Course: Total Quality Management

Internal Assignment Applicable for December 2023 Examination

Q1. Maxx Industry is in the process of implementing TQM across the entire organization. You are asked
to make a presentation to the senior managers on the aspects of TQM and points to consider while
implementing. Discuss your presentation. (10 Marks)

Answer: Introduction

Total quality management (TQM) is the practice of developing quality and performance that exceeds
consumer expectations. This can be accomplished by integrating quality related functions and processes
through the organization. TQM also looks at the management of quality development and design,
maintenance and quality control, quality assurance and quality improvement, along with specific quality
measures implemented by the organization. Furthermore, TQM takes into account all quality measures at
all levels and related to all employees of the organization.

Furthermore, Total Quality Management (TQM) is planned in an effort to maintain competitiveness in the
category to achieve consumer satisfaction in the increasing competition across the globe. TQM is an
integrated idea of administration to continuously civilize the progress and quality of products. TQM aims
at the premise that the quality of products and processes is the interdependence of all those concerned
with the conception or use of the services and products offered by the organization. Furthermore, TQM
leverages the contributions of administration, suppliers, workforce, and even consumers to meet
customer expectations.

Concept & Application

Total Quality Management stands on 8 key pillars.

Focus on the customer. Customers are the true north star and barometer of a business. In the TQM
approach, customer sentiments and feedback are closely monitored through call tracking and surveys.

Employee involvement. Employees must understand why a passion for improvement ultimately gives
them the freedom to innovate in their jobs. TQM not only boosts the financial health of a business, but it
also improves talent connectivity and communication.

Focus on the process. The 8 requirements are met by defined procedures. There should be processes in
place to collect and integrate customer and employee feedback. There must be different processes in
place to get the TQM journey right by adjusting the strategy and tactics. and even a set of procedures to
measure the process of implementation.

Integrated structure. Silo Steemie Total Quality Management. As discussed, although this concept
advocates structure and processes, separation is not advocated. Different departments in the
organization need to learn from each other and refine their processes through collaboration.
Strategic approach. Start with the company's vision and objectives to be achieved. Set processes in place
according to this overarching strategy. Then let the TQM changes manifest as changes in culture, vision
and objectives.

Clear communication. Without clear, free-flowing communication between employees and between a
business and its customers, it is impossible to gather authentic feedback and drive improvement. In any
power dynamic, the final decision should be in favor of a viewpoint determined by data and honest
feedback.

Iterative improvement. TQM is able to bring about change because when an organizational sensor
actually "feels" a difference, actions are taken according to defined procedures and corrections are
made to eliminate errors. The best feedback loops are useless if continuous improvement is not
prioritized.

Fact-based decision making. When using a TQM framework, your business is making decisions based
on data. The facts that data provides give you an informed view. Be sure to use valid data gathering
and analysis techniques, and also don't forget to use your intuition when appropriate.

Presentation to the Senior Managers on the aspects of TQM and points to consider while
implementing:

Title: Total Quality Management (TQM) Implementation in Maxx Industry

Slide 1: Introduction

• Introduce the concept of Total Quality Management (TQM).

• Highlight its importance in today's business scenario.

• Outline the purpose of the presentation: to discuss TQM and points to consider during implementation.

Slide 2: What is TQM?

• Define TQM as a comprehensive management approach focused on continuous improvement, customer

satisfaction and employee involvement.

• Emphasize that TQM involves everyone in the organization, from top management to front-line
employees.

Slide 3: Key Principles of TQM

• Present the basic principles of TQM:

1. Customer Focus

2. Continuous improvement

3. Employee Involvement

4. Process-oriented approach

5. Data-driven decision making and communication and collaboration

Slide 4: Benefits of TQM

• Discuss the benefits of implementing TQM:

1. Better product/service quality

2. Increased customer satisfaction

3. Cost Reduction

4. Increase in employee morale

5. Competitive Advantage

Slide 5: Points to Consider During TQM Implementation

• Discuss the important factors for successful TQM implementation:

Slide 6: Top Management Commitment

• Highlight the importance of leadership commitment.

