TQM KU by Kashif Iqbal Butt

8/3/2019 TQM KU by Kashif Iqbal Butt

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In the Name of AllahMost Gracious, Most Merciful.

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TOTAL QUALITY MANAGEMENT

TQM


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LO1 Explain the concepts and definitions of quality.

LO2 Describe the quality philosophies and principles ofDeming, Juran, Crosby, Ishikawa and Imai.

LO3 Describe the methods of Business Excellence Awards

l e a r n i n g o u t c o m e s

Learning Outcomes

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How do you feel if you receiveHow do you feel if you receive

a defective Product/Service?a defective Product/Service?

How do people feel if they receivea defective product / service?

Although it is one of the many Products / Service,it is the only one for the person who received .


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What is Quality?What is Quality?

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QualityQuality

Fitness for Use

(Juran 1988)


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Quality is conformance torequirements or specifications (Crosby1979)

Quality is fitness for use (Juran 1988)

Quality should be aimed at the needsof the consumer, present and future(Deming, 1986)

QualityQuality

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DEMING SAID

Reduced variation

is Quality.


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Total Quality ManagementTotal Quality Management

Emergence of Modern Quality Control1924: "Control Chart" was advocated by Shewhart

Development of Modern Quality ControlImpetus was given by the Second World War

Introducing the Concept of Quality Control to Japan1951: The Deming Prize initiated

Orientation Towards Total Quality ManagementEmergence of TQC

1962 QC circle activities started

TQC Practices1972 Quality Function Deployment

Deployed from Manufacturing to Tertiary Industry1980: NBC aired a program entitled "If Japan can..., why can't we?

Quality Assurance on Customers' Side (Certification ofThird Party)

ISO 9000s Quality System was established.

Quality Assurance Fully Utilizing InformationTechnology

Quality Control Originated from Industrial Revolution

'20s

30s

40s

50s

60s

70s

80s

90s

00s

The Age of Statistical

Quality Control (SQC)

The Age of Total

Quality Control (TQC)

The Age of Total

Quality Management

(TQM)

The Age of a NewQuality Management

that Contributes toBusiness

Management inTimes of Change

History of TQM


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Understanding Quality

Principles of Total Quality

1. A focus on customers and stakeholders,

2. A process focus supported by continuousimprovement and learning, and

3. Participation and teamwork by everyonein the organization.

Quality Management

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Made up of the wholeMade up of the wholeTotal

Therefore, TQM is the art of managingTherefore, TQM is the art of managing

the whole to achieve excellencethe whole to achieve excellence.

Management

Quality Degree of excellenceDegree of excellence

a product or servicea product or serviceprovidesprovides

Art of Planning,Art of Planning,

Organizing,Organizing,

Controlling etc.Controlling etc.


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All personsAll persons

Of all divisionsOf all divisions

At every stratumAt every stratum

MBO, Kaizen, QC Circle, 5S, TPMMBO, Kaizen, QC Circle, 5S, TPM

SQC,SPC, FMEA, MSA, OEESQC,SPC, FMEA, MSA, OEE

Q(Quality):Quality improvementQ(Quality):Quality improvement

C(Cost):Cost reductionC(Cost):Cost reduction

D(Delivery):Delivery executionD(Delivery):Delivery execution

S(Safety):Safety maintenanceS(Safety):Safety maintenance

E(Environmental):Environmental protectionE(Environmental):Environmental protection

M(Morale):Morale boostingM(Morale):Morale boosting

SystemSystem

MethodMethod

PurposePurpose

TQMmean

s

TQMmean

s

Meaning of TQMMeaning of TQM

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Systematic activities of operating thewhole units of a company effectively

and efficiently to supply goods andservices of quality satisfactory tocustomers at right time and at right price,thus contributing to attaining BusinessPurposes.

Definition of TQMDefinition of TQM


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Major Contributors to the

development of TQM

Dr Edwards Deming

Dr Joseph Juran

Philip Crosby

Prof. Kaori Ishikawa

Genichi Taguchi

Masaaki Imai

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W. Edwards Deming

Focus on bringing about improvements in productand service quality by reducing uncertainty andvariability in goods and services design andassociated processes (the beginning of his ideasin 1920s and 1930s).

Higher quality leads to higher productivity andlower costs.

14 Points management philosophy.

Deming Cycle Plan, Do, Check, and Act.

Influential Leaders in Quality Management - Deming


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W. Edwards Deming 14 Points

Influential Leaders in Quality Management

1. Create constancy of purpose for improvement of product andservice, and communicate this aim to all employees.

2. Learn and adopt the new philosophy throughout all levelswithin the organization.

3. Understand that inspection only measures problems but doesnot correct them; quality comes from improving processes.

4. Reduce the number of suppliers, and do not award businesson the basis of price tag alone.

5. Constantly improve processes, products, and services whilereducing waste.

6. Institute modern aids to training on the job.

7. Improve supervision.

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W. Edwards Deming 14 Points8. Drive out fear of expressing ideas and reporting problems.

