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Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 1 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Sustainable development of total quality management through
Deming’s PDSA cycle
G.Karuppusami R. Gandhinathan
Asst. Professor
Mechanical Engineering Department
Kumaraguru College of Technology
Coimbatore - 641 006
India
Professor
Mechanical Engineering Department
PSG College of Technology
Coimbatore - 641 004
India
Abstract: This paper suggests Deming’s Plan-Do-Study-Act (PDSA) cycle
based approach to develop and sustain TQM. The least developed programs of
TQM in firms are identified in this proposed method and sorted in the lowest to
highest order of development. The result will help the top management in setting
out priorities to achieve sustained growth of TQM process. The PDSA cycle
suggested for TQM sustainability consists of four steps: (1) plan for TQM, (2)
Implement TQM, (3) study and measure the level of implementation of TQM and
(4) take necessary actions to improve the less developed programs of TQM. In
this research, the level of implementation of TQM is measured with the help of
quality index calculation algorithm. In order to provide an example of the
application, possibilities and the benefits of our proposed model, a project
developed for a major Indian auto ancillary company is presented. An empirical
survey with 85 questions related to Quality-related Action Programs (QAPs) and
13 Critical Success Factors (CSFs) were circulated to the 9 department heads of
the company to assess the level of TQM implementation. Data related to the
current TQM implementation at various functional units of the company was
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 2 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
collected. TQM Implementation Index (TQMII) for the selected QAPs, CSFs and
firm as a whole were calculated and presented to the company. The suggested
methodology was useful to audit how much of TQM the firm has implemented into
their organization.
Keywords: TQM, PDSA, CSF, QAP, TQMII, sustainability
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 3 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
1 Introduction
Total quality management (TQM), as a fad, has had a long life (Williams et al.,
2004). The Japanese were moving in the quality direction soon after the Second
World War and the hype first reached the USA by the mid 1980s with the
installation of the Baldridge award in 1987. The movement then hit Europe with
the founding first of the European Foundation for Quality Management (EFQM)
and then the rest of the world. Van Der Wiele et al. (2000) analyzed the concept of
TQM to examine whether TQM can survive and last long enough to eventually
become part of the recognized management theory. It has been argued that if
TQM is to move from being a fad to being a fashion or a fit, it must be clearly
defined and its present implementation status assessed. Like many other TQM
studies, they also emphasized the critical role of top management support or
motivation for this process to be successful.
The Critical Success Factors (CSFs) for TQM are now much better known
and understood (Curry et al., 2002). Evidence from the past has shown that TQM
initiatives have failed because the CSFs were not in place. There have been
nonetheless several case examples of successful TQM implementations and
sustainability. Such examples show that TQM should not be reinvented at regular
intervals but should become part of everyday working life. TQM should not be a
fad or a flavor of the month but a durable culture that promotes business
improvement over time (Curry et al., 2002). While there has been criticism for
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 4 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
many years, still quality management philosophy continues to be a central focus
for the business and a mechanism for contributing to better performance.
Now quality management is being linked to and integrated with company
management systems, e.g. the ISO 9000, ISO 14000 and the management
systems related to the quality awarded models. Organizations with a high level of
quality maturity have been able to integrate the quality management systems into
their normal day to–day fabric of managing the business. Quality is essential for
organizational success and competitive advantage. TQM is only one of many
possible means to attain quality. In other words quality is sacred; TQM is not
(Harari, 1993).
2 Sustainable development of TQM
Sustainability is defined as ‘the ability of an organization to adapt to change in the
business environment to capture contemporary best practice methods and to
achieve and maintain superior competitive performance’ (Zairi & Liburd 2001).
Quinn (2000) describes sustainability as the development that meets present
needs without compromising the ability of future generations to meet their own
needs. Without sustainability, there is little benefit to be gained from TQM (Curry
et al., 2002). The authors conducted an empirical study in Saudi Arabian
industries to identify the evaluation and sustainable factors of TQM. The survey
population was 140 ISO 9000 registered manufacturing companies in Saudi
Arabia. The questionnaire had 63 questions and the response was 83 companies.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 5 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
The authors reported that the people issues, customer focus, quality improvement
tools, quality culture and the performance measurement factors of these
companies lacked considerably in development and required further attention.
Ahmed et al. (2002) reported that many organizations jumped on the TQM
bandwagon thinking that if they copy the tools and techniques, they will reap the
benefits of TQM. The findings of their study suggested that the social systems
cannot be ignored; rather both social and technical systems need to be developed
simultaneously for sustainability of TQM. The authors concluded that the checking
of employees’ behavioral traits during the selection and recruitment process to
prevent mismatch between the technical and social systems is essential for
effective implementation of quality management process. TQM looks at quality as
a long-term business strategy, which strives to provide products and/or services to
satisfy fully both internal and external customers by meeting their explicit and
implicit expectations. At the core, is the issue of measurement, which is the
source of strength, continuity and sustainable performance (Zairi, 2002).
Lund et al. (1994) listed the following symptoms for TQM process not working.
