1 TQM Quality and Quality Control AD

1/21/2014
TOTAL QUALITY MANAGEMENT

IMI-01
Instructor – Dr. Akshay Dvivedi
SPRING 2013-2014
This material is for classroom discussion and teaching only
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THE FACTORY SYSTEM
FACTORY LIFE
COTTAGE INDUSTRIES
Before IR (1750-1850) began, people produced goods in

their homes
Direct interaction with suppliers, merchants and customers
One person manufactured (created) a product, from start to
finish
My Time – My Plan – My Way – My Family
Very hard manual labor
Inconsistency in production
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JOBS IN FACTORIES
Left homes to work in a place built for industry

Trained to perform just one task in creating a
product
Men, Women, Children workers
Workers received orders from managers and
factory owners
They were paid a wage for their work
FACTORY ---- ?
http://www.theatlantic.com/infocus/2012/01/scenes-from-india/100227/
http://bangalore.citizenmatters.in/articles/view/2
422-cage-free-farming-eggs-bangalore
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FACTORY ---- ?
Dangerous
No regulations
Machine parts were left exposed so they could be
fixed easily
Severe injuries when accidentally getting too
close to the gears
Long shifts (12 hours or more) for six days
One meal break a day
Loud, hot, poorly ventilated, and very dirty
THE PLIGHT OF THE WORKERS

There were far more workers than
positions in the factory
They had to compete with one
another for a job
Factory owners could charge lower
wages to people desperate for a job
Since workers only performed one
easily-learned task, they were easy
to replace
Any worker who complained or who
didn’t meet performance standards
was fired
Many workers would hide injuries
or illnesses from their managers
because they wanted to keep their
job
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Thomas Malthus
Population will outpace the food supply
War, disease, or famine could control
population
The poor should have less children

Food will then keep up with population
David Ricardo “Iron Law of Wages.”
When wages are high, workers have

more children
More children create a large labor

surplus that depresses wages
Jeremy Bentham & John Stuart Mill

There is a role to play for government intervention to provide some
social safety net - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Capitalism unchecked can be to the detriment of the people
Here we had a vast industrial-growing-up, all taking somewhat diverse views

as to what was right and proper, all striving more or less selfishly to gain as
much and to yield as little as possible
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FACTORY ACT OF 1833
Required inspections of factories

Inspectors found numerous incidents of torture
and imprisonment
People didn’t have access to bathrooms
People were chained to machines
People were not allowed to take breaks
Shifts could last for 14 hours
Mostly came in the form of laws

No children under 9 allowed to work
Children should not work more than 8 hrs/day
Women should not work more than 12 hrs/day
KEY TO GROWTH –
Standardization and Specialization !!!
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QUALIT Y AND QUALIT Y CONTROL
Mahatma Gandhi said ………

A Customer is the most important visitor on our
premises.
He is not dependent on us.
We are dependent on him.
He is not an interruption on our work.
He is the purpose of it.
He is not an outsider on our business.
He is a part of it
We are not doing him a favor by serving him…
He is doing us a favor by giving us an opportunity to
do.
Global Market ->(Competiveness) -> New Scenarios

(Perform in terms of cost, quality, delivery, dependability,
innovation and flexibility)
Organizational performance can be improved through the
effective use of production capability, technology and
operations strategy
Total Quality Management (TQM)
Quality Function Deployment (QFD)
Six Sigma
Business Process Re-engineering (BPR)
Just In Time (JIT)
Benchmarking
Performance Measurement
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PRICE TO QUALITY
10
8
7.03 7.00
6.33
5.92 5.67
6 5.57
Rating
4 3.47
0
Japan Singapore Germany USA Thailand Taiwan India
CUSTOMER ORIENTATION
10
7.94
8
6.46 6.45 6.24
5.78 5.67
6
Rating
4 3.37
0
Japan Singapore Germany USA Thailand Taiwan India
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FACTORS India's RANKING OUT OF 53