9. Break down barriers between departments and get peopleworking toward the goals of the organization as a team.

10. Eliminate slogans, exhortations, and targets for theworkforce.

11. Eliminate numerical quotas for production; concentrate onquality, not quantity.

12. Remove barriers that rob people of pride of workmanship.

13. Institute a program of education and self-improvement foreveryone.

14. Put everyone in the organization to work to accomplish thetransformation.

Source: W. Edwards Deming, Out of the Crisis(Cambridge, MA: MIT, Center for Advanced Engineering Study, 1986).


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Exhibit Extra

Plan: study current situation Do: implement plan on trial basis

Check: determine if trial is working correctly

Act: standardize improvements

The Deming Cycle

CheckCheck

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Joseph Juran

Wrote Quality Control Handbookin 1951, a comprehensive qualitymanual.

Defined quality as fitness for use.

Advocated use ofQuality CostMeasurement.

Quality Trilogy: quality planning,quality control, and qualityimprovement.


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Philip B. Crosby

Wrote Quality is Freein 1979, which brought quality to theattention of top corporate managers in the U.S.

CrosbysAbsolutes of Quality Management include:

Quality means conformance to requirements, notelegance.

There is no such thing as a quality problem.

There is no such thing as the economics of quality; doing

the job right the first time is always cheaper.

The only performance measurement is the cost of quality,which is the expense of nonconformance.

The only performance standard is Zero Defects (ZD).


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Developed several tools andtechniques for application

Ishikawa cause and effect diagram

Defined the Seven Basic Tools ofquality management

Influential Leaders in Quality Management - Ishikawa


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- Define focus areas - Look at the control situation - Look at trends and habits Process capability

Select a theme

Pareto diagram Control chart Line chart Histogram

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- 3 factors of targets - Activity

plan

Get hold of the current situationGet hold of a vision

Line chart Gantt chart

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1 226 11 11 11

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Cause/result relationship, Take data

View at things in layersConfirm interrelations

Look at changes over time

cause and effect diagram Check

sheet

Control chart (foranalysis)

Analyze the factors

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- What, how much and until what time?

Confirm the effectFollow-up and review

Check sheet Control chart Line chart

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1 226 1 1 1 1 1 1

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1 2 4 6 8 1 0 1 1 12 1 1 4 1 1 6 1 1 8 1 2 0 21 2 2 2 2 4 2

Solutions

proposalMeasures

iseffective

Problem Solving and QC tools

Brain writing Affinity chart

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Seven QC Tools

Pareto Diagram To identify the current status and issues

Cause and Effect Diagram To identify the cause and effect relationship

Histogram To see the distribution of data

Scatter Diagram To identify the relationship between two things

Check Sheet To record data collection

Control Chart To find anomalies and identify the current status

Graph / Flow Charts To find anomalies and identify the current status

Pareto Diagram To identify the current status and issues

Cause and Effect Diagram To identify the cause and effect relationship

Histogram To see the distribution of data

Scatter Diagram To identify the relationship between two things

Check Sheet To record data collection

Control Chart To find anomalies and identify the current status

Graph / Flow Charts To find anomalies and identify the current status


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Baldrige National Quality Program 2010

Seven Categories of the Criteria

1. Leadership

2. Strategic Planning

3. Customer Focus

4. Measurement, Analysis, and KnowledgeManagement

5. Workforce Focus

6. Process Management

7. Results

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Sr. Categories MBNQA TQA PMQA

1.0 Leadership 120 120 120

2.0 Strategic Planning 85 80 90

3.0 Customer Focus 85 110 110

4.0 Measurement, Analysis and KM 90 80 90

5.0 Workforce Focus 85100

1106.0 Process Management 85 110 100

7.0 Results 450 400 380

1000 1000 1000

The PMQA criteria, adopted from MalcolmThe PMQA criteria, adopted from MalcolmThe PMQA criteria, adopted from MalcolmThe PMQA criteria, adopted from Malcolm BaldrigeBaldrigeBaldrigeBaldrige National Quality AwardNational Quality AwardNational Quality AwardNational Quality Award

(MBNQA) criteria, consists of seven categories;(MBNQA) criteria, consists of seven categories;(MBNQA) criteria, consists of seven categories;(MBNQA) criteria, consists of seven categories;

PMQA Award SystemPMQA Award SystemPMQA Award SystemPMQA Award System

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Levels of Recognition Under PMQA

Commitment to Business

Excellence throughQuality Management

(300-400)

Achievement in BusinessExcellence through QualityManagement

(401-550)

Pakistan Business Excellence Prize

(551-700)

Pakistan National Quality Award

(701-1000)


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LO1 Explain the concepts and definitions of quality.

LO2 Describe the quality philosophies and principles ofDeming, Juran, Crosby, Ishikawa and Imai.

LO3 Describe the methods of Business Excellence Awards

What we have discussed

Learning Outcomes

32

Thank You.

Documents

TQM KU by Kashif Iqbal Butt