• The results are not visible;
• Top management commitment is not seen and is not felt;
• Middle management does not know precisely what is expected of them in
relation to the TQM process;
• Low degree of employee involvement; and
• The organization changes priorities often and as a result quality decreases.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 6 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Capon et al. (1995) researched on the measurement of the success of TQM
programs. The study concluded that the measuring and displaying results
increase the chance of success in a TQM program. The authors recommended six
monitors based on the following MBNQA award criteria.
1. Management involvement;
2. Strategic quality planning;
3. Employee involvement;
4. Training;
5. Process capability; and
6. Customer perceptions.
In the present context, there is a need to develop a TQM sustainability
methodology that clearly defines the steps to be taken by the organizations for
effective long term implementation of TQM. This is attempted in the present study
by using Deming’s Plan-Do-Study-Act (PDSA) cycle. This approach is unique and
can be customized to suit the requirements of individual user as explained in the
methodology section.
3 PDSA cycle for sustainable development of TQM
The Deming’s PDSA cycle is a well-known model for continual process
improvement. It teaches organizations to plan an action, do it, study to see how it
conforms to the plan and act on what has been learned.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 7 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
‘Take from Fig: 1’
The terms are defined below.
Step 1: Plan Recognize an opportunity, and plan the change.
Step 2: Do Implement the change.
Step 3: Study Review the implementation, analyze the results and identify
learnings.
Step 4: Act Take action based on what you learned in the step 3. If the
change was successful, incorporate the learnings from the test into wider
changes. If not, go through the cycle again. The PDSA cycle for sustainable
development of TQM shown in Fig. 1 is made up of four steps.
Step 1: Plan for TQM
Quality having become one of the twentieth century’s most important
management ideas, has exorcised – driven out – the traditional business as well
as graduate management school notion that a company’s success means making
products and offering services quicker and cheaper, selling them hard, and
providing a product service net to try to catch those that do not work well
(Feigenbaum, 1999). TQM has replaced this notion with the business principle
that making products better is the best way to make them quicker and cheaper
and that what you do to make quality better anywhere in an organization makes it
better everywhere in the organization. The evolution of TQM into and a full blown
management took shape through the works of Crosby (1979), Deming (1986),
Feigenbaum (1983) and Juran (1986). The primary focus of TQM philosophy is on
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 8 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
the hands and minds that employ the tools and techniques rather than the tools
and techniques themselves (Antony et al., 2002).
ISO 9000: 2000 versions adopt TQM philosophy with stronger focus on
customer satisfaction and an effective process-oriented approach emphasizing on
continual performance improvement. Clearly the new revised standard is a step
forward towards TQM, customer satisfaction and does not just achieve product
quality assurance (Magd et al., 2003). Those companies wishing to remain
competitive and improve their quality systems are recommended the use of ISO
9000 as a foundation for a much broader system of TQM. This is based on the
fact that ISO 9000 is an important part of TQM, and the implementation of both
the approaches will lead to organizational success and competitive advantage.
Rao et al. (1997) conducted a four nation study (US, China, India and Mexico) and
concluded that ISO 9000 registered companies have better quality management
practices and enjoy better quality results than companies that are planning to get
registered and are not interested in registration. The adoption of TQM in an
organization has to start from a strategy for implementation involving the planning
and preparation of document detailing the way forward (Yusof & Aspinwall 2000a).
The preparation of such a document may constitute:
1. Creation of a co-ordination body;
2. Development of a vision, mission and policy statements;
3. Education for the top management and coordinating body members on
total quality principles and philosophy;
4. Selection and trial run of the first improvement project; and
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 9 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
5. Appraising the company’s current level of quality management
implementation.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 10 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Step 2: Implement TQM
Taylor and Wright (2003) conducted a longitudinal study of TQM implementation
for a cohort of 109 firms in UK over a 5-year period and found that 42 firms,
predominantly small in size, had discontinued with TQM, while the remaining 67
firms reported varying degree of success. The study concluded that the size of the
firm, the nature of the customer base and the holding of ISO 9000 series
certification has had no significant effect on TQM outcomes for this cohort. The
research has highlighted some necessary antecedents for TQM success. In
particular, managers need to understand the nature and purpose of TQM, its
relationship to ISO 9000, and the potential benefits that can accrue from its
implementation. Antony et al. (2002) conducted an empirical study in Hong Kong
and developed an instrument by using the perceptions and experiences of TQM-
based companies. The authors concluded that the training and education is the
most critical success factor for the successful implementation of TQM in Hong
Kong organizations. Change management theory developed by Whittle et al.
(1991, 1992) was adopted by Krasachol and Tannock (1999) as methodology to
study TQM implementation in Thailand. The authors conducted case studies in
three companies and concluded that each company adopted different
combinations of 1) Visionary total quality (VTQ) 2) Learning total quality (LTQ) 3)
Planning total quality (PTQ) and 4) Transformational total quality (TTQ) theories
proposed by Whittle et al. (1991, 1992) but successful approaches to TQM
implementation. Woon (2000) assessed the TQM implementation of Singapore’s
productivity leaders, which comprised the pioneer batch of 240 organizations in
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 11 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
the Singapore Quality Award program. The data were obtained from an instrument
developed by Lee and Quazi (1999) based on the TQM model underlying the
Award. The organizations were found to have a medium level of TQM
implementation. The constructs in these organizations were also found be highly
interrelated. Thiyagarajan and Zairi (2001) constructed TQM implementation
framework by studying the organizations that have already implemented TQM in
Malaysia. The framework has been constructed based on findings from 81
organizations and 16 case study analysis. Mohanty and Lakhe (1998) conducted
a survey based research in Indian industries and recommended an instrument
with critical success factors proactive business orientation, internal support,
competitive assessment and participatory orientation for effective implementation
of TQM.
