Lectureplan TQM Mech IV Year

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(Use separate sheets for each perio!
Coe " Na#e of $u%&ect: 'E2022 " Tota( )ua(it* +a,age#e,t
U,it No: I Perio: 1
Topics for iscussio,
-efi,itio, / .or#u(a / Pri,cip(e / -iagra# / -erivatio, / E/a#p(es a, E/ercises etc0 (as
app(ica%(e to the topics! U,iversit* patter, pro%(e#s0
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achieve a co#pa,* i, the #ar3et0 $o4 the first priorit* of the co#pa,* is to prouce the 1ua(it*
goos0
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DEFINING QUALITY :
Quality can be quantified as follows
Q = P / E
where,
Q = Quality
P = Performance
E = Expectation
Quality is fitness for use Juran
Quality is conformance to requirements - rosby
Quality is the totality of characteristics of an entity that bear on its ability to satisfy stated and
implied needs - !"#
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DIMENSIONS OF QUALITY :
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Dimension Meaning and Example
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Performance Primary product characteristics, such as the bri$htness of the
picture
%eatures "econdary characteristics, added features, such as remote control
onformance &eetin$ specifications or industry standards, wor'manship
(eliability onsistency of performance o)er time, a)era$e time of the unit to
fail
*urability +seful life, includes repair
"er)ice (esolution of problems and complaints, ease of repair
(esponse ,uman to human interface, such as the courtesy of the dealer
-esthetics "ensory characteristics, such as exterior finish
(eputation Past performance and other intan$ibles, such as bein$ ran'ed first
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SIX BASI ONE!TS OF TOTAL QUALITY MANAGEMENT
./ &ana$ement ommitment
0/ ustomer %ocus
1/ !n)ol)ement and utili2ation of entire wor' force
3/ ontinuous !mpro)ement
4/ 5reatin$ "uppliers as Partners
6/ Establish Performance &easures for the processes
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-efi,itio, of T)+:
5otal Quality &ana$ement 75Q&8 is an enhancement to the
traditional way of doin$ business/
5otal - &ade up of the whole
Quality - *e$ree of Excellence a Product or "er)ice pro)ides/
&ana$ement - -rt of handlin$, controllin$, directin$ etc/
5Q& is the application of quantitati)e methods and human resources to impro)e all the
processes within an or$ani2ation and exceed USTOME" NEEDS now and in the future/
8 T)+ is the #a,age#e,t approach of a, orga,i9atio,4 ce,tere o, 1ua(it*4 %ase o, the
participatio, of a(( its #e#%ers a, ai#i,g at (o,g : ter# success through custo#er
satisfactio,4 a, %e,efits to a(( #e#%ers of the orga,i9atio, a, to the societ*; : I$< efi,itio,
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DEMING !#ILOSO!#Y
./ reate and publish the -ims and Purposes of the or$ani2ation/
0/ 9earn the :ew Philosophy/
1/ +nderstand the purpose of !nspection/
3/ "top awardin$ business based on price alone/
4/ !mpro)e constantly and fore)er the "ystem/
6/ !nstitute 5rainin$/
;/ 5each and !nstitute 9eadership/
</ *ri)e out %ear, reate 5rust and reate a climate for inno)ation/
=/ #ptimi2e the efforts of 5eams, >roups and "taff areas/
.?/ Eliminate exhortations for the @or' force/
..a/ Eliminate numerical quotas for the wor' force/
..b/ Eliminate &ana$ement by obAecti)es/
.0/ (emo)e Barriers 5,-5 (#B PE#P9E #% P(!*E #% @#(C&-:",!P/
.1/ Encoura$e Education and "elf-impro)ement for e)eryone/
.3/ 5a'e action to accomplish the transformation/
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T#E $U"AN T"ILOGY
%& !LANNING
*etermine internal D external customers/
5heir needs are disco)ered/
*e)elop product / ser)ice features/
*e)elop the processes able to produce the product / ser)ice features/
5ransfer plans to operations/
'& ONT"OL
ontrol is used by operatin$ forces to help meet the product, process and ser)ice
requirements/
!t consists of the followin$ steps
./ *etermine items to be controlled/
0/ "et $oals for the controls/
1/ &easure actual performance/
3/ ompare actual performance to $oals/
4/ -ct on the difference/
(& IM!"O)EMENT
-ims to attain le)els of performance that are hi$her than current le)els/
!t consists of the followin$ steps
Establishment of quality council/
!dentify the impro)ement proAects/
Establish the proAect teams with a proAect leader/
Pro)ide the team with the resources/
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rosbyEs Philosophy
rosbyEs .3 steps to Quality !mpro)ementF
o &ana$ement ommitment
o Quality !mpro)ement 5eam
o Quality &easurement
o ost of Quality E)aluation
o Quality -wareness
o orrecti)e -ction
o -d-hoc committee for 2ero defect pro$ram
o "uper)isor 5rainin$
o Gero *efect day
o >oal "ettin$
o Error ause (emo)al
o (eco$nition
o Quality ouncils
o *o it #)er -$ain
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OBSTALES IN IM!LEMENTING TQM :
9ac' of &ana$ement ommitment
!nability to chan$e #r$ani2ational culture
!mproper plannin$
9ac' of continuous trainin$ and education
!ncompatible or$ani2ational structure and isolated indi)iduals and departments
!neffecti)e measurement techniques and lac' of access to data and results
Payin$ inadequate attention to internal and external customers
!nadequate use of empowerment and teamwor'
%ailure to continually impro)e
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LEADERSHIP
- leader is one who instills purposes, not one who controls by brute force/ ,e
stren$thens and inspires the followers to accomplish shared $oals/
9eaders
"hape the #r$ani2ationHs )alue
Promote the #r$ani2ationHs )alue
Protect the #r$ani2ationHs )alue and
Exemplifies the #r$ani2ation )alues
#A"ATE"ISTIS OF QUALITY LEADE"S :
./ 5hey $i)e priority attention to external and internal customers and their needs/
0/ 5hey empower, rather than control, subordinates/
1/ 5hey emphasis impro)ement rather than maintenance/
3/ 5hey emphasis pre)ention/
4/ 5hey emphasis collaboration rather than competition/
6/ 5hey train and coach, rather than direct and super)ise/
;/ 5hey learn from the problems/
</ 5hey continually try to impro)e communications/
=/ 5hey continually demonstrate their commitment to quality/
.?/ 5hey choose suppliers on the basis of quality, not price/
../ 5hey establish or$ani2ational systems to support the quality effort/
.0/ 5hey encoura$e and reco$ni2e team effort/
LEADE"S#I! ONE!TS :
- leader should ha)e the followin$ concepts
./ People, Paradoxically, need security and independence at the same time/
0/ People are sensiti)e to external and punishments and yet are also stron$ly self -
moti)ated/
1/ People li'e to hear a 'ind word of praise/ atch people doin$ somethin$ ri$ht, so you
can pat them on the bac'/
3/ People can process only a few facts at a timeI thus, a leader needs to 'eep thin$s
simple/
4/ People trust their $ut reaction more than statistical data/
6/ People distrust a leaderHs rhetoric if the words are inconsistent with the leaderHs actions/
T#E * #ABITS OF #IG#LY EFFETI)E !EO!LE :
./ Be Proacti)e
0/ Be$in with the End in mind
1/ Put %irst 5hin$s %irst
3/ 5hin' @in @in
4/ "ee' %irst to +nderstand, then to Be +nderstood
6/ "yner$y
;/ "harpen the "aw 7(enewal8
ST"ATEGI QUALITY !LANNING
>oals 9on$ term plannin$ 7E$ F @in the war8
#bAecti)es "hort term plannin$ 7E$ F apture the brid$e8
>oals should
!mpro)e customer satisfaction, employee satisfaction and process
Be based on statistical e)idence
Be measurable
,a)e a plan or method for its achie)ement
,a)e a time frame for achie)in$ the $oal
%inally, it should be challen$in$ yet achie)able
SE)EN STE!S TO ST"ATEGI QUALITY !LANNING :
./ ustomer needs 4/ losin$ the $ap
0/ ustomer positionin$ 6/ -li$nment
1/ Predict the future ;/ !mplementation
3/ >ap analysis
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QUALITY STATEMENTS
)ISION STATEMENT :
!t is a short declaration of what an or$ani2ation aspires to be tomorrow/
ExampleF
*isney 5heme Par' - ,appiest place on earth
Polaroid - !nstant photo$raphy
"uccessful )isions pro)ide a $uideline for decision ma'in$
MISSION STATEMENT :
!t answers the followin$ questions
@ho we areJ
@ho are the customersJ
@hat we doJ
,ow we do itJ
!t describes the function of the or$ani2ation/ !t pro)ides a clear statement of purpose for
employees, customers D suppliers
- simpler mission statement is
+ To mee, -.s,ome/s ,/anspo/,a,ion and dis,/i0.,ion needs 01 0eing ,2e 0es, a,
mo3ing ,2ei/ goods on ,ime4 sa5el1 and damage 5/ee6
- National Railways
QUALITY !OLIY STATEMENT :
!t is $uide for e)eryone in the or$ani2ation as to how they should pro)ide products and ser)ices
to the customers/
ommon characteristics are
Quality is first amon$ equals
&eet the needs of the internal D external customers
Equal or exceed competition
USTOME" !E"E!TION OF QUALITY :
./ Performance
0/ %eatures
1/ "er)ice
3/ @arranty
4/ Price
6/ (eputation
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FEEDBA7 8INFO"MATION OLLETING TOOLS9:
%eedbac' enables or$ani2ation to
*isco)er customer satisfaction
*isco)er relati)e priorities of quality
ompare performance with the competition
!dentify customer needs
*etermine opportunities for impro)ement
9istenin$ to the )oice of the customer can be accomplished by numerous information collectin$
tools/
./ omment ard
0/ ustomer Questionnaire
#ig2l1 Ne.,/al #ig2l1
Sa,is5ied Dissa,is5ied
./ 5rash remo)al 4 3 1 0 .
0/ Personal hy$iene 4 3 1 0 .
1/ (omance 4 3 1 0 .
3/ 5hou$htfulness 4 3 1 0 .
4/ 9istenin$ s'ills 4 3 1 0 .
6/ %aithfulness 4 3 1 0 .
;/ (espect for
&other in - law 4 3 1 0 .
</ #)erall,how satisfied
are you with your
marria$eJ 4 3 1 0 .
5o ma'e sur)eys more useful, it is best to remember ei$ht points
lients and ustomers are not the same
"ur)eys raise customers expectations
,ow you as' a question will determine how the question is answered
5he more specific the question, the better the answer
Kou ha)e only one chance and only .4 minutes
5he more time you spend in sur)ey de)elopment, the less time you will spend in
data analysis and interpretation
@ho you as' is as important as what you as'
Before the data are collected, you should 'now how you want to analyse and use
the data
1/ %ocus >roups

