WELCOME

to the class of

Quality Management

1
Mehtab Hameed
Recommended Book

Managing Quality
4 Edition
th

Barrie. G. Dale
2
 Parts of Recommended Book

1. The Development, Introduction and Sustaining

of TQM (4)

2. The Business Context of TQM (2)

3. Quality Management Systems, Tools and

Techniques (4)

4. TQM through Continuous Improvement (1)

 Part One

The Development,
Introduction & Sustaining
of TQM
4
 Main Contents of Part ONE

1. An Overview of TQM and Role of Mgmt in TQM

2. The Received Wisdom on TQM
3. The Framework for the Introduction of TQM
4. Levels of TQM Adoption and its Sustainability
 Part Two

The Business Context of

TQM
6
 Main Contents of Part TWO

1. Policy Deployment and Quality Costing

2. Managing HR, Service Quality and Supplier
Development for Quality Management
 Part Three

Quality Management
Systems, Tools and
Techniques
8
 Main Contents of Part THREE

1. QMS and Integrated Management Systems

2. Tools & Techniques, Design of Experiments
and Statistical Process Control
3. Quality Function Deployment, Benchmarking
and Business Process Re-engineering
4. Teams, Teamwork, Self Assessment, Models
and Quality Awards
 Part Four

Total Quality Management

through Continuous
Improvements
10
 Main Contents of Part FOUR

1. Managing Quality
 Part One

The Development, Introduction

and Sustaining of TQM
12
 Part One;
Chapter One

An Overview of TQM and Role

of Management in TQM
13
 Summary of the Chapter

1. Examines the Evolution of Quality Management

from Inspection to Quality Control with ultimate
aim towards Quality Assurance and TQM

2. Outlines the main Reasons Why Sr. Management

should become personally involved in TQM
 Chapter One Topics

1. What is Quality?
2. Why is Quality Important
3. The Evolution of Quality Management
4. The Key Elements of TQM
5. What Sr. Mgrs Need to Know about TQM
6. What Sr. Mgrs Need to Do about TQM
7. The Role of Middle Managers
8. The Role of Front Line Managers
 1.1 – What is Quality?

• Philosophical Approach
 Seeks to Define Quality

• Economic Approach
 Looking Quality wrt Value and Fulfillment of Needs

• Marketing Approach
 Looks at Customer Value and their Decision Making
Process

• Operations Management Approach

 Conformance to Specifications
•Traditional Concept
 Meeting the Customer Requirements

•Modern Concept
 Satisfying the Customer Needs and Exceeding their
Expectations
• Attitude towards Defects
 Traditional Concept
 Expected part of Producing a Product
 Measuring Defects per Hundred is an acceptable

 Modern Concept
 Defects should be Prevented by Using Effective
Control System
 Measuring Defects per Millions (Six Sigma)
• Quality as a Function
 Traditional Concept
 A Separate Functions

 Modern Concept
 Everyone’s Function (Should be Integrated
throughout the Orgaanizations)
• Responsibility for Quality
 Traditional Concept
 Employees are Blamed for Bad Quality

 Modern Concept
 80% of the Quality Problems are Management’s
Fault
 1.2 – Why is Quality Imp?

• Important in Measuring the Level of Performance

• Traditional Measuring Concept

 Establishing an Acceptable Level of
Nonconformance and Measuring against that
Benchmark

• Modern Measuring Concept

 Establishing High Performance Benchmark for
Customer Satisfaction and then Continuously
Improving that Performance
• Main Reasons of Quality being Important
 Public Perceptions about Product and Service
 It is Not Negotiable
 It is All Pervasive
 It increases Productivity
 It leads to Better Performance in Market Place
 It means Improved Business Performance
 Non Quality means High Cost
 Customer is Always Right and King
 It is a Way of Life
 1.3 – Evolution of Quality
Management

• Four Stage Process as

 Inspection

 Quality Control,

 Quality Assurance

 TQM
• Inspection
 Conformity Evaluation by Observation and
Judgement accompanied as Appropriate by
Measurement, Testing or Gauging

• Quality Control
 Fulfilling the Quality Requirements
 Detection Based Approach; A Reactive Approach
of Getting Rid of Bad things after they have taken
place
• Quality Assurance
 Ensuring that the Quality Requirements are
Fulfilled

 Prevention Based Approach; A Proactive

Approach of eliminating the Risks associated
with Assumptions
• Total Quality Management (TQM)
 Integration of All Functions and Processes within
the Organization in order to Achieve Continuous
Improvement of Quality of Goods and Services
 Quality Management Principles
• Customer Oriented
• Leadership
• Involvement of People
• Process Approach
• System Approach
• Continuous Improvement
• Factual Approach to Decision Making
• Mutually Beneficial Supplier Relationships
 1.4 – Key Elements of Total
Quality Management

•Commitment and Leadership of CEO

•Planning and Organization
•Effective Use of Tools and Techniques
•Education and Trainings
•Involvement
•Teamwork
•Measurement and Feedback
•Ensuring Conductive Culture for Continuous
Improvements
 1.5 – What Sr. Managers Need
to Know about TQM?