Yusof & Aspinwall (2000b) conducted a case study in a small business in UK
through a structured interview and reported two major problems in the
implementation of TQM. The first is financial and the second is a more general
resource constraint, which in a broad sense includes time, manpower, technical
expertise and managerial expertise. They recommended that TQM must be
presented in an attractive way to small businesses in the sense that it must not
promise to improve everything or to solve every problem but rather it must be
seen to help them to be better in a short span of time, say three to six months,
with a view to long-term sustainability. Again, Yusof & Aspinwall (2001) reported
findings of four industrial case studies on the implementation of TQM in
automotive small and medium-sized enterprises (SMEs) located in UK. The
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 12 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
authors found a wide range of quality initiatives and similarities in three main
areas stated below with regard to their approaches towards building TQM.
1. People focus as the vehicle for cultural transformation;
2. QS 9000 as the major system for achieving quality improvement; and
3. Continuous and progressive implementation of initiatives based upon
resource availability.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 13 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Step 3: Study and measure the level of TQM implementation
Regardless of which TQM model is adopted, the CSFs must be
operationalized for effective TQM implementation. Manifestation of CSFs results
in generation of Quality-related Action Programs (QAPs). The measurement of
TQM involves selecting a list of QAPs to measure each CSF, providing a
measurement scale for the QAPs, and then testing the instrument for reliability
and validity. For each CSF the actual level of TQM practice is represented by the
average of the QAPs ratings for that CSF. A vector of the averages for all the
CSFs represents the level of TQM implementation for the organization as a whole
(Saraph et al., 1989). Saraph et al. (1989) study was replicated by Badri et al.
(1995) in United Arab Emirates and Quazi et al. (1998) in Singapore. The TQM
implementation level in Singapore organizations was at a medium level and in the
organizations in the United Arab Emirates was found to be low. The application of
instrument developed by Flynn et al. (1995) in the 42 US organizations found a
medium level of TQM implementation. Ahire et al. (1996), with the application of
their instrument concluded that there was no significant difference in the level of
TQM implementation in large and small firms. The instrument by Rao et al. (1999)
has been applied by the researchers in the US, India, China, Mexico and Taiwan.
The TQM implementation levels in the US and Taiwan were found to be higher
than those in India, China and Mexico.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 14 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Step: 4 Take necessary actions to improve the less developed programs of
TQM
The audits and assessments keep organizations with alert on the gaps between,
its internal satisfaction with existing system and the changing external demands in
relation to externally defined systems (Van Der Wiele & Brown, 2002). Business
organizations should monitor the quality of their products and services in order to
maintain their strategic and financial position. In addition, they should know with
precision when, where, and how-much adjustments are needed in their existing
total quality program activities in order to maintain, and possibly enhance, their
strategic advantage. In turn, this means that organizations could use a
methodology that not only provides reliable information pertaining to the existing
state of quality, but also has the capability of identifying specific changes needed
to maintain and improve their strategic position and profitability. Furthermore,
because of the changing nature of markets and customer preferences, this
information should be available quickly, that is, the methodology should be flexible
enough to generate this information fast so that the necessary course corrections
may be initiated in good time (Kumar et al., 1999, 2004).
4. Methodology
The organizations can explore and adopt the successful models explained
in sections 2 and 3 with regard to the first two stages of the PDSA cycle 1) Plan
for TQM and 2) Implement TQM. For the third stage, the methodology proposed
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 15 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
by Kumar et al. (1999, 2004) that constructs an index called Quality
Competitiveness Index (QCI) is suggested to measure the level of TQM
implementation. QCI offers significant flexibility in terms of application potential by
virtue of its design. Hence the methodology for QCI was adopted for calculation of
TQM Implementation Index (TQMII). The list of CSFs considered in the proposed
framework is developed as a superset of CSFs available in several leading
publications in total quality management and organizational self-assessment
literature. An organization willing to compute its TQMII thus has freedom to
choose relevant CSFs from an exhaustive list. Yet should this list not contain
CSFs of specific interest to a company, new CSFs can be added without changing
the basic methodology. Furthermore, the model permits a high level of
customization by allowing managers to choose the weights that best represent
their actual situations with respect to the importance of a functional unit, level of
quality consciousness, and application effectiveness of a tool or technique at the
time of assessment. Algorithm proposed by Kumar et al. (1999, 2004) that
constructs an index called Quality Competitiveness Index (QCI) is replicated in the
following section.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 16 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
4.1 The TQMII algorithm
The TQMII development algorithm is comprised of four steps. These are
presented below.
