QUALITY MANAGEMENT

Quality may be defined as the sum total of

features of a product which influence its ability to
satisfy a given demand.

The quality of product or service is a customer’s

perception of the degree to which the product or
service meet his or her expectations.
Dimensions of Product Quality:
►Performance
►Features
►Reliability
►Serviceability
►Appearance
►Safety
Inspection:
A function whose purposes are to interpret
specifications, verify conformance to these
specifications and communicate the information
obtained to those responsible for making necessary
corrections in the manufacturing process.
Inspection:
Inspection is primarily a comparison with
established standards.
Inspection is a postporem operation carried out
after the product ismanufactured.
Inspection segregates the good from the bad and
the defective items.
Inspection ensures that defective items are not
sent to further stages of manufacture and
finished products with defects are not despatched
to customers.
Quality Control:
Quality control is concerned with function which
contributes to the quality of goods produced.
Quality control refers to all those functions or
activities that must be performed to fill the
company’s quality objectives.
Quality control include establishment of criteria
for the selection of production equipment, tooling
and personnel.
Quality control aims at investigating the root
cause for defects identified by inspection and
take corrective action.
Quality control helps to minimise the costs of
inspection, and rejection.
Effective system for integrating the quality
development, quality maintenance and quality
improvement efforts.
 Objectives of Inspection

Pre ve ntio n o f de fe c ts

de records for evaluation of indiviudal machine or worker performacne
Detect defects as they occur in processing

Detect  process which might leads to defects
Objectives of Inspection

efective parts to prevent poor performance of finished goods

Remove defective parts from production to stop further handling

Inform all levels of management on perfromance
Quality Control:
An approach to prevent the defects rather than
detecting the defects.
 Benefits of Quality control

Minimum scrap or rework
Better customer satisfaction and employee satisfaction

Reduced cost of labor and material as a result of reduced  defecti

Better utilization of resources

Uniform quality and reliability of product
Benefits of Quality Control

Higher operating efficiency

Reduced variability resulting in­higher quality

Increased quality consciousness among employees
Reduced customer compalints
Statistical Quality Control (SQC): SQC is used for
controlling quality during production in mass
production industries which produce standard
products.
SQC for process control is based on probability
theory.
Variations in size between 0.995 inch and 1.005
inches, with most measuring 1.000 inch are due to
chance casues.
Chance causes are inherent and cannot be
controlled or prevented.
Chance causes are ignored because any effort to
elimiate them is uneconomical.

If the size measures beyond 1.005 inches or below

0.995 inch, it is because of assignable causes.
Assignable causes the include internal temperature
and wear and tear of the machine part, a worn-out
tool, improper dimenstion of raw material, or the
setting of the machine of an assignable casue, it
is possible to stop, detect the cause and rectify
it.
 Bell Shaped curve
Number of cases

0.995 1.000 1.005

Size in inches
SQC for process control manifests through control
charts.

Upper Control Unit
Quality variations

Average Quality Central 
Line

Lower Control Limit

TIME
Q U A L I T Y
Q - Quest for excellence
U - Understanding customer needs
A - Action to achieve customer satisfaction
L - Leadership – determination to be a leader
I - Involvement of all people
T - Team spirit to work for common goals
Y - Yardstick to measure progress
WHAT IS QUALITY?
Conformance to specifications
Conformance to requirements
What the customer thinks it is.
Measure of the conformance of the product
Combination of aesthetics, features and design
Value for money
Ability of a product to meet customer’s needs.
Meeting or exceeding customer requirements
Fitness for use of a product
Customer perception of the degree to which the
product meet his expectation.
Totality of features of a product that bears on its
ability to satisfy.
DIMENSIONS OF QUALITY
1. Reliability
2. Responsiveness
3. Competence
4. Access
5. Courtesy
6. Communication
7. Credibility
8. Understanding
9. Security/Safety
10. Tangibles
THREE LEVELS OF QUALITY
1. Organization level – Meeting external customer
requirements
2. Process Level – Meeting the needs of internal
customers
3. Performer Level – Meeting the requirements of
accuracy, compleness innovation, timeliness
and cost.
 TOTAL QUALITY MANAGEMENT
A philosophy that involves everyone in an
organization in a continual effort to improve
quality and achieve customer satisfaction.
TQM focuses on
1. Customer satisfaction
2. Leadership
3. Quality Policy
4. Organization Structure
5. Employee involvement
6. Quality costs
7. Supplier selection and development
8. Recognition and Reward
TOTAL QUALITY MANAGEMENT means:
Top Management Commitment to quality
Customer involvement and focus
Employee involvement and focus
Leadership and strategic planning for quality
Company-wide quality culture
Continous improvement (KAIZEN)
Customer satisfaction and delight
TQM PROGRAM
1. Top management commitment and involvement
2. Customer involvement
3. Designing products for quality
4. Designing and controlling production processes
5. Developing suppliker partnerships
6. Customer service, distribution, installaltion
7. Buidling teams of empowered empoyees
8. Bench marking and continuous improvements (kaizen)
1. Top management commitment and involvement
• TQM support for
TQM – Leadership, strategic quality planning, organizing
for quality, quality training for all, quality policies
and quality objectives.
1. Customer involvement
2. Designing products for quality
3. Designing and controlling production processes
4. Developing supplier partnerships
5. Customer service, distribution, installaltion
6. Buidling teams of empowered empoyees
7. Bench marking and continuous improvements (kaizen)
Elements of TQM Concept:
1. Sustained top management commitment to quality
2. Focus on Customer requirement and expectations
3. Preventing defects rather than detecting them.
4. Recognising that responsibility for quality is universal.
5. Quality Measurement
6. Continuous improvement (Kaizen) approach
7. Root-cause corrective action
8. Employee involvement and empowerment
9. Synergies of Team work
10. Process improvement
11. Thinking statistically
12. Bench makring
13. Inventory reduction (Just In Time)
14. Value improvement (value analysis, cost reduction)
15. Supplier partnership
16. Quality training for all
17. Business Process Re-engineering
MODERN QUALITY MANAGEMENT
Wheel/ Deming Cycle/ P-D-C-A Cycle:
P - Plan the improvement
D - Do implement the plan
C - Check how closely result meets goals
QUALITY MOVEMENT IN INDIA
QUALITY CIRCLES
Small group of employees in the same work area or
doing similar type of work who voluntarily meet
regularly for about an hour every week to identify,
analyze and resolve work related problems not only to
improve quality, productivity and the total work
performance of the organisation, but also enrich the
quality of work life of employees.
Main features of Quality Circle:
► Quality Circle is a voluntary group.
► Members meet at periodic intervals to discuss
quality-related activities.
► A quality Circle has its own term of reference
and offers recommendations to management for
implementation.
Main features of Quality Circle:
► Members of a quality circle vary between 6 to 8
members and generally they come from a
particular work area.
► The ultimate purpose of a quality circle is to
improve organizational functioning.
Objectives:
1 Develop, enhance and utilize human resources
effectively
2 Improve quality of products/services, productivity
and reduce cost
3 Satisfy the workers psychological needs for
participation, recognition etc.
4 Improve various supervisory skills like leadership,
problem solving, interpersonal skills and
conflict resolution.
5 Utilize individual imaginative, creative and
innovative skills through participation,
creative and developing work interest,
including problem solving techniques etc.
7.  Co­ordinating Agency
6 Top Management
5 Steering Committee