• Emphasize the role of senior managers in setting the TQM vision and goals.

Slide 7: Employee Participation

• Discuss the need to involve all employees.

• Explain the concept of cross-functional teams and empowerment.

Slide 8: Continuous Improvement

• Emphasize the importance of continuous improvement.

• Introduce the Plan-Do-Check-Act (PDCA) cycle.

Slide 9: Customer Focus

• Highlight the central role of customers in TQM.

• Mention methods of collecting customer feedback.

Slide 10: Data-Driven Decision Making

• Emphasize the importance of data and metrics.

• Introduce tools such as Six Sigma and Lean principles.

Slide 11: Process-Oriented Approach

• Discuss the importance of understanding and optimizing processes.

• Explain process mapping and reengineering.

Slide 12: Training and Education

• Emphasize the need to provide training and education.

• Explain the benefits of a knowledgeable workforce.

Slide 13: Communication and Collaboration

• Discuss the importance of open and transparent communication.

• Highlight the value of collaboration between departments.

Slide 14: Setting Objectives and Goals

• Explain the process of setting clear objectives and goals.

• Specify SMART (Specific, Measurable, Achievable, Relevant, Time-bound) criteria.

Slide 15: Monitoring and Measurement

• Discuss the need for ongoing monitoring and measurement.

• Introduce key performance indicators (KPIs) and performance metrics.

Slide 16: Feedback and Improvement Cycle

• Highlight the importance of feedback loops.

• Explain how feedback is used for continuous improvement.

Slide 17: Implementation Challenges

• Recognize that TQM implementation may face challenges, such as resistance to change and resource
constraints.

• Discuss strategies to overcome these challenges.

Slide 18: Case Studies

• Provide examples of organizations that have successfully implemented TQM and benefited from it.

Slide 19: Best Practices

• Share best practices in TQM implementation from renowned organizations.

Slide 20: Conclusion

• Summarize the main findings from the presentation.

• Encourage senior managers to champion TQM in the organization.

Slide 21: Questions and Discussion

• Keep the floor open for questions and discussion with senior managers.

Slide 22: Thank you

• Express gratitude for the audience's attention and participation.

Conclusion

This presentation provides an overview of TQM, its principles, benefits, and key points to consider during
implementation. It emphasizes the role of senior managers in leading the TQM journey and encourages a
culture of continuous improvement and customer focus within the organization.
Q2. What would be your advice to a design team on quality management techniques that may support
in removing defects in products at design phase or the production phase? (10 Marks)

Answer. Introduction

Quality Management Techniques- Six Sigma is a data-driven approach to improving quality by identifying
and eliminating process defects. It uses statistical analysis and data to identify the root cause of problems
and implement solutions to prevent them from occurring in the future. Lean manufacturing, also known
as the Toyota Production System, aims to minimize waste and optimize efficiency by streamlining
processes and eliminating non-value-added activities.

Total Quality Management (TQM) is a holistic approach to quality that involves the active participation of
all employees in continuously improving processes, products, and services. TQM requires a company-wide
commitment to quality and a focus on customer satisfaction. It involves setting quality goals, gathering
and analyzing data to identify problems and areas for improvement, and implementing changes to
address these issues.

Another key aspect of quality management is quality control, which involves inspecting products or
services to ensure they meet the required standards. Quality control can be carried out at various stages
of the production process, including during raw material inspection, in-process inspection, and final
inspection. Training personnel can perform quality control using visual inspection, testing, and
measurement techniques.

Concept & Application

Certainly, effective quality management techniques are important to identify and prevent defects in
products, especially during the design phase. Here are some tips for the design team to effectively
manage quality and reduce defects:

1. Clearly Defined Quality Objectives: Start with a clear understanding of the product's quality
objectives. What are the required quality standards, performance criteria and customer expectations?
Document these objectives.

2. Cross-Functional Collaboration: Encourage collaboration between design, engineering, manufacturing

and quality assurance teams. Cross-functional teams can bring diverse perspectives to identify and resolve
potential defects.

