1. Total Quality Management Module 2 By Raghavendran Venugopal

2. Gurus of TQM NAME: Walter A Shewhart, Nick Name: Grand Father of TQM Qualification: PhD Holder Worked @: western electric & Bell telephone Labs Contributions to TQM: Developed control charts theories with control limits, assignable & chances of variation, and rational subgroups and lastly PDSA cycle for learning and improvement. 2Prof. Raghavendran V, MBA TQM 12MBA42 3. Gurus of TQM NAME: W. Edwards Deming, Nick Name: Deming Qualifications: PhD holder, Worked @: Scholar and Philosopher Contributions to TQM: 14 points provides theory for management to improve quality, productivity and competitive positions. He has authored many books including out of the crisis and Quality, Productivity, and competitive positions3Prof. Raghavendran V, MBA TQM 12MBA42 4. Gurus of TQM NAME: Joseph M Juran, Nick Name: Juran Qualifications: PhD holder, Worked @: Western Electric Contributions to TQM: Efforts on Quality involvement in all levels & sectors of Management, The Jurans Trilogy & published the book titled Jurans Quality control Hand book 4Prof. Raghavendran V, MBA TQM 12MBA42 5. Gurus of TQM NAME: Armand V Feigenbaum, Nick Name: Feigenbaum Qualifications: PhD holder, Worked @:Scholar & Philosopher Contributions to TQM: Total Quality Control is necessary for productivity, market penetration and competitive advantage. Employee involvement, supervision leadership & company wide quality control. He published book titled Total Quality Control. 5Prof. Raghavendran V, MBA TQM 12MBA42 6. Gurus of TQM NAME: Kaoru Ishikawa Nick Name: Ishikawa Qualifications: PhD holder, Worked @: Applied scholar Contributions to TQM: Authored SPC texts in Japanese and English. Developed Cause & Effect diagram, which is called Ishikawa diagram. Also developed quality circle concept. 6Prof. Raghavendran V, MBA TQM 12MBA42 7. Gurus of the TQM NAME: Philip B Crosby Nick Name: Crosby Qualifications: No Idea Worked @:Philosopher Contributions to TQM: Authored the book titled Quality is free & translated to 15 languages. He argued that do it right the first time. He again authored titled known as Quality without tears which has 4 absolutes. And they are Quality is conformance to requirements Prevention of nonconformance is objective not appraisal The performance standard is zero defects not thats close enough &Measurement of quality is the cost of nonconformance 7Prof. Raghavendran V, MBA TQM 12MBA42 8. Gurus of TQM NAME: Genichi Taguchi, Nick Name: Taguchi Qualifications: PhD holder, Worked @: Philosopher Contributions to TQM: Developed Loss function which includes Cost, target & Variation into one variable/ metric. Because loss function are reactive. It is built on simplification & use of traditional design of experiments. 8Prof. Raghavendran V, MBA TQM 12MBA42 9. All GurusGurusPrinciples & PracticesTools & TechniquesProduct or Service rendered1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.Benchmarking Information Technology QMS EMS QFD FMEA Products & Service TPM Management Tools SPC Experimental Design Taguchis Quality EnggTQM Framework 9Prof. Raghavendran V, MBA TQM 12MBA42Customer 10. Demings Philosophy According to Deming's definition Quality is the predictable degree of uniformity and dependability, at low cost and suited to the market. As per his teaching 96% of the variations have common causes and 4% has special variations. 10Prof. Raghavendran V, MBA TQM 12MBA42 11. Demings Philosophy He viewed that statistic has management tool and relied on SPC as mean of variations in a process. Demings chain reaction: As quality improves, cost decreases and productivity increase resulting in more jobs, greater market share and long term survival.11Prof. Raghavendran V, MBA TQM 12MBA42 12. Demings Philosophy 14 principles are listed below: 1. Create consistency of purpose with the plan 2. Adopt the new philosophy of quality3. Stop dependence on mass production 4. End the practice of choosing the suppliersbased solely on price 12Prof. Raghavendran V, MBA TQM 12MBA42 13. Demings Philosophy 5. 6. 7. 8. 9.13Identify the problems and work continuously to improve the system Adopt modern methods of training on the job Changes the focus from production number (Quantity to Quality) Drive out fear, create trust and create a environment for individuals Break down the barriers between the department & IndividualProf. Raghavendran V, MBA TQM 12MBA42 14. Demings Philosophy 10. Stop requesting improved productivity without 11. 12. 13. 14.14providing methods to achieve the same Eliminate work standards that prescribe numerical quotas Remove barrier to pride of workmanship Institute vigorous education and retraining Create a structure in top management that will emphasize on the proceeding above thirteen points every day.Prof. Raghavendran V, MBA TQM 12MBA42 15. To memorize these principlesCASE Internal Assessment CD Bus Stop ERICson15Prof. Raghavendran V, MBA TQM 12MBA42 16. PDSA or PDCA CYCLE16Prof. Raghavendran V, MBA TQM 12MBA42 17. PDSA/PDCA Cycle The basic Plan-Do-Study-Act was first developed by Shewhart and modified by Deming. It is an effective improvement technique. Later it was known Problem -Solving Technique.The PDSA Cycle 17Prof. Raghavendran V, MBA TQM 12MBA42 18. Problem- Solving Method It is the extension of PDSA/PDCA Cycle with scientific adaption/ approach which yield great results, but in this method there are 7 phases and all are integrated upon the previous phase. These phase are the framework of the objectives. 