•Realization about TQM as Long Term not Short Term

Phenomena
•Approach towards Long Term Culture Change
•Practice to Communicate Msg of Patience / Tolerance
•Introduction of TQM Awareness Trainings
•Ensure Strong Financial Stability and Infrastructure
•Outsourcing of Quality Management Experts
•Decentralized Management Style
•Quality Oriented Vision and Mission Statements
 1.6 – What Sr. Managers Need
to Do about TQM?

•Leaders develop Vision, Mission, Core Values and are

Role Model of Culture of Excellence

•Leaders personal involvement in Org’s Management

•Leaders build and maintain strong relationships with

key Stakeholders both inside and outside the Org

•Leaders recognizes the contribution of their people

 1.7 – The Role of Middle
Managers

•Developing Specific Improvements Plans for

Departments

•Ensuring Dept’l Functions are in line with the Business

Goals and TQM Strategies

•Acting as TQM Coash and Mentor for their

Subordinates
 1.8 – The Role of Front Line
Managers

•Analyzing Individual based Processes

•Ensuring Quality Oriented Approach in Operations

•Providing the Data for Self Assessment Process

THANK YOU FOR YOUR TIME
AND PATIENCE

QUESTIONS / ANSWERS
 Part One;
Chapter Two

The Received Wisdom on TQM

36
 Summary of the Chapter

1. Outlines the Philosophical Approach of Four

Quality Gurus supported by some Japanese
Experts with their Management Style
 Chapter Two Topics

1. Philip Crosby (1979)

2. W. Edwards Deming (1982)
3. Armand. V. Feigenbaum (1983)
4. Joseph Juran (1988)
5. Are the Approaches of these Gurus Different?
6. Imai (1986)
7. Ishikawa (1985)
8. Shingo (1986)
9. Genichi Taguchi (1986)
10. Japanese Style Total Quality
 2.1 – Philip Crosby (1979)

• Target Audience; Top Management

• Focus; Increase Profit via Quality Improvements

• Main Argument; High Quality reduced Cost

• Absolutes of QM
 Quality is Defined as Conformance to Requirements
 System for Achieving Quality is Prevention not Appraisal
 The Only Performance Standard is Zero Defects
 The Measurement of Quality is the Cost of Quality
• Crosby’s 14 Quality Improvements Programs
 Mgmt Commitment  Zero Defects Day
 Quality Improvement  Superior Trainings
Team  Goal Settings
 Quality Measurement  Error Cause Removal
 Cost of Quality  Recognition
 Quality Awareness  Quality Counsels
 Corrective Actions  Do it All Over Again
 Zero Defects Planning
 2.2 – W. Edwards Demings
(1982)

• Influenced By; Shekhart, Father of Statistical

Quality Control

• Focus; Quality of Design, Conformance, Sales and

Service Functions

• Main Argument; Reduction in Statistical

Variations improves Productivity and Comparative
Positions
• Deming’s 14 Quality Management Steps
 Create Consistent Plan
 Adopt the New Philosophy of Quality
 Cease Dependence on Mass Inspections
 Terminate Business Relations with Low Price
Suppliers
 Problem / Gap Identifications
 Adopt Modern Methods of Training on the Job
 Change of Focus from Quantity to Quality
 Drive Out Fear
 Breakdown Barriers b/w Departments
 Stop Requesting Quality Improvements w/o
Providing Clear Directions
 Eliminate Work Standards that Prescribe
Numerical Quotes
 Remove Barriers to Pride Off Workmanships
 Introduce Education and Trainings
 Create a Structure in Top Management to Follow
Up on above 13 Points
 2.3 – Armand. V. Feigenbaum
(1983)

• Originator; Total Quality Control

• Focus; Quality is a Way of Managing Business Org

and a Responsibility of Everyone

• Main Argument
 Strengthening the Quality Improvements Process
for Itself
 Ensuring Quality Improvements becomes a Habit
 Managing Quality and Cost as Complementary
Objectives
• Feigenbaum’s 10 Benchmarks for TQC
 A Company wide Process
 Customer Oriented
 Quality and Cost are Sum not Difference
 Requires Individual and Team Efforts
 A way of Managing
 Quality and Innovation are Mutually Dependent
 It is an Ethics
 Requires Continuous Improvements
 Cost Effective and Least Intensive Route to
Productivity
 Comprised of Total Systems incl Customers and
Suppliers
 2.4 – Joseph Juran (1988)