4 Facilitators
3 Leader / Deputy Leader

2 Members
1 Non- Members
1. Non Members:
Persons who have to help in implementing the
recommendations made by the quality circle members.
2. Members:
Concept of Quality Circles is introduced to the
members by the management with the help of audio-
visual equipment and meetings.
Those who are interested in the concept will form a
Quality Circle.
Activities of the members include:
Attending meetings without fail, participating
actively in the meetings and contributing ideas/views
in the problem identification and problem solving
discussions and developing useful solutions to the
problem.
3. Leader/Deputy Leader:
Leader is elected by the circle members.
Leader is responsible for the operation of his
circle and is therefore responsible for the circle
activities.
Functions of Quality Circle Leader:
Ø Conducting meetings regularly
Ø Generating enthusiasm for circle activities
Ø Acting as a link between members and
facilitation
Ø Keeping the meetings on right track
Ø Training members in problem solving
techniques
Ø
4. Facilitator:
Facilitator is the link between the Quality
Circle leader and the steering committee.
Duties of Facilitator:
Serving as a Circle Co-ordinator
Training members, leaders and management
Initiating the setting up of Quality Circles
by persuading the supervisors by teaching and
training.
Providing feedback to the steering committee
about the proceedings and results
Helping the Quality Circle in preparing the
presentations, visual aids etc.
Acting as an evaluator and reviewer of
Quality Circle operations and programmes.
5. Steering Committee:
► It is an apex body at the highest level of the
plant which would be responsible for
formulating the objectives and for supplying
the resources for the Quality Circle activities.
► It advises, guides and directs the quality
circles in their operation.
► Committee is made up of the departmental heads
from every major function like production,
finance, material management, engineering, other
service areas headed by the Chief executive of
the plant.
Main functions of Steering Committee are:
1 Providing training to Quality Circle leaders
2 Arrangement of meeting halls and associates in the
meetings.
3 Providing budget for Quality Circle activities.
4 Making Quality Circle activities as part of the
organizational goals.
5
6. Top Management:
Top management in the Quality structure consists
of chairman and managing director, directors,
chief executives, general managers and other top
executives.
7. Co-ordinating Agency:
A great deal of co-ordination is called for
convening Steering committee meetings,
arranging management presentations,
formulating budgets and disseminating
relevant information on circles to the
parties concerned.
Main functions of the co-ordinating committee are:
i. Preparing agenda and convening meetings of the
Steering Committee.
ii. Presenting the report of the Quality Circle
activities to the Steering Committee.
iii. Maintaining statistics of the operation of the
Quality Circles.
iv. Co-ordinating training programmes and arranging
seminars, workshop,, conventions and top
management presentations one in two months.
Advantages of Quality Circle:
vGeneration of Creative Ideas
vImprovement in Productivity
vBetter Teamwork
vHigher Motivation
vDevelopment of Problem Solving skills.
Conditions necessary for Quality Circle:
vTop management support.
vEducation and training of managers and workers.
vTimely implementation of ideas generated by
quality circles.
vSharing gains in productivity with workers.
vFacilities for meetings and discussions.
vRegular monitoring of working of quality
circles.