Conceptual Framework TQM-II

7/30/2019 Conceptual Framework TQM-II

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Some Models

Prof. Sunil SharmaFaculty of Management Studies,

University of Delhi,DELHI-110007.


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Definition of QualityASQ Definition

It refers to totality of features and characteristics of aproduct or service that bears on its ability to satisfystated or implied needs.

Groocock combines ASQ and EOQC definition withthat ofJuran(Fitness for Use) and Crossby(Conformance to requirements)The degree of

conformance of all the relevant features andcharacteristics of the product to all of the aspects of acustomers need,limited by the price and delivery she

would accept


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Evolution of TQM QC-----SQC-----TQC-----QA-----TQM

QCrefers to operational techniques and activities

aimed both at monitoring a process and eliminatingcauses of unsatisfactory performance of relevant stageof quality loop in order to result in economiceffectiveness.

SQC refers to use of statistical distributions tomeasure the chance and degree of conformance of RM,processes and products to previously agreed specs.


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TQC refers to a management framework to ensurecontinuing excellence. It is referred to as CWQC inJapan.The emphasis is on total control of qualityorganisation wide (across all levels and allfunctions)and looks at the process of servingcustomers (internal and external).It is infact,statistical control of quality applied to the totaloperations of an organisation including all steps ofplanning,design.production,service,marketing,financeand even administration.


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QAis nothing but TQC conducted in a systematic manner.QA contains all those planned and systematic actionsrequired to provide adequate confidence that a product or

service will satisfy given requirements for quality QAbuilds-in quality through a set of documentation or a

system at all stages.

TQMthen refers to Company-wide quality assurancefrom supplier to customer (external and internal) usingdocumented systems approach and control of process

variability in a team spirit with top managementcommitment. In a way, in a way, it is strategic qualitymanagement.


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Juran(1988)Jurans ten steps to quality improvement are: (i) Build awareness of opportunities to improve, (ii) Set goals for improvement,

(iii) Organise to reach goals, (iv) Provide training, (v) Carry out projects to solve problems, (vi) Report progress, (vii) Give recognition,

(viii) Communicate results, (ix) Keep score, and (x) Maintain momentum by making annual

improvement, part of the regular systems andprocesses of the company.


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Quality trilogyJuran

Quality planning----Quality control---Quality

improvement Similarly, three dimensions of Qualityby Gitlow-

Quality ofdesign,

Quality ofconformance; and

Quality ofperformance.


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Crosby (1984)Crosby proposed four absolutes of quality.

(i) Quality is definedas conformance to

requirements, not goodness. (ii) The system for achieving quality isprevention, not appraisal.

(iii) The performance standard is zero-defects,

not thats close enough. (iv) The measurement of quality is the price of

non-conformance, not indexes.


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Demings 14 points(1982)Deming, the world quality guru, proposed the following fourteenpoints as a foundation of TQM. The points are applicable to services, as

well.

(i) Create consistency of purpose with a plan. (ii) Adopt the new philosophy of quality (as means of

survival and global competitiveness).

(iii) Cease dependence on mass inspection.

(iv) End practice of choosing suppliers based on price, rather

focus on need for a long-term relationship. (v) Identify problems and work, continuously, to improve

the system, i.e. study the process itself, not the defects detected, duringinspection for quality improvement.

(vi) Adopt modern methods of training on job.


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Demings 14 points contd. (vii) Change the focus from production numbers (quantity) to

quality. (viii) Drive out fear (from employees).

(ix) Break down barriers between departments through opencommunication. (x) Stop requesting improved productivity from workers without

providing such methods (management systems) to achieve it. (xi) Eliminate work-standards that prescribe numerical quotas at

the expense of quality. (xii) Remove barriers to pride of workmanship. (xiii) Institute vigorous education and training not only in specific

jobs but also in tools and techniques of QC. (xiv) Create a structure in top management that will emphasise the

preceding thirteen points, every day, by transformation in management-styleand nurturing a quality-culture.


