TQM_
TQM_
TQM
(Total Quality Management)
Shigeru Tsujita
TQM TPM Consultant
Main Reasons why TQM has come to be regarded
as a vital part of business management
2
QC TQC TQM
3
The History and Current Status
SQC
1924 Control Chart
(Dr. W A Shewhart)
1941~42 American War Std
Introduction of QC to Japan
1946 Japan’s telephone communications equipment
JUSE QCRG
1950 Dr. W E Deming 1954 Dr. J M Juran
TQC
TQM
4
Number of car production in Japan
(X1000cars)
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
1940 1950 1960 1970 1980 1990 2000
5
Deming Juran QC Circle
What is TQM
Good products
and services
Good Company
Quality Management
Improvement
ISO
ISO
Quality assurance and control
maintain quality level and system
7
Main characteristics of TQM
1. Quality first
2. The next process is the customer
3. Working with facts
4. Process orientation
5. Prioritization
6. Source control
7. All departments, all employees
8. Respect for humanity 8
What is Quality?
9
Example
Date Characteristic Date Characteristic Date Characteristic Date Characteristic
3/1 25.1 3/16 4/1 22.6 4/16 29.8
3/2 3/17 4/2 26.2 4/17 23.8
3/3 3/18 22 4/3 18.9 4/18 22.2
3/4 27.2 3/19 24.3 4/4 24.3 4/19 21
3/5 26.3 3/20 25 4/5 25.1 4/20
3/6 25.3 3/21 4/6 4/21
3/7 24.8 3/22 23.3 4/7 4/22 21.4
3/8 26.2 3/23 4/8 22.4 4/23 24
3/9 3/24 4/9 26 4/24 23.3
3/10 3/25 27.4 4/10 23 4/25 25.2
3/11 25.5 3/26 23 4/11 24.4 4/26 23.9
3/12 27 3/27 22 4/12 24.5
3/13 26.7 3/28 25.2 4/13
3/14 26.7 3/29 23.7 4/14
3/15 25 3/30 4/15 22.4
3/31 10
18
20
22
24
26
28
30
3/1
3/8
3/15
3/22
3/29
4/5
4/12
4/19
11
4/26
0 2 4 6 8 10
18
19
20
21
22
23
24
25
26
27
28
29
30
12
0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5
13
14
Source: Noriaki Kano, “New Century by Quality Management”, Quality Month Secretariat
The Deming Cycle
C D
Source: 15
Kaoru Ishikawa, “Introduction to Quality Control”,
JUSE Press, Ltd.
Concern for Quality
Quality
Assurance
QC in new
Product
development
Source: 16
Kaoru Ishikawa, “Introduction to Quality Control”,
JUSE Press, Ltd.
QC 7 Tools
for solving 95% of QC problem
1. Pareto Diagram
2. Cause and Effect Diagram
3. Graph
4. Check Sheet
5. Histogram
6. Scatter Diagram
7. Control Chart
Source:
Katsuya Hosotani,
“7 QC Story”,
18
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
19
JUSE Press, Ltd.
Source: 20
Katsuya Hosotani, “7 QC Story”, JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
21
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
22
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
23
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
24
JUSE Press, Ltd.
New QC 7 Tools
1. Relation diagram
2. Affinity diagram
3. System diagram
4. Matrix diagram
5. Matrix data analysis
6. PDPC method
7. Arrow diagram
25
The QC approach to problem solving
QC story
26
Problem solving QC story
1. Selecting a theme
2. Understanding the current situation and setting
targets
3. Creating a plan of action
4. Analysis the factors
5. Developing and implementing countermeasures
6. Confirming effectiveness
7. Standardization and establishing control
27
Task achieving QC story
1. Selecting a theme
2. Defining the issue and setting targets
3. Creating a plan of action
4. Proposing and evaluating countermeasures
5. Implementing countermeasures
6. Confirming effectiveness
7. Standardization and establishing control
28
Promotional Vehicles for TQM
1. Policy Management
2. Daily Management
• Policy Deployment
• Continuous Improvement
• Daily Management
30
BOTTOM UP ACTIVITIES
• QC Circle
• Suggestion
• Small Group
31
Future Direction
Policy
Staff Management
President
Cross Functional
Management
Line
Daily Management
Source: Noriaki Kano, “New Century by Quality Management”, Quality Month Secretariat
Issues
Policy Objectives
Strategies
33
Policy Deployment
CEO’s policy
CEO
Issues, objectives, strategies
Action plan
Supervisor
Issues, objectives, strategies 34
Source:
Hitorshi Kume, “Management by Quality”, 3A Corporation
Annual policy-setting process table
Changes of external
environment
Source: 35
Hitorshi Kume, “Management by Quality”, 3A Corporation
2001Activity Report Date:
Aproved Make
Name of the activty
36
2001Activity Report Date:
Aproved Make
Name of the activty Jishu-Hozen
2 Tag removal % 80% 80% ○ 63% Lack of maintenance stuff Use Subcontracter Mr.B
White 82% Change Target
Pink 42% make order of priority
37
2003 Activity Plan Date:
Aproved Make
Name of the activty
38
Time Allocation
President
MD Policy Management
(Challenge)
Dept. Mgr.
