EE 413 – Engineering Management

Quality Engineering (TQM)

Lecture # 13 (EE-7TH A,B)

By: M Sami uz Zaman

 Definition of Quality Engineering

 Discipline that deals with the analysis of a

manufacturing/operating system at all stages, to improve
the quality of the production process and of its output.

 Quality Engineering is the management, development,

operation and maintenance of systems and enterprise
architectures with a high quality standard.
 T in TQM
T = TOTALITY:

 This means participation, involvement and commitment

of all personnel directly responsible for quality of a
process at a primary level, or indirectly supporting that
quality function at secondary or tertiary level. Every one,
at all levels of hierarchy from top (Chief Executive
Officer ‘CEO’ or General Manager ‘GM’ or President of
an organization) to the bottom level (shop floor
workers and supervisors) of an organization (an
enterprise, a company, or an institution etc), in all
functions of the business in all the production or
provision processes and in all departments and divisions
of an enterprise to contribute to the quality cause of
products or services, its management and continuous
improvements in all its forms and context.
 Q in TQM
Q = Quality:
 ‘Q’ stands for Quality. The big ‘Q’ quality concept
holds every one responsible, at all levels, in all
processes, in all departments and in all functions of a
business. They must contribute to the quality of a
product or service either in a direct or indirect role
but if not, then their job descriptions need review
and revision. If still their role is not justified, then
they are not required in that department or division
or even in the organization. No one is exempted
from the responsibility to contribute towards quality
at their respective level and scope.
 M in TQM
M = Management:
 ‘M’ stands for Management; which represents all actions
of the overall system that determine the quality mission,
policy, objectives and responsibilities and implement
them by incorporating quality planning, strategy, control,
assurance and improvements within the quality system.

BASIC MANAGERIAL FUNCTIONS

 PLANNING
 ORGANIZING
 STAFFING
 LEADING
 CONTROLLING
 The TQM Philosophy
The TQM Philosophy is considered as a management
approach of an organization focused on quality,
embedded in its business strategy, based on the
participation, involvement and commitment of all its
members at all levels of hierarchy and aimed at long
term success through customer satisfaction and gives
benefits to all members of the organization,
stakeholders and to the society at large. In its
simplest form, TQM is a Continuous Quality
Improvement (CQI) in all its forms and
manifestations.
Quality Characteristics of an Entity
(Product / Service)
Dimension, Strength, Functionality, Survivability,
Sustainability, Time, Precision, Cost, Performance,
Utility, Intended deliverable, Aesthetic, Appearance,
Acceptability, Cultural Impact, Marketability, Stability,
Usability, Social impact Influence, Knowledge Base
Integration with existing service, Color, Shape,
Durability, Flexibility, Life cycle, Weight, Size, Interactive,
Easily accessible, Consistent, Long lasting, Cost effective,
Harmless, Easily manageable, Environmental protocols, Meet
ethical values, Address religious issues, Address cultural
issues, Local standards, International standards
 Judgmental Criteria of Quality

 Quality = superiority or excellence

 “Goodness of a product”
 “You know it when you see it”
 little practical value to managers
 No means through which quality can be measured for
decision making
 Product-Based Criteria of Quality

 Quality is a function of a specific, measurable variable

 Higher amount of product characteristics = higher
quality
 Quality is mistakenly related to price
 Higher the price, higher the quality (Not necessarily
true)
 User-Based and Value Based Criteria of
Quality
User-Based:
 Quality is determined by what customer wants
 Quality = Fitness for intended use
 How well the product:
 Performs its intended purpose
 Meets consumers’ needs

Value-Based:
 “Quality is the degree of excellence at an acceptable
price and the control of variability at an acceptable
cost.” Offering greater satisfaction at comparable
prices is an attribute.
 Manufacturing Based Criteria

 Quality = Conformance to specifications

 Quality is
“about manufacturing a product that people can
depend on every time they reach for it”
 Achieved at Coca-Cola through rigorous quality &
packaging standards
PRINCIPAL QUALITY DIMENSIONS /
CHARACTERISTICS of Products
 Performance
 Features
 Reliability
 Conformance
 Durability
 Serviceability
 Aesthetics
 Perceived quality
Performance:
 a product’s primary operating characteristics. Example:
A car’s acceleration, braking distance, steering and
handling
Features:
 the “bells and whistles” of a product. A car may have
power options, a tape or CD deck, antilock brakes, and
reclining seats
Reliability
 the probability of a product’s surviving over a specified
period of time under stated conditions of use. A car’s
ability to start on cold days and frequency of failures are
reliability factors
Conformance:
 the degree to which physical and performance
characteristics of a product match pre-established
standards.
 car’s fit/finish, freedom from noises can reflect this.
Durability:
 the amount of use one gets from a product before it
physically deteriorates or until replacement is
preferable.
 For car - corrosion resistance & long wear of
upholstery fabric
Serviceability:
 speed, courtesy, competence of repair work.
 auto owner -access to spare parts.
Aesthetics:
 how a product looks, feels, sounds, tastes, or smells.
 car’s color, instrument panel design and “feel of road” –
 make aesthetically pleasing

Perceived quality
 Subjective assessment of quality resulting from image,
advertising, or brand names.
 Car - shaped by magazine reviews-manufacturers’
brochures
PRINCIPAL QUALITY DIMENSIONS /
CHARACTERISTICS of Services
 Time
 Timeliness
 Completeness
 Courtesy
 Consistency
 Accessibility & convenience
 Accuracy
 Responsiveness
 Theories of TQM