Technology Ranking 36
Global Technological Leadership 41
Science and Math Education Levels 11
Corporate R & D Spending 44
Indigenous Innovation 35
No. of Scientist and Engineers 3
Quality of Engineers 52
Primary Education ( Female) 48
Primary Education ( Male) 8
Secondary Education ( Female) 47
Secondary Education ( Male) 39
Characteristics of Indian Work Profile
Negative Perception
Lack of Motivation
No Serious Concern for Training
Individual Guided
Myopic View on ISO 9000
Poor Understanding of Quality
Reactive Approach…
Low Literacy
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Internal Environment of Indian Organizations
Learning Disabilities
Employee Attitudes
Competitive Disadvantage
Low Automation…
Lack of Emphasis on Research and Development
External Environment of Indian Organizations
General Environment
Globalizations and Competition
Economic Climate…
Extent of Technology Transfer and use
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SWOT Analysis of Indian Industry: Strength

• Cultural Adaptability in the right environment,
• Financial Participation by Foreign Agency,
• Customer Driven Pressures for Quality,
• Large Industrial Base and Manpower,
• Technical support of collaborators,
• Indian Culture and Value System,
• Increased awareness for Quality,
• Indian Tradition of Excellence,
• Easy Access to high Technology,
• Abundant Natural Resources,
• Large Domestic Market,
• Long Employment…
• Cheap Labor.
SWOT Analysis of Indian Industry: Weaknesses
• Lack of trust and credibility in the working system,

• Lack of Clarity /Seriousness for achieving Target,
• Lack of precise observance of rules and norms,
• Lack of knowledge regarding SQC techniques,
• Low Quality of Bought out items/components,
• Lack of consciousness of time as money,
• Management view short term benefits,
• Politicalisation of Labor Unions…
• Lack of accountability for actions,
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SWOT Analysis of Indian Industry: Weaknesses
• Self before organization attitude,

• Lack of Top Management Commitment,
• Inadequate Economic Resources,
• Lack of Indigenous Technology,
• Inadequate Infrastructure,
• Quantity before Quality,
• Lack of Team Spirit,
• Lack of Planning,
• Cartel Formation…
• Seller’s Market.
SWOT Analysis of Indian Industry: Opportunities

• Up-gradation of Manufacturing and Test Faculties,
• Weaknesses as opportunities for improvement,
• improvement in Quality of supply chain,
• Computerization and Automation,
• Large manufacturing Capacity,
• Better Vendor Development,
• Present Government Policy,
• Education and Training,
• International Market,
• Reduced Lead Time…
• Globalizations.
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SWOT Analysis of Indian Industry: Threats
• Complicated Government regulation and producers,

• Passive attitude of Industry towards Quality,
• Lack of stable political and cultural ethos,
• Negligible, towards application research,
• Negligible towards industrial training,
• Lack of Professional Attitude,
• Recession in Global Economy,
• Resistance to Change,
• Un-preparedness…
• Globalization.
Quality Misconception
1. Better quality requires higher cost.

2. Quality is innately perceived as separating good from
bad.
3. Increased quality can be achieved through investment in
technology.
4. Quality is confined to the product and therefore
manufacturing process…
5. Quality is responsibility of quality manager and his
department.
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Quality Characteristics
Quality Characteristic may be one or more elements which define the intended
quality level of a product or service. Several grouping of these characteristics
can be formed in:
Structural characteristics include such elements as the length of a part, the

weight of a can, the strength of a beam, the viscosity of a fluid, and so on.
Sensory characteristics include the taste of good food, the smell of a sweet
fragrance, and the beauty of a model, among others.
Time-
Time-oriented characteristics include such measures as a warranty, reliability,
and maintainability.
Ethical characteristics include honesty, courtesy, friendliness, and so on.
Success
Success
• Liberalization
• Customer • Globalization
Success
Quality Improvement
Satisfaction
• WTO
• Strategic
• Quality Planning • Conformity
Success Manuals • People and Standards
• Process Change
Success • QA Manuals Management • Technical
• Process • QA – • Process Regulations
• Product • Documentation Everybody's job Management
Testing • Documentation
• Training • QA standards • Social Impact
• Complaints • Qualification ISO 9000-14000 • Quality Awards • Information
1960-1970 1970-1980 1980-1990 1990-------> 1990------->
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Evolution of Quality
• Inspect operators work – Decide (Accept/Reject?)