• Defines Quality as; Fitness for Use (Quality of

Design, Conformance, Availability and Field Service)

• Focus; Quality Control must be an Integral Part of

Management Functions and Practiced throughout Org

• Developed; Quality Trilogy (Quality Planning, Control

and Improvements)

• Main Argument
 Companies must Reduce the Cost of Quality
• Juran’s 10 Quality Management Steps
 Build Awareness of  Report Progress
Opportunity to Improve  Give Recognition
 Set Goals for  Communicate Results
Improvement
 Keep Scores
 Organize to Reach
 Maintain Momentum
Goals
 Provide Trainings
 Carry Out Projects to
Solve Problems
 2.5 – Are the Approaches of
these Gurus Different?

• Crosby; Company Wide Motivation

• Deming; Statistical Process Control

• Feigenbaum; Systems Management

• Juran; Project Management

 2.6 – Imai (1986)

• Known For; Introducing Kaizen Approach

• Defined as; Incremental, Systematic, Gradual, Orderly
and Continuous Improvements that uses the best of all
Tools and Techniques
• Aim of Kaizen; To Pursue Naturally Continuous
Improvements all the time
• Basic Principles of Kaizen
 Continuous Improvements
 Everyone’s Involvement
 Delighting the Customer
 Total System Oriented Approach
•Key Elements of Kaizen
 Adaptability to Both People and Equipment
 Use of Existing Technology to Optimize Capacity
 Creative Involvement of All Employees
 Attitude of Making Better and Better Everyday
 2.7 – Ishikawa (1986)

• Known as; Father of Quality Control Circles

• Developed; Cause and Effect Diagram

• Member; Japanese Union of Scientists and Engineers

• Major Contributions
 Simplifications and Widespread Use of Seven Basic
Quality Control Tools
 Company Wide Quality Movements
 Quality Circles
 2.8 – Shingo (1986)

• Known as; Single Minute Exchange of Die (SMED), a

Mistake-Proofing Defect Prevention System
• SMED Classifications; Regulatory & Setting Functions
 Regulatory Functions perform Control Methods and
Warning Methods
 Setting Methods perform Contact Methods, Fixed
Value Methods and Motion Step Methods
• 3-Stage Improvement via SMED
 Separate and Differentiate Internal Set Ups
 Shifting of Internal Set Up Elements to External
 Improve the Methods Involved in Internal / External
 2.9 – Genichi Taguchi (1986)

• Main Principles; The Loss Functions and Offline

Quality Control
• Loss Functions; The Quality of the Product is the loss
imparted to society from the time the product is
shipped
• Offline Quality Control; Optimizing Production
Process and Product Parameters to minimize Item-to-
Item Variations in the Product and its Performance

• Promotes Stages of Designing in Quality; System

Design, Parameter Design and Tolerance Design
 2.10 – Japanese Style Total
Quality

• Japanese Goal; Continual Improvements towards

Perfection
• Japanese Approach and Concept;
 Total commitment to Improvements
 Perfection and Defect Analysis
 Continuous Change
 Taking Full Personal Responsibility
 Ensuring Full Compliance
 Correcting One’s Own Errors
 Adherence to Discipline
 Orderliness and Cleanliness
THANK YOU FOR YOUR TIME
AND PATIENCE

QUESTIONS / ANSWERS
 Part One;
Chapter Three

The Framework for the

Introduction of TQM
56
 Summary of the Chapter

1. Examining Change and Continuous Improvement

which deals with How the Improvement Process is
going to be triggered?

2. Four Sections of Framework Approach

 Chapter Three Topics

1. Change & Continuous Improvement / Driving

Forces
2. Approaches to TQM
3. Framework of TQM
 3.1 – Change & Continuous
Improvements / Driving Forces
 3.2 – Approaches to TQM

• Applying the Wisdom of the Quality Experts

• Applying a Consultancy Package

• Frameworks and Models

• Developing a Tailor-made Organizational Route Map

• Self Assessment
3.3– Framework of TQM
THANK YOU FOR YOUR TIME
AND PATIENCE

QUESTIONS / ANSWERS
 Part One;
Chapter Four

Levels of TQM Adoption and its

Sustainability
65
 Summary of the Chapter

1. Six Internal Based Levels which are beneficial to

Organizations to Review its Own Level of
Performance

2. Outlines some Typical Problems need to be

addressed to gain Sustainability
 Chapter Four Topics

1. Levels of TQM Adoption

2. Sustaining Categories
4.1 – Levels of TQM Adoptions
4.2 – Sustaining Categories
THANK YOU FOR YOUR TIME
AND PATIENCE

QUESTIONS / ANSWERS