Step 1. Create a Department-Consciousness Matrix (Table 1)
a. Identify all departments D1,D2…..DM that play a significant role in building
product or service quality or are involved in the customer-company
interface.
b. Estimate and assign weights, Z1, Z2, …, Zm to each of the m departments
on a scale of 1 to 10 that reflect the degree to which a department might
influence the quality implementation of a company. Assign 10 to the
department that is most important and assign weights to other departments
based on their importance in relation to this department.
c. Identify stages of quality consciousness.
d. Estimate and assign weights, Y1, Y2, …, YK, to each stage of quality
consciousness on a scale of 1 to 10, which reflect the degree to which a
stage might influence the quality implementation of a company.
e. Estimate and assign weights, Xmk, m =1, …, M; k = 1, …, K to each cell in
the department-consciousness matrix on a scale of 1-10, based on the
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 17 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
degree of quality consciousness of that department within each stage.
Weights are assigned to a department in adjacent stages only. These
weights should add up to 10 for each department to assure comparability
between departments. The stages of quality consciousness represent a
chronological evolution of a department from the lowest stage of quality
consciousness (crisis management) to the highest stage of quality
consciousness (sustenance) as the quality improvement effort is expended.
Any department, at any given time, may be either in a given state of quality
consciousness or in a state of transition from one state to the next higher
state. Hence the adjacency of weights is dictated by reality. However, the
presence of weights in non-adjacent columns or in more than one column
is not a limitation of the TQMII algorithm presented above.
Step 2. Compute the Weighted Quality Consciousness Level (Table 1)
a. Compute each department’s normalized quality consciousness
weight.
....,,2,1,}{10 1
MmYXZMax
ZWKk
kkmk
m
mm ∑ ==
=
= (1)
Note that Max{Zm} = 10 based on the stipulation in Step 1b. However, the
formula provides flexibility in case Max{Zm} < 10.
b. Compute each department’s quality consciousness state efficiency.
=mQCSE ....,,2,1,010
11
MmYXKk
kkmk∑ =
=
= (2)
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 18 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Step 3. Create a TQMII Matrix (Table 2)
a. Estimate and assign weights, Ui, i = 1, …, I, for QAP on a scale of 1 to 10
based on its contribution to the implementation of the company. This requires
active involvement of top-level personnel from marketing, sales, production,
and quality departments, customers, and higher management personnel.
b. Estimate and assign weights Vim for i = 1, …, I, m = 1, …, M on a scale of 0 to
10 such that each assigned weight accurately reflects the effectiveness and
completeness with which the QAP in question has been applied to or
implemented in department i.
Step 4. Compute the TQMII for the Organization (Table 2)
The TQM implementation index, TQMII, algorithm is presented below.
TQMII of QAP I ∑
∑=
=
=
== Mm
m
Mm
mmim
Zm
WV
1
1
10 i = 1, 2, 3…..I
TQMII algorithm for the firm is as follows.
∑
∑∑=
=
=
=
=
== Mm
m
Mm
mmim
Ii
i
ZmI
WVTQMII
1
11
10 i = 1, 2, 3…..I; m = 1, 2, 3 …. M
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 19 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
5 Case study
The suggested PDSA model for TQM Implementation was applied to an
automotive ancillary company located in South India. The company is the largest
manufacturer of automotive horns in India and has ISO 9002, ISO 14001, ISO/TS
16949:1999 certifications. At present, the company is engaged in the development
of quality systems to attain Q1 standard of Ford motor company, USA. They used
various certifications as stepping stone for TQM planning and implementation.
TQM and TPM are in the initial stages of implementation and the company
believes in the strategic management principles. They are open to experimenting
with new concepts and methods that will give them competitive advantage over
competitors. The proposed model for TQM sustainability was explained and the
management accepted the model and co-operated with the project. The company
has already progressed through the first two stages of the PDSA cycle and hence
the project started with the third stage, ‘study and measure the level of TQM
implementation’. Nine department heads actively participated in the study (Table
1).
‘Take from table 1’
The participating team selected 13 CSFs and 85 QAPs of TQM (Table 2) from
various publications for the development of TQMII. The algorithm developed by
Kumar et al. (1999, 2004) was replicated in this study.
‘Take from table 2’
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 20 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
CSFs, department or functional units and stages of quality consciousness
are the three classes of variables that are needed to construct a TQMII. The
results obtained by the application of TQMII algorithm to the selected company
are presented in Table 2. The QAP weights used in the tables are the mean
values of the weights given by the departmental heads of the company. The first
15 least developed QAPs were sorted in the ascending order of development and
presented in Table 3.
‘Take from table 3’
The step: 4 of PDSA cycle was accomplished by the company by creating
an action plan for the QAPs listed in the Table 3. The Company set a target of 6
months to improve the less developed QAPs.
6. Findings of the case study
By applying the TQMII algorithm of Kumar et al. (1999, 2004), the
combined level of TQM implementation in the selected organization was assessed
as 0.460 (Table 2). The TQMII of CSFs and QAPs are presented in Table 2. The
TQMII measures, on a unit scale, how well the company has implemented its total
quality programs. The TQMII of the selected thirteen CSFs are as follows.