FOCUS – ONLY Decide -------- do not improve.
• 1920’s - statistical theory in QC

• 1924 - Shewhart (First CC)
• Shewhart’s work was later developed by Deming ----- SPC
• Late 1940’s – Minimalistic use of SPC in manufacturing
• In the early 1950’s, quality management practices

developed rapidly in Japanese plants, and become a
major theme in Japanese management philosophy,
such that, by 1960, quality control and management
had become a national preoccupation.
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• 1969 - Feigenbaum presented a paper in a conference
and the term “total quality” was used for the first time, It
was referred to wider issues such as planning,
organization and management responsibility.
• Ishikawa authored a paper - “total quality control” in
Japan was different !
• “company wide quality control” - how all
employees (top management to the workers)
must study and participate in QC.
• 1970 - Company wide quality management - common in
Japanese companies.
• Late 1980’s to early 1990 - Total quality management

(TQM) came into existence (western world).
• Wider concept - addresses overall organizational
performance and recognizes the importance of
processes…
• 21st century - , TQM has developed in many countries

into holistic frameworks, aimed at helping organizations
achieve excellent performance, particularly in customer and
business results.
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Evaluation of Quality*
*Saad GH, Siha S (2000),"Managing quality: critical links and

a contingency model", International Journal of Operations &
Production Management, 20 (10),pp. 1146-1164
Quality has evolved from mere specifications, controls,

inspections, systems, and methods for regulatory
compliance to a harmonized relationship with business
strategies aimed at satisfying both the internal and
external customer
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Responsibility Towards Quality
8 Stages of Industrial Cycle
Quality Control
Inspection, analysis and action applied to a portion of the

product in a manufacturing operation to estimate overall
quality of the product and determine what, if any, changes
must be made to achieve or maintain the required level of
quality.
Quality control of a product can be viewed as a system

which ensures:
• Proper Planning
• Right Design
• Proper equipment
• Proper Inspection
• Corrective action
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Importance of Quality Control
• Quality is vital in all areas of business, including the
product development and production functions
• Cost of quality is ultimately reduced by investing money
up front in quality design and development…
• Typical costs of poor quality include downtime, repair
costs, rework, and employee turnover
Benefits of Quality Control
A well established, committed quality system in an

organization will render the following benefits
• Improvement in the quality of product
• Higher productivity
• Cost reduction…
• Continuous improvement in quality of product
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Stage Associated with Quality Improvement
• Commitment Stage
• Consolidation Stage
• Maturity Stage
Products and their customer EXPECTATIONS

Automaker
Auto have the intended durability?
Parts within the manufacturing tolerances?
Auto’s appearance pleasing?
Lumber mill
Lumber within moisture content tolerances?
Lumber properly graded?
Knotholes, splits, and other defects excessive?
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Services and Their Customer EXPECTATIONS

Hospital
Patient receive the correct treatments?
Patient treated courteously by all personnel?
Hospital environment support patient recovery?
Bank
Customer’s transactions completed with precision?
Bank comply with government regulations?
Customer’s statements accurate?

Dimensions of Product Quality (Garvin, 1990*)
Performance - will the product do the intended job?

Reliability - how often the product fails?
Durability - how long the product lasts?
Serviceability - how easy is to repair the product?
Aesthetics - what does the product look like?
Features - what does the product do?
Perceived quality - what is the reputation of a company or its
products?
*Healthcare Forum Journal, September-October 1990, Vol. 33, #5
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Dimensions of Service Quality

