KCG College of Technology, Chennai 600097 Information Technology GE2022 Total Quality Management III !

EM IT "#IT I I#T$%&"CTI%#

Intro'uction #ee' for (uality E)olution of (uality &efinition of (uality &imen*ion* of manufacturing an' *er)ice (uality +a*ic conce,t* of TQM &efinition of TQM TQM -rame.or/ Contri0ution* of &eming, 1uran an' Cro*0y +arrier* to TQM2

#ee' for Quality Management 3

Reasons for quality becoming a cardinal priority for most organizations: Competition Todays market demand high quality products at low cost. a!ing "high quality reputation is not enough# $nternal cost of maintaining the reputation should be less. Changing customer The new customer is not only commanding priority based on !olume but is more demanding about the %quality system.& Changing product mix The shift from low !olume' high price to high !olume' low price ha!e resulted in a need to reduce the internal cost of poor quality. Product complexity (s systems ha!e become more comple)' the reliability requirements for suppliers of components ha!e become more stringent. Higher levels of customer satisfaction igher customers e)pectations are getting spawned by increasing competition.

&efinition of (uality Today' there is no single uni!ersal definition of quality. *ome people !iew quality as performance to standards. +thers !iew it as ,meeting the customers needs *atisfying the customer. -ets look at some of the more common 'efinition* of (uality. Conformance to *,ecification* mea*ure* ho. .ell the ,ro'uct or *er)ice meet* the target* an' tolerance* 'etermine' 0y it* 'e*igner*2

 Total .ade up of the whole/or0 1omplete. Quality 2egree of 3)cellence a product or ser!ice pro!ides to the customer in present and future. Management (ct ' art' or manner of handling ' controlling' directing' etc. TQM is the art of managing the whole to achie!e e)cellence.

The 9 &imen*ion* of Quality

4erformance 5eatures 1onformance Reliability 2urability *er!ice Response6 of 2ealer7 .fgr. to 1ustomer (esthetics of product Reputation6 of .fgr.72ealer

TQM *i4 0a*ic Conce,t*

80 .anagement commitment to T9. principles and methods : long term 9uality plans for the +rganisation ;0 5ocus on customers internal : e)ternal <0 9uality at all le!els of the work force. =0 1ontinuous impro!ement of the production7business process. >0 Treating suppliers as partners ?0 3stablish performance measures for the processes.

customer satisfaction 80 -ow producti!ity' sales : profit ;0 -ow morale of workforce <0 .ore re6work' material : labour costs =0 igh inspection costs >0 2elay in shipping ?0 igh repair costs @0 igher in!entory costs A0 Breater waste of material

+enefit* of Quality
80 igher customer satisfaction ;0 Reliable products7ser!ices <0 Cetter efficiency of operations =0 .ore producti!ity : profit >0 Cetter morale of work force ?0 -ess wastage costs @0 -ess $nspection costs A0 $mpro!ed process D0 .ore market share 8E0 *pread of happiness : prosperity 880 Cetter quality of life for all.

Benefits of Quality Higher customer satisfaction Reliable products/services Better efficiency of operations More productivity & profit Better morale of work force Less wastage costs Less nspection costs mproved process More market share !pread of happiness & prosperity Better "uality of life for all#

Im,ortant Que*tion* in Total 9uality .anagement /B3;E;;0

*u05ect for M6781"#E 209: 6##6 "#I E$!IT7 E;6MI#6TI%#! -%$ -I#6< 7E6$ IT !tu'ent* GE2022 = Total Quality Management 8. ;. <. =. >. "#IT I 3)plain the @ steps in strategic planning. 3)plain in detail about 8= points of 2eming philosophy. 3)plain about quality council and quality planning. 3)plain the contribution of Furan to the quality mo!ement. 3)plain in detail about Furan Trilogy

