Total Quality Management

In TQM total means involvement of all aspect of organization in satisfying the customer.

Total quality management (TQM) is the continual process of detecting and reducing or eliminating
errors in manufacturing, streamlining supply chain management, improving the customer experience,
and ensuring that employees are up to speed with training. Total quality management aims to hold all
parties involved in the production process accountable for the overall quality of the final product or
service.

 Total quality management (TQM) is an ongoing process of detecting and reducing or eliminating
errors.
 It is used to streamline supply chain management, improve customer service, and ensure that
employees are trained.
 The focus is to improve the quality of an organization's outputs, including goods and services,
through the continual improvement of internal practices.
 Total quality management aims to hold all parties involved in the production process accountable
for the overall quality of the final product or service.
Objectives of TQM:
 Customer focus, customer delight/ customer satisfaction.
 Continuous improvement as culture of the organization, which must be way of life.
 Focus on continuous cost reduction.
 Focus on continuous quality improvement.

Elements of TQM:

1. Customer-focused: The customer ultimately determines the level of quality. No matter what an
organization does to foster quality improvement—training employees, integrating quality into the
design process, or upgrading computers or software—the customer determines whether the efforts were
worthwhile.
2. Right First time- Zero defect or no error.
3. Corporate Culture: people based not equipment based.
4. Develop experts through training, education etc.
5. Total employee involvement/ Team Empowered Employees: All employees participate in working
toward common goals. Total employee commitment can only be obtained after fear has been driven
from the workplace, when empowerment has occurred, and when management has provided the proper
environment. High-performance work systems integrate continuous improvement efforts with normal
business operations. Self-managed work teams are one form of empowerment.
6. Process and product-centered: A fundamental part of TQM is a focus on process thinking. A process
is a series of steps that take inputs from suppliers (internal or external) and transforms them into
outputs that are delivered to customers (internal or external). The steps required to carry out the process
are defined, and performance measures are continuously monitored in order to detect unexpected
variation.
7. Strategic and systematic approach: A critical part of the management of quality is the strategic and
systematic approach to achieving an organization‘s vision, mission, and goals. This process, called
strategic planning or strategic management, includes the formulation of a strategic plan that integrates
quality as a core component.
8. Continual improvement and benchmarking: A large aspect of TQM is continual process
improvement. Continual improvement drives an organization to be both analytical and creative in
finding ways to become more competitive and more effective at meeting stakeholder expectations.

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9. Fact-based decision making: In order to know how well an organization is performing, data on
performance measures are necessary. TQM requires that an organization continually collect and
analyze data in order to improve decision making accuracy, achieve consensus, and allow prediction
based on past history.
10. Communications and quality circles: During times of organizational change, as well as part of day-
to-day operation, effective communications plays a large part in maintaining morale and in motivating
employees at all levels. Communications involve strategies, method, and timeliness.

DEMING’S 14 PRINCIPLES:

Dr. W. Edwards Deming is largely credited with the focus on quality within business to achieve success.
A statistician who went to Japan to help with the census after World War II, Deming also taught statistical
process control to leaders of prominent Japanese businesses. His message was, By improving quality,
companies will decrease expenses as well as increase productivity and market share.

W. EDWARDS DEMING’S 14 POINTS

1. Create constancy of purpose for improving products and services.

2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working with a
single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit
system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.

1. Create a Constant Purpose Toward Improvement

 Plan for quality in the long term.

 Resist reacting with short-term solutions.

 Don't just do the same things better – find better things to do.

 Predict and prepare for future challenges, and always have the goal of getting better .

2. Adopt the New Philosophy

 Embrace quality throughout the organization.

 Put your customers' needs first, rather than react to competitive pressure – and design products and
services to meet those needs.

 Be prepared for a major change in the way business is done. It's about leading, not simply managing.

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 Create your quality vision , and implement it.
3. Stop Depending on Inspections
 Inspections are costly and unreliable – and they don't improve quality, they merely find a lack of
quality.

 Build quality into the process from start to finish.