1. Role of top management and quality policy = 0.59
2. Supplier quality management = 0.37
3. Customer focus = 0.50
Sustainable development of total quality management through Deming’s PDSA Cycle
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4. Process management = 0.46
5. Product / service design = 0.47
6. Quality data and reporting = 0.44
7. Training = 0.45
8. Employee relations = 0.47
9. Role of quality department = 0.47
10. Benchmarking = 0.50
11. Information technology analysis = 0.42
12. Lean manufacturing = 0.43
13. Continuous improvement = 0.37
The index aims to tell how effective the company’s quality policies and
practices are with respect to their potential for improving total quality program.
The CSFs, ‘Role of top management and quality policy’, ‘Customer focus’ and
‘benchmarking’ with calculated TQMII of 0.50 and above were attributed as the
best implemented CSFS. The CSFs ‘Supplier quality management’ and
‘Continuous improvement’ with a TQMII of 0.37 were rated as least implemented
CSFs. By referring to the department consciousness matrix (Table 1), materials
department was rated as the lowest at 0.58. Analysis revealed that Materials
department was constantly engaged in timely arrangement of materials to avoid
production delays of various products and hence the penetration of QAPs was
less in this department comparing with other departments. TQMII of ‘supplier
quality management’ was lower due to the same reason.
Sustainable development of total quality management through Deming’s PDSA Cycle
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The team then analyzed the next least implemented CSF ‘continuous
improvement’ and found that the QAP ‘Taguchi methods’ with a TQMII of 0.13 and
‘process control through 6-Sigma’ with a TQMII of 0.23 were not implemented in 5
out of 9 departments of the company. The reason attributed to the lapse was the
lack of training. Further the first 15 least developed QAPs listed in the Table 3
were taken for analysis by the team and after discussions; five major
recommendations listed below were put forward to bring about improvements in
those areas.
1. Link the department quality consciousness state efficiency of TQM
implementation program (Table 1) to their annual group incentive
scheme offered by the company. Management decided to motivate
departments with monetary benefits if higher level of implementation
of TQM is achieved.
2. Arrange training program for all the least developed QAPs and
create awareness among departments in attaining a high degree of
TQM implementation. The company set a target of 6 months to
improve the least developed QAPs.
3. Encourage exchange of information and data by departments with
higher level of implementation of TQM to departments with lower
level of TQMII.
4. Obtain expert advice about the list of CSFs and QAPs selected for
the TQMII analysis and revise if necessary.
5. Integrate the TQM programs with the procedures of ISO 9002, ISO
14001, ISO/TS 16949:1999 certifications.
Sustainable development of total quality management through Deming’s PDSA Cycle
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The top management was pleased by the outcome of the study as the
study quantified and exposed the exceptional and as well as least performing
QAPs. Every department manger participated in the study agreed that the
problem areas were correctly identified by the proposed model. The least
developed programs of TQM in firms were identified in this proposed method and
sorted in the lowest to highest order of development. The result helped the top
management in setting out priorities to achieve sustained growth of TQM process.
The TQMII developed and used in the present study can be used as an internal
and external benchmark tool and is designed to deal with quality management,
performance and improvement. The results are practical, quantitative and easy to
apply.
7. Conclusion
The authors proposed PDSA cycle for continuous improvement and sustainable
development of TQM in firms. The PDSA cycle suggested for TQM sustainability
consisted of four steps: (1) plan for TQM, (2) Implement TQM, (3) study and
measure the level of implementation of TQM and (4) take necessary actions to
improve the less developed programs of TQM. The list of CSFs considered in the
proposed framework is developed as a superset of CSFs available in several
leading publications in total quality management and organizational self-
assessment literature. Karuppusami et.al. (2006) reported the following CSFs as
the most vital after reviewing the TQM literature spanning 1989 until 2003.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 24 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
1. The role of management leadership and quality
2. Supplier quality management
3. Process management
4. Customer focus
5. Training
6. Employee Relations
7. Product / service design
8. Quality data
9. Role of Quality Department
10. Human resource management and development
11. Design and conformance
12. Cross functional Quality teams
13. Bench marking
14. Information and analysis
In the current research, CSFs reported by Karuppusami et.al. (2006) were
included in the TQMII calculation and validated. The measurement of TQM
involves selecting a list of QAPs to measure each CSF, providing a measurement
scale for the QAPs (Saraph et al., 1989). The QAPs were selected from the
publications of Saraph et al., (1989) and Joseph et.al., (1989). The level of
implementation of TQM was measured with the help of quality index calculation
algorithm proposed by Kumar et al. (1999, 2004). A methodology is developed
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 25 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
and presented here that allows companies to compute a TQM Implementation
index that represents a composite value of the effectiveness with which a
company has implemented its total quality program. The index has some parallels
with a productivity index in terms of the purposes of interpretation. Just as
productivity efficiency indicates, on a scale of 0 to 1, how well a company’s
resources have been employed for production, a TQMII indicates how well a
company’s quality activities are conducted to gain strategic advantage. The least
developed programs of TQM in firms were identified in this proposed method and
sorted in the lowest to highest order of development.
