TQM Unit 1 Q&A Syllabus Introduction - Need for quality - Evolution of quality - Definition of quality - Dimensions of manufacturing and

service quality - Basic concepts of TQM - Definition of TQM TQM Framework - Contributions of Deming, Juran and Crosby Barriers to TQM. 1.What is quality? Quality is the ability of the product or service to meet the explicit and implied needs of the customer continuously. According to Juran, Quality is Conformance to specifications. 2.What is the need for quality? Any enterprise has to make profit to exist. It has to sell its product or service to make profit. When many similar products exist from competition, the way the product performs and continues to perform is the only factor that can bring back the old customers to continue buying the product. Such loyal customers , by word of mouth, spread the message that our product is good and facilitate more people to buy our products. Hence the factor that sustains existing customers and gets new customers is the way the product performs. This ability to meet the needs of the customer continuously is Quality. Hence quality is needed for any company's continuation in business. 3.Explain how quality has evolved . Quality has evolved from sorting out the rejects after production (quality control) to ensuring that the process is capable of producing good quality products (quality assurance) and then to ensuring quality in all spheres of activity like production, service, marketing etc (TQM). Chronologically, quality has evolved as below: 1924 - Statistical process control charts 1930 - Tables for acceptance sampling 1940s - Statistical sampling techniques 1950s - Quality assurance/TQC 1960s - Zero defects 1970s - Quality assurance in services 4.What are the types of quality? There are two types of quality-product quality and service quality. When somebody buys a product, the expectation of how the product should perform at customer end is termed as Product Quality. When somebody pays for a service, the expectations of what should be accomplished by that servicing action is termed as Service Quality.

5.What is meant by dimensions of quality? The various attributes by which the performance of a product / characteristic of a service can be expressed are called Dimensions of Quality 6.What are the dimensions of product (manufacturing) quality? The following is a list of product quality dimensions. Supposing we buy a car, then the specific information corresponding to each attribute is shown in brackets. 1.Performance- (20 km per litre) 2.Look- fluidic (feel like a sports person , very muscular) 3.Convenience- (easy to shift gears) 4.Safety (like a truck- never hurts the driver) 5.Reliability (never fails on the road) 6.Durability (designed for Indian road, with plenty of water) 7.After sales service (service station anywhere and everywhere) 8.Perceived quality (it is a Ford ) 7.What are the dimensions of Service quality? The following is a list of Service quality dimensions. Supposing we send our car for a service, then the specific info corresponding to each attribute is shown in brackets. 1.Performance-(problem informed has been rectified or not) 2.Look-brand new (nicely polished, dents removed) 3.Convenience (pick up and drop car from home- drop at home for owner) 4.Safety (does not dabble with parts-never substitutes fake parts) 5.Reliability (never fails on the road) 6.Durability (guaranteed original spare parts) 7.After sales service (attends all complaints free of cost, immediately) 8.Perceived quality (it is done by MyTVS-will have the back up of TVS culture ) 9.Responsiveness- (continuous communication and responding to request properly) 10.Courtesy- speaking and interacting in a pleasing, non hurting manner.

8.What is TQM? TQM is a customer centric approach to establish and upgrade quality in the products and services of any organisation, by considering all activities as a Process and involving everyone in improving the process through structured methodologies. 9.What are the contributions of Deming for quality management? The major contribution of Deming is his 14 point management philosophy that emphsaises involving everyone in the quality improvement process.

10.What are the contributions of Juran for quality management? Juran's contribution for quality improvement are as below: The definition of quality as fitness for use, the Juran Trilogy of quality management, the use of Pareto principle in project management, the need for widespread training in quality and the project-by-project approach to quality improvement