5hese $roups are )ery effecti)e for $atherin$ information on customer
expectations and requirements/
3/ 5oll %ree 5elephone :umbers
4/ ustomer Lisits
6/ (eport ard
;/ 5he !nternet and omputers
</ Employee %eedbac'
=/ &ass ustomi2ation
USING USTOME" OM!LAINTS :
-ctions an or$ani2ation can ta'e to handle complaints are as follows
!n)esti$ate customers experiences by acti)ely $ettin$ feed bac', both positi)e
and ne$ati)e, and then actin$ on it promptly
*e)elop procedures for complaint resolution that include empowerin$ front line
personnel/
-naly2e complaints, but understand that complaints do not always fit into neat
cate$ories/
@or' to identify process and material )ariations and then eliminate the root
cause/ M&ore inspectionN is not correcti)e action/
@hen a sur)ey response is recei)ed, a senior mana$er should contact the
customer and stri)e to resol)e the concern/
Establish customer satisfaction measures and constantly monitor them/
ommunicate complaint information, as well as the results of all in)esti$ations
and solutions, to all people in the or$ani2ation/
Pro)ide a monthly complaint report to the quality council for their e)aluation and,
if needed, the assi$nment of process impro)ement teams/
Ie,tif* custo#ersA e/pectatio,s %eforeha, rather tha, after2ar through
co#p(ai,t a,a(*sis
USTOME" "ETENTION
!t means Mretainin$ the customerN to support the business/ !t is more powerful and effecti)e than
customer satisfaction/
%or ustomer (etention, we need to ha)e both Mustomer satisfaction D ustomer loyaltyN/
5he followin$ steps are important for customer retention/
./ 5op mana$ement commitment to the customer satisfaction/
0/ !dentify and understand the customers what they li'e and disli'e about the or$ani2ation/
1/ *e)elop standards of quality ser)ice and performance/
3/ (ecruit, train and reward $ood staff/
4/ -lways stay in touch with customer/
6/ @or' towards continuous impro)ement of customer ser)ice and customer retention/
;/ (eward ser)ice accomplishments by the front-line staff/
</ ustomer (etention mo)es customer satisfaction to the next le)el by determinin$ what is
truly important to the customers/
=/ ustomer satisfaction is the connection between customer satisfaction and bottom line/
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EMPLOYEE INVOLMENT
Employee in)ol)ement is one approach to impro)e quality and producti)ity/
!t is a means to better meet the or$ani2ationHs $oals for quality and producti)ity/
MOTI)ATION
MASLO:;S #IE"A"#Y OF NEEDS:
"ocial
"ecurity
"elf - -ctuali2ation
Esteem
"ur)i)al
EM!LOYEE :ANTS :
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Fa-,o/ Emplo1ee "a,ing Manage/ "a,ing
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!nterestin$ wor' . 4
-ppreciation 0 <
!n)ol)ement 1 .?
Job security 3 0
>ood Pay 4 .
Promotion/ $rowth 6 1
>ood wor'in$ conditions ; 3
9oyalty to employees < ;
,elp with personal problems = =
5actful discipline .? 6
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A#IE)ING A MOTI)ATED :O"7 FO"E :
5he buildin$ of a moti)ated wor' force if for the most part an indirect process/ oncepts
to achie)e a moti)ated wor' force are as followsF
./ Cnow thyself/
0/ Cnow your employees/
1/ Establish a positi)e attitude/
3/ "hare the $oals/
4/ &onitor pro$ress/
6/ *e)elop interestin$ wor'/
Job rotation
Job enlar$ement
Job enrichment
;/ ommunicate effecti)ely
</ elebrate success
EM!O:E"MENT
Empowerment is in)estin$ people with authority/ !tHs purpose is to tap the enormous reser)oir of
potential contribution that lies within e)ery wor'er/
5he two steps to empowerment are
./ 5o arm people to be successful throu$h coachin$, $uidance and trainin$/
0/ 9ettin$ people do by themsel)es/
5he principles of empowerin$ people are $i)en below/
./ 5ell people what their responsibilities are/
0/ >i)e authority/
1/ "et standards for excellence/
3/ (ender trainin$/
4/ Pro)ide 'nowled$e and information/
6/ 5rust them/
;/ -llow them to commit mista'es/
</ 5reat them with di$nity and respect/
5hree dimensions of empowerment are
apability
-li$nment and
5rust
TEAMS
Employee in)ol)ement is optimi2ed by the use of teams/
- team is defined as a $roup of people wor'in$ to$ether to achie)e common obAecti)es
or $oals/
Teamwork is the cumulati)e actions of the team durin$ which each member of the team
subordinates his indi)idual interests and opinions to fulfill the obAecti)es or $oals of the
$roup/
:#Y TEAMS :O"7 :
./ &any heads are more 'nowled$eable than one/
0/ 5he whole is $reater than the sum of its members/
1/ 5eam members de)elop a rapport which each other/
3/ 5eams pro)ide the )ehicle for impro)ed communication/
TY!ES OF TEAMS :
./ Process impro)ement team/
0/ ross functional team/
1/ :atural wor' teams/
3/ "elf *irected / "elf &ana$ed wor' teams/
#A"ATE"ISTIS OF SUESSFUL TEAMS :
./ "ponsor 0/ 5eam harter
1/ 5eam omposition 3/ 5rainin$
4/ >round (ules 6/ lear #bAecti)es
;/ -ccountability </@ell-*efined decision procedure
=/ (esources .?/ 5rust
../Effecti)e Problem "ol)in$ .0/ #pen ommunication
.1/ -ppropriate 9eadership .3/ Balanced Participation
.4/ ohesi)eness
TEAM MEMBE" "OLES :
TEAM LEADE"
Ensures the smooth and effecti)e operation of the team/
%acilitates the team process/
"er)es as a ontact Point/
#r$ani2es the implementation of chan$es/
Prepares the meetin$ a$enda/
FAILITATO"
"upports the leader/
%ocuses on the team process/
-cts as a resource to the team/
Pro)ides feedbac' to the team/
"EO"DE"
*ocuments the main ideas of the teamHs discussion, the issues raise, decisions made,
action items etc/
Presents the documents and distributes the &#&/
Participates as a team member/
TIME7EE!E"
Ensures that the team maintains the schedule/
Participates as a team member/
TEAM MEMBE"
ontributes best, without reser)ation/
(espects other peopleHs contributions/
9istens carefully and as's questions/
@or's for consensus on decisions/
"upports the decision of the team/
+nderstands and is committed to the team obAecti)es/
(espects and is tolerant of indi)idual differences/
-c'nowled$es and wor's throu$h conflict openly/
arries out assi$nments/
DEISION MA7ING MET#ODS :
./ :on-decision/
0/ +nilateral decision/
1/ ,andclasp decision/
3/ &inority-rule decision/
4/ &aAority-rule decision/
6/ onsensus/
OMMON BA""IE"S TO TEAM !"OG"ESS :
!nsufficient trainin$/
!ncompatible rewards and compensation/
%irst-line super)isor resistance/
9ac' of plannin$/
9ac' of mana$ement support/
-ccess to information systems/
9ac' of +nion support/
ProAect scope too lar$e/
ProAect obAecti)es are not si$nificant/
:o clear measures of success/
:o time to do impro)ement wor'/
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"EOGNITION AND "E:A"D