3. Design Reviews: Conduct design reviews at various stages of the design process. It involves a critical
examination of the design to identify potential defects, inefficiencies, and opportunities for improvement.

4. Risk Assessment: Perform risk assessments to proactively identify and prioritize potential defects and
their impact on product quality and performance.

5. Prototyping and Simulation: Use prototyping and simulation tools to create early stage product
models. This allows the team to identify and correct design flaws before starting full-scale production.

6. Design for Six Sigma (DFSS): Incorporate design for Six Sigma principles into the design process. DFSS
emphasizes rigorous data analysis and statistical methods to design products that meet customer
expectations with minimal defects.
7. Failure Mode and Effects Analysis (FMEA): Apply FMEA to systematically assess the potential failure
modes of the design. This helps in identifying critical areas where defects are likely to occur and
developing strategies to prevent them.

8. Quality Function Deployment (QFD): Use QFD to translate customer requirements into specific design
specifications. This helps ensure that the design meets customer expectations.

9. Sensitivity Analysis: Perform sensitivity analysis to assess how variations in design parameters or
materials may affect product quality. This helps optimize the design to reduce sensitivity to defects.

10. Statistical Process Control (SPC): Apply SPC techniques to monitor and control critical design
parameters during production. This helps in early detection and rectification of faults.

11. Material Selection: Pay close attention to material selection, as it can have a significant impact on the
quality of the product. Choose materials that meet quality and performance requirements and are readily
available from reliable sources.

12. Supplier Quality Management: Collaborate with suppliers to ensure quality of materials and
components. Establish quality agreements and conduct regular audits to verify compliance.

13. Training and Skill Development: Invest in ongoing training and skills development for the design
team. Make sure team members are well-versed in quality management principles and best practices.

14. Document and Learn: Maintain comprehensive documentation of design decisions, reviews, and
revisions. Use this document for continuous learning and improvement in future projects.

15. Feedback Loops: Establish feedback mechanisms with the production team and end users to gather
insights on product performance and defects in the field. Use this feedback to refine future designs.

16. Root Cause Analysis: When defects are identified, perform root cause analysis to understand the
underlying causes. It helps address the source of the defect rather than just its symptoms.

17. Continuous Improvement Culture: Foster a culture of continuous improvement within the design
team. Encourage team members to actively look for deficiencies, propose solutions, and strive for
excellence.

By following these guidelines, a design team can effectively manage quality and reduce defects, thereby
creating high quality products that meet or exceed customer expectations.

Conclusion
In conclusion, quality management is a vital process that helps organizations to ensure that their products
and services meet the needs and expectations of their customers. By setting quality standards, identifying
customer needs, designing and implementing effective processes, and continuously monitoring and
reviewing those processes, organizations can continuously improve the quality of their products and
services. Quality management also involves using various tools and techniques, such as Six Sigma, lean
manufacturing, and Total Quality Management (TQM), to identify and eliminate defects and improve
efficiency. By implementing a robust quality management system, organizations can increase customer
satisfaction, improve business performance, and stay ahead of the competition.

Q3. Below is data collected for the percentage of defective from a process (n=100).
a. Find all control limits for this process. (5 Marks)

Answer.

Introduction:

Control limits are the limits of a control chart that show the expected limits of variation in a process.
Control limits are calculated based on historical process data and are not related to customer
specifications or the desired outcome. Control limits help you distinguish between common cause
variation, which is inherent and unavoidable in any process, and special cause variation, which is caused
by external factors or changes in the process.

Concept & Application

Control limits for attribute data are an essential tool for monitoring and improving the quality of a
process. Attribute data are discrete variables that can be counted, such as defects, errors, or failures. In
this article, you will learn how to calculate and interpret the control limits for attribute data using
Statistical Process Control (SPC) techniques. SPC is a method of using statistical tools and charts to
analyze the variability and performance of a process. SPC helps you identify and eliminate sources of
variation that affect the quality of output. SPC can be applied to both continuous and attribute data, but
the type of chart used and control limits depend on the nature of the data.

