A

seminar

Total Quality Management

&
Taguchi Methods

Session Outline
Brief history of TQM
The important points from each of the
Quality gurus
Discuss the motivation for TQM
Overview of Taguchi method
Case study
Summary

History of TQM
Dr. Shewart began using statistical
control at the Bell Institute in 1930s
Military standards developed in 1950s
After World War II, Japanese Union of
Scientist and Engineers began
consulting with Deming
Deming Prize introduced in Japan in
1951

History of TQM continued

Quality assurance concept proposed in
1952
Juran makes first trip to Japan in 1954
Quality becomes Japans national slogan in
1956
First quality circles created in 1957
10,000 quality circles by 1966
100,000 quality circles by 1977
First U.S. quality circle 1974

Major Contributors

Dr W Edwards Deming
Dr Joseph M Juran
Philip Crosby
Armand F.
Prof. Kaoru Ishikawa
Genichi Taguchi
Musaaki Imai

Dr Edwards Deming
Deming expects management to change
Develop closer relationships with operations
Adopt statistical methods to reduce variability

Contributions include
14 points for quality management
The PDCA (Plan, Do, Check, Act) cycle

Dr Edwards Deming

14 points for quality management

1. Create consistency of purpose
2. Adopt new philosophy
3. Improve constantly the system of production & service
4. Institute training on the job
5. Institute leadership
6. Drive out fear
7. Break down barriers between departments
8. Eliminate slogans & exhortations
9. Eliminate quotas or work standards
10. Give people pride in their job
11. Institute education and a self-improvement programme
12. Put everyone to work to accomplish it
13. Cease dependence on inspection
14. End awarding business on price

Dr Joseph Juran
Involvement of people within Quality
Involved in rebuilding Japanese industry after World
War II
Quality must be an integral part of management
Placed emphasis on training process supervision
and operators
Primary focus to reduce Cost of Quality
Juran suggests a 10 point plan...

Dr Joseph Juran
The Juran Method
1. Build awareness of need & opp for improvement
2. Set goals for improvement
3. Organize to reach the goals
4. Provide training
5. Carry out projects to solve problems
6. Report progress
7. Give recognition
8. Communicate results
9. Keep the score
10. Maintain momentum by making improvement part of
the regular practice of the company

Philip Crosby
First to popularize Quality for top management
Defines quality as conformance to requirements
Define his four absolutes of quality
Quality means conformance, not elegance
It is always cheaper to do the job right first time
The only performance indicator is the cost of quality
The only performance standard is zero defects

Philip Crosby
14-step quality improvement programmed
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.

Management commitment
Quality improvement team
Quality measurement
Cost of quality evaluation
Quality awareness
Corrective action
Establish an ad hoc comm for the ZD programme
Supervisor training
Zero defects day
Goal setting
Error cause removal
Recognition
Quality councils
Do it over again

Armand F.
Originator of Total quality concept
Company-wide quality improvement
Suggests quality as a method of managing the
organization
Major contribution
Original Definition of Quality costs (1956)
Prevention costs
Appraisal costs
Failure costs

Developed 10 benchmarks for quality success

Armand Feigenbaum
10 benchmarks for quality success
1.
2.
3.
4.
5.
6.
7.
8.
9.

Quality is a company-wide process

Quality is what the customer says it is
Quality & cost are a sum, not a difference
Quality requires both individual & team zealotry
Quality is a way of managing
Quality & innovation are mutually dependent
Quality is an ethic
Quality requires continuous improvement
Quality is the most cost-effective, least capital-intensive
route to productivity
10.Quality is implemented with a total system connected with
customers & suppliers

Prof. Kaori Ishikawa

Developed several tools and techniques for
application

Ishikawa cause and effect diagram

Defines potential root causes for an observed
effect

 Defined the seven basic tools of quality

management
Process charts - What is done
Tally charts - How often is it done
Histograms - Pictorial view of variation
Pareto analysis - Ranking of problems
Cause & effect analysis - What causes
problems
Scatter diagrams - Defining relations
Control charts - Measuring & controlling
variation

Tools for Quality Control

Tools for Quality Control

continued

Musaaki Imai
Known for the development of Kaizen
philosophy (1986)
Continuous Improvement philosophy
Focus of improvement activities to the factory
shop floor
Essential for JIT manufacturing operations
Links with Shingos set-up reduction techniques

Musaaki Imai
The Nine Kaizen Steps
1.
Communicate with the operators
2.
Observe the operation
3.
Measure and record operational methods
4.
Compile and chart the data
5.
Analyse data and identify waste ("muda")
6.
Develop improvements, implement and
refine
7.
Standardise and document new methods
8.
Train the operators
9.
Communicate the results