11.What are the benefits of TQM? As the name suggests, TQM is quality in all aspects of the business- both product and in service. If every aspect is quality oriented, then customers tend to be satisfied and they in turn ensure continuous business for the company. In brief, every stakeholder stands to benefit by practising TQM. The internal environment consists of Employee Involvement and team work leading to high productivity. The external environment comprises of satisfied customers and long lasting trustworthy suppliers. The atmosphere is of growing market share and sustainable profits. 12.What are the barriers to TQM? Lack of Management Commitment Inability to change Organizational culture Improper planning Lack of continuous training and education Incompatible organizational structure and isolated individuals and departments Ineffective measurement techniques and lack of access to data and results Paying inadequate attention to internal and external customers Inadequate use of empowerment and teamwork Failure to continually improve 13.Mention some quality Gurus and their contribution to quality improvement TQM Guru Schewart Deming Juran Figen Baum Ishikawa Crosby Taguchi Contribution to Quality Movement Control chart theory , assignable causes, chance causes, variation 14 points for quality and productivity improvement- top management Juran Trilogy, Pareto principle in management projects Total Quality Control- from identifying needs to satisfying customer Quality Circle and Cause & effect diagram doing it right the first time, zero defects, quality is conformance to standards Quality loss function- cost, target and variation in one metric

14.What are the quality concepts of Crosby? Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'.

The system for causing quality is prevention, not appraisal. The performance standard must be Zero Defects, not "that's close enough". The measurement of quality is the Price of Non conformance, not indices. Part B 1.Explain Quality Trilogy According to Juran, Quality is achieved by establishing the vision, policies and goals of the organization. Converting these goals into results is done through three managerial processes called Juran Trilogy. This means the Three universal processes for managing quality. They are 1.Quality Planning 2.Quality Improvement 3.Quality Control These can be described as below with steps involved. Description Steps Involved Aspect The structured process for designingEstablish the project 1Quality product and services that meet newidentify the customers Planning breakthrough goals and ensure thatdiscover the customer needs customer needs are met. develop the product develop the process develop the controls and transfer to operations. Quality Control is a process forChoose control subject (Item to be controlled) meeting the established goals byEstablish measurement evaluating and comparing actualEstablish standards of performance performance and plannedMeasure actual performance. performance, and taking action on theCompare to standards (interpret the difference) difference. Take action on the difference. Quality Improvement is the processProvide project teams with resources, training and 3Quality Improvement for creating breakthrough levels ofmotivation performance by eliminating wastesto diagnose the causes, and defects to reduce cost of poorto simulate the remedies and quality to establish controls to hold the gain. Prove the need for improvement Identify the improvement projects Establish Project improvement teams. 2Quality Control

The Juran Trilogy diagram

2.Describe Deming's principles of quality management Deming Philosophy 1 Create constancy of purpose Leaders must Create a Vision and Demonstrate Commitment. An organization must define its values, mission, and vision of the future to provide longterm direction for its management and employees. Businesses should not exist simply for profit; they are social entities whose basic purpose is to serve their customers and employees toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs. 2 Adopt the new philosophy. We are in a new economic age. Top management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. Companies must take a customer-driven approach based on mutual cooperation between labor and management and a never-ending cycle of improvement. 3 Cease dependence on inspection to achieve quality. Inspection is the principal means of quality control in most industries. Hence, it is important to understand aspects of inspection. Routine inspection acknowledges that defects are present, but does not add value to the product. Inspection should be used as an information-gathering tool for improvement, not as a means of assuring quality or blaming workers. Hence Deming suggests that one should eliminate the need for massive inspection by building quality into the product in the first place.