(eco$nition is a process by which mana$ement shows ac'nowled$ement of an employeeHs
outstandin$ performance/
Larious ways for (eco$nition and (ewards are
./ (eco$nition can be expressed usin$ )erbal and written praise/
0/ (ewards may be in the form of certificates and plaques/
1/ (eward is normally in the form of cinema tic'ets, dinner for family etc/
3/ 5he financial compensation 7for reco$nition8 can be paid in terms of increased salaries,
commissions, $ain sharin$ etc/
4/ 5he efforts of employees can be reco$ni2ed by promotions, special Aob assi$nments etc/
6/ - letter of appreciation from the E# or the 5op &ana$ement will increase the employeeHs
in)ol)ement/
;/ (eward may be delayed but reco$nition should be in a timely basis/
</ (ewards should be appropriate to the impro)ement le)el/
=/ People li'e to be reco$ni2ed than any reward/
.?/ "pecial forms of reco$nition include pictures on the bulletin board, articles in news letters,
letter to families etc/
../ "uper)isors can $i)e on-the-spot praise for a Aob which is done well/
EFFETS OF "EOGNITION AND "E:A"D SYSTEM :
./ (eco$nition and reward $o to$ether for lettin$ people 'now that they are )aluable members
for the or$ani2ation/
0/ Employee in)ol)ement can be achie)ed by reco$nition and reward system/
1/ (eco$nition and reward system re)eals that the or$ani2ation considers quality and
producti)ity as important/
3/ !t pro)ides the or$ani2ation an opportunity to than' hi$h achie)ers/
4/ !t pro)ides employees a specific $oal to achie)e/
6/ !t moti)ates employees to impro)e the process/
;/ !t increases the morale of the wor'ers/
!E"FO"MANE A!!"AISAL
5he performance appraisal is used to let employees 'now how they are performin$/ 5he
performance appraisal becomes a basis for promotions, increase in salaries, counselin$ and
other purposes related to an employeeHs future/
IM!O"TANE OF !E"FO"MANE A!!"AISALS :
./ !t is necessary to pre)ail a $ood relationship between the employee and the appraiser/
0/ Employee should be informed about how they are performin$ on a continuous basis, not Aust
at appraisal time/
1/ 5he appraisal should hi$hli$ht stren$th and wea'ness and how to impro)e the performance/
3/ Employee should be allowed to comment on the e)aluation and protest if necessary/
4/ E)eryone should understand that the purpose of performance appraisal is to ha)e employee
in)ol)ement/
6/ Errors in performance e)aluations should be a)oided/
;/ +nfair and biased e)aluation will render poor ratin$ and hence should be eliminated/
BENEFITS OF EM!LOYEE IN)OL)EMENT :
Employee in)ol)ement impro)es quality and increases producti)ity because
Employees ma'e better decisions usin$ their expert 'nowled$e of the process
Employees are better able to spot and pin-point areas for impro)ement/
Employees are better able to ta'e immediate correcti)e action/
Employee in)ol)ement reduces labour / mana$ement friction/
Employee in)ol)ement increases morale/
Employees ha)e an increased commitment to $oals because they are in)ol)ed/
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CONTINUOUS PROCESS IMPROVEMENT
ontinuous process impro)ement is desi$ned to utili2e the resources of the or$ani2ation to
achie)e a quality-dri)en culture/
!mpro)ement is made by
Liewin$ all wor' as process/
&a'in$ all process effecti)e, efficient and adaptable/
-nticipatin$ chan$in$ customer needs/
ontrollin$ in-process performance usin$ measures such as scrap reduction, control
charts etc/
Eliminatin$ waste and re-wor'/
Eliminatin$ non-)alue added acti)ities/
Eliminatin$ non-conformities/
+sin$ Benchmar'in$/
!ncorporatin$ learned lessons into future acti)ities/
+sin$ technical tools such as "P, benchmar'in$, experimental desi$n, Q%* etc/
!"OESS :
Process refers to business and production acti)ities of an or$ani2ation/
Inp., < O.,p., !/o-ess Model
5here are fi)e basic ways for impro)ement/
(educe resources/
IN!UT
&aterials,
&oney,
!nformation,
*ata, etc/
!"OESS
People,
Equipment,
&ethod,
Procedures,
En)ironment,
&aterials
&aterials
OUT!UT
!nformation,
*ata,
Product,
"er)ice, etc/
OUTOMES
FEEDBA7
ONDITIONS
(educe errors/
&eet or exceed expectations of downstream customers/
&a'e the process safer/
&a'e the process more satisfyin$ to the person doin$ it/
T#E !DA YLE :
!"OBLEM SOL)ING MET#OD :
%& IDENTIFY T#E O!!O"TUNITY
!dentify the Problem
Pareto analysis of external alarm si$nals/
Pareto analysis of internal alarm si$nals/
Proposals from 'ey insiders/
Proposals from su$$estion schemes/
%ield study of userHs needs/
omments of 'ey people outside the or$ani2ation/
ustomer sur)eys/
Employee sur)eys/
Brainstormin$ by wor' $roups/
%orm the 5eam
5eam should be selected/
>oals and milestones are established/
*efine the "cope/
/i,e/ia 5o/ a good p/o0lem s,a,emen, is as 5ollo=s
!t clearly describes the problem/
!t states the effect/
!t focuses on what is 'nown, un'nown etc/
!t emphasi2es the impact on the customer/
'& ANALY>E T#E U""ENT !"OESS
ACT PLAN
CHECK DO
,EC *#
5he obAecti)e is to understand the process and how it is currently performed/
"tep . F 5he team to de)elop a process flow dia$ram/
"tep 0 F 5he tar$et performance measures are defined/
"tep 1 F ollection of all a)ailable data and information/
ommon i,ems o5 da,a and in5o/ma,ion a/e
./ ustomer information 0/ *esi$n information
1/ Process information 3/ "tatistical information
4/ Quality information 6/ "upplier information
(& DE)ELO! T#E O!TIMAL SOLUTION8S9
5his phase has the obAecti)e of establishin$ potential and feasible solutions and recommendin$
the best solution to impro)e the process/
reati)ity plays the maAor role, and brainstormin$ is the principal technique/
5here are three types of creati)ityF
reate new processes
ombine different processes
&odify the existin$ process
?& IM!LEMENT #ANGES
5his phase has the obAecti)e of preparin$ the implementation plan, obtainin$ appro)al and
implementin$ the process impro)ements/
-ppro)al of the quality council/
#btain the ad)ice and consent of departments, functional areas, teams, indi)iduals etc/
&onitor the acti)ity/
@& STUDY T#E "ESULTS
5his phase has the obAecti)e of monitorin$ and e)aluatin$ the chan$e by trac'in$ and studyin$
the effecti)eness of the impro)ement efforts/
A& STANDA"DI>E T#E SOLUTION
!nstitutionali2e by positi)e control of the process/
5he quality peripherals the system, en)ironment and super)ision must be certified/
#perators must be certified/
*& !LAN FO" T#E FUTU"E
5he obAecti)e is to achie)e impro)ed le)el of process performance/
(e$ularly conduct re)iews of pro$ress by the quality council/
Establish the systems to identify area for future impro)ements/
5rac' performance with respecti)e internal D external customers/