The TQMII development process allows evaluation of a company’s performance
of its total quality program as a stand-alone entity. The process also allows
comparison with other companies in the industry. Perhaps a most useful outcome
of the process of development of a TQMII is that it allows tracking of factors and
departments that are substantially impacting the quality competitiveness of a
company adversely. In order to substantiate the four steps of PDSA cycle,
possibilities and the benefits of the proposed model, a project developed for a
major Indian auto ancillary company was presented. The most useful outcomes of
the project are as follows.
• The problem areas of TQM implementation correctly identified by the
proposed PDSA method.
• The model allows tracking of TQM programs and departments that are
substantially impacting the TQM implementation in the company.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 26 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
• Specific recommendations were proposed to bring about improvements in
those least developed TQM programs.
This research could be extended further by replicating the PDSA cycle for
TQM in other industries.
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 27 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
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Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 31 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Fig: 1 PDSA Cycle for sustainable development of TQM
ACT PLAN
Study DO
Step 3: Study and measure the level of TQM implementation
Step 1: Plan for TQM
Step 2: Implement TQM
Step 4: Take necessary actions to improve the
less developed programs of TQM
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 32 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table 1 Department consciousness matrix
State of quality consciousness
Department name
Dm
Weight
Cris
is M
anag
emen
t
Aw
aren
ess
Emer
genc
e
Mat
urity
Sust
enan
ce
Nor
mal
ized
Qua
lity
Con
scio
usne
ss w
eigh
t, W
m
Qua
lity
cons
ciou
snes
s st
ate
effic
ienc
y fo
r D
epar
tmen
t m, Q
CS
Em
k = 1 2 3 4 5
Zm yk = 2 4 6 8 10
Product engineering
D1 10.00 X11 = 0.5 1 2.5 3 3 7.40 0.74
Quality assurance D2 10.00 2 2 2 2 2 6.00 0.60
Production planning & control D3 7.00 0.5 0.5 1 3 5 5.81 0.83
Application Engineering D4 7.00 0 1 1 6 2 5.46 0.78
Manufacturing Engineering D5 9.00 0 0 2 2 6 7.92 0.88
Production department D6 10.00 1 1 1 2.5 4.5 7.70 0.77
Materials department D7 9.00 1 1 6 2 0 5.22 0.58
Information Technology D8 6.00 0 1 2 3.5 3.5 4.74 0.79
Sales & Marketing department D9 7.00 0 0 0 1 9 6.86 0.98
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 33 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table 2 Matrix showing the calculation of TQMII
CSFs, QAPs and weights Index Performance weights of departments on each QAPs
D1 D2 D3 D4 D5 D6 D7 D8 D9
m = 1 2 3 4 5 6 7 8 9
wm = 7.40 6.00 5.81 5.46 7.92 7.70 5.22 4.74 6.86CS
F
QA
Ps
Inde
x (i)
QAP
s
QA
Ps
wei
ght (
Ui)
Zm = 10.00 10.00 7.00 7.00 9.00 10.00 9.00 6.00 7.00
TQM
II of
QA
P I
give
n st
ate
of q
ualit
y
TQM
II of
CS
Fi g
iven
st
ate
of q
ualit
y
1 Top management responsibility for quality performance 8.86 V1m = 9 10 7 10 10 10 8 9 5 0.65
2 Performance evaluation based on quality 9.05 7 6 6 10 8 7 7 7 7 0.55
3 Acceptance of responsibility for quality by major dept heads 8.95 6 8 7 6 10 9 6 7 6 0.56
4 Degree of participation by dept heads in quality improvement process 8.95 7 9 6 10 10 7 6 6 7 0.58
5 Consideration of quality as first priority 9.33 8 8 7 10 10 9 8 7 8 0.63
6 Discussion of quality related issues in meetings 8.81 8 10 5 9 10 7 10 5 7 0.60
7 Extent to which quality goals and policies are understood 8.81 7 8 6 9 10 6 8 6 8 0.57
Rol
e of
Top
Man
agem
ent a
nd Q
ualit
y Po
licy
8 Degree of comprehensiveness of quality plan 8.67 8 8 6 9 10 7 10 5 8 0.60
0.59
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 34 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table2 contd..
9 Selection of suppliers based on quality rather than price 7.83 8 6 6 7 5 7 0.34
10 Thoroghness of the supplier rating systems 8.67 6 6 5 5 6 4 6 0.34
11 Reliance on reasonably few dependable suppliers 7.09 6 5 6 6 7 2 4 0.31
12 Technical assistance provided to suppliers 8.45 7 6 7 6 7 2 7 0.36
13 Involvement of the suppliers in product development process 7.64 7 4 5 7 5 5 4 0.32
14 Extent to which long term relations are offered to suppliers 8.09 7 8 6 6 6 4 7 7 0.42
15 Clarity of specifications provided to suppliers 9.09 9 8 5 5 5 8 5 9 0.48S
uppl
ier Q
ualit
y M
anag
emen
t
16 Supplier programmes to ensure quality of incoming products 8.83 7 6 4 5 4 7 2 9 0.39
0.37
17 Application of QFD 8.81 7 8 9 7 9 7 8 9 8 0.60
18 Feedback on quality and delivery performance 9.38 7 8 9 8 10 8 10 10 0.60
19 Complaint disposal time 9.07 4 6 5 9 8 6 8 8 0.44
20 Guarantee and warranty 8.53 6 8 8 10 6 7 7 7 8 0.55
21 Field investigation for improving products 8.36 6 8 6 5 4 7 8 6 8 0.49
22 Complaint management system 8.33 6 8 8 8 2 7 6 6 8 0.49
23 Customer involvement in product design 7.67 8 5 4 9 6 4 9 0.38
Cus
tom
er F
ocus
24 Frequency of customer survey 7.43 5 5 5 6 7 2 7 9 0.38
0.50
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 35 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table2 contd..