Reliability
Responsiveness
Competence
Courtesy
Communication
Credibility
Security
Quality is the fitness of use (Juran) - it is the value of

the goods and services as perceived by the supplier,
producer and customer
The efficient production of the quality that the market
expects (Deming)
Quality is conformance to requirements (P. Crosby)
Quality is what the customer says, it is (Feigenbaum)
Quality is the loss that a product costs to the society after
being shipped to the customer (Taguchi)
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The totality of features and characteristics of a product or

services that bear on its ability to satisfy stated or implied
needs of the customers (ASQC)
A quality system is the agreed on company wide and plant
wide operating work structure, documented in effective,
integrated, technical and managerial procedures for
guiding the co-coordinated actions of people, the machines,
or the information of company in the best and most practical
ways to assume customer quality satisfaction and
economical costs of quality (Feigenbaum)
Specification: A set of conditions and requirements, of specific

and limited application, that provide a detailed description of the
procedure, process, material, product/service for se primarily in
procurement and manufacturing, e.g. ID - 3 ± 0.1 cm, OD - 5 ±
0.1 cm is specification limit
Standard: A prescribed set of conditions and requirements, of
general or broad application, established by authority or
agreement, to be satisfied by a material, product, process,
procedure, convention, test method; and/or the physical,
functional, performance/conformance characteristic thereof, e.g.
document that addresses the requirements of all QC.
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Three Aspects of Quality
QUALITY
QUALITY
OF
CONFORMANCE
QUALITY QUALITY
OF OF
DESIGN PERFORMANCE

Quality of Design: Consumer's Perspective
Product must be designed to meet the requirement of the
customer.
Product must be designed right first time and every time
and while designing all aspects of customer expectations
must be incorporated into the product.
Factors need to consider while designing the product
are:
Cost
Profit policy of the company
Demand
Availability of the parts
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Quality of Conformance: Manufacturer's Perspective
The product must be manufactured exactly as designed
(defect finding, defect prevention, defect analysis, and
rectification).
The difficulties encountered at the manufacturing stage must
be conveyed to the designers for modification in design, if
any.
Two-way communication between designer and
manufacturing
Quality of Performance
The product must function as per the expectations of the
customer. The two way communication between designers and
customer is the key to have a quality product.
Inputs Conversion Outputs

Raw Materials,
Production Products and
Parts, and
Processes Services
Supplies
Control Charts Control Charts

and Control Charts and
Acceptance Tests Acceptance Tests
Quality of Quality of Quality of
Inputs Partially Completed Outputs
Products
Pre-production Insp.
In-line/In-process Insp. Pre-shipment Insp.
Timely corrections of any
Evaluation of the average Representative of whole
non-conformities
product quality batch
detected
QC Throughout Production Systems
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QC-INSPECTION
Inspection - generally refers to the activity of checking

products
“Activity such as measuring, examining, testing or gauging
one or more characteristics of a product or service, and
comparing the results with specified requirements in order
to establish whether conformity is achieved for each
characteristic” - ISO 2859
The inspected products can be the components used for
production, work-in-process inventory, or finished goods.
Cost of Quality
Running a company by profit alone is like driving a car by looking in

the rearview mirror. It tells you where you’ve been, not where you are
going!
Dr. E. Deming
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What is the Cost of Quality?

Cost of Quality: the cost of ensuring that the job is
done right + the cost of not doing the job right.
Cost of Conformance + Cost of Non-

Conformance
(Prevention & Appraisal) (Internal/External Def ects)
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Four Cost Categories Related to Quality
• Prevention cost:
cost Cost of planning and executing a project so it is error-free or within
an acceptable error range.
• Appraisal cost:
cost Cost of evaluating processes and their outputs to ensure quality.
• Internal failure cost:

cost Cost incurred to correct an identified defect before the
customer receives the product.
• External failure cost:

cost Cost that relates to all errors not detected and corrected
before delivery to the customer.
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Prevention
Appraisal
Internal
External
Error - “The sooner, the better”