5Q& tools and techniques are used to impro)e quality, deli)ery and cost/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: II Perio: >
4 " ,#+"E CEEP!:>
!t means e)erythin$ in its place/
"E!(! 9E-(!:>
"E!5#: -((-:>!:>
"E!"# "@EEP!:>
"E!CE5"+ 9E-:9!:E""
",!5"+CE *!"!P9!:E
5here can be no 5Q& without 4-"/
- dirty factory cannot produce quality products/
lutter hides problems/ - neat wor'place promotes easy disco)ery of abnormalities/
T2e Fi/s, S : SEI"I : LEA"ING
Fa-,o/1 Floo/ O55i-e #ome
&achines to be +sed / Bro'en Bro'en toys
scrapped pens
(eAected material +seless paper #ld clothes
Expired $oods #ld diaries Bro'en suitcases
Bro'en tools, Bro'en furnitures
pallets, bins,
trolleys/
#ld notices
onseB.en-es o5 no, p/a-,i-ing SEI"I :
5he unwanted clutters up the place and the wanted are hard to find/
E)ery place can only hold so much/
lutter sometimes causes misidentification/
T2e Se-ond S : SEITON : A""ANGING
Take out unnecessary items and throw them away
Arrange everything in proper order so that it can be easily picked up for use.
+nlabelled tool crib +nlabelled file cabinet lutter
luttered shel)es luttered drawer, :o orderly
loc'ers etc/ shel)es, boo' cases, arran$ement in
tables the rooms
"tores no clear (ecords D documents
location system/ :ot arran$ed well
5hin$s on the floor %ile heaps and papers
onseB.en-es o5 no, p/a-,i-ing SEITON :
5hin$s are seldom a)ailable when needed/
!tems are MlostH in stores/
!tems defecti)es and $ood ones $et mixed up/
-ccidents or near-accidents occur due to clutter/
Lisual control of the shop floor is not possible/
"ometimes, production is lost because an item required is a)ailable but cannot be found/
!n some offices, ritical Excise records or tax records may not be traceable/ 5his can lead to
finance loss, prosecution or embarrassment/
T2e T2i/d S : SEISO : S:EE!ING
*irty machines *irty table D furniture *irty furniture, floor,
*ust on product window, $rills,
parts, (/&tls/ boo'shel)es/
*irty Ai$s, fixtures *irty office equipments
*irty walls, roofs 9ittered floor
9ittered floor *irty windows
Sweep your workplace thoroughly so that there is no dust anywhere.
onseB.en-es o5 no, p/a-,i-ing SEISO :
&ost machines are affected by dust D dirt and hence their performance may $o down/
*ust and dirt on products, materials, pac'in$ boxes etc/ will affect either their performance
quality or their aesthetic loo'/
+npleasant to wor' in/
T2e Fo./,2 S : SEI7ETSU : LEANLINESS
,andlin$ ha2ardous %ree of pests Pest control
chemicals Personal hy$iene Personal hy$iene
ontrol of fumes,
ha2ardous dust/
*isinfectin$, Personal hy$iene
onseB.en-es o5 no, p/a-,i-ing SEI7ETSU :
>ood health and safety require the practice of "ei'etsu/
,a2ardous chemicals, dusty chemicals, fumes etc/ can ma'e it a dan$erous place to wor'
in/
@ashin$ thorou$hly and cleanin$ a place ma'es the wor'place pleasant/
Personal hy$iene is essential for healthy wor'force/
T2e Fi5,2 S : S#ITSU7I : DISI!LINE
onseB.en-es o5 no, p/a-,i-ing SEI7ETSU :
!f discipline is not practiced, then the first 3-" would bac'slide/
9ac' of "hitsu'i means not followin$ the standards/ 5hen, all acti)ities related to safety and
quality will be affected/
IM!LEMENTING @CS
./ 5op &ana$ement resol)e and trainin$/
0/ %ormation of a top le)el team/
1/ +nderstandin$ current circumstances/
ashing with a strong overtone of keeping things disinfected as well as free of
ha!ardous chemicals.
"iscipline especially with regard to safety rules and punctuality.
3/ Establishin$ priorities and tar$ets/
4/ %ormin$ sub-teams and trainin$/
6/ &aAor cleanin$/
;/ Establishin$ impro)ement plans in each priority area/
</ !mplementin$ the plan/
=/ Lerifyin$ results/
.?/ "tandardi2in$/
../ Establishin$ full control/
9oo'in$ for further impro)ements
7AI>EN
Cai2en is a Japanese word for the philosophy that defines mana$ementHs roles in continuously
encoura$in$ and implementin$ small impro)ements in)ol)in$ e)eryone/
!t focuses on simplification by brea'in$ down complex pro$ress into their sub processes and
then impro)in$ them/
5he Cai2en impro)ement focuses on the use ofF
Lalue added and non )alue wor' acti)ities/
&uda, which refers to the se)en classes of waste o)er-production, delay,
transportation, processin$, in)entory, wasted motion, and defecti)e parts/
Principles of motion study and the use of cell technolo$y/
Principles of materials handlin$ and use of one piece flow/
*ocumentation of standard operatin$ procedures/
5he fi)e "Hs for wor'place or$ani2ation/
Lisual mana$ement/
Just in time principles/
Po'a Ko'e/
5eam dynamics/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: II Perio: ?
SUPPLIER PARTNERSHIP
5he suppliers should be treated as partners to achie)e the same quality le)el as
attained within the or$ani2ation/
5he followin$ forces need "upplier Partnership to impro)e quality, reduce costs and increase
mar'et share/
*emin$ Philosophy 7*emin$Hs 3
th
point8
Just-in-time
ontinuous process impro)ement
!"# =???
USTOME" D SU!!LIE" "ELATIONS :
*r/ Caoru !shi'awa has $i)en ten principles of customer-supplier relations/ 5hey are
./ Both the customer and supplier are fully responsible for the control of quality/
0/ Both the customer and supplier should be independent of each other/
1/ 5he customer is responsible for pro)idin$ the supplier with clear and sufficient requirements
so that the customer can 'now precisely what to produce/
3/ Both the customer and supplier should enter into a non-ad)ersarial contract/
4/ 5he supplier is responsible for pro)idin$ the quality that will satisfy the customer/
6/ Both the customer and supplier should decide the method to e)aluate the quality of the
product or ser)ices/
;/ Both the customer and supplier should establish in the contract the method by which they
can reach an amicable settlement in case of any dispute/
</ Both the customers and supplier should continually exchan$e information/
=/ Both the customer and supplier should perform business acti)ities/
.?/ Both the customer and supplier should ha)e the best interest of the end user in mind/
!A"TNE"ING
Partnerin$ is a relationship between two or more parties based upon trust, dedication to
common $oals/
5he benefits of partnerin$ are
!mpro)ed quality
!ncreased efficiency
9ower cost
!ncreased opportunity for inno)ation
ontinuous impro)ement
5he three 'ey elements to a partnership relationship are
9on$ term commitment
5rust
"hared Lision
SOU"ING
5he three types of sourcin$ are
"ole sourcin$
&ultiple sourcin$
"in$le sourcin$
R/TP/02
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Page 2 of 2
LECTURE PLAN
U,it No: II Perio: @
SU!!LIE" SELETION
5he suppliers should be selected with the followin$ ten conditions

