TQM Tools

Importance:
 It helps organizations to identify, analyse and assess qualitative and quantitative data
that is relevant to their business.
 It used to enhance the effectiveness, efficiency, standardization and overall quality of
procedures, products or work environment.

1. Business Process Benchmarking

-benchmarking is the process of measuring an organization’s internal process,
then identifying, understanding, and adapting outstanding practices m other
organizations considered best-in-class.

Types of Benchmarking
 Performance or Operational Benchmarking
-it involves pricing, technical qualities, features and other quality
 Process or Functional Benchmarking
-it involves process such as billing, order entry or employee training
 Strategic Benchmarking
-examines how companies compute and seeks for the winning strategies that
have led to competitive advantage and market success.

2. Quality Function Deployment

- is a systematic process for motivating a business to focus on its customers
(Costumer-focused).
- Planning products or services to meet or exceed the customer's requirements.
- It “delights” customers by including their voice into the product design
process. 

Why Use QFD?

 To improves communication of customer wants throughout the organization.
 To improve the competitiveness of specifications and to make them traceable
direct to customer wants and needs.

TOTAL PRODUCTIVE MAINTAINANCE (TPM)

-is a partnership between maintance and production organization to improve product
quality, reduce waste, reduce cost, increase equipment availability and improve
maintenance state.
TOTAL
-participation of all employees
-it includes all departments, operation, equipment and process.
PRODUCTIVE
-Pursue the maximization of efficiency of the product system.
MAINTENANCE
-to improve the efficiency of the equipment.
 Types of Maintenance
1. Corrective or Breakdown Maintenance
-it implies that repairs are made after failure of machine equipment.
2. Scheduled or Routine Maintenance
-is a stitch-in -time procedure aimed to avoiding breakdowns
3. Preventive Maintenance
-It is carried out before the failure arises or prior to the equipment actually
breakdowns.
4. Predictive Maintenance
-equipment condition evaluated periodically and maintenance carried out.
Benefits of TPM

✔Increased Employee Morale ✔Reduce Costs

✔Increased productivity ✔Improved delivery time

✔Improved sharing & working as a team ✔Enhanced Safety records

✔Improved cleaning of the working place ✔Improved Image

✔Improved Product quality ✔Improved reputation

✔Improved Customer Satisfaction

Objectives of TPM
•Improve equipment effectiveness
•Achieve Autonomous
•Plan Maintenance
•To train all staff in Maintenance skills
•To zero breakdowns
Six Sigma -a philosophy that underlies efforts to improve business performance and
customer satisfaction. It is a highly disciplined process that helps us focus on developing and
delivering near-perfect products and services.
Key elements of quality
1. Customer 2. The process 3. Employee
Key Concepts of Six Sigma
1. Critical to quality-attributes most important to the customer
2. Defect- failing to deliver what the customer wants
3. Process capability- what your process can deliver
4. Variation- what the customer sees and feels
5. Stable operations- ensuring consistent, predictable processes to improve what the
customer sees and feels
6. Design for six sigma- designing to meet customer needs and process capability
Two Different Approaches to Six Sigma
Six sigma can improved new or existing processes using its defined methodology.
•DMAIC (Define, Measure, Analyze, Improve and Control) – is used for projects aimed at
improving an existing business process.
Define- the problem and the project goals
Measure- in detail the various aspects of the current process
Analyze- data to, among other things, find the root defects in a process
Improve- the process
Control- how the process is done in the future
•DMADV (Define, Measure, Analyze, Design, and Verify) - it is used to develop a new
product or service or to redesign a process that has reached it limits.
Define- the project goals
Measure- critical components of the process and the product capabilities
Analyze- the data and develop various designs for the process, eventually picking the best
one
Design- and test details of the process
Verify- the design by running simulations and a pilot program, and then handling over the
process to the client
 Six Sigma Belt System
Belt System is composed of a ranking system. Belt system helps establish a chain of
command among employees with Six Sigma training.
Belt Ranking help employees understand the role they play on project teams and what will
generally be expected of them.
 Roles in six sigma belt ranking
•Champions- these individuals typically come from upper management. Champion act as
sponsors and leaders to conduct and implement six sigma projects.
•Master Black Belts (MBB)- these individuals have more six sigma training and experience
than any other member of the organization. MBB's maintain a close relationship with upper
management.
•Black Belts- are full time six sigma professionals. They help select six sigma projects and
prepare project charters.
•Green Belts- are typically part-time six sigma practitioners who spend about 25% of their
time working on six sigma projects.

KAIZEN- is the process of continuous improvement in small increments that make the
process more effective, efficient, controllable and adequate.
KAI- continuous improvement
ZEN- for the better
 5Ss Principle of KAIZEN
•SEIKO (TIDINESS/PROPER ARRANGEMENT)
- Identification of materials, equipment and tools, data and information.
•SEITON (ORDERLINESS)
-It is not only essential to tidy the place but also arrange them in orderly manner.
•SEISO (CLEANLINESS)
- A part from a place being tidy and orderly it should be clean.
•SEIKETSO (PERSONAL CLEANLINESS)
-This point talks about maintaining good sanitary conditions and maintaining good
personal hygiene.
•SHITSUKE (DISCIPLINE)
-Discipline in every job a person does.
 KAIZEN improvement focuses on the use of:
1. Documentation of standard operating procedures.
2. Better communication through visual displays such as posters, bulletins and etc.
3. Team effort on problem solving, conflict reduction and communication.
4. Principles of material handling.