 Don't just find what you did wrong – eliminate the "wrongs" altogether.
 Use statistical control methods – not physical inspections alone – to prove that the process is working.

3. Use a Single Supplier for Any One Item

 Quality relies on consistency – the less variation you have in the input, the less variation you'll have in
the output.

 Look at suppliers as your partners in quality. Encourage them to spend time improving their own
quality – they shouldn't compete for your business based on price alone.
 Analyze the total cost to you, not just the initial cost of the product.

 Use quality statistics to ensure that suppliers meet your quality standards.

5. Improve Constantly and Forever

 Continuously improve your systems and processes. Deming promoted the Plan-Do-Check-
Act approach to process analysis and improvement.
 Emphasize training and education so everyone can do their jobs better.

 Use kaizen as a model to reduce waste and to improve productivity, effectiveness, and safety.

6. Use Training on the Job

 Train for consistency to help reduce variation.

 Build a foundation of common knowledge.

 Allow workers to understand their roles in the "big picture."

 Encourage staff to learn from one another, and provide a culture and environment for effective
teamwork.

7. Implement Leadership
 Expect your supervisors and managers to understand their workers and the processes they use.

 Don't simply supervise – provide support and resources so that each staff member can do their best.
Be a coach not a policeman.
 Figure out what each person actually needs to do their best. For example, hardware, software, other
tools, and training.

 Emphasize the importance of participative management and transformational leadership .

 Find ways to reach full potential, and don't just focus on meeting targets and quotas.

8. Eliminate Fear
 Allow people to perform at their best by ensuring that they're not afraid to express ideas or concerns.

 Let everyone know that the goal is to achieve high quality by doing more things right – and that
you're not interested in blaming people when mistakes happen.

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 Make workers feel valued, and encourage them to look for better ways to do things.

 Ensure that leaders are approachable and that they work with teams to act in the company's best
interests.

 Use open and honest communication to remove fear from the organization.

9. Break Down Barriers Between Departments

 Build the "internal customer" concept – recognize that each department or function serves other
departments that use their output.

 Build a shared vision.

 Use cross-functional teamwork to build understanding and reduce adversarial relationships.

 Focus on collaboration and consensus instead of compromise.

10. Get Rid of Unclear Slogans

 Let people know exactly what you want – don't make them guess. "Excellence in service" is short and
memorable, but what does it mean? How is it achieved? The message is clearer in a slogan like
"Always be striving to be better."

 However, don't let words and nice-sounding phrases replace effective leadership. Outline your
expectations, and then praise people face-to-face for doing good work.
11. Eliminate Numerical goals for management and workforce
 Look at how processes are carried out, not just numerical targets. Deming said that production targets
can encourage high output but result in low quality.

 Provide support and resources so that both production levels and quality are high and achievable.
 Measure the process rather than the people behind the process.

12. Remove Barriers to Pride of Workmanship

 Allow everyone to take pride in their work without being rated or compared.

 Treat workers equally, and don't make them compete with colleagues for monetary or other rewards.
Over time, the quality system will naturally raise the level of everyone's work to an equally high level.

13. Implement Education and Self-Improvement

 Improve the current skills of workers.

 Encourage people to learn new skills to prepare for future changes and challenges.
 Build skills to make your workforce more adaptable to change, and better able to find and achieve
improvements.

14. Make "Transformation" Everyone's Job

 Improve your overall organization by having each person take a step toward quality.

 Analyze each small step, and ask yourself how it fits into the bigger picture.

 Use effective change management principles to introduce the new philosophy and ideas in Deming's
14 points.

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PDCA Cycle

PDCA cycle also known as ―Deming Cycle‖. This cycle consists four components :

 P- Plan
 D- Do
 C- Check
 A- Act

The Plan-do-check-act cycle is a four-step model for carrying out change. Just as a circle has no end, the
PDCA cycle should be repeated again and again for continuous improvement. The PDCA cycle is
considered a project planning tool.