./ 5he supplier should understand clearly the mana$ement philosophy of the or$ani2ation/
0/ 5he supplier should ha)e stable mana$ement system/
1/ 5he supplier should maintain hi$h technical standards/
3/ 5he supplier should pro)ide the raw materials and parts which meet quality specifications
required by the purchaser/
4/ 5he supplier should ha)e the required capability in terms of production/
6/ 5he supplier should not lea' out the corporate secrets/
;/ 5he supplier should quote ri$ht price and should meet the deli)ery schedule/ 5he supplier
should be accessible with respect to transportation and communication/
</ 5he supplier should be sincere in implementin$ the contract pro)isions/
=/ 5he supplier should ha)e an effecti)e quality system such as !"# / Q" =???/
.?/ 5he supplier should be renowned for customer satisfaction/
SU!!LIE" E"TIFIATION :
- certified supplier is one which, after extensi)e in)esti$ation, is found to supply material of
such quality that is not necessary to perform routine testin$/
5he Ei$ht criteria for supplier certification are
./ :o product related lot reAections for atleast . year/
0/ :o non-product related reAections for atleast 6 months/
1/ :o production related ne$ati)e incidents for atleast 6 months/
3/ "hould ha)e passed a recent on-site quality system e)aluation/
4/ ,a)in$ a fully a$reed specification/
6/ %ully documented process and quality system/
;/ 5imely copies of inspection and test data/
</ Process that is stable and in control/
SU!!LIE" "ATING :
"upplier (atin$ is done
5o obtain an o)erall ratin$ of supplier performance/
5o communicate with suppliers re$ardin$ their performance/
5o pro)ide each supplier with a detailed and true record of problems for correcti)e
action/
5o enhance the relationship between the buyer and the supplier/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: III Perio: 1
app(ica%(e to the topics! U,iversit* patter, pro%(e#s0B
SEVEN TRADITIONAL TOOLS OF QUALITY
./ P-(E5# *!->(-&
0/ %9#@ *!->(-&
1/ -+"E -:* E%%E5 *!->(-&
"5EP" !: #:"5(+5!:> - -+"E D E%%E5 *!->(-&F
a/ *efine the problem or effect to be analy2ed/
b/ %orm the team to perform the analysis/ #ften the team will unco)er potential causes
throu$h brainstormin$/
c/ *raw the effect box and the centerline/
d/ "pecify the maAor potential cause cate$ories and Aoin them as boxes connected to the
centerline/
e/ !dentify the possible causes and classify them into the cate$ories in step d/ reate new
cate$ories, if necessary/
f/ (an' order the causes to identify those that seem most li'ely to impact the problem/
$/ 5a'e correcti)e action/
3/ ,EC ",EE5"
#E7 S#EET
Product F Bicycle
:onconformity 5ype hec' 5otal
----------------------------------------------------------------------------------------------------------------
VARIATION IN
STEAM
GENERATION
FUEL
INCREASED
MOISTURE
CONTENT
SUGAR
CONTENT
INCREASED
NATURE OF
BAGASSE
FIBRE
NON-UNIFORM
FLOW OF FUEL
BOILER
WATER
QUALITY
VARIATION
IN BOILER
WATER pH
VARIATION
IN BOILER
WATER TDS
VARIATION IN
FEED WATER
TEMPERATURE
WATER
VARIATION IN
WATER LEVEL
IN DRUM
DRAUGHT
SYSTEM
IMPROPER
FUNCTION
OF ID FAN
OF SA FAN
FUNCTION
IMPROPER
FUNCTION
OF FD FAN
IMPROPER
CAUSE AND EFFECT DIAGRAM
Blister !!!! !!!! !!!! !!!! ! 0.
9i$ht spray !!!! !!!! !!!! .4
*rips !!!! !!!! !!!! !!!! !!!! 04
#thers !!!! !!!! !!!! !!!! !!!! 04
----------------------------------------------------------------------------------------------------------------5#5-9
<6
----------------------------------------------------------------------------------------------------------------
4/ #ISTOG"AM
N.m0e/ o5 E//o/s Tall1 o5 N.m0e/ o5 E//o/s
------------------------------- -------------------------------------------------------------------
? . 1 ? . ? . ? :umber :on 5abulation %req/
. 4 3 . 0 . 0 ? -conformin$
. ? 0 ? ? 0 ? . -------------------------------------------------------------------
0 . . . 0 . . ? !!!! !!!! !!!! .4
? 3 . 1 . . . . !!!! !!!! !!!! !!!! 0?
. 1 3 ? ? ? ? 0 !!!! !!! <
. 1 ? . 0 0 1 1 !!!! 4
------------------------------- 3 !!! 1
4 ! .
-------------------------------------------------------------------
0 1 2 3 4 5
0
5
10
15
20
N!"#$ N%&-'%&()$!)&*
F$#+#&',
6/ ONT"OL #A"TS
Upp#$ '%&-$%. .)!)-
C#&-$# .)&#
L%/#$ '%&-$%. .)!)-
S0!p.# &!"#$ %$ -)!#
S
0
!
p
.
#