"#IT II 8. 2iscuss about .aslowGs need hierarchy theory and erzbergGs two factor theory for moti!ationH ;. 3)plain in detail about >*' 42*( : kaizen <. 2iscuss about the supplier partnership procedures =. 3)plain the following /a0 Furan Triology /b0 42*( cycle /c0 .aslows theory of need hierarchy >. 3)plain the following: /a0 >s /b0 Iaizen /c0 *upplier rating : relationship de!elopment "#IT III 8. 3)plain in detail about the steps in!ol!ed in the benchmarking process ;. 3)plain in detail /a0 4rocess 1apability /b0 *i) *igma <. 2iscuss the obJecti!es' process' stages and benefits of 5.3(. =. 3)plain in detail about *i) *igma. >. 3)plain about the new se!en tools of quality and its application in detail. 8. ;. <. =. "#IT I 2iscuss about the obJecti!es' process' outcome and benefits of 9uality 5unction 2eployment /9520 3)plain briefly about the following /a0 Taguchi 9uality -oss 5unction /b0 4illars of T4. 2iscuss in detail about the cost of 9uality. 2iscuss in detail about the steps in!ol!ed in the T4. 4rocess. "#IT

8. ;. <. =.

3)plain about 9uality *ystem (uditing. 2iscuss the implementation of $*+ DEEE : ;EEE 9uality *ystems. 3)plain about the 4hilosophy and Requirements of $*+ DEEE : ;EEE 3)plain about the auditing process and role of e)ternal agencies.

>alter 62 !he.hart Kalter (. *hewhart was a statistician at Cell -abs during the 8D;Es and 8D<Es. *hewhart studied randomness and recognized that !ariability e)isted in all manufacturing processes. e de!eloped quality control charts that are used to identify whether the !ariability in the process is random or due to an assignable cause' such as poor workers or miscalibrated machinery. e stressed that eliminating !ariability impro!es quality. is work created the foundation for todays statistical process control' and he is often referred to as the ,grandfather of quality control.

>2 E'.ar'* &eming is often referred to as the ,father of quality control. e was a statistics professor at Lew Mork Nni!ersity in the 8D=Es. (fter Korld Kar $$ he assisted many Fapanese companies in impro!ing quality. The Fapanese regarded him so highly that in 8D>8 they established the Deming Prize, an annual award gi!en to firms that demonstrate outstanding quality. $t was almost <E years later that (merican businesses began adopting 2emings philosophy. ( number of elements of 2emings philosophy depart from traditional notions of quality. The first is the role management should play in a companys quality

&eming?* @hilo*o,hy A 9B @oint*C

80 1reate and publish aims7purpose of firm ;0 -earn the new philosophy <0 Nnderstand purpose of inspection =0 *top awarding business on price alone >0 $mpro!e constantly and fore!er the system ?0 $nstitute training @0 Teach and institute leadership A0 2ri!e out fear' create trust and a climate for inno!ation D0 +ptimize efforts of teams' groups and staff areas 8E0 3liminate e)hortations for the work force 880 3liminate numerical quotas for workforce and .C+ 8;0 Remo!e barriers that rob people of pride of workmanship 8<0 3ncourage education and self6empowerment for e!eryone 8=0 Take action to accomplish the transformation

II

TQM @$I#CI@<E!

<ea'er*hi, !trategic (uality ,lanning, Quality *tatement* Cu*tomer focu* Cu*tomer orientation, Cu*tomer *ati*faction, Cu*tomer com,laint*, Cu*tomer retention = Em,loyee in)ol)ement Moti)ation, Em,o.erment, Team an' Team.or/, $ecognition an' $e.ar', @erformance a,,rai*al Continuou* ,roce** im,ro)ement @&!6 cycle, D*, KaiEen !u,,lier ,artner*hi, @artnering, !u,,lier *election, !u,,lier $ating2 B0 !trategic @lanning3 There are *e)en 0a*ic *te,* to *trategic (uality ,lanning2 a0 1ustomer needs b0 1ustomer positioning c0 4redict the future d0 Bap analysis e0 1losing the gap f0 (lignment g0 $mplementation

"#IT I 4(RT ( 8. 2efine quality. ;. -ist the barriers of T9.