To find the control limits for a control chart for attribute data, you can use the following formula for the
upper and lower control limits:

Explanation:
1: Calculate the Sample Proportion (p̂)
 Add up the number of defective items in all samples.
 Divide this total by the total number of items in all samples.
For the provided data:

Total Defective Items = 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 + 11 + 12 + 13 + 14 + 15 = 109

Total Items = 100 * 15 = 1500

p̂ = Total Defective Items / Total Items

=1091,500≈0.07267

2: Choose a Confidence Level and Find Z-Score

  Decide on a confidence level for your control chart (e.g., 99.73% for a 3σ chart).
 Find the Z-score corresponding to this confidence level (you can use standard normal distribution
tables or a calculator).
For a 99.73% confidence level (3σ), the Z-score is approximately 3.

Step 3: Calculate Control Limits

 Use the following formula to calculate the control limits:
Upper Control Limit (UCL) =p̂+Z×p̂(1−p̂)n
Lower Control Limit (LCL) = p̂−Z×p̂(1−p̂)n

Where:
 p̂ is the sample proportion you calculated in Step 1.
 Z is the Z-score you found in Step 2.
 n is the sample size (in this case, n = 100).

Calculate UCL and LCL:

UCL=0.07267+3×0.07267(1−0.07267)100

LCL=0.07267−3×0.07267(1−0.07267)100

UCL ≈ 0.07267 + 3 0.07104 ≈ 0.28679 (approximately)

LCL ≈ 0.07267 - 3 0.07104 ≈ -0.14145 (approximately)

Since control limits cannot be negative, set the lower control limit to zero.

So, the control limits for this process are:

UCL ≈ 0.28679 LCL = 0

Conclusion

To find control limits for attribute data, follow these 3 steps:

1. Calculate the sample proportion (p̂) by dividing the total number of defects by the total number
of items.
2. Choose a confidence level and find the Z-score (e.g., 3σ for 99.73% confidence).
3. Calculate the control limits using UCL = p̂ + Z √(p̂(1 - p̂) / n) and LCL = p̂ - Z √(p̂(1 - p̂) / n). Ensure
that the lower control limit is non-negative.

b. Discuss two types of control charts you will use for attributes data. (5 Marks)

Answer b. Introduction

Control charts, commonly used for attribute data, are tools in statistical process control (SPC) that help
monitor and maintain the quality of a process by tracking the presence or absence of certain attributes or
characteristics. These charts are valuable for controlling and improving processes when the data is in
binary or count form (for example, the number of defective items in a sample).

Two types of control charts commonly used for attributes data are:

1. P-Chart (Proportional Chart): P-charts are used to monitor the proportion or percentage of
defective items or non-conforming units in a sample. This is especially useful when sample sizes
vary.

2. NP-Chart (Number of Faults Chart): NP-charts are used to monitor the number of defective items
or non-conforming units in a sample. This is ideal when the sample size remains constant.

3. C-Chart (Number of Defects Chart): C-charts are used to track the count of defects per unit in a
sample. This chart is useful when the sample size remains constant.

4. U-Chart (Defects per unit chart): U-chart is applied when the sample size varies, and it monitors
the average number of defects per unit in the sample.

Each of these control charts has specific applications and is chosen depending on the nature of the
attribute data and the objectives of quality control. The major components of these control charts include
the following:

• Data points (Sample data): Each data point represents the result of a characteristic inspection, such as
pass/fail, conforming/non-conforming, or defective/non-defective.

• Center line: The center line represents the overall process average for the feature being monitored.

• Control limits: Upper and lower control limits are set to establish the limits within which the process is
expected to operate normally. These control limits are generally determined based on statistical
calculations.

• Data points beyond control limits: Any data point that falls outside the control limits is considered an
indicator of a potential problem or special cause variation in the process.

• Trends and patterns: Beyond individual data points, trends or patterns in the data, such as a sequence
of points above or below the center line, can also indicate issues that require investigation and corrective
action.

Conclusion
Control charts of attribute data are valuable in maintaining process consistency and quality. When used
correctly, they help to identify issues early, reduce defects, and ensure that the process remains within
acceptable quality limits. This proactive approach to quality control is a fundamental principle of
statistical process control and quality management.