Professional Studies A

Total Quality Management

Dick Beardsall
 Introduction
I am going to talk about:
 What we mean by “Quality”
 The development of Quality Management
through the work of the American and Japanese
giants
 Quality costs
 Customers and their needs
 Total Quality Management and ISO 9000:2000

Dick Beardsall
What is Quality?
Standard definitions
 Satisfying the present and future needs of the
customer - Deming
 Fitness for purpose or use – Juran
 Conformance to requirements - Crosby

 The totality of features and characteristics of

a product or a service that bear on its ability
to satisfy stated or implied needs (ISO 8402)

Dick Beardsall
What is Quality?

Juran said:
“Quality is fitness for purpose or use”

And it comprises two elements

 Product features that satisfy customer needs
– creating satisfaction
 Freedom from deficiencies
– avoiding dissatisfaction

Dick Beardsall
Pioneers of quality management
 Eli Whitney and Frederick Taylor
 R A Fisher and Walter Shewart

 W Edwards Deming and Joseph Juran

 Armand Feigenbaum and Philip Crosby

 The Japanese Giants

Dick Beardsall
 Deming’s Triangle

Management commitment

Interrelationships Statistical methodology

The key to “Deming’s 14 Point Philosophy”

Dick Beardsall
Management commitment

 Point 1 Create constancy of purpose for

continual improvement of product and service
 Point 2 Adopt the new philosophy for
economic stability
 Point 14 Define top management’s
permanent commitment to ever-improving
quality and productivity

Dick Beardsall
Improve interrelationships
 Point 4 End the practice of awarding business on
price tag
 Point 7 Adopt and institute modern methods of
supervision and leadership
 Point 8 Drive out fear
 Point 9 Break down barriers between departments
and individuals
 Point 10 Eliminate slogans, posters, exhortations

No Slogans!
Dick Beardsall
Improve interrelationships
 Point 4 End the practice of awarding business on
price tag
 Point 7 Adopt and institute modern methods of
supervision and leadership
 Point 8 Drive out fear
 Point 9 Break down barriers between departments
and individuals
 Point 10 Eliminate slogans, posters, exhortations
 Point 11 Eliminate work standards and numerical
quotas
 Point 12 Remove barriers that rob the hourly worker
of the right to pride in workmanship
Dick Beardsall
Apply statistical methodology

 Point 3 Cease dependence on inspection to

achieve quality
 Point 5 Improve constantly and for ever the
system of production and service
 Point 6 Institute training on the job
 Point 13 Institute a vigorous programme of
education and retraining

Dick Beardsall
The Deming (or Shewhart) Cycle

Act Plan

Check Do

Dick Beardsall
Statistical Process Control
A characteristic measure

+3σ

Mean
-3σ

Time

Dick Beardsall
Practice session - SPC

Kg

Dick Beardsall
Control Charts - ISO 8258

Upper Action Limit,+3

Upper Warning Limit,+2

Target Value

tr ol Lower Warning Limit ,+2

con
in Lower Action Limit,-3

Dick Beardsall
Control Charts - ISO 8258

Upper Action Limit,+3

Upper Warning Limit,+2

Target Value

t r ol
con Lower Warning Limit ,+2
of-
t-
ou Lower Action Limit,-3

Dick Beardsall
Control Charts - ISO 8258

Upper Action Limit,+3

Upper Warning Limit,+2

Target Value

r ol Lower Warning Limit ,+2

on t
f- c
u t-o Lower Action Limit,-3
o

Dick Beardsall
Control Charts - ISO 8258

n tr ol Upper Action Limit,+3

of- co
out- Upper Warning Limit,+2

Target Value

Lower Warning Limit ,+2

Lower Action Limit,-3

Dick Beardsall
ISO 8258 – Out of-control situations
 1 point beyond action limits
 6 points in a row steadily increasing or decreasing
 2 out of 3 points in a row outside warning limits

 9 points in a row on the same side of target line

 14 points in a row alternating up and down
 4 out of 5 points in a row beyond 1 on same side
 15 points in a row within 1
 8 points in a row beyond 1 on both sides

Dick Beardsall
Juran’s Quality Trilogy ®
Quality Control

Defects
Quality Planning

Chronic Waste

Time

Dick Beardsall
Chronic waste

Deming said:
“We have a stable system for the
production of defects”