<. Khat are the dimensions of qualityH =. Lame the criteria for manufacturing organization. >. 1ompare manufacturing and ser!ice organization ?. 2efine the concept of 2eming philosophy @. 2efine T9.. A. 5actors that helps in impro!ing the quality. D. Khat is fitness of useH 8E. Khat is meant by support ser!iceH

@6$T=+ 8. 2iscuss in detail about the basic concepts of quality. ;. 3)plain the dimensions of total quality management. <. Khat are terms that affects quality in manufacturing organization =. 3)plain in detail about the need for T9. >. 2escribe the barriers of T9.. "#IT II 4(RT6( 8. Khat is quality planningH ;. 2ifferentiate customer satisfaction and retention. <. 2efine 3mployee in!ol!ement. =. Khat is meant by empowermentH >. 2ifferentiate recognition and reward.

?. 2efine >s concept. @. A. ow will you measure the supplier ratingH ow will you retain the customerH

D. (d!antages of continuous process. 8E. Khat is meant by performance appraisalH @6$T=+ 8. 2escribe in detail about >s Iaizen concepts with e)ample. ;. ow to achie!e the best quality through the customerH

<. 3)plain the concept of 42*( cycle. =. 2escribe in detail about employee benefitsH >. Krite shortnotes on a. -eadership b. 9uality statements. "#IT = III @6$T=6 8. -ist the se!en traditional tools. ;. Khat is meant by si) sigmaH <. 2efine benchmark. =. 2efine (ffinity diagram >. 2raw 4areto diagram ?. Lame the terms in benchmarking process. @. Khat is meant by 5.3(H A. -ist the reasons to benchmarkH D. 2ifferentiate single sourcing and multiple sourcing.

8E. Lame any < methods in si) sigma concepts. @6$T=+ 8. 3)plain the !arious methods of si) sigma with e)ample. ;. 2escribe the se!en traditional tools of T9.. <. Khat is meant by benchmark processH 3)plain. =. 2iscuss the !arious types of diagrams that are used to impro!e the qualityH >. 3)plain how the management tools are used in manufacturing industryH "#IT = I @6$T=6 8. -ist the se!en traditional tools. ;. Khat is meant by 952H <. 2efine cost of quality =. -ist the performance measures. >. Khat is meant by Taguchi 9uality loss functionH ?. -ist the points for impro!ement needs. @. Khat is T4.H A. Bi!e three characteristics used to define the quality loss function D. Khat are the requirements of impro!ement needs. 8E. Nse of Taguchi quality loss function. @6$T = + 8. 3)plain 9uality -oss 5unction for Oarious 9uality 1haracteristics with e)ample. ;. 2escribe the concepts of 952.

<. 3)plain the concepts of T4.. =. ow to measure the cost of qualityH 3)plain with neat diagram. >. Krite shortnotes on a. traditional tools b. impro!ement needs "#IT= 8. Khy $*+ DEEE is neededH ;. Khat is $*+ 8=EEEH <. -ist = benefits of $*+ DEEE. =. (d!antages of $*+8=EEE. >. -ist some $T companies which has $*+ standards. ?. Khat are the requirements for $*+H @. Khat is meant by auditingH A. 2efine hazard analysis. D. Khat is meant by .alcolm Caldrige 1riteriaH @6$T=+ 8. 2escribe in detail about $*+DEEE and $*+ 8=EEE. ;. Khy auditing is required to impro!e the qualityH 3)plain. <. 3)plain the concept of .alcome Cridge criteria. =. 2escribe in detail about the concept of hazard analysisH >. 3)plain the concepts' requirements and ad!antages of $*+ standards. 2efine $*+DEEE6;EEE.