25 Use of acceptance sampling 7.91 6 8 5 5 10 7 10 7 0.51
26 Use of statistical control charts 7.91 8 8 6 5 5 6 6 7 6 0.47
27 Amount of preventive equipment maintenance 9.11 7 5 4 10 5 3 5 0.36
28 Extent of automation of inspection/review/checking 7.82 5 7 5 5 8 6 4 6 5 0.43
29 Importance of inspection review 3.38 6 7 4 5 6 7 6 6 7 0.46
30 Stability of production schedule/work distribution 3.19 6 6 5 4 6 6 5 0.33
31 Degree of automation of process 4.00 5 6 5 6 2 5 7 6 8 0.41
32 Extent to which the process design is foolproof 4.67 8 7 6 6 10 6 6 7 8 0.55
Proc
ess
Man
agem
ent
33 Clarity of process instruction to employees 9.09 8 7 5 5 10 7 8 8 5 0.53
0.4634 Product design review prior to production 9.08 9 8 5 5 6 7 6 6 0.45
35 Co-ordination among affected departments 9.18 8 8 5 6 5 6 6 7 7 0.49
36 Consideration of producibility in product design process 8.40 10 6 6 5 5 7 5 7 0.45
37 Emphasis on quality of new product rather than price 8.60 6 5 4 6 7 7 10 8 0.46
Prod
uct/
Serv
ice
Des
ign
38 Clarity of product specifications and procedures 9.20 8 8 5 7 5 7 7 8 4 0.49
0.47
Table2 contd.. 39 Availability of cost of quality data 8.62 5 8 4 5 8 5 10 8 7 0.49
Dat
a an
d R
epor
tin
40 Availability of quality data (Error rates/defect rates/ scrap) 9.08 7 9 5 5 8 7 8 7 0.49
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 36 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
41 Timeliness of quality data 8.64 6 9 5 4 5 6 6 7 0.41
42 Quality data available to operators 7.91 7 4 5 6 5 7 0.30
43 Quality data available to supervisors and managers 8.09 4 8 6 4 7 5 7 6 0.40
44 Use of quality data as tools to manage quality 8.75 7 9 4 5 7 7 7 6 6 0.49
45Use of quality data in evaluation of supervisor and managerial performance
8.17 6 7 2 4 8 5 7 7 6 0.44
46 Display of quality data, control charts etc at work stations 8.92 8 7 4 7 4 8 9 5 0.45
0.44
47 Availability of resources for employee training 8.75 8 6 6 7 8 7 8 5 0.47
48 Training in advanced statistical techniques 9.00 9 7 8 5 7 5 7 6 0.46
49 Training to implement quality circles 8.33 5 6 5 5 7 6 7 6 0.41
50Training in basic statistical techniques (histogram, control chart, Pareto analysis)
8.79 6 10 8 7 7 7 6 8 6 0.55
51 Training in the total quality concept 8.62 6 7 6 5 6 7 6 8 6 0.48
52 Commitment of top management to training 8.92 8 7 8 6 8 6 8 6 0.48
53 Specific works skill training given to hourly employees 8.82 8 7 6 4 6 0.27
Trai
ning
54 Quality related training given to managers and supervisors 8.77 6 9 7 5 5 7 6 8 8 0.51
0.45
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 37 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table2 contd..
55 Implementation of quality circles or employee involvement type programmes 8.58 6 6 6 6 5 6 7 7 0.42
56 Effectiveness of quality circle programmes 8.45 6 6 6 7 6 5 7 6 0.42
57 Responsibility of employees for defect free output 9.14 7 6 8 7 6 5 7 8 7 0.51
58 Feedback provided to employees on quality performance 9.36 7 7 7 8 6 6 9 7 8 0.54
59 Participation of non supervisory employees in quality decisions 8.08 7 6 6 4 6 6 7 7 0.43
60 Extent of quality awareness among employees 9.13 7 7 7 7 6 6 7 6 7 0.50
61 Recognition of superior quality performance 7.18 6 8 5 7 6 6 10 8 6 0.51
Empl
oyee
Rel
atio
ns
62 Effectiveness of supervisors in solving problems 9.07 6 7 6 7 8 6 8 8 0.46
0.4763 Visibility of the quality department 9.00 6 8 7 7 6 10 7 0.42
64 Quality department's access to top management 9.42 9 10 6 6 6 8 8 8 7 0.57
65 Autonomy of quality department 9.36 6 9 4 6 7 7 4 7 6 0.48
66 Co-ordination between the quality and other departments 9.09 6 8 2 6 8 6 5 8 5 0.45
Rol
e of
Qua
lity
Dep
artm
ent
67 Effectiveness in improving quality 9.27 8 9 5 7 7 6 5 0.42
0.4768 Emphasis on benchmarking competitor's products 9.17 9 9 7 5 7 8 8 7 0.52
69 Emphasis on benchmarking other company's processes 8.70 7 6 6 6 7 8 7 5 0.44
70 Effectiveness of benchmarking in product quality improvement 9.10 9 5 6 8 7 10 8 0.47
71 Effectiveness of benchmarking in cost reduction 9.33 9 8 5 6 8 6 10 8 8 0.57 Benc
hmar
king
72 Willingness to benchmark in future 9.00 8 8 5 6 7 7 6 8 5 0.51
0.50
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 38 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table2 contd..
