CHAPTER 3-TOTAL QUALITY MANAGEMENT 6.

Serviceability

Quality -ability of a product or service to  Dimensions of quality that reflects on if the

consistently meet or exceed customers product is relatively easy to maintain and repair.
expectation  Reflects on how easy it is for the consumer to
obtain repair service, how responsive the service
8 Dimensions of Quality (Garvin) personnel is, and how reliable the service is
1. Performance  Example: companies that do their best to resolve
the complaints they receive, while others don’t
 has to do with the expected offer any service when it comes to complaints
operating characteristics of a
product or service 7. Aesthetics

2. Features  All about the way a product looks and contributes

to the company’s identity or a brand.
 the characteristics that decide how appealing a  Not only about how a product looks but also
product or service is to the consumer about how it feels, tastes, smells or sounds.
 extras of a product or service and complement its  Aesthetics of a product is not as universal as the
basic functioning dimension ‘performance’
Ex: 8. Perceived Quality
 Service: offering free drinks on a plane.  The perception of something is not always reality.
 Products: adding a drink cooler in the car. Meaning that a product or service can have high
scores on each of the seven dimensions of
3. Reliability
quality, but still receive a bad rating from
 closely related to performance customers as a result of negative perceptions
 focus of the dimension reliability is more on how from customers or the public.
long a product will perform consistently according
What is l Quality Management?
to the specifications of that product.
 Example: for parents with children who depend Quality management (QM) -all coordinated activities
on a car, the reliability of the car becomes an and measures to increase the quality of products or
important element. Also, for most farmers, services in a company
reliability is a key attribute.
 The goal of QM is to control and optimize product
4. Conformance or service quality and the related customer
satisfaction.
 Related: dimension’s performance and features.
 About to what extent the product or service Total Quality Management (TQM)- is a holistically focused
conforms to the specifications. quality management method and considers both corporate
 Example: the materials used or the dimensions of objectives and legal requirements at all levels of a
a product can be specified and set as a target company with the participation of all employees.
specification for the product.
 a management approach that seeks to provide
5. Durability long-term success by providing unparalleled
customer satisfaction
 the dimension durability is about how long a
product will last or perform and under what
conditions it will perform.
 Estimating the length of a product’s life becomes  TOTAL-Made up of the whole
complicated when it’s possible to repair the  QUALITY-Degree of excellence a product or
product. service provides
 Example: a light bulb burns up and must be  MANAGEMENT- An act, art or manner of
replaced by a new one. In this case, repairing it is (POSDICON)
impossible.
  THEREFORE: TQM is the art of managing the of the founding and basic principles of
whole to achieve excellence. manufacturing quality control}
o Shewhart's work introduced new standards in
CONCEPT OF TQM
quality management decades later.

● Produce quality work for the 1st time Joseph M. Juran

● Focus on customers o What Is Total Quality Control? The Japanese

Way. in 1954. The work was based on Juran's
● Have a strategic approach to improvement experience of being invited to Japan by
Japanese scientists and engineers.
● Improve continuously o Juran later co-authored Quality Planning and
● Encourage mutual respect and teamwork Analysis, another bestseller in TQM
o American Society for Quality. "Joseph M. Juran."

CHARACTERISTICS OF TQM W. Edwards Deming

● Committed management o posted in Japan after the Second World War
o involved with the Union of Japanese Scientists
● Closer customer relations
and Engineers (JUSE). His career work included
● Closer provider relations several TQM frameworks (Deming's 14 Points,
Deming's Seven Deadly Diseases of
● Benchmarking Management, and The Deming Wheel).