Error elimination cost ratio for
development: production : delivery is 1:10:100
Stage Error Prevention Error Correction 1:10:100 Time Cost
Process Adaptive X1 Best Best
Development
Early Review of X1 Slight Delay Low
Design/Process
Mass Good QA X10 Good Expensive
Production
QC After X10 Conditional High
Production Delay Expenses
Delivered Service/Exchange X100 - Very High
Expenses
Unhappy X100 - Loss of
Customer Keeps business
Bad Product
Prevention
Appraisal
Internal
External QUALIT Y COSTS
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COST-INSPECTION
Cost
Total Cost
Cost of inspection
Cost of passing defectives
Optimal
Amount of Inspection
TQM?
Ford Motor Company had operating losses of $3.3
Billion between 1980 and 1982.
Xerox market share dropped from 93% in 1971 to
40% in 1981…
Attention to quality was seen as a way to combat
the competition.
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Total - made up of the whole

Quality - degree of excellence a product or service provides
Management - act, art or manner of planning, controlling,
directing,….
Therefore, TQM is the art of managing the whole to achieve
excellence – it i s an integrated organizational effort
designed to improve quality at every level
Clearing the bar (i.e. Specification or Standard stipulated)
Excellence that is better than a minimum standard.
Quality = Performance / Expectations
Some additions in definitions of quality

Conformance to specifications
Fitness for use
Value for price paid
Support services
Psychological criteria
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Focus on identifying root causes of quality problems and

correcting them at the source
TQM encompass the entire organization, but it stresses that
quality is customer driven
TQM attempts to embed quality in every aspect of the
organization
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Total Quality Management(TQM)

Definitions
TQM is a management approach of an organization,

centered on the participation of all its members and
aiming at long term success through customer
satisfaction and benefits to the members of
organization and society
ISO 8402/IS 13999
TQM PRINCIPLES
Customer orientation
Management-by-Fact
Employee involvement
Continuous improvement
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WHAT DOES TQM MEAN?
Total Quality Management means that the

organization's culture is defined by and
supports the constant attainment of customer
satisfaction through an integrated system of
tools, techniques, and training…
This involves the continuous improvement of

organizational processes, resulting in high
quality products and services.
Running a company by profit alone is like driving a car by looking in

the rearview mirror. It tells you where you’ve been, not where you are
going!
Dr. E. Deming
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Prevention
Appraisal
Internal
External
Error - “The sooner, the better”

Error elimination cost ratio for
development: production : delivery is 1:10:100
Stage Error Prevention Error Correction 1:10:100 Time Cost
Process Adaptive X1 Best Best
Development
Early Review of X1 Slight Delay Low
Design/Process
Mass Good QA X10 Good Expensive
Production
QC After X10 Conditional High
Production Delay Expenses
Delivered Service/Exchange X100 - Very High
Expenses
Unhappy X100 - Loss of
Customer Keeps business
Bad Product
What’s the goal of TQM?
“Do the right things right the first

time, & every time.”
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Another Way to Put it
At it’s simplest, TQM is all managers leading and

facilitating all contributors in everyone’s two main
objectives:
1. Total client satisfaction through quality products

and services
2. Continuous improvements to processes,

systems, people, suppliers, partners, products,
and services
Productivity and TQM
Traditional view:
Quality cannot be improved without significant

losses in productivity.
TQM view:
Improved quality leads to improved productivity.
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COMPARISON OF OLD AND NEW DESIGN SYSTEMS
TRADITIONAL methods
Product definition Design Redesign
QFD method
Traditional Methods:
Minimizing negative quality
Nothing Wrong = Everything Right
QFD Method:
Maximizing customer satisfaction i.e., positive quality
Nothing Wrong ≠ Everything Right
BASIC TENETS OF TQM
1. The customer makes the ultimate determination of

quality.
2. Top management must provide leadership and support
for all quality initiatives.
3. Preventing variability is the key to producing high quality.
4. Quality goals are a moving target, thereby requiring a
commitment toward continuous improvement…
5. Improving quality requires the establishment of effective
metrics. We must speak with data and facts not just
opinions or GUT feelings.
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The Three Aspects of TQM
Tools, techniques, and training in

Counting their use for analyzing,
understanding, and solving quality
problems
Customers Quality for the customer as a

driving force and central concern…
Shared values and beliefs,

Culture
expressed by leaders, that define
and support quality.