 Plan:

It includes planning level activities. Depending on the project's size, planning can take a major part of
team‘s efforts. It will usually consist of smaller steps so that build a proper plan with fewer possibilities of
failure.
Planning fixes the policies and objectives, methods to achieve objectives, define responsibility for the
functions within organization.

 DO:

do means execution of plan.This is the step where the plan is set in motion. The plan was made for a
reason, so it is important for players to execute it as outlined. This stage can be broken down into three
sub-segments, including training of all personnel involved in the project, the actual process of doing the
work, and recording insights, or data, for future evaluation.

 Check
Typically, there should be two checks throughout the project. First, checks alongside implementation
ensure the project's objectives are being met. Second, a more comprehensive review of the project
carried out upon completion addresses the successes and failures so that future adjustments can be made.

 Act
The final step is to take corrective action once past mistakes have been identified and resolved. The
PDCA Cycle is repeated and can be redefined perhaps to better results under new guidelines.

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 Plan Do Check Act
•define •Implement •analysis of •Implement
process solutions data Corrective
•draw flow •Collect Data •Pareto Action and
charts Diagram Recommandat
•define •histogram ion.
problems •Scatter
•suggest Diagram
possible •Control Charts
solution •Check Sheet

Quality Circles:

Definition: The Quality Circle refers to the group of individuals who meet on a regular basis to discuss
the work-related problems. Generally, the quality circles are small group gatherings, led by the supervisor
or the manager who presents the solutions to the management.

Often, six to twelve personnel from the same work area come together to form these circles. These
members receive proper training in problem solving, group process and statistical processes.

The purpose behind the formation of a quality circle is to motivate employees to share the problems
affecting their work area and help in improving the performance of the organization as a whole.
Generally, the quality circles focus on issues such as occupational health and safety, improvement in the
working environment and manufacturing processes, etc.
The quality circles are formed to fulfill any of the following objectives:
 To contribute towards the development of an organization.
 To create a healthy work environment such that employees find the place worthwhile to work
 To explore the hidden potential of the individuals and drawing out the infinite possibilities.
 To improve the product quality and the productivity of the organization.
 To improve the team skills, capabilities, confidence and creativity through education, training,
and participation of volunteers in the circles.
Features of Quality Circles:
1. People Building Philosophy – A quality circle is a homogeneous group. The number of employees in
a quality circle is between six to ten and they generally come from a particular area. It consists of small
group of persons who normally work at the same place and perform similar work. Every member and the
management have the sincere desire to help others to grow and develop. They must look out for the
development and growth of everyone working in the organisation.
2. Voluntary Group – No coercion or pressure is brought on any member to join or not to join. Nor can
any member be barred from joining quality circles. Quality circles are voluntary associations of persons

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having common cause. Members must understand that quality circles are formed for their benefit—they
are completely free to take or not to take advantages of it.
3. Participative Program – Quality circles represent collective effort. Every one working in the
organisation must get a chance to say what is in his mind. Everyone should have interest and value for the
projects chosen for quality circles. The circle as a whole should receive recognition for any achievements
accomplished by it.
4. Supportive Management – Quality circles need the encouragement to grow and mature. Management
must be willing to give support, advice and also some commitment in the beginning. Members normally
meet once in a week for about one hour in consultation with the manager. Each quality circle is managed
by an elected leader and the manager/supervisor may act as the leader.
5. To Improve the Performance – Collective and participative efforts must result in the improvement of
quality, productivity and performance. Cost and wastage must be reduced as a result of quality circles.
The whole organisation must gain both quantitatively as well as qualitatively.
6. Enrichment of Worklife – Apart from team culture and attitudinal changes, the quality circles must
result in improved working environment, happier relations and greater job satisfaction.
7. To Identify and Resolve Work Related Problems – Members of quality circles identify their
problems through brainstorming sessions. Then they start analysing the problems through statistical
quality control techniques and problem solving methods. A unique feature of Quality Circles is that they
do not pass on the decision without interacting with other levels of functional agencies.
Advantages of quality circle