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Feigenbaum (1988)Feigenbaum of General Systems Company Inc. gave7 characteristics of managing TQ-

(i) Total Quality is not a technical function or

department but a systematic process that extends throughoutthe company. (ii) Total Quality must be organised to recognise that

while it is everybodys job in the company, it will becomenobodys job unless quality process in the company is correctlystructured to support both the quality work of individuals and

the quality teamwork among departments. (iii) Total Quality improvement must take place in

marketing, development and engineering, in manufacturing and,particularly, in services, not merely in production for factory

workers only.


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Feigenbaum contd. (iv) Total Quality must be perceived to be what the

buyer wants and needs to satisfy his requirements not what thecompany needs to satisfy its requirements for marketing andproduction-efficiency.

(v) Total Quality improvement requires applications ofnew technology, ranging from quality design techniques tocomputer-aided quality management, measurement and control.

(vi) Total Quality improvement is achieved onlythrough the help and participation from all the men and womenin the workforce not from just a few specialists.

(vii) For Total Quality attainment, the company has toestablish a clear, customer-oriented, quality management systemthroughout the organisation which people can understand,believe in and want to be part of.


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Some common pointsDespite some differences among these quality Gurus namelyCrosby, Deming and Feigenbaum, a number of common pointsarise:

(i) Inspection is never the answer to qualityimprovement. Prevention rather than correction is always thestrategy.

(ii) Involvement of and leadership by top managementare essential to the development of quality-culture.

(iii) A programme for quality requires organisation-wideefforts across all departments and all levels, aided by long-termcommitment and necessary investment in education andtraining in tools and techniques by management.

(iv) Quality always comes first and other factors aresecondary.


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Quality leadership- The concept of quality leadership has got the following characteristics

It recognises as Dr Joseph Juran has argued that, at least,8085% of failures in any organisation are the fault of systems

controlled by the management. Only fewer than 1520% of theproblems are actually worker-related. In quality leadership, the focusis, thus, on constantly and rigorously improving every system, not onblaming people.

It asserts that work can be studied, analysed, scientifically dissected

and improved (work simplification). Processes must be standardised and standardised procedures must be

followed until a better way is developed. Variations must be reduced inoutput. Opportunity must be provided for everyone to contribute inimproving the processes and eliminating problems. Then, everyonemust follow the new method until it can be further improved (MethodsEngineering).


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Quality leadership (Joiner ,1988) It has a customer focus, an obsession with quality, as defined by

the customer.

It recognises that there are both external customers and internal

customers, some employees depending on the work of others to be ableto perform their jobs properly.

It demands improved relations with suppliers, a true workingpartnership which, in most cases, will require a single or limitedreliable supplier(s) for each item.

It emphasises on process improvements rather than individualaccountability.

Communication systems are to be adopted to the needs and flowof the work, not to the needs and structure of the hierarchy.

There should be constancy of purpose throughout the

organisation in an environment which nurtures total commitmentfrom all employees.


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Crosby Deming-conformance to reqmts.-- Sr Mgt responsible for quality

-Predictable degree of uniformityand dependability--Sr mgt is responsible for 94% ofquality problems. Performance std. is ZD

General approach Prevention

not inspection-Rejects statistically acceptablelevels of quality

- Improvement basis is aprocess,not a programimprovement goal

-Quality improvement teams-Cost of non-conformance-Qualityis free.

-Reqmts for supplier, vendorrating,Most faults due topurchasers themselves.

Reduce variability by continuous

improvement. Statistical methods of QC must be

used.

Continuous improvement toreduce variation.

Employee participation indecision making

No .Optimum cost of impvt.

Inspection too late, allows defectsto enter system,Statisticalevidence reqd.Vendor rating

notremd;critical of most systems.


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Juran Quality described as Fitness for use.

Less than 20% of quality problems are due to workers.

Avoid compaigns to do perfect work.