Section Mgr.
Foreman
Operator
Daily Management
(Maintain)
Time
QC Circles
40
QC Circle Conference
(managed by QC Circle Headquarters)
41
National Commendation for QC Circles
Kaoru Ishikawa Award 21 Circles
QC Circle Grand Prize
Gold 6 Circles, Silver 12 Circles
42
On the start of a new magazine
Dr.Kaoru Ishikawa
Now we are publishing the first issue of “Gemba and QC”.
Gemba means the place where you actually perform your
work.
Last year the editorial staff of our sister magazine
“Quality Control” held a discussion meeting on quality
control by gemba foremen and assistant foremen, who
showed a great demand for a magazine to be read light-
heartedly. We lost no time having a subcommittee for
putting the plan into practice, and finally decided to start
a new magazine “Gemba and QC” after close examination
including a questionnaire survey at the 11th Quality
Control Meeting.
Japan’s quality control activities have had almost 15-year
experience and many companies have executed the
activities more and more eagerly with trade liberalization
close at hand. Nowadays the activities are in the times of
what we call TQC i.e. QC from the stages of designing,
outsourcing, engineering work to those of sales,
distribution systems and consumers. The time has come
when gemba workers, who actually produce the qualities
of products and services, mainly carries out quality control
and a guarantee of quality bearing the responsibility of
quality.
We started editing with the hope of making a new
magazine, which would be willingly accepted by gemba
workers. Now furthermore we think the editorship should
be taken on by not only members of the editorial staff but
also readers of this magazine, which will be accomplished
by asking the view of you as consumers, and exchanging
various opinions with you on the magazine. In order for
you to form your opinion we recommend you to organize
QC circles at each gemba. We look forward to your
participation to the editorship. ………..
It is our supreme pleasure that this magazine will be
useful for you gemba workers to positively participate in
QC activities and produce excellent results.
We hope you will play an active part in the TQC world.
43
This sentence is partly translated.
Source: QC Circle Headquarters, “Job Site and QC”, JUSE Press, Ltd.
Dr.Ishikawa 44
The situation in Japan when QC Circle started.
46
What Are QC Circles?
49
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
Important points
What Are QC Circles?
50
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
Number of QC Circle Member
140
120
Number of Circles
100
80
60
40
20
0
7
9
5
10
r4
er
11
sw
de
an
an
Un
th
No
e
or
M 51
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
Important points
What Are QC Circles?
52
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
Categories of Theme
100%
800
90%
700
80%
600 70%
500 60%
400 50%
40%
300
30%
200
20%
100 10%
0 0%
ty
y
st
rs
ty
ale
y
rs
l
en
ud
nc
ro
a li
Co
he
fe
ro
or
pm
nt
St
ie
Qu
Sa
Er
Ot
M
fic
Co
ui
Ef
Eq
53
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
Number of Themes solved over a year
350 100%
90%
Number of QC Circles
300 80%
250 70%
200 60%
50%
150 40%
100 30%
20%
50 10%
0 0%
er
2
5
6
y
an
an
sw
th
ly
an
rd
e
or
No
Ha
M
54
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
What Are QC Circles?
56
Utilize Quality Control Concepts (1)
57
Utilize Quality Control Concepts (2)
Control
A P
Act Plan
C D
Check Do
•QC story
59
Utilize quality control concepts and Techniques
and other improvement tools (1)
60
Use statistical methods
QC 7Tools
Graph, control chart
Check sheet
Stratification
Parato diagram
Cause and effect diagram (Ishikawa Diagram)
Histogram
Scatter diagram
New QC 7Tools
61
Utilize quality control concepts and techniques
and Other Improvement Tools (2)
IE
VA,VE
KYT
FMEA, FTA
Etc.
62
Tap members’ creativity
Creativity
•to create something new and to produce
results
•an ability to accept the challenge of
things,.
Fulfilling desires
Mutual-development opportunities
individuals,
QC Circles,
workplaces,
companies in the same industry,
different industries,
overseas.
65
Important points
What Are QC Circles?
67
Fundamentals of QC Circle Activities
1) Self-development
2) Voluntary Activities
3) Group Activities
4) Participation by Everyone
5) Application of QC Techniques
6) QCC Activities take Root in the Workshop
7) Activation and Perpetualization of QC Circle Activities
8) Mutual Development
9) Creativities
10) Quality-consciousness, Problem-consciousness and
Improvement-consciousness
68
A Case Where the Tree Diagram Method Was Effectively Applied for Analyzing Factors and Investigating Countermeasures
69
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
Weighting of items Score Score
Higher Level Policy by item X 1 by item X 2
Enjoy the sense of
Common theme
Ease of tackling
Urgency
Section policy
Effects
Total score
Priority
achievement through Item Evaluation table for
participation, the rationale of
implementation, and theme selection
standardization.
