TOOLS

■ Report or feedback cards:

■ -- Report cards are feedback cards similar to comment cards
■ -- Difference is report cards are sent to customers on a quarterly basis
■ -- Gather customer’s opinion on the product and improvement needed on the product or service
■ Focus Groups:
■ -- Moderated, small group discussions to provide insight into their preferences, attitudes opinions about
products or services
■ -- can be conducted over telephone, in person panels
■ -- provides more detailed feedback than surveys
■ -- gives better understanding about customers views

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COMMON CUSTOMER FEEDBACK COLLECTION TOOLS

■ Social Media:
■ -- Social networks, online communities, blogs, forums or discussion boards can be used
to collect feedbacks
■ -- Social media is still fairly new mode.
■ Toll-free Telephone Number:
■ -- Effective tool for receiving customer feedback/complaints
■ -- Provides opportunity to the organisation to respond quickly and more cheaply to
customers
■ Customer Visits
■ Employee feedback

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SERVICE QUALITY OR CUSTOMER SERVICE

1. Before the sale of the product

2. During the sale of the product

3. After the sale of the product

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CUSTOMER RETENTION

• Is the process of retaining the existing customers.

• Customer retention is more powerful and effective than customer

satisfaction.

• Customer care can be defined as every activity which occurs within an

organisation that ensures that a customer is not satisfied but also retained.

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THANK
U