SESSION – 6

TOTAL
QUALITY
MANAGEMENT
By:
Zahid Hussain
B.Sc Engineering (Chemical)
MS-Total Quality Management
Quality Trainer
Lead Auditor 5S
IRCA Lead Auditor ISO-9001-2000
IRCA Lead Auditor ISO-14000-2004
PCBA–UCP
Leaders in Quality Revolution
Q in Descon Chemicals

Dr. Edward W. Deming

(Management Philosophy
and Systems) (1900-1993)
The Statistician USA
Dr. Kaoru Ishikawa
Simple tools, QCC, Company-
Dr. Joseph M. Juran
wide quality) (1915-1989)
(Quality Trilogy)
Age-74, Japan,
(1904-2008 -103 Mechanical Engineer
years age)- USA-
Industrial Engineer

Dr. Philip Crosby Dr. Genichi Taguchi

Zero defects and Cost of (Loss Function), 1924- 1989
quality) (1926 -2001) 65 years, Japan, Textile
Age 75) USA. Engineer
 Dr. Edward Deming
(Management Philosophy and systems)

 Prophet of the Quality

– (According to Japanese)
 Continual Improvement (PDCA Cycle)
 System of Profound Knowledge
(How complex organizations work, Long-term improvements in quality and efficiency)
– Appreciation for a system
– Understanding Variation
– Theory of Knowledge
( ideas to improve products or processes based on current knowledge and theories.
theories can be wrong so we must actively check to find out if these are correct.
PDCA)
– Knowledge of Psychology
( Study of the human mind, including how people act and interact in different situations )
 Three Levels of Quality
 Performer Level
– “Meeting internal customer requirements”

 Process Level
– “Linking external & internal customer
requirements”

 Organizational Level
– “Meeting external customer requirements”
Deming Chain Reaction
Improve Quality

Cost Decreases

Productivity Improves

Increase Market Share with

Better and Lower Price

Stay in Business

Provide jobs and more jobs

 Quality & Profitability
The
Theextent
extenttotowhich
whichthethedesign
productreflects
or a
Improve Quality of product
serviceor service that
conforms satisfies
to the designthe Improve Quality of
Design customer
standardneeds or expectations.
expectations. Conformance

Higher Perceived Higher Price

Value
Lower
Manufacturing and
Service Cost
Increase Market Increase Revenue
Share

Higher Profitability
 DEMING: ‘14 Points’
1. MANAGEMENT COMMITMENT: Create constancy of purpose towards
improvement of product and service, with the aim to become
competitive, stay in business, and to provide jobs.

Constancy of purpose means:

Spend resources for long term planning vs. quick profits
Invest in research and education
No innovation without research, and no research without training & education
Continuous improvement of the right products (and/or the right type of
service) in the right market
Invest in maintenance -- malfunctions in machinery, process, and tools
introduce defects
Only Top Management can establish the constancy of purpose
where do we want to be in certain future period from now? by which method?
And provide a road map for the organization to follow.
Adopt and publish the vision, mission. Make policy ,establish a set of core values
Leadership, fire prevention vs. fire fighting, do long term planning
 DEMING: ‘14 Points’
2. LEARN THE NEW PHILOSOPHY: Adopt the new philosophy. We are in a
new economic age. Western management must awaken to the challenge,
must learn their responsibilities, and take on leadership for change.
Customer-centric , Looks after the need of the customers,
Don't accept poor quality, poor workmanship,
Negativism is unacceptable,
Set a pattern of continuing improvement
Use measurement, recognize the economic loss for any deviation from target value
Customers don't often complain, they just switch
Management must face the challenge, must learn their responsibilities, and
give the leadership for change
 DEMING: ‘14 Points’
3. UNDERSTAND INSPECTION: Cease dependence on inspection to
achieve quality. Eliminate the need for inspection on a mass basis by
creating quality into the product in the first place.

inspection is used because experience has indicated a high error rate for
the underlying processes. If the error rate is reduced sufficiently, it
will no longer be necessary to inspect every action.
Unfortunately, when error rates increases, trained workers
and management is to spend more time checking for errors
instead of attempting to improve the underlying processes:
4. END PRICE TAG DECISIONS: End the practice of awarding business
on the basis of price tag. Instead minimize total cost. Move towards a single
supplier for any one item, on a long term relationship of loyalty and trust.

5. IMPROVE CONSTANTLY: Improve constantly and forever the

system of production and service, to improve quality and
productivity, and thus constantly decrease costs.
6. IMPROVE JOB SKILLS: Institute training on the job. (Training manuals
 DEMING: ‘14 Points’
7. INSTITUTE LEADERSHIP: The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need of
overhaul as well as supervision of production workers.
strategic vision, a leader to accomplish transformation in the organization. Leader
possesses knowledge, personality, and persuasive power, a coach who removes
obstacles, Leaders must know the work that they supervise, "Follow me" should
help people, machines and gadgets to do a better job, provide training or instruction;
never stop learning not afraid of the responsibility, listen and learn without passing
judgment Engages in informal, unplanned conversation with every team member at
least once a year to listen and understand their aims, hopes, and fears

Supervisor Says. ---"keep quiet" about problems.

Managers resolve conflict either by force or compromise.
Leader gets conflict out into the open so that differences can be addressed
and win-win solutions can be pursued in place of win-lose decisions.
 DEMING: ‘14 Points’
8. DRIVE OUT FEAR: Drive out fear, so that everyone may work effectively for
the company
Fear will cause people to play defensively. Fear will inhibit them from sharing
with management a real view and will make them unwilling to risk new
ideas.
Continuous improvement need accurate data, If afraid workers will see the
bad consequences of providing accurate data, will not show accuracy.

9. OPTIMIZE TEAM EFFORTS: Break down barriers between departments.

People in research, design, sales, and production must work as a team, to
foresee (predict) problems of production and in use that may be encountered
with the product or service.
10. ELIMINATE SLOGANS: Deming attacks, without naming it, Crosby's
Zero Defects Program.--system causes errors not workers
Eliminate slogans, exhortations, and targets for the work force that ask for zero
defects and new levels of productivity. - true change requires deep
management commitment, not superficial slogans [let people create their
own slogans, if they want them]

- Slogans are no substitute for training or knowledge

 DEMING: ‘14 Points’
11. EMLIMINATES NUMERICAL QUOTAS & GOALS (Controversial)
Quotas take accountability of numbers, not quality or methods -- the responsibility
of supervisors must be changed from sheer numbers to quality,
quotas, such as "measured day work" or "rates" can cause high cost of quality
quality is compromised to meet quota, the result is loss, dissatisfaction, & turnover.

12 REMOVE BARRIERS TO PRIDE IN WORKMANSHIP:

a). Remove barriers that rob the hourly worker of his right to joy of
workmanship. The responsibility of supervisors must be changed
from sheer numbers to quality.
b). Remove barriers that rob people in management and in
engineering of their right to joy of workmanship. This means
abolishment of the annual merit rating.
13. INSTITUTE EDUCATION: Institute a vigorous (forceful) program of
education and self-improvement.
14. TAKE ACTION: Put everybody in the company to work to accomplish
the transformation. The transformation is everybody's job.
 DEMING: ‘7 Deadly Diseases’
 Lack of constancy of purpose
 Emphasis on short term profit
 Evaluation by performance rating, Merit
rating, or annual performance review
 Mobility of Management
 Running a company only on visible data
 Excessive Medical Cost
 Excessive Cost of Warranty
QUESTIONS