Genichi Taguchi
Japanese statistician
Developed concept of the Loss Function
The quality of a product is the loss imparted to
society from the time the product is shipped
Deviation from target value causes losses
Internal - increased cost of manufacture, increased
cost of supply
External - customer dissatisfaction, warranty costs,
loss of reputation & ultimately loss of market

Genichi Taguchi
Experimental design methods to improve
product & process design
Identify key component & process variables affecting
product variation

Taguchi Concepts
Quality robustness
Quality loss function
Target specifications

David Bamford

Notable others
Richard Schonberger
Developed concept of World Class Manufacturing (1986)
Studied Japanese manufacturing techniques and
reintroduced to Western companies (1982)

Shigeo Shingo
Studied early Toyota Production System (1955)
Developed process set-up & changeover SMED techniques
(1985)
Single Minute Exchange of Die

Major Contributors

Dr W Edwards

Deming

Quality is

Management's
Responsibility

Quality Trilogy Planning, Control ,

Improvement

Armand

Cost of Quality

Genichi Taguchi

Total Company
Involvement

Philip Crosby

Dr Joseph M Juran

Prof Kaoru Ishikawa

Quality Engineering

Musaaki Imai

Kaizen - Continuous
Improvement

What Motivation for TQM?

What is the true motivation for the
implementation of TQM?
Examples???

Application by Management
TQM is now over 20 years old
Definition of TQM has become blurred with use
Many different approaches
Each approach has its own plan
Implement off the shelf through consultancy

Menu approach to Quality

Choose the concepts and techniques
Which fit with the organization
Which are understood
Which will work

Application by Management
Many companies now interested in process
improvement
Introduction of Statistical Process Control (SPC)
Six-sigma quality improvement programmes
Reduction of variation within process
Improvement in consistency of process
Benchmarking process performance
External view of process and performance
Business Process Re-engineering
Redefining critical business processes

Additional TQM Concept

TQM/Quality Definitions
Theyre like noses
(Everyone Has One)

Joint Improvement Tools

Total Quality Management (TQM)

Just-in-Time (JIT)
Benchmarking
Re-engineering
Supplier Development
Total Preventive Maintenance (TPM)
Quick Response Programs
Team Building
3-4

Quality Costs
Two primary sets of costs involved in
quality
Control costs
Failure costs

These costs are often as high as 15 to

35% of sales
Costs often broken down into four
categories

Category 1: Prevention
Costs
Costs associated with trying to
prevent defects and errors

Training for quality

Educating suppliers
Designing product for quality
Designing production system for quality
Preventive maintenance

Category 2: Appraisal Costs

Costs of determining current quality

Measuring and testing parts

Running special test laboratories
Acquiring special testing equipment
Conducting statistical process control
Inspecting incoming materials

Category 3: Internal Costs of

Defects
Costs incurred when defects are
found before shipment/delivery to
customer.
Labor and materials going into scrap
Reworking and retesting to correct defects
Downtime of equipment and labor while waiting
for repairs
Yield losses

Category 4: External Costs

of Defects
Costs of trying to correct defects
after receipt by customer.
Lost of customer goodwill
Recalls to correct problem
Warranty, insurance, and legal suit settlements

Five Steps in TQM

Determine what customers want

Develop products and services
Develop production system
Monitor the system
Include customers and suppliers

Overview of Taguchi method

Identify the main function,

side effects and failure mode
Identify the noise factors,
testing conditions And
quality characteristics to be observed
Identify the objective function
to be optimized
Identify the control factors
and their levels

Select the orthogonal array

for experimentation

Select the orthogonal array

for matrix experiment

Analyzing the experimental results

Case study
Component : Upper test knob
Material: P. B. T.
Step-1
Main function: Molding of upper test knob on
F/40 injection molding machine
Side effects: Dimensional variation
Failure mode: The part should be in tolerance
limit

 Step-2
quality characteristics: Dimension
TESTING CONDITIONS: Measuring width
using Digital caliper
Facility: In-house
Step-3
objective function: Normal-the-best
S/N ratio for static problem:
= 10 log10 2/2
= mean
= variance

 Step-4
factors
A- Barrel Temperature
B- Injection Time
C- Injection Pressure
D- Cooling Time
Step-5

DoF:

1-mean
8-control factor
Total DoF: 9
L9-OA selected

Summary
Outlined the major contributions to the
development of TQM
Considered the important points from each
of the Quality gurus
Discussed the overview of Taguchi method