Scores ○ 5 points
△ 3 points
× 1 point
QC Circle Policy
Create workshops
where employees
can work with ease 10 20 30 40 50
and comfort, by Problems
perfecting processes
where equipment- C Reduction of combination loss in RC △ × △ ○ ○ ○ ○ 47
derived loss or Cloth process
troubles do not P Reduction of preparation time in RC 29
△ ○ ○ × × △ △
happen. Mount process
P Elimination of abnormalities of upstream △ △ ○ ○ ○ ○ ○ 51
conveyor in RC Mount process
Q Reduction of claw breakage troubles in △ △ ○ △ △ △ △ 35
RC Outfit process
S Reduction in RC process ○ ○ △ × × △ △ 29
70
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
(%)
(Min.)
Time Cumulative
percentage
(%)
Other stoppages
Putting in order
Minor stoppage
Preparation
Frequency Cumulative
of minor percentage
stoppages
Trouble at downstream
stamping/conveying
Trouble of
conveyor
conveyor
Others
Fig. 1 Background of Theme Selection
71
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
Stopper
Stopper
Stopper
Source:
Overriding on stopper Bending of press-down roller
QC Circle Headquarters, 72
“Dec. 2002, QC Circle”, JUSE Press, Ltd.
Fig. 2 Process Outline and Abnormalities
No. of upstream conveyor
No. of upstream conveyor abnormalities
abnormality stoppages
by number of sheets contained
(cases)
(cases/month)
Number Number
of of
abnormalities abnormalities
Findings
Findings
The average number of upstream More abnormalities are found with
conveyor abnormality stoppages is product containing 50 sheets.
54.5 cases/month.
Number
of Number
stoppages of
stoppages
1 Transporting power of slip Pay attention to the possibility of the container Investigate the relationship between transporting power and Verification 1 Maintenance Workshop
torque conveyor is weak. colliding with the stopper because of container’s container-to-container intervals, as well as one between container- group
failure to accelerate. to-container intervals and abnormalities.
2 Container is light. Pay attention to the possibility of the failure of Investigate the relationship between the weight of containers and Verification 2 Kikuchi Workshop
driving force transference causing transporting abnormalities.
trouble.
3 Sensor installation position is Pay attention to the possible inappropriateness of Investigate the relationship between varying sensor positions Verification 3 Kikuchi Workshop
inappropriate. the timing of stopper appearing. (angles) and abnormalities
4 Transporting power of Pay attention to the possible deviation of Investigate the relationship between container accumulation and Verification 4 Nagahara Workshop
transporting conveyor is strong. transporting position because of high pressure deviated transportation position.
generated at the time of continual container
stops.
74
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
Effects Rank Rank What Who Where When Countermeasures
Delay the timing of press-down roller appearing ◎ ◎ 4 Timing of press- Kikuchi Workshop End of Countermeasures 2
Change the timing by speed controller so that it may not contact down roller Dec.
of press-down angles of the product.
roller appearing.
Operator charges each container with an interval ◎ × 2 - - - - -
in-between.
Ensure that
containers don’t
Place a guide on the side of the transporting ◎ × 2 - - - - -
accumulate.
Prevent container conveyor where there is no reference.
deviation at points
where containers
accumulate. Modify points Devise a mechanism so that conveyor stops if ○ × 1 - - - - -
where containers containers accumulate.
accumulate.
Replace transporting conveyor with slip torque ◎ ◎ 4 Change transporting Maintenance Workshop End of Countermeasures 4
conveyor. conveyor Jan.
Delay the timing of the stopper appearing by ◎ ○ 3 Direction of sensor Kikuchi Workshop End of Countermeasures 3
changing the direction of sensor. Dec.
Ensure that Change the timing
of stopper Install a timer so that stopper appears with an ○ × 1 - - - - -
containers don’t
appearing. interval.
override on stopper.
75
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
Purpose: Prevent press-down roller from contacting an angle of container.
Means: Adjust the speed controller of roller shuffling cylinder.
Purpose: Increase transporting power of slip torque conveyor
Means: Replace three rollers immediately after the stopper with driving rollers. Press-down roller was made to come down at about 30mm away from the
angle of container.
Driving rollers
Fig. 6 Countermeasure-1
Fig. 7 Countermeasure-2
Purpose: Let the stopper appear between a container and another. Purpose: Prevent latitudinal deviation when containers accumulate.
Means: Adjust the direction of the sensor. Means: Change transporting conveyor from flat belt to slip torque conveyor.
Before After
countermeasure countermeasure
Stopper [mm]
Before
countermeasure
Amount of Deviation
latitudinal limit (38mm)
deviation
Tilted the sensor to about -2 degrees Flat belt
In parallel with stopper
from parallel
After
countermeasure
[Container]
Goal was
Number achieved.
of
stoppages
Countermeasures 1, 2, and
3 were implemented.
5 cases
Goal: 0 / month
0
8 cases
Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar.
77
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
KEY SUCCESS FACTORS
1. Commitment and involvement from top management.
2. There must be top management diagnosis.
3. All companies must have promoters in TQC, Safety & Environment
4. Instructors and consultants must have knowledge and ability to
instruct.
78
TQC is a group activity and cannot be done by individuals. It calls for
teamwork.
TQC is not a miracle drug, its properties are more like those of Chinese herb
medicine.
Kaoru Ishikawa
What Is Total Quality Control? The Japanese Way (1981)
79