AND CONTINUOUS IMPROVEMENT
TQM is the management process used to make

continuous improvements to all functions.
TQM represents an ongoing, continuous
commitment to improvement…
The foundation of total quality is a management
philosophy that supports meeting customer
requirements through continuous improvement.
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Importance of Quality ?
“The first job we have, is to turn out quality

products that consumers will buy and keep on
buying. If we produce it efficiently and
economically, we will earn a profit, in which you
will share.”
- William Cooper Procter
Grandson of the founder of Procter and Gamble
(October 1887)
79
Continuous Improvement VS Traditional Approach
Traditional Approach Continuous Approach

Market-share focus Customer focus
Individuals Cross-functional teams
Focus on “what” and
Focus on ‘who” and “how”
“why” Long-term focus
Short-term focus Continuous
Status quo focus improvement
Product focus Process improvement
Innovation focus
Incremental
Fire fighting improvements…
Problem solving
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TQM SYSTEM
Objective Continuous
Improvement
Principles Customer Process Total

Focus Improvement Involvement
• Leadership
Elements • Education and Training
• Supportive structure
• Communications
• Reward and recognition
• Measurement
TURN EMPLOYEES FROM SKILL

HOLDERS TO DISEMINATORS
MAINTAIN AT ALL TIMES
CREATE LEARNING,
FOCUSES ON OBJECTIVE: TO
ENABLING MANAGERS WHO DEVELOP,
SATISFY CUSTOMERS BETTER
NOT FILTER PEOPLE
THAN COMPETTIORS DO
COMPENSATE FOR WEAKNESS EMPHASIS PROCEESS
INHERENT IN CULTURE MORE THAN PRODUCT
USE FACILITATION MEDIATE

STRUCTURE TO BRING IN GET PEOPLE TO PERFORM MUNDANE
CHANGE ACTIVITIES WITH FULL QUALITY
FOCUS
BENCHMARK AGAINST BEST OF
BREED COMPANIES & COPY
THEIR BEST PRACTICES USE TECHONOLGY EFFICIENTLY
USE SCIENTIFIC METHODS MEASURE KEY PARAMETERS OF ALL

NOT OPINION OR GUT FEEL ACTIVITIES
DEPLOY THE WORKFORCE BUILD IN CONTINOUS LEARNING &

IMPROVEMENT PROCESSES
USE SINCERITY AND TRUST AS
BASIS FOR ALL DEALINGS GET WORK-FORCE TO MANAGE
SAYINGS DOING ITSELF
USE CROSS FUNCTIONAL USE CUSTOMER AND COMPETITORS

TEAMS TO DRIVE ALL DECISIONS
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SEVEN STEPS OF TQM
Select a theme
Grasp the present system
Analyze the present situation
Set countermeasures into motion
Determine the effectiveness of the
counter-measures
Use a standard operating procedures
Plan for future action
STEP-1: MANAGEMENT
ESTABLISH A TQM ENVIRONMENT
VISION/MISSION THE SEVEN STEP TQM MODEL
COMMITMENT
EMPLOYEE INVOLVEMENT
CUSTOMER FOCUS
SUPPORT SYSTEM
DISCIPLINED METHODOLOGY
KNOWLEDGE AND SKILLS
STEP-2: MISSION
ESTABLISH SUPPLIER / CUSTOMER/MANAGEMENT:
MISSION, NEEDS, AND REQUIREMENTS
STEP – 3: PROCESSES
ESTABLISH PROCESS:
REQUIREMENTS, DEALS, PRIORITIES
STEP 7: REVIEW REVISION

REPEAT CONTINUOUS
STEP – 4: PROJECTS IMPROVEMENT CYCLE
CHECK/ ENSURE PROJECTS:
IMPLEMENTATION, MEASUREMENT, ASSESSMENT,
PERFORMANCE
STEP 5: CONTINUOUS IMPROVEMENT

ESTABLISH: IMPROVEMENT OPPORTUNITIES,
STRATEGIC INITIATIVES
STEP 6: EVALUATION
ESTABLISH: AUDIT/ EVALUATION PROCEDURES
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TQM Concepts and Techniques
• Continuous improvement • Award systems