Dick Beardsall
Juran’s Quality Trilogy ®
Quality Control

Defects
Quality Planning

Quality
Improvement

Chronic Waste

Time

Dick Beardsall
Juran’s Quality Trilogy®
 Quality Planning
 Identify customers and their needs
 Translate needs into a language understood by all
 Optimise product by developing and optimising the
process
 When established and proved, transfer to operations
 Quality Control
 Detect and correct adverse change as soon as it
happens to maintain status quo
 Quality Improvement
 Accept responsibity for improvement
 Understand and apply the Universal Breakthrough
Sequence
Dick Beardsall
Universal Breakthrough Sequence
 Proof of need
 Project identification
 Organisation for improvement
 The diagnostic journey
 Remedial action
 Breakthrough in cultural resistance to change
 Holding the gains – control at the new level

Dick Beardsall
Japanese Giants (some of them)

 Taguchi – loss function

 Ishikawa – quality circles
 Ohno – kanban, jidohka
 Shingo – poka-yoke, SMED
 Imai – Kaizen

Dick Beardsall
Quality Costs
 Crosby: “quality is free”
 He categorised quality costs as –
 Price of non-conformance
 Price of conformance
 Feigenbaum categorised quality costs as –
 Failure costs – scrap, rework, firefighting,
warranty costs, loss of business
 Appraisal costs – inspection
 Prevention costs – quality planning and
improvement

Dick Beardsall
Quality Costs

Deming said:
“Defects don’t come free – someone
gets paid to make ‘em”

Dick Beardsall
Quality Costs

Specified min

Dick Beardsall
Customer needs
Duran said:
“Quality is fitness for purpose or use”

And it comprises two elements

 Product features that satisfy customer needs
– creating satisfaction
 Freedom from deficiencies
– avoiding dissatisfaction

Dick Beardsall
Customer satisfaction (after Kano)
Customer Yesterday
Today
Tomorrow

Delight
satisfaction

Needs satisfied
Despair

Dick Beardsall
Customers (Juran)
A customer is anyone who is impacted by the
process or product
They can be classified as:
 Internal, external
 Processors, merchants, ultimate users,
community

 Where the customer is an organisation, the

customer is a “cast of characters”
Dick Beardsall
The Triple Role
Supplier Supplier

Cast C

Processor Machine S
C

S Assemble

Customer Customer

Dick Beardsall
 Customer as a stakeholder
 Modern businesses talk of stakeholders:
 Customers
 Employees
 Shareholders
 Suppliers
 The Community
 Regulators
 In this case, we are using “customer” in the more
traditional meaning of “a user of the product or
service” who directly or indirectly pays for it.

Dick Beardsall
 Quality Function
Deployment (QFD)

The House of Quality

for a flipchart stand

Dick Beardsall
 Quality Function
Deployment (QFD)

The House of Quality

for a flipchart stand

Importance
Customer Attributes

Light 8
Compact (not in use) 6
Stable 10
Smart image 6
Robust 9
Easy to use 10

Dick Beardsall
 Quality Function
Deployment (QFD)

The House of Quality Engineering Characteristics

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
for a flipchart stand

Board thickness

Overturn force
Member x-sec
Importance

Weight
Customer Attributes

Light 8
Compact (not in use) 6
Stable 10
Smart image 6
Robust 9
Easy to use 10

Dick Beardsall
 Quality Function
Deployment (QFD)

The House of Quality Engineering Characteristics

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
for a flipchart stand

Board thickness

Overturn force
Member x-sec
Importance

Weight
Customer Attributes

Light 8
Compact (not in use) 6
Stable 10
Smart image 6
Robust 9
Easy to use 10

Dick Beardsall
 Quality Function
Deployment (QFD)

The House of Quality

Engineering Characteristics

for a flipchart stand

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
Board thickness

Overturn force
Member x-sec
Importance

Weight
Customer Attributes

Light 8
Compact (not in use) 6
Stable 10
Smart image 6
Robust 9
Easy to use 10

Dick Beardsall
 Quality Function
Deployment (QFD)

The House of Quality Engineering Characteristics

for a flipchart stand

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
Board thickness

Overturn force
Member x-sec
Importance

Weight
Customer Attributes

Light 8
Compact (not in use) 6
Stable 10
Smart image 6
Robust 9
Easy to use 10

Dick Beardsall
 Quality Function
Deployment (QFD)

