Total Quality Management (TQM)

1. Total Quality Management (TQM)

2. Quality Strategy Team work involving customers & suppliers TQM Quality Systems, Problem Solving Quality Assurance Statistical Methods, Process Performance Quality Control Inspection Error Detection, Rectification

3. TQM • A comprehensive strategy that goes beyond Quality Control and Quality Assurance • Is a market driven strategy – central focus is on the customers • Involves - employees at all levels, customers and suppliers - continuous improvements - decisions based on facts

4. TQM

5. TQM • Leading contributors to TQM movement - Kaoru Ishikawa (CED) - Philip Crosby (Zero Defect) - Edward Deming (Deming Cycle) - Joseph Juran (QC - Teams) - Shigeo Shingo & Taiichi Ohno (JIT) - Masaoki Imai (Kaizen) - Taguchi (Robust Design)

6. Edward Deming’s Philosophy Obsession with Quality Genuine Team Work Scientific Approach

7. Edward Deming • Adopt the new philosophy and demonstrate the commitment • End practice of awarding business on price tag alone • Institute training and retraining • Drive out fear • Eliminate slogans, exhortations • Eliminate numerical quotas • Remove barriers to pride of workmanship

8. Edward Deming (contd.) • Some obstacles: - Neglect of long-range planning, emphasis on short-term profits - Automation, gadgets will transform industry - Search for examples - Our problems are different - False starts - Blaming workforce for problems

9. Phil Crosby • Quality has been regarded as a technical function – not a management function – hence needs to be presented to management in terms it can understand • Mistakes are caused by two factors - Lack of knowledge - Lack of attention (attitude problem)

10. Phil Crosby (contd.) • Management Function: COQ = POC + PONC • POC = what is necessary to spend to make things come out right (3 to 4 % of sales) • PONC = expenses incurred in doing things wrong (20 to 25 % of sales)

11. Phil Crosby (contd.) • Mistakes are caused by two factors - Lack of knowledge - Lack of attention (attitude problem) • ZD, DIRFT

12. Joseph Juran • There are non-uniformities and associated beliefs in uniqueness inherent in any company - multiple functions - multiple levels - multiple product lines • Serious obstacles to Unity of Direction • Need to find a universal thought process which fits all functions, all levels and all product lines

13. Deming • Create constancy of purpose - invest in research - invest in training and education - continual improvement - invest in maintenance • Adopt the new philosophy and demonstrate the commitment • Cease dependence on mass inspection

14. Deming (contd.) • End practice of awarding business on price tag alone • Institute training and retraining • Institute leadership • Drive out fear • Breakdown barriers between staff areas • Eliminate slogans, exhortations • Eliminate numerical quotas

15. Deming (contd.) • Remove barriers to pride of workmanship • Institute a vigorous programme of education • Take action to accomplish the transformation Plan Do Act Check

16. Deming (contd.) • Some obstacles: - Neglect of long-range planning, emphasis on short-term profits - Automation, gadgets will transform industry - Search for examples - Our problems are different - False starts - Blaming workforce for problems