 A quality circle generates creative ideas that result in an innovative solution

 It increases the productivity, production, and quality of products and services in an organization
 A quality circle is a happy group that works voluntarily. Its harmonious tendency is carried back to
the organization
 Increases customer satisfaction as everyone is working to improve the quality of products and
services
 Works towards reducing the production cost
 It brings a calm and soothing ambiance as it tries to identify and solve problems in an effective
manner
 Quality circle offers motivation to other employees to work for the betterment of the organization
and infuses team spirit
 Improves the image of employees as they are doing commendable work voluntarily for the
betterment of the organization and ultimately, the workforce.
 Improves the ability of the members in making viable decisions
 Quality circle helps to improve communication in the organization
 It improves leadership skills and encourages problem-solving ability.
 Builds inner confidence and trust
 Enhances corporate pride because of the sense of belonging
 Works towards a better relationship between managers and employees.

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 Juran’s Quality Trilogy

The Juran Trilogy, also called Quality Trilogy, was presented by Dr. Joseph M. Juran in 1986 as a
means to manage for quality. The traditional approach to quality at that time was based on quality
control. The Juran Trilogy is an improvement cycle that is meant to reduce the cost of poor quality by
planning quality into the product/process.
In essence, the Juran Trilogy is a universal way of thinking about quality—it fits all functions, all levels,
and all product and service lines. The Quality Trilogy explained by Juran is: Any organization taking up a
journey in Quality Management will have to have three Processes in place, which are:
i) Quality Planning
ii) Quality Control and
iii) Quality Improvement.
Though the above three may sound similar, they have different objectives and serve different
purposes of Quality Management.
 Quality Planning: As with all management activities and processes, Quality journey begins with
planning the activities that needs to be done to adhere to the Vision, Mission and Goals of the
organization and to comply with customer and compliance requirements.Quality Planning
comprises of i) Understanding the customer, ii) Determining their needs, iii) Defining the
product/service features, specifications iv)Designing the product/service v) Devising the
processes that will enable to meet the customer needs.
 Quality Control: Once the processes are defined, the responsibility is now with operations, to
adhere to the processes and specifications required by the product/service. For this purpose
periodic checks and inspection has to be done, metrics need to be tracked, to ensure that the
process is in control and meets specifications and the metrics need the set target. Wherever there
is a defect a corrective and preventive action needs to be done, and root cause has to be arrived at.
Also the deviation in the metrics and process audit results need to be monitored and corrected for
meeting the required target as specified by the processes.
 Quality Improvement: However robust the process design and the product features are, there are
chances that it may fail to meet customer requirements and design targets. It might be due to
some special causes that are present in the system and might be due to change in business
scenarios, customer requirements, market completion and many more forces. The role of Quality
Improvement is to identify and prove the need for improvement from the exiting performance
levels even though they meet the target and devise means and ways to achieve the new target and
implement them successfully.
All the three processes are interlinked and will affect one another in due course of the journey. Thus the
processes are corrected individually and streamlined to help each other in Quality Management journey,
the end objective.

Quality
planning

Quality
Managem
ent
Quality
Quality
control Improve
ment

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Six Sigma:
Six Sigma is a process that makes use of statistics and data analysis to analyze and reduce errors
or defects. In this process, the purpose is to improve cycle times while reducing manufacturing
defects to no more than 3.4 defects per million units or events.
In 1984, a Motorola engineer named Bill Smith developed the Six Sigma management system to reduce
the variations in Motorola's electronic manufacturing processes that were causing product defects
Six Sigma is a method that offers organizations tools to improve their capabilities in managing
their businesses. This increase in performance and decreasing process variation, it is possible to
reduce defect rates, improve employee morale, and improve the quality of products or services,
which all contribute to a higher level of profitability.
Six Sigma is a set of management tools and techniques designed to improve the capability of the
business process by reducing the likelihood of error. Six sigma is a data-driven approach that
uses a statistical methodology for eliminating defects, defect reduction and profits improvement.
Since then, the strategies, tools and cultural norms that support the management system have
been adopted by upper management and project teams in a wide variety of industries to increase
operational excellence.
Key principles of Six Sigma?
The key sigma principles are the following:
 Customer focus- This is based on the popular belief that the "customer is the king." The
primary goal is to bring maximum benefit to the customer. For this, a business needs to
understand its customers, their needs, and what drives sales or loyalty. This requires
establishing the standard of quality as defined by what the customer or market demands.
 Use data- Gather data to discover the specific problem area that is to be addressed or
transformed. Have clearly defined goals for data collection, including defining the data to be
collected, the reason for the data gathering, insights expected, ensuring the accuracy of
measurements, and establishing a standardized data collection system. Ascertain if the data is
helping to achieve the goals, whether or not the data needs to be refined, or additional
information collected. Identify the problem. Ask questions and find the root cause.
 Improve continuously- Once the problem is identified, make changes to the process to
eliminate variation, thus removing defects. Remove the activities in the process that do not
add to the customer value. If the value stream doesn't reveal where the problem lies, tools are
used to help discover the outliers and problem areas. Streamline functions to achieve quality
control and efficiency. In the end, by taking out the above-mentioned junk, bottlenecks in the
process are removed.