Customer
The House of Quality Engineering Characteristics
Perceptions
(P,O,G,E)

for a flipchart stand

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
Board thickness

Overturn force
Member x-sec
Importance

Miggins'
Weight

Bloggs'
Ours
Customer Attributes

Light 8
Compact (not in use) 6
Stable 10
Smart image 6
Robust 9
Easy to use 10

Dick Beardsall
 Quality Function
Deployment (QFD)
Customer
The House of Quality Engineering Characteristics
Perceptions
(P,O,G,E)

for a flipchart stand

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
Board thickness

Overturn force
Member x-sec
Importance

Miggins'
Weight

Bloggs'
Ours
Customer Attributes

Light 8 O G P
Compact (not in use) 6 G G P
Stable 10 G P E
Smart image 6 G O P
Robust 9 G P E
Easy to use 10 E P O

Dick Beardsall
 Quality Function
Deployment (QFD)
Customer
The House of Quality Engineering Characteristics
Perceptions
(P,O,G,E)

for a flipchart stand

Paper clamp/screws
Length (not in use)

Leg clamps/screws

Finish (self/paint)
Board thickness

Overturn force
Member x-sec
Importance

Miggins'
Weight

Bloggs'
Ours
Customer Attributes

Light 8 O G P
Compact (not in use) 6 G G P
Stable 10 G P E
Smart image 6 G O P
Robust 9 G P E
Easy to use 10 E P O
Units Kg mm mm mm Kg C/S C/S S/P
measures

Targets 5 20 5 900 5 C C S
Objective

Dick Beardsall
 Quality Function
Deployment (QFD)
Customer

The House of Quality Engineering Characteristics

Perceptions
(P,O,G,E)

Paper clamp/screws
for a flipchart stand

Length (not in use)

Leg clamps/screws

Finish (self/paint)
Board thickness

Overturn force
Member x-sec
Importance

Miggins'
Weight

Bloggs'
Ours
Customer Attributes

Light 8 O G P
Compact (not in use) 6 G G P
Stable 10 G P E
Smart image 6 G O P
Robust 9 G P E
Easy to use 10 E P O
Units Kg mm mm mm Kg C/S C/S S/P
measures

Targets 5 20 5 900 5 C C S
Objective

Ours 5.5 20 5 925 5.5 C C S

Bloggs' 5 15 3 925 3 S S S
Dick Beardsall
Miggins' 6.5 20 7 1200 6 S C P
 Practice - QFD
Prepare a House of Quality for a Ball Point Pen

4. Plot interactions of eng. characteristics

2. Identify engineering characteristics

3. Plot their interactions

1. Identify customer needs

5. Consider implications

Dick Beardsall
Practice - QFD

House of Quality for

Retract mechanism
a Ballpen

Ball assembly

Barrel design
Refill size

Clip
Ink
Clear line

Pleasing colour ink

No blots

Long lasting

Good to use

Good appearance Dick Beardsall

Total Quality Management
A management approach of an organisation centred
on quality, based on the participation of all its
members and aiming at long-term success.This is
achieved through customer satisfaction and benefits to
all members of the organisation and to society.
In other words, TQM is a philosophy for managing an
organisation in a way which enables it to meet
stakeholder needs and expectations efficiently and
effectively, without compromising values.
(ISO8402:1994)

Dick Beardsall
Principles of TQM
The wisdom of Deming, Juran, Crosby, Feigenbaum,
Ishikawa and Imai et al has been distilled into eight
principles (ISO9000:2000)
 Customer focussed organisation
 Leadership for unity of purpose
 Involvement of people
 Process approach
 System approach to management
 Continual Improvement
 Factual approach to decision making
 Mutually beneficial supplier relationships

Dick Beardsall
The TQM Triangle

Commitment

Involvement Scientific knowledge

Dick Beardsall
 ISO9000:2000
An international consensus on good
management practices with the aim of ensuring
that the organisation can time and time again
deliver the product or services that:
 Meet the customer’s quality requirements
 Meet regulatory requirements
 Enhance customer satisfaction
whilst achieving continual improvement of its
performance in pursuit of these objectives

Dick Beardsall
The family of ISO 9000:2000
ISO 9001:2000
 Establishes a management system that
provides confidence in the conformance of a
product to requirements
This is the standard for which external
certification can be obtained
ISO 9004:2000
 Extends the benefits of 9001 to all parties that
are interested in or affected by the business
operations – employees, owners, suppliers,
society in general
Dick Beardsall
 Summary
We have talked about
 What we mean by “Quality”
 The development of Quality Management through the
work of the American and Japanese giants
 Deming’s philosophy
 Juran’s Quality Trilogy
 Quality costs
 Customers and their needs
 Total Quality Management and ISO 9000:2000

Dick Beardsall
Benchmarking – a final thought
Defects

Time

Dick Beardsall
Thank you for listening
Any questions?

Dick Beardsall