TOTAL QUALITY MANAGEMENT:

TQM

Origins, Evolution & key elements

 What is Quality?

Quality is fitness for use

(Joseph Juran)
Quality is conformance to requirements
(Philip B. Crosby)
Quality of a product or services is its ability to satisfy
the needs and expectations of the customer
 Evolution of Quality Management

Inspection Salvage, sorting, grading, blending, corrective

actions, identify sources of non-conformance
Develop quality manual, process performance
Quality data, self-inspection, product testing, basic
Control quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
Quality
planning, comprehensive quality manuals, use of
Assurance quality costs, involvement of non-production
operations, failure mode and effects analysis, SPC.

TQM Policy deployment, involve supplier & customers,

involve all operations, process management,
performance measurement, teamwork, employee
involvement.
 Demings view of a production as a system

Receipt & test of Design & Consumer

materials redesign Research

Suppliers, Production,
materials & assembly, Distribution Consumers
equipment inspection

Test of processes, machines,

methods, cost
 Demings Chain Reaction

Improve Quality
Provide jobs and Cost decreases because
more jobs of less rework, fewer
mistakes, fewer delays,
snags, better use of
Stay in business machine time and
materials

Productivity improves
Capture the market with
better quality and lower price
 What is TQM?
Concern for
Constant drive Management employee
for continuous by Fact involvement and
improvement and development
learning.

Organisation
Passion to deliver response
Result Focus customer value / ability
excellence
Partnership
Actions not just
perspective
words (internal /
Process
(implementation) external)
Management
 BASIC PRINCIPLES OF TQM

Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

 The Deming Cycle or PDCA Cycle

PLAN
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
ACT DO
Adopt the change as a Implement the change on
permanent modification a small scale and measure
to the process, or the effects
abandon it.
CHECK
Study the results to
learn what effect the
change had, if any.
Demings System of Profound Knowledge

Appreciation for Knowledge

system about variation

Theory about Knowledge of

knowledge psychology
 LEARNING AND TQM

Learning

Process Improvement

Quality Improvement

Customer Shareholder Employee

Satisfaction Satisfaction Satisfaction
 Philip Crosbys Four Absolutes

What is Quality? Definition : Conformance to

requirements
What system is needed System of quality is
to cause quality? prevention
What performance Performance Standard :
standard should be Zero Defects
used?
What measurement Measurement : Price of non-
system is required? conformance (PON)
 Crosbys Successful Company

Characteristics of the Eternally Successful

Organisation
People do things right routinely
Growth is profitable and steady
Customer needs are anticipated
Change is planned and managed
People are proud to work there
 Joseph M. Jurans Quality Trilogy

Quality Planning Quality Control Quality

Establish quality goals Prove the process can Improvement
produce under Seek to optimise the
Identify customer needs
operating conditions process via tools of
Translate needs into our diagnosis
Transfer process to
language
operation
Develop a product for
these needs
Optimise product
features for these needs
 Jurans Quality Planning Road Map

1) Identify who are the customers

2) Determine the customers needs
3) Translate the needs into our language
4) Develop a product to meet those needs
5) Optimise a product so as to meets our needs
as well as the customers.
6) Develop a process which is able to produce the
product
7) Optimise the process
8) Prove the process can make the product
under operating conditions
 Joseph M.Juran and the Cost Of Quality

2 types of costs:
Unavoidable Costs: preventing defects (inspection,
sampling, sorting, QC)
Avoidable Costs: defects and product failures
(scrapped materials, labour for re-work, complaint
processing, losses from unhappy customers

Gold in the Mine

 Joseph M.Juran and the Cost Of Quality

Costs
Total Unavoidable
Costs costs

Avoidable
costs

100% defective Point of Enough

quality
FOUR KEY PRINCIPLES

Measure quality so you can affect it

Focus on a moving customer

Involve every employee

Think long term - Act short term