 Dr. Deming’s Work

 Juran’s Ten Steps.
 AV Feigenbaum’s Philosophy.
DEMING’S UNIVERSAL FOURTEEN POINTS
FOR MANAGEMENT:
 Create consistency of purpose with A plan.
 Adopt the new philosophy of quality.
 Cease dependence on mass inspection.
 End the practice of choosing suppliers based solely on
price.
 Identify problems and work continuously to improve
the system.
 Adopt modern methods of training on the job.
 Change the focus from production numbers (quantity)
to quality.
DEMING’S UNIVERSAL FOURTEEN POINTS
FOR MANAGEMENT:
 Driver out fear.
 Break down barriers between departments.
 Stop requesting improved productivity without
providing methods to achieve it.
 Eliminate work standards that prescribe numerical
quotas.
 Remove barriers to pride of workmanship.
 Institute vigorous education and retraining.
 Create a structure in top management that will
emphasize the preceding thirteen points every day.
JURAN’S TEN STEPS:
 Build awareness of opportunities to improve.
 Set goals for improvement.
 Organize to reach goals.
 Provide training.
 Carry out projects to solve problems.
 Report progress.
 Give recognition.
 Communicate results.
 Keep score.
 Maintain momentum by making annual
improvement part of the regular systems and
processes of the company.
 AV Feigenbaum’s Philosophy
 Feigenbaum is best known for coining the phrase total
quality control in the united states feigenbaum’s
philosophy is summarized in this three steps to quality
as follows.
 Quality leadership. A continuous management
emphasis is grounded on sound planning rather than
reaction to failures management must maintain a
constant focus and lead the quality effort.
 AV Feigenbaum’s Philosophy
Modern quality technology.
 The traditional quality department cannot resolve
80 to 90 percent of quality problems. This task
requires the integration of office staff as well as
engineers and shop floor workers in the process
who continually evaluate and implement new
techniques to satisfy customers in the future.

Org commitment.
 Continuous training and motivation of the entire
workforce as well as integration of quality in
business planning indicate the importance of quality
and provide the means for including it in all aspects
of the firm’s activities.
TQM Philosophy (Theory to Practice)
TQM Philosophy (Knowledge
Transformation)
Continuous Quality Improvement
Model (6-sigma)
 R-DMAIC-SI
 Recognize
 Define
 Measure
 Analyze
 Implement
 Control
 Standardize and Integrate
 TQM Management Tools
 Management as a scientific field also requires tools to
enhance manager capability to execute management
functions efficiently & effectively.

 Management tools have been categorized according to

use in the field of management like planning, strategy,
problem solving, and improvement etc.
 What Tools Achieve
 Management tools focus or direct information for a
particular purpose. The impact chart is based on:
 Some tools bring information together.
 Other begin to analyze and shape it.
 A few of the more sophisticated are for analyzing and
shaping the organization itself.
 By selecting and presenting information in particular
way, the tools provide route ways through complexity.
 Classification of Tools
 Statistical Quality Control.
 Planning Tools.
 Graphical Tools.
 Quality Management Systems Tools.
 Problem Solving Tools.
 Product/Process Design Tools.
Etc.
 AFFINITY DIAGRAM OF TQM TOOLS
STATISTICAL QUALITY CONTROL STRATEGY
Acceptance sampling Bench marking
C chart Business process reengineering
Control chart Business simplification
Cusum chart Departmental purpose analysis
Design of experiment Hoshin
Multi-vari chart Job redesign
np chart Just in time
p Chart Kaizen
Pre-control Management by objectives
Process capability analysis Mission statement
R chart Preventative maintenance
Regression analysis Quality circle
Reliability prediction and analysis Quality council
Scattered diagram Team briefing
Statistical process control Total productive maintenance
Stratification Training need analysis
Trend chart Zero defects
U chart
X chart
 AFFINITY DIAGRAM OF TQM TOOLS
PLANNING COST MANAGEMENT
Action plans Activity based
Arrow diagram accounting
Critical path analysis Break even chart
Gantt chart
Cost benefit analysis
Meeting checklist PERT
Responsibility matrix
Cost of quality
Scenario writing Design to cost
Life cycle costing
Zero based budgeting
 AFFINITY DIAGRAM OF TQM TOOLS
CHANGE MANAGEMENT PROBLEM SOLVING
Activity analysis Affinity diagram
Barrier analysis Attributes analysis
Cross functional teams Cause and effect diagram
End point state analysis Clean sheet analysis
Facilitation Decision analysis
Family teams Fault tree analysis
Fishbowl meetings
Focus group
 AFFINITY DIAGRAM OF TQM TOOLS
QUALITY MANAGEMENT GRAPHIC TOOLS
Band graph
SYSTEM
Bar chart
Audit Block diagram
Concentration diagram
Company wide quality
Data flow diagram
improvement Fault tree analysis
Corrective action Flow charts
Fagan inspection-documents Gantt charts
Histogram
Fagan inspection-software
Line graph
Feedback loop Matrix diagram
Inspection Pie chart
Quality improvement teams Process model
Quality function deployment
Quality objectives
Radar chart
Self inspection Relations diagram
Relevance tree
Spider diagram
Tree diagram
Z chart