General management approach to quality-especially human elements. Recommends SPC but warns,it can lead to too driven an approach.

Project-by-project team approach; set goals.

Team and quality circle approach.

Quality is not free; there is an optimum.

Purchasing problems complex. Carry out formal surveys.

Recommends vendor rating systems.

Single source of supply not recommended as it doesnt offercompetition vs. Deming who supports single source of supply.


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EIGHT CRITICAL FACTORS FOR TQM SYSTEM

A plan to keep improving all operations continuouslyA system for measuring these improvements accurately

A strategic plan based on benchmarks that compare the companys performance

with the worlds best

A close partnership with suppliers and customers that feeds improvements back

into operations

A deep understanding of the customers so that their wants can be translated into

products

A long-lasting relationship with customers, going beyond the delivery of the product

to include sales, service, and ease of maintenance

A focus on preventing mistakes rather than merely correcting them

A commitment to improving quality that runs from the top of the organization to

the bottom


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Building Blocks Model (Zairi,1991)

SP

C,

SQC,

ISO9000Systems

User-

SupplierChain

ManagementControlSystem

OPT/MRPII/JIT

ProcessFlexibility

FMS/AMT/CIM/CAD/CAM

WorkPlaceDesign

Layo

ut,Safety,

MethodsDesigning

Quality Planning

Leadership

Vision For World Class Competitiveness

TQ : The Pillars

TQ : The Pillars

Continuous Improvement Value Management at Each Stage

Employee Involvement

TQ : The Foundation


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Oakland Model (2000)

Team

ToolsSystems

Process

Commitment

Cultu

re

Com

municationCS

ustomerupplier


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MALCOLM BALDRIGE AWARD CRITERIA

Maximum score Percent

age of

sub-

total1. Leadership

150

1. Leadership of top-ranking managers

50

2. Policy

30

3. Management control system and quality improvementprocess 30

4. Allocation and utilization of resources

20

5. Responsibility to society

10

6. Unique and creative leadership technique

10

15%


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MBNQA Contd.

2.Information and analysis

75

1. Utilization of analysis technique or system

152. utilization of information about product quality and

servicing quality 10

3. Customer data and analysis

20

4. Analysis of quality and data of subcontractor

10

5. Analysis of quality and data of distributor or sales agent

106. Employee-related data and analysis

5

7. Unique and innovative analysis of information

5

7.5%


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MBNQA Contd3.Quality of strategy planning75

1. Operation target and strategy target

20

2. Function of planning

20

3. Quality improvement plan30

4. Unique and innovative planning for strategy

5

7.5%

4. Utilization of human resources

150

1. Control and operation

30

2. Quality-consciousness and participation of employees

50

3. Training and education concerning quality

30

4. Personnel assessment, motivation, award system

30

5. Unique and innovative strategy concerning utilization of

human resource 10

15%


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MBNQA Contd.5. Quality assurance of product and servicing150

1. Reflection of customers opinion on product and

servicing 20

2. Development of new product and new servicing

20

3. Design of new product and new servicing30

4. measurement, standardization, data system

10

5. Engineering

10

6. Audit

15

7. Recording10

8. Safety, health and sanitation, environment

10

9. Assurance/effectiveness

15

10. Unique and innovative approach to quality assurance of

product and servicing 10

15%


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MBNQA Contd.6. Result of quality assurance of product and servicing

100

1. Reliability and achievement of product and servicing

25

2. Reduction of scrap, rework, rejection concerning

product and servicing 20

3. Reduction of complaint and claim suit concerning

quality 25

4. Reduction of assurance- or site-related assistance

operation 20

5. Innovative index and economic gain for quality

improvement 10

10%


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MBNQAContd.7. Customer satisfaction

300

1. Quality of product and servicing from customers

viewpoint 1002. Comparison of competitiveness of product and servicing

50

3. Customer servicing and countermeasure for complaint

75

4. Assurance from customers viewpoint

50

5. Unique (or innovative) technique to grasp customer

satisfaction 25

30%

Total 1000 100%


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DEMING PRIZE

1. Policy 1. Policies pursued for management quality,

and quality control

2. Method of establishing policies

3. Justifiability and consistency of policies

4. Utilization of statistical methods

5. Transmission and diffusion of policies

6. Review of policies and the results

achieved

7. Relationship between policies and long-

and short-term planning

2.