18Prof. Raghavendran V, MBA TQM 12MBA42 19. Problem-Solving Method 1) Identify the opportunityPlan for the future2) Analyze the process Act6) Standardization the solution195) Study the ResultsPlanStudyDo3) Develop the optimal Opportunity4) Implement 20. JURAN TRILOGY One of the best approaches developed by Dr. Joseph Juran. It has 3 components: Quality Planning 2. Quality Control & 3. Quality Improvement 1.20Prof. Raghavendran V, MBA TQM 12MBA42 21. Trilogy Quality Planning: It begins with external customers, 1. Once the customers are identified 2. Their needs are discovered. 3. Develop product or service features that respond to customer needs. 4. Stabilize and optimize the product features to meet the organizational & Customer needs21Prof. Raghavendran V, MBA TQM 12MBA42 22. Trilogy22Quality Control: it is used by operating forces to help and meet the product, process and service requirements. It uses the feedback loop and consist of the following steps: Determine items to be controlled and their unit of measure. Set goals for the controls & determine what sensors need to be put in place to measure the product. Measure the actual performance, Compare actual performance to goals. ActProf. Raghavendran V, MBA TQM 12MBA42 on the difference. 23. Jurans Categories of Quality costs Jurans analytical methods could identify areas needing improvement & could help make & track changes. They were mostly Shop floor problems, he advocated a cost of quality accounting system to make understand Top level management and they were four distinct types. Internal Failure Cost External Failure Cost Appraisal Cost Prevention Cost 23Prof. Raghavendran V, MBA TQM 12MBA42 24. Internal Failure Cost: Scrap, Rework, Retest, Downtime,Yield losses and Disposition. External Failure Cost: Complaint adjustment, Returned Material, Warranty Charges and Allowance. Appraisal Cost: Incoming material inspection, Inspection & Test, Maintaining accuracy of test equipment, Material & Service consumed and Evaluation of Stocks Prevention Cost: Quality Planning, New product review, training, process cost, data acquisition & analysis, reporting and Improvement projects. 24Prof. Raghavendran V, MBA TQM 12MBA42 25. Minimizing the Cost of quality COQ not only provided Management with a rupee costfor defective product, it also established the goal of quality programmes to keep improving quality. 2 assumptions were made and they are Failure cost approached zero as defect became fewer andfewer. Prevention and Appraisal together approach infinity as defects to lower to lower levels 25Prof. Raghavendran V, MBA TQM 12MBA42 26. Cost Per Good unit of ProductInternal + External Failure CostsTotal Quality Cost To....Minimal Cost of quality------------------------------------------------I I I I I ICost of Prevention or AppraisalDefect Rate 100% Defective 26To.Prof. Raghavendran V, MBA TQM 12MBA42100% GoodOptimal Confor mance Level 27. Jurans Breakthrough Sequence: Breakthrough in attitudes Identify the vital few projects/task Organize breakthrough in Knowledge Conduct the Analysis Determine how to overcome resistance to change Institute the change Institute controls 27Prof. Raghavendran V, MBA TQM 12MBA42 28. Crosbys 14 point programme Management Commitment Q Improvement Team Zero defects day Q Measurement Goal Setting Cost of Quality Evaluation Error cause removal Q Awareness Recognition Corrective action Q Councils Zero defect Planning 28 Supervisor Training Do it all over againProf. Raghavendran V, MBA TQM 12MBA42 29. Taguchis Loss Function It is a statistical method to improve the Quality ofManufacturing goods. He has contributed to statistics are Taguchis loss function Philosophy of Off-Line Quality Control Innovation in the Design of Experiments (DOE)29Prof. Raghavendran V, MBA TQM 12MBA42 30. Taguchis Loss Function It was shown that if the design intent of the targetvalue was the value at which the design, whether product or process, functioned best, then any deviation from that value meant an incremental deterioration of performance and incurred a loss. This loss was passes to next customer (Internal or External). Ultimately both company and society face the loss in someway. 30Prof. Raghavendran V, MBA TQM 12MBA42 31. CostCustomer Tolerance LimitCustomer Tolerance LimitAA B LLUL ParameterThe Good Enough Approach 31CostProf. Raghavendran V, MBA TQM 12MBA42B LLUL ParameterTaguchi Loss Function 32. Quality Circles Objectives To give an opportunity to employees to use their wisdom & creativity. To reduce errors & enhance quality productivity. To encourage team spirit and cohesive culture. To promote job involvement & participation. Increase employee motivation Harness problem solving capability. To build an attitude of problem prevention. To improve communication. 32Prof. Raghavendran V, MBA TQM 12MBA42 33. Quality circles To improve internal house keeping. To improve customer service. To facilitate achievement of business goals To improve & develop of the organization. To respect humanity & build happy bright work placewhich are meaningful to work in.33Prof. Raghavendran V, MBA TQM 12MBA42 34. StructureTop ManagementNonMembersSteering CommitteeMembersFacilitatorCoordinating AgencyLeader/ Deputy Leader34Prof. Raghavendran V, MBA TQM 12MBA42 35. Steps in formation Quality Circles 1.Head may call a staff meeting and explain the following: 1. 2. 3.Quality circle concept Objectives of Quality circle Advantages of Quality circleCall for members would like to be members of quality circle. 3. May group depending upon the functions performed. 2.35Prof. Raghavendran V, MBA TQM 12MBA42 36. 4. 5. 6. 7. 8.The section head may initiate the employees regarding their grouping Call a meeting & declare formation quality circle. Give a name of quality circle. Elect leader & deputy leader. Q circle is over & now consists 1. 2. 3.9. 36Facilitator Leader MembersThe details quality circle to be reported to HR departmentProf. Raghavendran V, MBA TQM 12MBA42