4 End the practice of awarding business on the basis of a price tag. The supplier and manufacturer must be considered as a macro organization. Deming urged businesses to establish long-term relationships with fewer suppliers, leading to loyalty and opportunities for mutual improvement. Supply Chain Management (SCM) focuses heavily on a systems view of the supply chain with the objective of minimizing total supply chain costs and developing stronger partnerships with suppliers. Instead of looking at one time cost being cheaper, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve productivity and quality constantly Improved design of goods and services comes from understanding customer needs and continual market surveys and other sources of feedback, and from understanding the manufacturing and service delivery process. Improvements in operations are achieved by reducing the causes and impacts of variation, and engaging all employees to innovate and seek ways of doing their jobs more efficiently and effectively. Deming firmly postulates that When quality improves, productivity improves and costs decrease. 6.Institute training on the job. Training results in improvements in quality and productivity. It adds to worker morale. It demonstrates to workers that the company is dedicated to helping them and investing in the future. 7.Institute leadership . The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. The job of management is leadership, not supervision. Supervision is simply overseeing and directing work . Leadership is providing guidance to help employees do their jobs with less effort. Deming insists on leadership . 8.Drive out fear Fear is manifested in many ways: fear of reprisal, fear of failure, fear of the unknown, fear of relinquishing control, and fear of change.Fear encourages short-term thinking. Fear is a cultural issue for all organizations. Hence, fear should be addressed and driven out so that everyone may work effectively for the company. 9.Break down barriers between departments. Barriers between functional areas occur occurs when managers fear they might lose power. Lack of cooperation leads to poor quality. People in research, design, sales, and production must work as a team, in order to foresee problems of production and usage that may be encountered with the product or service. Teamwork helps to break down barriers between departments and individuals. 10.Eliminate slogans, exhortations, and targets for the work force Motivational approaches overlook the major source of many problems the system. Causes of variation stemming from the design of the system are managements problem, not the workers. With inherent defective process or system, asking for zero defects and new levels of productivity may only end up in frustration among employees. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

11a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership. 11b. Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership. Many organizations manage by the numbers. Goals are useful, but numerical goals set for others without incorporating a method to reach the goal generate frustration and resentment. Management must understand the system and continually try to improve it, rather than focus on short-term goals. 12a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. 12b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective Deming believed that one of the biggest barriers to pride in workmanship is performance appraisal Performance appraisal destroys teamwork by promoting competition for limited resources, fosters mediocrity because objectives typically are driven by numbers andwhat the boss wants rather than by quality, focuses on the short term and discourages risktaking, and confounds the people resources with other resources. 13 Institute a vigorous program of education and self-improvement. Organizations must invest in their people at all levels to ensure success in the long term.Developing the worth of the individual is a powerful motivation method. Each organisation must ensure continuing, broad education for self-improvement of all its employees. 14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. Any culture change begins with top management and includes everyone in a Team-based approach 3.Describe the framework used for TQM TQM framework indicates the aspects to be considered for implementing TQM. It can be depicted in the form of a diagram as below
TQM Gurus Principles & Practices Tools & Techniques

Product or service realization

Customer

TQM Gurus are those who have contributed to the advancement of knowledge in quality management. Some examples are : TQM Guru Schewart Deming Juran Figen Baum Ishikawa Crosby Taguchi Contribution to Quality Movement Control chart theory , assignable causes, chance causes, variation 14 points for quality and productivity improvement- top management Juran Trilogy, Pareto principle in management projects Total Quality Control- from identifying needs to satisfying customer Quality Circle and Cause & effect diagram doing it right the first time, zero defects, quality is conformance to standards Quality loss function- cost, target and variation in one metric

Principles and Practices These are the essential principles of quality management as suggested by various experts in TQM. 1Leadership is more important than supervision 2Customer satisfaction is the key to success 3Employee Involvement is essential for company wide success 4Supplier Partnership helps in stability of quality 5Approach through Continuous Process Improvement helps in continuous improvements 6Measure by Performance measures-not by perceptions. For ease of implementation, various techniques and methods have been Tools and Techniques developed for various aspects f quality management. These are listed below: Purpose Tools & Techniques Building quality into product atBenchmarking planning stage IT usage QMS (ISO 9000)quality mgmt system EMS (ISO 14000)environment mgmt system QFD quality function deployment Quality by design Preparing to face failures FMEA failure mode effect analysis Product & services liability Methods to produce efectively TPM total productive maintenance Management Tools SPC statistical process control Methods to analyse andExperimental design improve Taguchi's quality engineering Product and service have to meet the implied and explicit needs of the customer by its quality characteristics. There are several aspects of quality for a product and for a service. Aspects like performance, stability, safety, durability, aesthetics etc are important for a product. For service, responsiveness and courtesy are very essential.

A customer is the purpose of the business. Hence every action in the organisation has to be viewed on how it will affect the customer. For effective implementation of TQM , the concept of internal customer also has to be considered. By utilising all these principles, tools and techniques proposed by Quality Gurus, customers an be satisfied and retained. Hence these aspect form the framework for TQM.