● Increased training QUALITY GURUS

● Open organization 1. W. Edwards Deming: One of the pioneers of

quality management, Deming is known for his
● Employee improvement work in Japan after World War II, where he
helped Japanese companies improve their
● Flexible production quality and productivity.
● Process improvements o He is best known for his "14 Points for
Management," which outline the key
● Process measuring principles of quality management, and
importance of statistical process
3C’s of TQM control and continuous improvement.
1. COUNTING- Tools, techniques and trainings in 2. Joseph M. Juran: He is considered one of the
their use for analyzing, understanding and pioneers of the modern quality management
solving quality problems movement
2. CUSTOMERS- Quality for customers as a driving
force and central concern o development of the "Juran Trilogy,"
3. CULTURE- Shared values and beliefs expressed which consists of three critical
by leaders that define and support quality. components of quality management:
quality planning, quality control &
History of TQM quality improvement. Juran was also
o early 1900s the author of several books on quality
o Walter A. Shewhart introduced modern quality management, which continue to be
control used as reference works in the field,
o produced a landmark piece of industrial work including Juran's Quality Handbook.
entitled Economic Control of Quality of 3. Philip B. Crosby: importance of prevention over
Manufactured Product in 1931 {considered one inspection in quality management.
 o concept of "zero defects," which aims on integrating all aspects of an organization's
to eliminate defects and errors in a operations to achieve quality.
process or product.
o Introduced the idea of the "cost of
quality" as a way to measure the
impact of poor quality on an
Crosby is also known for his Four Absolutes of Quality: organization.
I. The definition of quality is conformance to 7. Walter Shewhart -credited with developing the
requirements. concept of "statistical process control," which
II. The system of quality is prevention. involves using statistical methods to monitor and
III. The performance standard is zero defects. control manufacturing processes to produce
IV. The measurement of quality is the price of goods of consistent quality.
non-conformance. Crosby also introduced
the idea of "quality is free," which is the o introduced the idea of "control charts,"
notion that the cost of preventing defects is which are graphical tools used to
always lower than the cost of dealing with monitor process performance over time
defects after they occur. and identify when a process is out of
control.
4. Kaoru Ishikawa- Japanese quality management 8. Taiichi Ohno - Japanese industrial engineer and
expert known for developing the cause and effect
businessman known for contributing to the
diagram
Toyota Production System (TPS) development.
o "Ishikawa diagram" or "fishbone o The father of the TPS, a manufacturing
diagram." This tool is used to identify methodology focusing on maximizing
the root causes of a problem and is a efficiency and minimizing waste.
critical tool in root cause analysis. o credited with developing the "just-in-
o emphasizing the importance of time" production method, which
involving all employees in the quality involves producing only the amount of
management process. goods needed at a given time, and the
o introduced the concept of "total quality "kanban" system. This visual signaling
control," involving all employees in the system helps coordinate the flow of
quality control process and using data materials within a factory.
and statistical analysis to drive 9. Genichi Taguchi - Japanese engineer and quality
continuous improvement. control expert known for his contributions to
the statistics and quality control field.
5. Shigeo Shingo -Japanese industrial engineer o developed the concept of "loss
and business consultant. Shingo is known for his function," which measures the
contributions to lean manufacturing, developing deviation of a product from its target
the "Toyota Production System." specification.
o Introduced the idea of using "robust
o emphasized the importance of
design" to create products insensitive
eliminating waste and increasing
to variations in manufacturing
efficiency in the production process.
processes.
o credited with introducing the concept of
"poka-yoke," which prevents defects in Primary Principles of Total Quality Management
a product or process by designing it so
that mistakes are difficult or impossible 1.Focus on Customers
to make  Your customers define whether your products are
o developed the Single Minute Exchange high quality. Customer input is highly valued
of Die (SMED) concept. because it allows a company to better
6. Armand V. Feigenbaum -known for developing understand the needs and requirements in the
the concept of total quality control, which focuses manufacturing process. Customer surveys may
reveal insufficient durability of goods.
2. Commitment by Employees  Effective communication plays a large part in
TQM to motivate employees, educate members
 This includes clearly communicating across along a process, and avoid process errors
departments and leaders what goals, whether it is normal day-to-day operations or
expectations, needs, and constraints are in large organizational changes.
place.
TQM PRINCIPLES
3. Improve Continuously
a. Customer first- TQM’s first and foremost pillar of
 This concept of continuous improvement helps a success is an unwavering focus on the
company adapt to changing market expectations. customer’s experience in all interactions with the
It allows for greater adaptability to different organization
products, markets, customers, or regions. b. Employee ownership- TQM requires the
 Continuous improvement also drives and widens involvement of every team member to ensure
the competitive advantage that a company has that complete quality control is offered at every
built over related companies. level
4.Adherence to Processes c. Process-based -TQM focuses on the creation
and implementation of processes that provide
 TQM's systematic approach relies heavily on organizations with the ability to find success and
process flowcharts, TQM diagrams, visual action repeat it.
plans, and documented workflows. These d. System integration- This is best achieved through
processes are then continually analyzed to better system integrations that combine disparate parts
understand deficiencies in the process of the organization into a single, well-oiled
machine working in complete synergy.
5.Strategic and Systematic Approach
e. Communication- This means communication and
 TQM calls for a system approach to decision
transparency is a core tenet of successful TQM
making that requires that a company dedicate
practices.
itself to integrating quality as its core component
and making the appropriate financial investments f. Data-driven- TQM doesn’t employ guesswork.
to make that happen. Instead, data is leveraged for the improvement of
the organization and decisions are made based
6.Data Utilization
on quantifiable facts.
 The systematic approach of TQM only works if
g. Constant improvement- TQM isn’t a one and
feedback and input is given to evaluate how the
done process. Perfection is impossible, so it must
process flow is moving.
always be pursued to get the organization as
 TQM relies heavily on documentation and
close as possible to it.
planning, and only by utilizing and analyzing
data can management understand if those plans How to implement TQM
are being met.
 The first step for implementing any new system is
7.Integrate Systems an honest assessment of the organization as it is
today. Implementation of TQM is something that
 One way to utilize data is to integrate systems.
has to be applied to the current structure of the
TQM strategies believe systems should talk to
organization; there is no step-by-step guide that
each other, conveying useful information across
will tell you how to do it for your business. Each
departments and making smart decisions.
business is unique and requires its own
 TQM strives to allow everyone to be on the same
approach, but the core tenets of TQM can guide
page at the same time by linking data sources
each decision.
and sharing information across systems.

