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MAYURNHANJ SCHOOL OF ENGINEERING

SUBJECT- EM&ST

FACULTY NAME- ER. SATYA SWARUP DAS

SEMESTER- 5TH

TOPIC :- TQM

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Learning Objectives

  • Explain the meaning of TQM
  • Identify the costs of Quality
  • Describe the evolution of TQM
  • Identify Quality leaders and their contributions

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Defining Quality

  • Definition of quality is dependent on the people defining it
  • There is no single, universal definition of quality
  • 5 common definitions include:

(See next slide)

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Defining Quality – 5 Ways

  1. Conformance to specifications
    • Does product/service meet targets and tolerances defined by designers?
  2. Fitness for use
    • Evaluates performance for intended use
  3. Value for price paid
    • Evaluation of usefulness vs. price paid
  4. Support services
    • Quality of support after sale
  5. Psychological
    • Ambiance, prestige, friendly staff

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Manufacturing Quality vs. Service Quality

  • Manufacturing quality focuses on tangible product features
    • Conformance, performance, reliability, features
  • Service organizations produce intangible products that must be experienced
    • Quality often defined by perceptional factors like courtesy, friendliness, promptness, waiting time, consistency

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Cost of Quality

  • Quality affects all aspects of the organization
  • Quality has dramatic cost implications of:
    • Quality control costs
      • Prevention costs
      • Appraisal costs
    • Quality failure costs
      • Internal failure costs
      • External failure costs

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Cost of Quality – 4 Categories

Early detection/prevention is less costly

    • (Maybe by a factor of 10)

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TQM Philosophy - concepts

  • Focus on Customer
    • Identify and meet customer needs
    • Stay tuned to changing needs, e.g. fashion styles
  • Continuous Improvement
    • Continuous learning and problem solving, e.g. Kaizen, 6 sigma
    • Plan-D-Study-Act (PDSA)
  • Benchmarking
  • Employee Empowerment
    • Empower all employees; external and internal customers

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TQM Philosophy– Concepts con’t

    • Team Approach
      • Teams formed around processes – 8 to 10 people
      • Meet weekly to analyze and solve problems
  • Use of Quality Tools
    • Ongoing training on analysis, assessment, and correction, & implementation tools
    • Studying practices at “best in class” companies

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Ways of Improving Quality

  • Plan-Do-Study-Act Cycle (PDSA)
    • Also called the Deming Wheel after originator
    • Circular, never ending problem solving process
  • Seven Tools of Quality Control
    • Tools typically taught to problem solving teams
  • Quality Function Deployment
    • Used to translate customer preferences to design

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PDSA Details

  • Plan
    • Evaluate current process
    • Collect procedures, data, identify problems
    • Develop an improvement plan, performance objectives
  • Do
    • Implement the plan – trial basis
  • Study
    • Collect data and evaluate against objectives
  • Act
    • Communicate the results from trial
    • If successful, implement new process

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Seven Tools of Quality Control

  1. Cause-and-Effect Diagrams
  2. Flowcharts
  3. Checklists
  4. Control Charts
  5. Scatter Diagrams
  6. Pareto Analysis
  7. Histograms

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Cause-and-Effect Diagrams

  • Called Fishbone Diagram
  • Focused on solving identified quality problem

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Flowcharts

  • Used to document the detailed steps in a process
  • Often the first step in Process Re-Engineering

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Checklist

Simple data check-off sheet designed to identify type of quality problems at each work station; per shift, per machine, per operator

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Control Charts

  • Important tool used in Statistical Process Control – Chapter 6
  • The UCL and LCL are calculated limits used to show when process is in or out of control

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Scatter Diagrams

  • A graph that shows how two variables are related to one another
  • Data can be used in a regression analysis to establish equation for the relationship

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Pareto Analysis

  • Technique that displays the degree of importance for each element
  • Named after the 19th century Italian economist; often called the 80-20 Rule
  • Principle is that quality problems are the result of only a few problems e.g. 80% of the problems caused by 20% of causes

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Histograms

  • A chart that shows the frequency distribution of observed values of a variable like service time

at a bank drive-up window

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  • Displays whether the distribution is symmetrical (normal) or skewed

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Why TQM Efforts Fail

  • Lack of a genuine quality culture
  • Lack of top management support and commitment
  • Over- and under-reliance on SPC methods

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Thank you

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