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Historical background of TQM

The Japanese miracle!

Transformation between 1950 to 1980

Gen. Mc Arthur in 1946

Auto industry & Electronics

JUSE-Dr.Deming & Dr.Jurran

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What made this miracle happen?

Technology?People?

The systems?

Total Quality Control or Culture

A set of practices Japanese industry followed in

their organizations

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Evolved from the teachings of Dr.Deming and

Dr.Juran

Deming philosophy and Juran triology

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Basics of Quality Control

Quality assessment : quality audits, quality

parameters measurement, developing a fact basefor quality activities

Quality control: preventing generation of

defectives, CA/PA on quality problems/customercomplaints

Quality assurance: consistency in quality of

products by quality control activities includingdesign control

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What is Deming philosophy?

When did Deming propound his

philosophy and

for whom?

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The essence of Deming Philosophy

New philosophy of Continuous improvement

Continuous and continual improvements

Problems are abnormalities

Problem sensitiveness

Deviation from standard

Good quality is standard

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Leadership

Fault finding to improvement

Remove fear of failure

Empower

Recognition and appreciation

Earn the trust of your subordinates

Quality Morale and Pride

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Juran Trilogy

A conceptual framework called Quality Trilogy

to visualize Quality & its implementation

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Quality Trilogy - Quality Planning,

Quality Control, Quality

Improvement

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Quality Planning

Identify customers, Internal & external

Understand their expectations

Incorporate features in the product to fulfill

customer needs

Set organizational goals to meet customer

expectations

Establish a process to reach the goals of the

organization

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Set specific standards for the

process

Pass on the process so designed,

for implementation [Laboratory to

shop floor]

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Customer satisfaction process

INVOPN I

INV

Q C D

INSPOPN II OPN III

Q C D

?? ?? ??Q C DQ C DQ C D

Set specific standards for the process

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Quality Control

Run the process as per the standards set

Produce outputs meeting the standards set

Compare actual performance to goals

Take corrective action when deviations from

the standard are observed & preventrecurrence

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Quality Improvement

Reaching new heights of Quality levels

Strong & strategic initiative by top management

Meeting & improving standards continuously to

improve the process and thereby products

Continuous Improvement

Deming Philosophy & Juran Quality trilogy are

complementary to each other

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Total Quality Management

How TQM came into existence?

Where it came from?

What is quality?

Fitness to intended use

Adherence to standards, IS,BS,DN

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Agreed requirements, terms of contract-

customer/supplier

Meeting Customer Expectations

Customer satisfaction, Customer loyalty

Courteous service

State of mind, Attitude, Quality in thinking-

give/take

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What is total?

Entire process of production of product

Covers all functions in organization

Definition of TQM:a systematic method of

organizational improvementthrough sustained

collaborative efforts crossing functional andhierarchical boundaries to satisfy customer

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How Total Quality is achieved in an

organization?

By harnessing the hidden potential of

employees, which is the true essence of TQM

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What is TQM?

A customer focused management philosophy to

lead organization to prosperity by delivering

customer satisfaction and looking beyond

A philosophy evolved from Japanese TQC

Teachings of Dr.Deming & Dr.Juran

A philosophy focused on process rather than

product, more on how, than on how much

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A philosophy that views every

activity as quality activity

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Do you have TQM in your company? If the

answer is yes, every employee,

Understands and is committed to the goals of

his department

Knows his internal customer & supplier by

name

Has agreed requirements with his

customer/suppliers

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Principles of TQM

Perception of Quality

It is to do with everyone

Easy to see quality

Internal customer concept

Continuous improvement attitude

Asking people rather than telling people

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Zero defects, right first time, planning for

prevention

Principle of 1-30-300, kaizen

Root cause elimination

Quality improvement cycle define, analyze,

correct, prevent

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Cost of Quality

Cost of conformance & Cost of nonconformance

Top management leadership- leadership for

quality can not be delegated

Companywide scope

Focus on process & not on person

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Why TQM?

Changing business environment

Increasing competition & Customer

Expectation due to liberalization

Enlightened & demanding customers

Consumer awareness

Emphasis on growth

Assertive employees

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Implementation of TQMMain components

People involvement programmes

Seminars, workshops

Film shows

Contests

Team building exercises

Quality Control Circle activity

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Quality System

Documented procedures

Quality system to cover current procedures and

methodology for review

Flow diagrams, Formats

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Techniques of TQM

Awareness and training

Process measurement & Benchmarking Q, C, D

for improvement Q C C, S G A

Team meetings daily management, meeting

agenda

What happened yesterday?

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Prioritization and disposal of problems for

resolution

Feedback on current projects

Customer feedback

Plan for today & tomorrow

Use of simple statistical tools

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TQM Implementation

Phase I

Awareness sessions for top management,

middle management & internal trainers

Concept of TQM

What is expected of employees?

Sense of ownership of TQM style

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New perception of Quality

Team work

Phase II

Organizing for TQM, Responsibility and authority

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Steering Committee, Coordinator

(Management Representative), Consultant

Quality dream, Objectives

Evolution of Quality Policy & its

communication

Team structure

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Self managing

team

Quality project

teamsQCC

Quality

council

Business

Process

Quality

teams

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Role/Responsibility matrix

Developing a road map for TQM

implementation

Selection of a Pilot & scaling up plan

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Phase III

Quality Process

Prepare R - Result measures

Develop Cost of Quality figures

Develop mechanism for improvement like Quality

Control Circles, use quality tools

Start Quality Improvement Cycle - define, analyze,

correct, prevent

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Phase IV

Reviews & audits

Audit Quality system implementation, close all

NCs at CA/PA level

New Target setting

PDCA

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