Prepared By:-

Priyanka Shah
Jyoti Jain
Priyanka Maloo
Pranjal Singh
 NOKIA ‘S QUALITY LEVELS AS
PER ISO 9126
 Reliability
 Functionality
 Usability
 Efficiencyand performance
 Maintainability
 Overview of the chapter
 QUALITY DEFINITION
 HISTORY OF QUALITY
 TQM
 DEMING 14 POINTS
 BALDRIDGE AWARD
 SIX SIGMA CONCPET
 OTHER CONTEMPORARY PRACTISES
Quality means

1. High degree or standard of excellence

2. A distinguishing characteristic or
attribute
3. The basic character or nature of
something
4. A feature of personality
5. (Formerly) high social status
 Quality management
 “Quality management is one of the most
important way a manager can add values
to products & services to set them apart
from those of a competitors, it increases
profits & build customer loyalty & also
increase the employee’s confidence to
accomplish the goal of high standard of
quality.”
 Quality management is a method for ensuring that all the
activities necessary to design, develop and implement a
product or service are effective and efficient with respect
to the system and its performance.

 Quality management can be considered to have four

main components: quality planning, quality control,
quality assurance and quality improvement. Quality
management is focused not only on product quality, but
also the means to achieve it. Quality management
therefore uses quality assurance and control of processes
as well as products to achieve more consistent quality.
1.W.EDWARD DEMING
WENT TO JAPAN AFTER WW II IN1950

STATISTICSPROFESSOR, GAVE LECTURES ON

STATISTICAL PROCESS CONTROL

HELPED JAPANESE FOCUS ON AND IMPROVE

QUALITY

SYSTEM (NOT EMPLOYEES) IS CAUSE OF POOR

QUALITY

FOURTEEN POINTS
 STATISTICAL PROCESS
CONTROL
 METHODS OF MEASURING VARIATION
AND CONTINOUSLY IMPROVING
WORK PROCESSES BEFORE THE
FINAL INSPECTION STAGE TO
PREVENT THE PRODUCTION OF
FLAWED PRODUCTS.
STATISTICAL PROCESS
CONTROL
 2. JOSEPH
JURAN
 WENT TO JAPAN IN 1951
 QUALITY BEGINS BY KNOWING
WHAT CUSTOMERS WANT
 QUALITY TRIOLOG
• QUALITY PLANNING
• QUALITY CONTROL
• QUALITY IMPROVEMENT
 3. KAORU
ISHIKAWA

 NATIVE OF JAPAN
 HE CONTRIBUTED TO THE
EMERGENCE OF QUALITY CIRCLES
 GAVE IMPORTANCE TO CONSUMER
FOCUS.
QUALITY CIRCLE
 TOTAL QUALITY MANAGEMENT
 AN ORGANISATIONAL CULTURAL COMMITEMENT TO SATISFYING
CUSTOMERS THRIUGH THE USE OF AN INTEGRATED SYSTEM OF
TOOLS, TECHNOQUES, AND TRAINING. TQM INVOLVES THE
CONTINOUS IMPROVEMENT OF ORGANISATIONAL PROCESSES,
RESULTING IN HIGH- QUALITY PRODUCTS AND SERVICES

 “ TQM IS AN INTEGRATED ORGANIZATIONAL WIDE STRATEGY FOR

IMPROVING THE PRODUCT AND SERVICE QUALITY. TQM IS NOT A
SPECIFIC TOOL OR TECHNIQUE RATHER IT IS A PHILOSOPHY OR
OVERALL APPROACH TO MANAGEMENT.”
1. TQM is composed of three paradigms:
Total: Involving the entire organization, supply chain, and/or product
life cycle
Quality: With its usual definitions, with all its complexities
Management: The system of managing with steps like
Plan, Organize, Control, Lead, Staff, provisioning and organizing.

2. As defined by the International Organization for Standardization

(ISO):
"TQM is a management approach for an organization, centered on
quality, based on the participation of all its members and aiming at
long-term success through customer satisfaction, and benefits to all
members of the organization and to society." ISO 8402:1994

3. TQM is a set of management practices throughout the organization,

geared to ensure the organization consistently meets or exceeds
customer requirements. TQM places strong focus on process
measurement and controls as means of continuous improvement.
 TOTAL QUALITY
MANAGEMENT
 TOTAL CUSTOMER SATISFACTION
 TOTALITY OF FUNCTIONS
 TOTAL RANGE OF PRODUCTS AND
SERVICES
 ALL DIMENSIONS OF QUALITY
 QUALITY INSTILLED INTO EVERYTHING
 SATISFYING BOTH THE INTERNAL AND
EXTERNAL CUSTOMERS
 TQM:THE MAIN IDEAS

 A SYSTEMS APPROACH
 THE TOOLS OF TQM
 A FOCUS ON CUSTOMERS
 THE ROLE OF MANAGEMENT
 EMPLOYEE PARTICIPATION
SYSTEMS APPROACH
“A SERIES OF ACTIVITIES OR FUNCTIONS
WITHIN AN ORGANIZATION FOR THE AIM
OF ORGANIZATION”

THE TECHNICAL SYSTEM

THE SOCIAL SYSTEM
THE MANAGERIAL SYSTEM
 CULTURAL SYSTEM

“ THE SET OF BELIEFS AND THE

RESULTING BEHAVIOURS THAT
ARE SHARED THROUGH OUT THE
ORGANIZATION; ALSO CALLED
THE SOCIAL SYSTEM.”
TECHNICAL SYSTEM

“ THE FACTORS SUCH AS TECHNOLOGY

AND THE PHYSICAL INFRASTRUCTURE
AND THE CAPITAL INVESTMENTS
NECESSARY FOR AN ORGANIZATION TO
ACHIEVE ITS GOALS”
MANAGEMENT SYSTEM

“ THE PROCESS THROUGH WHICH AN

ORGANIZATION MANAGES ITS HUMAN
AND PHYSICAL RESOURCES AND ASSETS”
 TOOLS OF TQM
 FISHBONE DIAGRAM

“Diagram used to organize and

show visually the possible causes
of a problem or event; also called
cause and effect diagram and the
Ishikawa Diagram”
 MACHINERY METHODS

MAINTENANC FREQUENT BREAK DOWNS

E PROBLEMS
MANUAL FEED VARIABILITY

AUTO FEED SPEED INCORRECT

POWER VARIABILITY
CALIBRATION INCORRECT
HIGH

BALL BEARING
STEEL RODS OFF DEFFECTS
SIZE0 NEEDED ROD SIZE
NOT AVAILABLE

POOR TRAINING
STEEL CARBON
CONTENT
INCORRECT
SCHEDULING
PROBLEMS

MATERIALS MANPOWER
 INFRASTRUCTURE STUDENTS
LACK OF
COMMUNICATIO
AMBIENCE N CANT
LIBRARY POOR IMAGE OF WITHSTAND THE
COLLEGE COMPETITION
LACK OF
TECHNICAL DEVICES EXTERNAL
KNOWLEDGE

LESS PLACEMENTS
INCREASE IN NO.
NO SUPPORT OF MBA’S
CONFLICT
INEFFECTIVE DECREASE IN
MANAGEMENT OF DEMAND
NO BOOM IN
RESOURCES
MARKET FOR
PROFESSIONALS

EXTERNAL
ADMINISTRATION
FACTORS
 BENCHMARK

“The process of finding the best

available product features,
processes and services and using
them as a standard for improving
a company’s own products,
processes and services”

XEROX