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 Involve people- involve all stakeholders. Adopt a structured process where your team
contributes and collaborates their varied expertise for problem-solving.
Six Sigma processes can have a great impact on an organization, so the team has to be
proficient in the principles and methodologies used. Hence, specialized training and
knowledge are required to reduce the risk of project or re-design failures and ensure that the
process performs optimally.
 Ensure a Flexible and Responsive Ecosystem: The essence of Six Sigma is business
transformation and change. When a faulty or inefficient process is removed, it calls for a
change in the work practice and employee approach. A robust culture of flexibility and
responsiveness to changes in procedures can ensure streamlined project implementation. The
people and departments involved should be able to adapt to change with ease, so to facilitate
this, processes should be designed for quick and seamless adoption.

Six Sigma methodologies

 DMAIC (define, measure, analyze, improve, control) is used to correct a process that already
exists.

 DMADV (define, measure, analyze, design, validate) is used to create a new process.

DMAIC

1. Define: Identify the project goals and all customer deliverables.

2. Measure: Understand current performance.

3. Analyze: Determine root causes of any defects.

4. Improve: Establish ways to eliminate defects and correct the process.

5. Control: Manage future process performance.

DMADV

1. Define: Identify the project scope and all customer deliverables.

2. Measure: Understand current performance.

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 3. Analyze: Determine root causes of any defects.

4. Design: Create a process that meets customer needs and expectations.

5. Verify: Ensure process designed meets customer needs and performs adequately.

KAIZEN And 5S :

Kaizen is method and a word that was created in Japan after World War II. The word Kaizen
means ―continuous improvement.‖ There is always a scope for improvement and perfection is
never achieved.

It comes from the Japanese words ―kai‖ which means ―change‖ or ―to correct‖ and ―zen‖ which
means ―good.‖ The method and the word have become part of the Toyota Production System
(TPS), where it means ―small, continuous improvements on everyone‘s part. Kaizen is a system
that involves all employees – from senior management to the janitorial crew. Everyone is
encouraged to come up with small improvement ideas and recommendations on a regular and
continuing basis.

Kaizen involves setting standards and then continually improving those standards. To support the
higher standards Kaizen also involves providing the training, materials and supervision that is
needed for employees to achieve the higher standards and maintain their ability to meet those
standards on an on-going basis. The cycle of kaizen activity can be defined as:
 Standardize an operation and activities.
 Measure the standardized operation (find cycle time and amount of in-process inventory).
 Gauge measurements against requirements.
 Innovate to meet requirements and increase productivity.
 Standardize the new, improved operations.
 Continue the cycle continuously. Key elements of kaizen are quality, effort, involvement of all
employees, willingness to change, and communication.

Segments of KAIZEN:

1. Management Oriented Kaizen:

2. Group Oriented Kaizen
3. Individual Oriented Kaizen

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Benefits of Kaizen:
 Smoother, more effective processes
 Cleaner, safer workspaces
 Higher quality products and/or services
 Lower costs
 Improved employee morale and engagement
 Better customer service

5 S: Kaizen is built on a 5S framework with elimination of waste and standardization at the

forefront. 5S lays down a strong foundation for future Kaizen activities. 5S establishes an
organization system in which everyone in the workplace participates to remove clutter and set
spaces efficiently.