+
0
.
)
-
,

'
1
0
$
0
'
-
#
$
)
2
-
)
'
A ,1pi-al -on,/ol -2a/,
;/ SATTE" DIAG"AM
!n scatter dia$ram, three types of co-relations exist/
./ Positi)e correlation/
0/ :e$ati)e correlation/
1/ :o correlation/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
app(ica%(e to the topics! U,iversit* patter, pro%(e#s0B
NE: MANAGEMENT TOOLS
./ @,K, @,K
0/ %#(E* %!E9* -:-9K"!"
*efine the obAecti)e/
*etermine criteria for e)aluatin$ the effecti)eness of the impro)ement action/
Brainstorm the forces/
Prioriti2e the forces from $reatest to least/
5a'e action/
O0Ee-,i3e: S,op SmoFing
----------------------------------------------------------------------------------------------------------------
!/omo,ing Fo/-es In2i0i,ing Fo/-es
----------------------------------------------------------------------------------------------------------------
Poor ,ealth ,abit
"melly lothin$ -ddiction
Poor Example 5aste
ost "tress
!mpact on #thers -d)ertisement
----------------------------------------------------------------------------------------------------------------
1/ :#&!:-9 >(#+P 5E,:!Q+E
3/ -%%!:!5K *!->(-&
4/ !:5E(-(E9-5!#:",!P *!>(-P,
6/ 5(EE *!->(-&
;/ &-5(!O *!->(-&
</ P(!#(!5!G-5!#: &-5(!E"
=/ P(#E"" *E!"!#: P(#>(-& ,-(5
.?/ -5!L!5K :E5@#(C *!->(-&
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
$i/ sig#a provies the tech,i1ues a, too(s to i#prove the capa%i(it* a, reuce the efects i,
a,* process0 It a((o2s o,(* 506 efects per #i((io, opportu,ities0
$i/ sig#a process
10 -efi,e
20 +easure
50 A,a(*se
60 I#prove
70 Co,tro(
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
$i/ sig#a is a goo 1ua(it* too( 2hich gives goo resu(t i, 1ua(it* so its app(icatio,s i,crease
a* %* a* to (ot of i,ustries (i3e #a,ufacturi,g4 IT etc0
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
BENCH MARKING
Benchmar'in$ is a systematic method by which or$ani2ations can measure themsel)es a$ainst
the best industry practices/
Benchmar'in$ is a systematic search for the best practices, inno)ati)e ideas, and hi$hly
effecti)e operatin$ procedures/
BEN#MA"7ING ONE!T
"EASONS TO BEN#MA"7 :
@hat is our performance
le)el J
,ow do we do it J
@hat are others
performance le)els J
,ow did they $et there J
reati)e
-daptation
#reakthrough Performance
!t is a tool to achie)e business and competiti)e obAecti)es
!t can inspire mana$ers 7and #r$ani2ations8 to compete
!t is time and cost effecti)e
!t constantly scans the external en)ironment to impro)e the process
Potential and useful technolo$ical brea'throu$hs can be located and adopted early
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: III Perio: =
!"OESS OF BEN#MA"7ING
5he followin$ six steps contain the core techniques of Benchmar'in$
%& De-ide =2a, ,o 0en-2ma/F
Benchmar'in$ can be applied to any business or production process
5he strate$y is usually expressed in terms of mission and )ision statements
Best to be$in with the mission and critical factors
hoosin$ the scope of the Benchmar'in$ study
Pareto analysis what process to in)esti$ate
ause and Effect dia$ram for tracin$ outputs bac'
'& Unde/s,and -.//en, pe/5o/man-e
+nderstand and document the current process
5hose wor'in$ in the process are the most capable of identifyin$ and correctin$
problems
@hile documentin$, it is important to quantify
are should be ta'en durin$ accountin$ information
(& !lan
- benchmar'in$ team should be chosen
#r$ani2ations to ser)e as the benchmar' need to be identified
5ime frame should be a$reed upon for each of the benchmar'in$ tas's
5here are three types of benchmar'in$
a/ !nternal
b/ ompetiti)e
c/ Process
?& S,.d1 O,2e/s
Benchmar'in$ studies loo' for two types of information
,ow best the processes are practiced
&easurable results of these practices
5hree techniques for conductin$ the research are
Questionnaires
"ite )isits
%ocus $roups
@& Lea/n 5/om ,2e da,a
-nswerin$ a series of questions li'e
!s there a $ap between the or$ani2ationHs performance and the performance of the best-
in-class or$ani2ationsJ
@hat is the $apJ ,ow much is itJ
@hy is there a $apJ @hat does the best-in-class do differently that is betterJ
!f best-in-class practices were adopted, what would be the resultin$ impro)ementJ
Benchmar'in$ studies can re)eal three different outcomes
:e$ati)e $ap
Parity
Positi)e $ap
A& Using ,2e 5indings
5he obAecti)e is to close the $ap/ %or this
%indin$s must be communicated to the people within the or$ani2ation
-ction plans must be de)eloped to implement new processes
>roups that must a$ree on the chan$e
Process owners
+pper mana$ement
"teps for the de)elopment and execution of action plans are
./ "pecify tas's
0/ "equence tas's
1/ *etermine resources needs
3/ Establish tas' schedule
4/ -ssi$n responsibility for each tas'
6/ *escribe expected results
;/ "pecify methods for monitorin$ results
!ITFALLS AND "ITIISMS OF BEN#MA"7ING :
!dea of copyin$ others
!t is not a cure or a business philosophy
"ome process ha)e to be benchmar'ed repeatedly
!t is not a substitute for inno)ation
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: III Perio: >
FAILURE MODE AND EFFECTS ANALYSIS
%&E- is an analytical technique that combines the technolo$y and experience of people in
identifyin$ foreseeable failure modes of a product or process and plannin$ for its elimination/
!t is a $roup of acti)ities comprisin$ the followin$F
./ (eco$ni2e the potential failure of a product or process/
0/ !dentify actions that eliminate / reduce the potential failure/
1/ *ocument the process/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: III Perio: ?
STAGES OF FMEA
$tage 1 $pecif*i,g possi%i(ities
10 .u,ctio,s
20 Possi%(e fai(ure #oes
50 Root causes
60 Effects
70 -etectio, / preve,tio,
$tage 2 )ua,tif*i,g Ris3
10 Pro%a%i(it* of cause
20 $everit* of effect
50 Effective,ess of co,tro( to cause
60 Ris3 priorit* ,u#%er (RPN!
$tage 5 Correcti,g Cigh Ris3 Causes
10 Prioriti9i,g 2or3
20 -etai(i,g actio,
50 Assig,i,g actio, respo,si%i(it*
60 Chec3 poi,ts o, co#p(etio,
$tage 6 Re : eva(uatio, of Ris3
10 Reca(cu(atio, of ris3 priorit* ,u#%er
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: III Perio: @
FMEA TYPES
10 $*ste# .+EA
20 -esig, .+EA
50 Process .+EA
60 $ervice .+EA
70 E1uip#e,t .+EA
=0 +ai,te,a,ce .+EA
>0 Co,cept .+EA
?0 E,viro,#e,ta( .+EA
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: 1
QUALITY CIRCLE
A quality circle is a vo(u,teer group co#pose of 2or3ers (or eve, stue,ts!4 usua((* u,er the
(eaership of their supervisor (%ut the* ca, e(ect a tea# (eaer!4 2ho are trai,e to ie,tif*4
a,a(*9e a, so(ve 2or3Ere(ate pro%(e#s a, prese,t their so(utio,s to #a,age#e,t i, orer to
i#prove the perfor#a,ce of the orga,i9atio,4 a, #otivate a, e,rich the 2or3 of e#p(o*ees0
P-$A c*c(e is a, e/a#p(e of 1ua(it* circ(e0
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: 2 " 5
QUALITY FUNCTION DEPLOYMENT
Quality %unction *eployment is a plannin$ tool used to fulfill customer expectations/
Quality %unction *eployment focuses on customer expectations or requirements, often
referred to as )oice of the customer/
QFD TEAM :
5here are two types of teams namely
./ 5eam for desi$nin$ a new product
0/ 5eam for impro)in$ an existin$ product
BENEFITS OF QFD :
./ !mpro)es ustomer satisfaction
reates focus on customer requirements
+ses competiti)e information effecti)ely
Prioriti2es resources
!dentifies items that can be acted upon
0/ (educes !mplementation 5ime
*ecreases midstream desi$n chan$es
9imits post introduction problems
-)oids future de)elopment redundancies
1/ Promotes 5eam @or'
Based on consensus
reates communication
!dentifies actions
3/ Pro)ides *ocumentation
*ocuments rationale for desi$n
-dds structure to the information
-dapts to chan$es 7a li)in$ document8
#OUSE OF QUALITY :
!nterrelationship
Between
5echnical
*escriptors
5echnical *escriptors
7Loice of the or$ani2ation8
(elationship between
(equirements and
*escriptors
u
s
t
o
m
e
r

(
e
q
u
i
r
e
m
e
n
t
s
7
L
o
i
c
e

o
f

t
h
e

c
u
s
t
o
m
e
r
8
P
r
i
o
r
i
t
i
2
e
d

u
s
t
o
m
e
r

(
e
q
u
i
r
e
m
e
n
t
s
T#E STE!S IN BUILDING A #OUSE OF QUALITY A"E :
./ 9ist ustomer (equirements 7@,-5Hs8
0/ 9ist 5echnical *escriptors 7,#@Hs8
1/ *e)elop a (elationship &atrix Between @,-5Hs and ,#@Hs
3/ *e)elop an !nter-relationship &atrix between ,#@Hs
4/ ompetiti)e -ssessments
a/ ustomer ompetiti)e -ssessments
b/ 5echnical ompetiti)e -ssessments
6/ *e)elop Prioriti2ed ustomer (equirements
;/ *e)elop Prioriti2ed 5echnical *escript
Prioriti2ed
5echnical *escriptors
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: 6 " 7
TAGUCHI QUALITY LOSS FUNCTION
5a$uchiHs Quality 9oss %unction concept combines cost, tar$et and )ariation in one metric
with specifications bein$ of secondary importance/
5a$uchi has defined quality as the loss imparted to society from the time a product is
shipped/ "ocietal losses include failure to meet customer requirements, failure to meet ideal
performance and harmful side effects/
USTOME"S !E"EI)E QUALITY AS MEETING T#E TA"GET "AT#E" T#AN
$UST MEETING T#E S!EIFIATIONS&
5here are three common quality loss functions
./ :ominal - the - best/
0/ "maller - the - better/
1/ 9ar$er - the - better/
NOMINAL D T#E D BEST :
-lthou$h 5a$uchi de)eloped so many loss functions, many situations are approximated by the
quadratic function which is called the Nominal D ,2e D 0es, type/
QUADRATIC LOSS FUNCTION
9
o
s
s