• Customer orientation • Benchmarking
• Complaints handling
• Employee involvement
• Customer surveys
• Management by facts
• Empowerment
• Process control • Just in time management
• Transparency • Quality circles
• 5S • Quality awards
• 7 Management Technique • Quality audits
• SPC tools & Techniques • Quality function deployment
• Design of Experiments • Quality policy deployment
• Six Sigma • Reward systems
• Top management
commitment
5 S Concept – A First Step towards the Journey of

Achieving TQM
5S
1S Seiri Sort out unnecessary items in the work place and discard
them
2S Seition Arrange necessary items in good order so that they can be
easily picked for use
A place for Everything
Everything in its place
3S Seiso Clean you work place completely so that there is no dust on
floor, machine and equipment
4S Seiketsu Maintain high standard of house keeping and work place
organization at all times
5S Shitsuke Train people to follow good house keeping disciplines
autonomously
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or Benchmarking
Quality Tools
Cause-and-Effect Diagrams
OUTPUT
Quality Tools
Flowcharts
Checklists
Control Charts
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Quality Tools
Scatter Diagram
Pareto Analysis
Histograms
Product Design
Quality Function Deployment
Reliability
Process Management
Managing Supplier Quality
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THANKS!!!
46

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1/21/2014

TOTAL QUALITY MANAGEMENT

Instructor – Dr. Akshay Dvivedi

THE FACTORY SYSTEM

Before IR (1750-1850) began, people produced goods in

Left homes to work in a place built for industry

THE PLIGHT OF THE WORKERS

The poor should have less children

When wages are high, workers have

More children create a large labor

Jeremy Bentham & John Stuart Mill

Here we had a vast industrial-growing-up, all taking somewhat diverse views

FACTORY ACT OF 1833

Required inspections of factories

Mostly came in the form of laws

Standardization and Specialization !!!

QUALIT Y AND QUALIT Y CONTROL

Mahatma Gandhi said ………

QUALIT Y AND QUALIT Y CONTROL

Global Market ->(Competiveness) -> New Scenarios

QUALIT Y AND QUALIT Y CONTROL

QUALIT Y AND QUALIT Y CONTROL

QUALIT Y AND QUALIT Y CONTROL

FACTORS India's RANKING OUT OF 53

Primary Education ( Female) 48

Primary Education ( Male) 8

Secondary Education ( Female) 47

Secondary Education ( Male) 39

Characteristics of Indian Work Profile

No Serious Concern for Training

Myopic View on ISO 9000

Poor Understanding of Quality

Internal Environment of Indian Organizations

Lack of Emphasis on Research and Development

External Environment of Indian Organizations

Globalizations and Competition

Extent of Technology Transfer and use

SWOT Analysis of Indian Industry: Strength

SWOT Analysis of Indian Industry: Weaknesses

• Lack of trust and credibility in the working system,

SWOT Analysis of Indian Industry: Weaknesses

• Self before organization attitude,

SWOT Analysis of Indian Industry: Opportunities

SWOT Analysis of Indian Industry: Threats

• Complicated Government regulation and producers,

1. Better quality requires higher cost.

Structural characteristics include such elements as the length of a part, the

Ethical characteristics include honesty, courtesy, friendliness, and so on.

QUALIT Y AND QUALIT Y CONTROL

1960-1970 1970-1980 1980-1990 1990-------> 1990------->

• Inspect operators work – Decide (Accept/Reject?)

• 1920’s - statistical theory in QC

• Shewhart’s work was later developed by Deming ----- SPC

• Late 1940’s – Minimalistic use of SPC in manufacturing

• In the early 1950’s, quality management practices

• Late 1980’s to early 1990 - Total quality management

• 21st century - , TQM has developed in many countries

*Saad GH, Siha S (2000),"Managing quality: critical links and

QUALIT Y AND QUALIT Y CONTROL

Quality has evolved from mere specifications, controls,

Responsibility Towards Quality

8 Stages of Industrial Cycle

Inspection, analysis and action applied to a portion of the