73 Extent of computerization of 7 tools of quality 7.75 6 5 6 6 5 7 6 0.35
74 Online quality control 8.75 6 6 5 7 8 7 0.32
75 Communication of quality goals to suppliers and customers 9.00 6 7 8 6 8 9 7 0.41
Info
rmat
ion
Tech
nolo
gy A
naly
sis
76 Efficacy of intranet in data transfer and communication 8.64 7 7 5 7 7 6 5 7 8 0.50
0.42
77 JIT/KANBAN philosophy 8.29 7 6 4 6 5 5 4 0.32
78 Waste elimination 9.38 7 6 5 7 8 6 10 7 7 0.53
79 TPM 8.94 6 4 8 5 3 7 0.30
80 Inventory management 9.13 7 6 5 7 5 7 10 7 7 0.51
Lean
Man
ufac
turin
g
81 Value engineering 8.93 8 7 5 7 6 6 8 7 0.47
0.43
82 Employee suggestion programme 9.53 8 7 7 6 7 6 10 7 6 0.53
83 Process control through 6-Sigma 8.25 7 5 7 5 0.23
84 Kaizen 9.06 8 6 8 8 5 7 8 0.42
Con
tinuo
us
Impr
ovem
ent
85 Taguchi Methods 8.13 5 6 4 0.13
0.37
TQMII of the company
0.46
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 39 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table 3 Least developed QAPs sorted in the ascending order of TQMII
CSFs, QAPs, and weights Index Performance weights of departments on each QAPs
D1 D2 D3 D4 D5 D6 D7 D8 D9
m = 1 2 3 4 5 6 7 8 9
wm = 7.40 6.00 5.81 5.46 7.92 7.70 5.22 4.74 6.86
QA
Ps
inde
x (i)
QAPs
QA
Ps
wei
ght (
Ui)
Zm = 10.00 10.00 7.00 7.00 9.00 10.00 9.00 6.00 7.00 TQM
II of
QA
P I
for g
iven
su
sten
ance
sta
te o
f qua
lity
1 Taguchi Methods 8.13 5 6 4 0.13
2 Process control through 6-Sigma 8.25 7 5 7 5 0.23
3 Specific works skill training given to hourly employees 8.82 8 7 6 4 6 0.27
4 TPM 8.94 6 4 8 5 3 7 0.30
5 Quality data available to operators 7.91 7 4 5 6 5 7 0.30
6 Reliance on reasonably few dependable suppliers 7.09 6 5 6 6 7 2 4 0.31
7 Involvement of the suppliers in product development process
7.64 7 4 5 7 5 5 4 0.32
Sustainable development of total quality management through Deming’s PDSA Cycle
Taken from The International Journal for Quality and Standards Page 40 of 40 www.bsieducation.org/ijqs G Karuppusami/R.Gandhinathan
Table 3 Least developed QAPs sorted in the ascending order
CSFs, QAPs, and weights Index Performance weights of departments on each QAPs
D1 D2 D3 D4 D5 D6 D7 D8 D9
m = 1 2 3 4 5 6 7 8 9
wm = 7.40 6.00 5.81 5.46 7.92 7.70 5.22 4.74 6.86
QA
Ps
inde
x (i)
QAPs
QA
Ps
wei
ght (
Ui)
Zm = 10.00 10.00 7.00 7.00 9.00 10.00 9.00 6.00 7.00
TQM
II of
QA
P I
for g
iven
su
sten
ance
sta
te o
f qua
lity
8 Online quality control 8.75 6 6 5 7 8 7 0.32
9 JIT/KANBAN philosophy 8.29 7 6 4 6 5 5 4 0.32
10 Stability of production schedule/work distribution 3.19 6 6 5 4 6 6 5 0.33
11 Thoroughness of the supplier rating systems 8.67 6 6 5 5 6 4 6 0.34
12 Selection of suppliers based on quality rather than price 7.83 8 6 6 7 5 7 0.34
13 Extent of computerization of 7 tools of quality 7.75 6 5 6 6 5 7 6 0.35
14 Technical assistance provided to suppliers 8.45 7 6 7 6 7 2 7 0.36
15 Amount of preventive equipment maintenance 9.11 7 5 4 10 5 3 5 0.36