7
(
s
8
U$L
A
F G H
L$L
Perfor#a,ce Characteristic
Quaratic L!"" Fu#cti!#
L
0
F E H
I
F
5he quadratic function is shown in fi$ure/ !n this situation, the loss occurs as soon as the
performance characteristic, y, departs from the tar$et F/
-t F, the loss is (s/ ?/
-t 9"9 7or8 +"9, the loss is (s/ -/
5he quadratic loss function is described by the equation 9 = ' 7y - F8
0
/
@here,
9 = cost incurred as quality de)iates from the tar$et/
y = Performance characteristic
F = tar$et
' = Quality loss coefficient/
5he loss coefficient is determined by settin$ P = 7y F8, the de)iation from the tar$et/ @hen P is
the +"9 7or8 9"9, the loss to the customer of repairin$ 7or8 discardin$ the product is (s/ -/
5hus,
C = - / 7y F8
0
= - / P
0
/
SMALLE" D T#E D BETTE" :
L
o
s
s

(
R
s
!
A
S$aller%t&e%'etter
L
0
*
5he followin$ fi$ure shows the smaller the better concepts/
5he tar$et )alue for smalle/ D ,2e D 0e,,e/ is ?/ 5here are no ne$ati)e )alues for the
performance characteristic/
5he radiation lea'a$e from a microwa)e appliance, the response time for a computer, pollution
from an automobile, out of round for a hole etc/ are the performance characteristics for this
concept/
LA"GE" D T#E D BETTE" :
5he followin$ fi$ure shows the concept of the 9ar$er the better/
*
L
o
s
s

(
R
s
!
A
Lar(er%t&e%'etter
L
0
*
!n the 9ar$er the better concept, the tar$et )alue is Q 7infinity8, which $i)es a Ge/o loss/
5here are no ne$ati)e )alues and the worst case is at y = ?/ -ctually, lar$er the better is the
reciprocal of smaller the better/ 5he performance characteristics in 9ar$er the better are
bond stren$th of adhesi)es, weldin$ stren$th etc/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: =
TOTAL PRODUCTIVE MAINTENANCE
5otal Producti)e &aintenance 75P&8 is defined as 'eepin$ the runnin$ plant and equipment
at its hi$hest producti)e le)el with the co-operation of all areas of the or$ani2ation/
Predicti)e and Pre)enti)e maintenance are essential to buildin$ a foundation for a
successful 5P& en)ironment/ !/edi-,i3e Main,enan-e is the process of usin$ data and
statistical tools to determine when a piece of equipment will fail/ !/e3en,i3e Main,enan-e is
the process of periodically performin$ acti)ities such as lubrication on the equipment to 'eep
it runnin$/
OB$ETI)ES OF T!M :
./ 5o maintain and impro)e equipment capacity/
0/ 5o maintain equipment for life/
1/ 5o use support from all areas of the operation/
3/ 5o encoura$e input from all employees/
4/ 5o use teams for continuous impro)ement/
T!M !#ILOSO!#Y D ONE!T OF T!M :
5otal Producti)e &aintenance 75P&8 is an extension of the 5otal Quality &ana$ement
75Q&8 philosophy to the maintenance function/
T!M 2as ,2e 5ollo=ing s,epsF
./ &ana$ement should learn the new philosophy of 5P&/
0/ &ana$ement should promote the new philosophy of 5P&/
1/ 5rainin$ should be funded and de)eloped for e)eryone in the or$ani2ation/
3/ -reas of needed impro)ement should be identified/
9oss measurements to identify impro)ement needs are
*own time losses
(educed speed losses
Poor quality losses
4/ Performance $oals should be formulated/
6/ -n implementation plan should be de)eloped/
;/ -utonomous worth $roups should be established/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: >
IMPROVEMENT NEEDS
Jhe, there is a, i#prove#e,t i, the ,ee of a prouct 2hich i#p(icit(* #ea,s that the prouct
has goo 1ua(it* a, satisfie the custo#er0
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: ?
COST OF QUALITY
!"E)ENTION OST
&ar'etin$ / ustomer / +ser/
Product / "er)ice / *esi$n *e)elopment/
Purchasin$
#perations 7&anufacturin$ or "er)ice8
Quality -dministration/
'& A!!"AISAL OST
Purchasin$ -ppraisal osts/
#perations -ppraisal osts
External -ppraisal osts
(e)iew of 5est and !nspection *ata
&iscellaneous Quality E)aluations
(& INTE"NAL FAILU"E OST
Product or "er)ice *esi$n %ailure osts 7!nternal8
Purchasin$ %ailure osts
#perations 7Product or "er)ice8 %ailure osts
?& EXTE"NAL FAILU"E OST
omplaint !n)esti$ations of ustomer or +ser "er)ice
(eturned >oods
(etrofit and (ecall osts
@arranty laims
9iability osts
Penalties
ustomer or +ser >oodwill
9ost "ales
ANALYSIS TE#NIQUES OF QUALITY OST
5he purpose of quality cost analysis is to determine the cost of maintainin$ a certain le)el of
quality/
"uch acti)ity is necessary to pro)ide feedbac' to mana$ement on the performance of
quality assurance and to assist mana$ement in identifyin$ opportunities/
INDEX NUMBE"S :
!ndex :umbers are often used in a )ariety of applications to measure prices, costs 7or8 other
numerical quantities and to aid mana$ers in understandin$ how conditions in one period
compare with those in other periods/
- simple type of index is called a "ELATI)E INDEX/
QUA"TE" OST IN "S&
. 0???
0 00??
1 0.??
3 .=??
ost !ndex in quarter t = 7ost in quarter t / Base period cost8 x .??
QUA"TE" OST "ELATI)E INDEX
. 70???/0???8 x .?? = .??
0 700??/0???8 x .?? = ..?
1 70.??/0???8 x .?? = .?4
3 7.=??/0???8 x .?? = =4
T"END ANALYSIS :
>ood )isual aids are important communication tools/
>raphs are particularly useful in presentin$ comparati)e results to mana$ement/
5rend -nalysis is one where 5ime-to-5ime comparisons can be made which illustrates the
chan$es in cost o)er time/
3455
4655
10353
30 30
3056
56
3154
50
4255
3353
10
655
1056
453
TREND ANALYSIS - WATCHES
5
10
15
20
25
30
35
40
45
50
55
30
35
60
65
40
45
70
75
100
1 2 3 4
!A"ETO ANALYSIS :
Joseph Juran obser)ed that most of the quality problems are $enerally created by only a
few causes/
%or example, <?R of all internal failures are due to one 7or8 two manufacturin$ problems/
!dentifyin$ these M)ital fewN and i$norin$ the Mtri)ial manyN will ma'e the correcti)e action
$i)e a hi$h return for a low money input/
5
10
15
20
25
30
35
40
3354 8
2653 8
2256 8
28
38
18
28
48
38
I
&
'
%
!
p
.
#
-
#
S
$
(
0
'
#