Organization and its

Managem

ent

1. Explicitness of the scopes of authority

and responsibility2. Appropriateness of delegations of

authority

3. Interdivisional cooperation

4. Committees and their activities

5. Utilization of staff

6. Utilization of activities

7. Quality control diagnosis


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DEMING PRIZE contd.3. Education and

Dissemination

1. Education programs and results

2. Quality- and control-consciousness, degrees of

understanding of quality control

3. Teaching of statistical concepts and methods, and

the extent of their dissemination4. Grasp of the effectiveness of quality control

5. Education of related company (particularly those

in the same group, sub-contractors, consigness,

and distributers)

6. QC circle activities

7. System of suggesting ways of improvements and

its actual conditions

4. Collection,

Dissemination

and Use of

Information of

Quality

1. Collection of external information

2. Transmission of information between divisions

3. Speed of information transmission (use of

computers)

4. 4. Data processing statistical analysis of

information and utilization of the results


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Deming Prize contd.5. Analysis 1. Selection of key

problems and

themes

2. Propriety of the

analyticalapproach

3. Utilization of

statistical

methods

4. Linkage with

proper technology

5. Quality analysis,

process analysis6. Utilization of

analytical results

7. Assertiveness of

improvement

suggestions


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Deming Prize contd.6.Standard

ization

1. Systematization of standards

2. Method of establishing, revising, and abolishing standards

3. Outcome of the establishment, revision, or abolition of standards

4. Contents of the standards


6. Accumulation of technology

7. Utilization of standards

7.

Control

1. Systems for the control of quality and such related matters as cost and quantity

2. Control items and control points

3. Utilization of such statistical control methods as control charts and other

statistical concepts

4. Contribution to performance of QC circle activities5. Actual conditions of control activities

6. State of maters under control


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Deming Prize contd.8. QualityAssuran

ce

1. Procedure for the development of

new products and services (analysis

and upgrading of quality, checking

of design, reliability, and other

properties)

2. Safety and immunity from product

liability3. Customer satisfaction

4. Process design, process analysis,

and process control and

improvement

5. Process capability

6. Instrumentation, gauging, testing,

and inspecting7. Equipment maintenance, and

control of subcontracting,

purchasing, and services

8. Quality assurance system and its

audit


10. Evaluation and audit of quality

11. Actual state of quality assurance


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Deming Prize contd.

9. Results 1. Measurements of

results

2. Substantive results

in quality, services,

delivery time, cost,

profits, safety,environments, etc.

3. Intangible results

4. Measures for

overcoming defects

10. Planning for the Future 1. Grasp of the present

state of affairs and

the concreteness ofthe plan

2. Measures for

overcoming defects

3. Plans for further

advances

4. Linkage with the

long-term plans


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Comparison BALDRIGE VS.DEMING AWARD CRITERIA

Baldrige Deming

1. Leadership 1. Policy

2. Information and analysis 2.Organisation and management3. StategicQualityPlanning 3.Education and training

4.HRD&management 4.Collection, dissemination and

use of information on quality

5. Management of process quality 5.Analysis

6. Quality and operations results 6.Standardisation

7. Customer focus and satisfaction 7.Control

8 Quality Assurance

9. Results

10. Planning for future


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EFQM ModelPeople

Management

Policy andStrategy

Resources

PeopleSatisfaction

CustomerSatisfaction

Impact onSociety

Leadership

Processes

BusinessResults

Source: EFQM

The European quality award assessment model

Documents

Conceptual Framework TQM-II