8.Communication
Then, you can proceed with these areas of opportunity.
 ● Emphasize customer satisfaction- Creating an 2. Seiton – Straighten- Seiton is the
embodiment of the saying, “A place for
emphasis on customer satisfaction will change everything, and everything in it’s place”
the way departments think about their duties 3. Seiso – Shine- Now your workplace is
 Communicate with everyone- Communication ordered efficiently you can give it a
throughout the organization is essential for good clean! This should be a regular,
educating everyone about the changes that are almost daily event, and will enable you
coming while also providing an avenue for to see, at a glance, any signs of wear
receiving feedback and tear to vital machinery and tools.
4. Seiketsu – Standardise- Once steps 1-
● Manage errors- One of the most important 3 have been put into place, you should
create a standardised procedure to
aspects of delivering quality is managing errors. ensure that you don’t return to bad
Errors should be addressed and dealt with habits and inefficient working practices.
as quickly as possible of course, but they should 5. Shitsuke-Sustain-The new processes
also be recorded and tracked. and standards need to be sustained.
This can be achieved by building the
 TQM is everyone’s responsibility- TQM requires 5S process into performance
that all parties take ownership of the part they evaluation.
play and this applies equally to admitting fault
and giving out praise Why choose 5S?

GOOD HOUSEKEEPING FOR PROJECT AND  5S is a simple method to put into action and
OPERATIONS MANAGEMENT requires little formal training. It also provides a
worthwhile return as work will be completed more
 Good housekeeping is an essential aspect of efficiently, limiting delays and reducing
Project Management, especially during time- completion time.
limited projects where being organized and
working efficiently can save significant time. What is Kaizen?

Japanese Methodology of 5S  Kaizen is an approach to creating continuous

improvement
 Henry Ford originally developed what we now based on the idea
know as the 5S methodology in 1972 as the that small, ongoing
CANDO program. positive changes
 Hiroyuki Hirano who popularized it as the can reap significant
Japanese 5S in 1980 improvements.
 5S is a lean management technique that is aimed  Kaizen is core
at optimizing the workplace and improving the to lean
efficiency of work performance, and was a manufacturing and
fundamental tool in implementing Total Quality the Toyota Way.
Management.  Developed in the manufacturing sector to lower
defects, eliminate waste, boost productivity,
What are the 5S’?
encourage worker purpose and accountability
1. Seiri – Sort- You should identify what is and promote innovation.
necessary and unnecessary. Items can  Compound of 2 Japanese words that together
be physical, such as broken equipment translate as "good change" or "improvement."
or redundant materials, or non-  Kaizen has come to mean "continuous
physical, such as out-of-date files on improvement" through its association with lean
your network and information that you methodology and principles.
no longer use.
10 Principles of Kaizen

1. Let go of assumptions.

2. Be proactive about solving problems.

3. Don't accept the status quo.

4. Let go of perfectionism and take an attitude of

iterative, adaptive change.

5. Look for solutions as you find mistakes.

6. Create an environment in which everyone feels

empowered to contribute.

7. Don't accept the obvious issue; instead, ask

"why" five times to get to the root cause.

8. Cull information and opinions from multiple

people.

9. Use creativity to find low-cost, small

improvements.

10. Never stop improving.

Kaizen cycle for continuous improvement

7 step cycle to create an environment based on continuous

improvement

1. Get employees involved. Seek the involvement of

employees, including soliciting their help in
identifying issues and problems.

2. Find problems. Create a list if there are many

issues.

3. Create a solution. Pick a winning solution or

solutions from the ideas presented.

4. Test the solution. Create pilot programs or take

other small steps to test out the solution.

5. Analyze the results. Determine how successful

the change has been.

6. If results are positive, adopt the solution

throughout the organization.

7. These seven steps should be repeated on an

ongoing basis, with new solutions tested where
appropriate or new lists of problems tackled.