The 5S methodology, developed in Japan, enables businesses to achieve objectives through the
implementation of five key steps. 5S is derived from the philosophy of "kaizen", which simply
means "continuous improvement".

Fig: Relationship between 5s and Kaizen

The term 5S comes from five Japanese words:

 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke
In English, these words are often translated to:
 Sort
 Set in Order
 Shine

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  Standardize
 Sustain
Here is a breakdown of each ‗S‘

1. Sort (Seiri) – Distinguishing between necessary and unnecessary things, and getting rid of
what you do not need

 Remove items not used in area – outdated materials, broken equipment, redundant equipment,
files on the computer, measurements which you no longer use
 Ask staff to tag all items which they don‘t think are needed – this improves understanding
about need and use
 Classify all equipment and materials by frequency of use to help decide if it should be
removed – place ‗Red Tag‘ on items to be removed
 Establish a ‗holding area‘ for items that are difficult to classify – hold item for allotted period
to enable others not on 5S team to review
2. Set in Order (Seiton) – The practice of orderly storage so the right item can be picked
efficiently (without waste) at the right time, easy to access for everyone. A place for everything
and everything in its place.

 Identify and allocate a place for all the materials needed for your work
 Assign fixed places and fixed quantity
 Make it compact
 Place heavy objects at a height where they are easy to pick from
 Decide how things should be put away, and obey those rules

3.Shine (Seiso) – Create a clean worksite without garbage, dirt and dust, so problems can be more
easily identified (leaks, spills, excess, damage, etc)

 Identify root causes of dirtiness, and correct process

 Only one work activity on a workspace at any given time
 Keep tools and equipment clean and in top condition, ready for use at any time
 Cleanliness should be a daily activity – at least 5 minutes per day
 Use chart with signatures/initials shows that the action or review has taken place
 Ensure proper lighting – it can be hard to see dirt and dust

4.Standardize (Seiketsu) – Setting up standards for a neat, clean, workplace

 Standardization of best practices through ‗visual management‘

 Make abnormalities visible to management
 Keep each area consistent with one another
 Standards make it easy to move workers into different areas
 Create process of how to maintain the standard with defined roles and responsibilities
 Make it easy for everyone to identify the state of normal or abnormal conditions – place
photos on the walls, to provide visual reminder

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 5.Sustain (Shitsuke) – Implementing behaviors and habits to maintain the established standards
over the long term, and making the workplace organization the key to managing the process for
success

 Toughest phase is to Sustain – many fall short of this goal

 Establish and maintain responsibilities – requires leader commitment to follow through
 Every one sticks to the rules and makes it a habit
 Participation of everyone in developing good habits and buy-in
 Regular audits and reviews
 Get to root cause of issues
 Aim for higher 5S levels – continuous improvement

Japanese Translated English Definition

Seiri organize sort Eliminate whatever is not needed by separating needed tools, parts, and instructions

from unneeded materials.

Seiton orderliness set in order Organize whatever remains by neatly arranging and identifying parts and tools for ease

of use.

Seiso cleanliness shine Clean the work area by conducting a cleanup campaign.

Seiketsu standardize standardize Schedule regular cleaning and maintenance by conducting seiri, seiton, and seiso daily.

Shitsuke discipline sustain Make 5S a way of life by forming the habit of always following the first four S’s.

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International Standard Organization (ISO): It was founded in 1946 and has it‘s headquarter
in Geneva, Switzerland.

The International Organization for Standardization (ISO) is an international nongovernmental

organization made up of national standards bodies; it develops and publishes a wide range of
proprietary, industrial, and commercial standards and is comprised of representatives from
various national standards organizations.