2
'
0
$
2
C
$
0
'
9
2
S
$
(
0
'
#

p
)
-
2
R
%
*
1

S
$
(
0
'
#
S
'
$
0
-
'
1
#
2
L
#
2
2

p
%
.
)
2
1
)
&
*
M
)
2
2

2
1
0
$
p
#
&
O
-
1
#
$
2
VITAL FEW
TRIVIAL MANY
PARETO DIAGRAM
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: ID Perio: @
PERFORMANCE MEASURES
Performance measures are required for the mana$ers for mana$in$ an or$ani2ation perfectly/
Performance measures are used to achie)e the followin$ obAecti)es/
5o establish performance measures and re)eal trend/
5o identify the processes to be impro)ed/
5o determine the process $ains and losses/
5o compare the actual performance with standard performance/
5o pro)ide information for indi)idual and team e)aluation/
5o determine o)erall performance of the or$ani2ation/
5o pro)ide information for ma'in$ proper decisions/
:#AT S#OULD BE MEASU"EDH
Human resources
./ 9ost time due to accidents, absenteeism/
0/ Employee turno)er/
1/ Employee satisfaction index/
3/ 5rainin$ cost per employee/
4/ :umber of $rie)ances/
Customers
./ :umber of complaints from customers/
0/ :umber of on-time deli)eries/
1/ @arranty data/
3/ *ealer satisfaction/
Production
0/ !n)entory/
1/ "P harts/
3/ -mount of scrap / rewor'/
4/ &achine down time/
Research and Development
0/ :ew product time to mar'et/
1/ *esi$n chan$e orders/
3/ ost estimatin$ errors/
Suppliers
0/ #n-time deli)ery/
1/ "er)ice ratin$/
3/ Quality performance/
4/ -)era$e lead time/
Marketing / Sales
0/ "ales expense to re)enue/
1/ :ew product sales to total sales/
3/ :ew customers/
dministration
./ (e)enue per employee/
0/ Purchase order error/
1/ Billin$ accuracy/
3/ ost of poor quality/
ST"ATEGY :
5he quality council has the o)erall responsibility for the performance measures/ !t ensures that
all the measures are inte$rated into a total system of measures/
- typical system contains the followin$ function
Quality
ost
%lexibility
(eliability
!nno)ation
!E"FO"MANE MEASU"E !"ESENTATION :
5here are six basic techniques for presentin$ performance measures/ 5hey are
./ 5ime series $raph/
0/ ontrol charts/
1/ apability !ndex/
3/ 5a$uchiHs loss function/
4/ ost of poor quality/
6/ &alcolm Baldri$e :ational Quality -ward/
!n &B:Q-, fi)e cate$ories are analy2ed/ 5hey are
a8 &anufacturin$
b8 "er)ice
c8 "mall business
d8 ,ealth care
e8 Education
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: 1
Nee for I$< @000 I$< @000 : 2000 )ua(it* $*ste#
Ever* orga,i9atio, is co,cer,e 2ith the 1ua(it* of its prouct or service0 To assure the
1ua(it* o,e has to e,sure the 1ua(it*0 To e,sure the 1ua(it* it is ,ecessar* to #a3e 1ua(it*
assura,ce s*ste#0
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: 2
ELEMENTS OR CLAUSES OF ISO )***
./ "cope
0/ :ormati)e (eference
1/ 5erms and *efinitions
3/ Quality &ana$ement "ystem 7Q&"8
>eneral (equirements
*ocumentation
4/ &ana$ement (esponsibility
&ana$ement ommitment
ustomer %ocus
Quality Policy
Plannin$
(esponsibility, -uthority and ommunication
&ana$ement (e)iew
6/ (esource &ana$ement
Pro)ision of (esources
,uman (esources
!nfrastructure
@or' En)ironment
;/ Product (eali2ation
Plannin$ of Product (eali2ation
ustomer related processes
*esi$n and *e)elopment
Purchasin$
Production and "er)ice Pro)ision
ontrol of &onitorin$ and &easurin$ de)ices
</ &onitorin$ and &easurement
>eneral &onitorin$ and &easurement
ontrol of :on-onformin$ Product
-nalysis of *ata
!mpro)ement
!MP"#M#N$$!%N %& '("!$) MN*#M#N$ S)S$#M +
./ 5op &ana$ement ommitment
0/ -ppoint the &ana$ement (epresentati)e
1/ -wareness
3/ -ppoint an !mplementation 5eam
4/ 5rainin$
6/ 5ime "chedule
;/ "elect Element #wners
</ (e)iew the Present "ystem
=/ @rite the *ocuments
.?/ !nstall the :ew "ystem
../ !nternal -udit
.0/ &ana$ement (e)iew
.1/ Pre-assessment
.3/ (e$istration
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: 5
DOUMENTATION
!n e)ery or$ani2ation, the quality system must be documented properly/ 5he documentation of
the system can be seen as a hierarchical format as shown/
.
P#9!K
0
P(#E*+(E
1
P(-5!E
3
P(##%
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: 6
QUALITY AUDITING
5he term -udit refers to a re$ular examination and chec'in$ of accounts or financial records,
settlement or adAustment of accounts/
!t also refers to chec'in$, inspection and examination of Production Processes/
!U"!OSE OF QUALITY AUDIT :
5o establish the adequacy of the system/
5o determine the effecti)eness of the system/
5o afford opportunities for system analysis/
5o help in problem sol)in$/
5o ma'e decision ma'in$ easier etc/
TY!ES OF QUALITY AUDIT :
./ %irst Party -udit/
0/ "econd Party -udit/
1/ 5hird Party -udit/
Quality audit can also be classified on the basis of the area ta'en into account for the audit such
as
"ystem -udit/
Process -udit/
Product -udit/
-dequacy -udit/
ompliance -udit/
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: 7
CONCEPT OF ISO +,***
10 E,viro,#e,ta( Po(ic*
20 P(a,,i,g
50 I#p(e#e,tatio, a, operatio,
60 Chec3i,g a, corrective actio,
70 +a,age#e,t revie2
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: =
REQUIREMENTS OF ISO +,***
10 'e,era( re1uire#e,ts
20 E,viro,#e,ta( po(ic*
50 E,viro,#e,ta( aspects
60 Lega( aspects
70 <%&ectives a, targets
=0 E,viro,#e,ta( #a,age#e,t progra##e
>0 $tructure a, respo,si%i(it*
?0 Trai,i,g4 a2are,ess a, co#pete,c*
@0 Co##u,icatio,
100 E,viro,#e,ta( #a,age#e,t s*ste# ocu#e,tatio,
110 -ocu#e,t co,tro(
120 <peratio, co,tro(
150 E#erge,c* prepare,ess a, respo,se
160 +o,itori,g a, #easuri,g
170 No, : co,for#a,ce a, corrective a, preve,tive actio,
1=0 Recors
1>0 E+$ auit
1?0 +a,age#e,t revie2
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: >
-ENEFITS OF IS* +,***
GLOBAL BENEFITS
%acilitate trade D remo)e trade barrier
!mpro)e en)ironmental performance of planet earth
Build consensus that there is a need for en)ironmental mana$ement and a common
terminolo$y for E&"
O"GANI>ATIONAL BENEFITS
-ssurin$ customers of a commitment to en)ironmental mana$ement
&eetin$ customer requirement
!mpro)e public relation
!ncrease in)estor satisfaction
&ar'et share increase
onser)in$ input material D ener$y
Better industry/$o)ernment relation
9ow cost insurance, easy attainment of permits D authori2ation
R/TP/02
Issue: C Rev: 01
Page 2 of 2
LECTURE PLAN
U,it No: D Perio: ? " @
TQM )2 0 *%%: +0.)-, -%%. -% #&10&'# -1# +0.)-, %( 0 p$%:'- )& 0 '%!p0&,5
T1#$# 0$# 2% !0&, '02# 2-:)#2 0;0).0".# -% 2## -1# #((#'-2 %( TQM )!p.#!#&-0-)%&
)& !0&(0'-$)&* 0&: 2#$;)'# 2#'-%$25

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