 In addition to producing standards, ISO also publishes technical reports, technical

specifications, publicly available specifications, technical corrigenda, and guides.
 The ISO plays an important role in facilitating world trade by providing common
standards among different countries.
 ISO standards cover all fields, from healthcare to technology to manufacturing to
security to the environment.

ISO 9000
ISO 9000 is a standard that focuses on quality management and quality assurance. The standard
is used by companies to develop and maintain their quality systems. The goal of ISO 9000 is to
apply to companies in all industries. Areas of focus include relationship management, customer
focus, and leadership.

Objectives of ISO 9000

1. Gives businesses with useful, globally recognized models for operating a quality management
system.

2. Achieve, maintain and aim to regularly enhance product quality (the standards define
"product" as the output of any process. Therefore, this word will also apply to "services,"
whether internal or external to the business).

3. Primary objective of getting these standards is to boost the goodwill of organization. Customer
can compare the quality of two companies , one is with ISO standard and other is without ISO
standard . Goodwill could be in form of rise in sale or more promotion of product of company.

4. To create a compliance standard which is allowed 24 hours-a-day, 7 days-a week, 52 weeks-a-

year.

5. Offer confidence to internal management as well as other workers that requirements for
quality are being fulfilled and maintained, and that quality improvement is taking place.

ISO 2000

Quality system standards adopted in 1987 by international organization for standardization;

revised in 1994 and 2000.

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Technical specifications and criteria to be used as rules, guidelines, or definitions of
characteristics to ensure that materials, products, processes, and services are fit for their purpose.

ISO 9000:2000 Standards

• Fundamental Requirements

• Guidelines for Performance Improvement

ISO 9000:2000

1. Customer Focus

2. Leadership

3. Involvement of people

4. System approach to management

5. Continuous improvement

6. Factual approach to decision making

7. Mutually beneficial supplier relationship

ISO 9000-2000 clauses

1) Quality management system:-the general requirements are concerning whether the

organization a well quality management system or not.QMS ensures that a long term strategy
with respect to quality management.itb provides the framework for ensuring quality in every
sphere of activity

2) Management responsibility:- the top management conducts management reviews at regular

interval of time. Management determines the requirement and expectations of customer and
takes appropriate measures to satisfy these. Management appoints management representative
for matters related to quality.

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Total Productive Maintenance:

TPM (Total Productive Maintenance) is a holistic approach to equipment maintenanc e.

Total productive maintenance (TPM) is a strategy that operates according to the idea that
everyone in a facility should participate in maintenance, rather than just the maintenance team.
This approach uses the skills of all employees and seeks to incorporate maintenance into the
everyday performance of a facility.

Total productive maintenance (TPM) is the process of using machines, equipment, employees
and supporting processes to maintain and improve the integrity of production and the quality of
systems.

Total productive maintenance strives for perfect production. That is:

 No breakdowns
 No stops or running slowly
 No defects
 No accidents
Since the goal of total productive maintenance is to improve productivity by reducing
downtime.
Advantages of TPM:
1. Planned Maintenance: With carefully planned and scheduled maintenance, equipment is
extremely well-maintained. Additionally, TPM empowers all plant personnel to take ownership
of their machines, and maintenance is a positive investment for them. Since TPM makes
maintenance personal, assets are better cared for.
2. Reduced Equipment Downtime: More planned maintenance means fewer failures. By
implementing proactive maintenance activities, downtime events are minimized.
3. Lower Manufacturing Costs: As overall equipment efficiency (OEE) increases, production
costs are also minimized. Higher productivity leads to higher profits and reduced spending on
equipment stoppage time and repairs.
4. Strengthened Workplace Safety: Because TPM is built on the 5S foundation, the workplace
is systematically organized and cleaned. The steps in the 5S method—sort, straighten, shine,
standardize, and sustain—uncover underlying problems and challenges to maintaining the work
environment.

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Foundation of TPM
TPM is built on a ―5S‖ foundation, with eight pillars supporting it. The beginning of a TPM
program will focus on establishing the 5S foundation and developing an autonomous
maintenance plan. This frees up the maintenance staff to begin larger projects and perform more
planned maintenance.

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