TOTAL QUALITY

MANAGEMENT:
Philosophies and
Frameworks

W.E Deming
Reduction in process variability by extensive
use of statistics will lead to improvement in
quality and increase in productivity

Talked about New Climate (organisational

culture)
Joy in work
Innovation
Co-operation

Win-Win approach
He proposed a 14 point TQM programme

W.E Deming
Demings Chain Reaction

W.E Deming
Demings 14 Points

W.E Deming
Demings 14 Points

Joseph Juran
Developed the idea of trilogy
Quality Planning

The process of preparing to meet

quality goals

Quality Control

The process of meeting quality goals

during operations

Quality Improvement

The process of breaking through to

unprecedented levels of performance

Joseph Juran
Conformance to specifications is
necessary but not sufficient requirement
of a product.

Fitness for use by the consumer of the

targeted market segment is an essential
requirement in addition to conformance

Philip Crosby
Absolutes of Quality Management
Quality is defined as conformance to requirements, not
as 'goodness' or 'elegance'
The system for causing quality is prevention, not
appraisal Quality is Free
The performance standard must be Zero Defects, not
"that's close enough"
The measurement of quality is the Price of Nonconformance, not indices.
Cost of quality is only the measure of operational
performance

Kaoru Ishikawa
Simplified statistical techniques for QC
Cause and Effect diagrams (Ishikawa
Diagrams or Fish Bone Diagrams)

Company wide quality control

quality does not only mean the quality of
product, but also of after sales service,
quality of management, the company itself
and the human life

Kaoru Ishikawa

ISHIKAWA DIAGRAM (fishbone diagram)

Kaoru Ishikawa

Three (3) sets of

causes:
6Ms

Man
Machine
Method
Maintenance
Man
Mother nature

8Ps
Price
Promotion
Process
Place/Plant
Policies
Procedure
Product (service)

ISO 9000:2000
Quality Standards
Focus on developing, documenting, and
implementing procedures to ensure
consistency of operations and
performance in production and service
processes with the aim of continual
improvement.

ISO 9000:2000
Five (5) Objectives of ISO 9000:2000
1. Achieve, maintain, and seek to continuously
improve product quality in relationship to
requirements.

2. Improve the quality of operations to continually

meet customers and stakeholders stated and
implied needs.

3. Provide confidence to internal management and

other employees that quality requirements are
being fulfilled and that improvement is taking
place.

ISO 9000:2000
Five (5) Objectives of ISO 9000:2000
4. Provide confidence to customers and other
stakeholders that quality requirements are
being achieved in the delivered product
5. Provide confidence that quality system
requirements are fulfilled.

ISO 9000:2000
ISO 9000
Fundamentals and Vocabulary
Documents that provides fundamental background
information and establishes definitions of key terms
used in the standards.

ISO 9001
Requirements
Documents provides the specific requirements for a
quality management system to which users must
conform

ISO 9000:2000
ISO 9004
Guidelines for Performance Improvements
Documents provides guidelines to assist organization in
improving their quality management systems

 ISO 9000:2000 Quality Management

Principles

 ISO 9000:2000 Quality Management

Principles
Principle 1: Customer Focus
Organization depends on their customers;
understand current and future needs; meet
customer requirements; exceed expectations.

 ISO 9000:2000 Quality Management

Principles

Principle 2: Leadership
Establish unity of purpose and direction of the
organization; maintain environment in which
people can be fully involved in achieving the
organizations objectives.

 ISO 9000:2000 Quality Management

Principles

Principle 3: Involvement of People

People (at all levels) are the essence of an
organization; thus, their full involvement enables
the organization to use their abilities.

 ISO 9000:2000 Quality Management

Principles

Principle 4: Process Approach

When activities and related resources are
managed as a process, the desired result can be
achieved more efficiently.

 ISO 9000:2000 Quality Management

Principles

Principle 5: System Approach to

Management
Identify, understand, and manage interrelated
processes as a system to contribute to
effectiveness and efficiency.

 ISO 9000:2000 Quality Management

Principles

Principle 6: Continual Improvement

Should be a permanent objective of the
organization
Principle 7: Factual Approach to Decision Making
Effective decisions are based on the analysis of
data and information.

 ISO 9000:2000 Quality Management

Principles

Principle 8: Mutually Beneficial

Supplier Relationship
It enhances the ability of both to create value.

 Benefits of
ISO 9000
ISO
9000:2000
Higher customer satisfaction
Better quality products
Improved productivity
Example: At DuPont
-increase on time delivery from 70% to 90%
-decrease cycle time from 15 days to 1.5 days
-increase first-pass yields from 72% to 92%
-reduce number of test procedures by 1/3.

Overview of ISO
9001 and ISO 14001
by Roger Frost
e-mail frost@iso.org
Manager, Communication Services
2009-01-08

ISO 9001 and ISO 14001

ISO 9001 and ISO 14001 are among ISO's most
well known standards ever.

They are implemented by more than a million

organizations in some 175 countries.

ISO 9001 helps organizations to implement

quality management.

ISO 14001 helps organizations to implement

environmental management.

Quality management
ISO 9001 is for quality management.
Quality refers to all those features of a

product (or service) which are required by

the customer.

Quality management means what the

organization does to
ensure that its products or services satisfy the
customer's quality requirements and

comply with any regulations applicable to those

products or services.

Quality management
(cont.)

Quality management also means

what the organization does to
enhance customer satisfaction,
and

achieve continual improvement

of its performance.

Environmental
management
ISO 14001 is for environmental
management. This means what the
organization does to:
minimize harmful effects on the
environment caused by its activities,

to conform to applicable regulatory

requirements, and to

achieve continual improvement of its

environmental performance.

Generic standards
ISO 9001 and ISO 14001 are generic
standards.
Generic means that the same
standards can be applied:
to any organization, large or small,

whatever its product or service,

in any sector of activity, and
whether it is a business enterprise, a
public administration, or a government
department.

Processes, not products

Both ISO 9001 and ISO 14001 concern the
way an organization goes about its work.

They are not product standards.

They are not service standards.
They are process standards.
They can be used by product
manufacturers and service providers.

Processes, not products

(cont.)
Processes affect final products or services.
ISO 9001 gives the requirements for what
the organization must do to manage
processes affecting quality of its
products and services.

ISO 14001 gives the requirements for what

the organization must do to manage
processes affecting the impact of its
activities on the environment.

The ISO 9000 family

ISO 9001 is the standard that gives the

requirements for a quality management

system.

ISO 9001:2008 is the latest, improved version.

It is the only standard in the ISO 9000 family
that can be used for certification.

There are 16 other standards in the family

that can help an organization on specific
aspects such as performance improvement,
auditing, training

The ISO 14000 family

ISO 14001 is the standard that gives the
requirements for an environmental
management system.

ISO 14001:2004 is the latest, improved version.

It is the only standard in the ISO 14000 family
that can be used for certification.

The ISO 14000 family includes 21 other

standards that can help an organization specific

aspects such as auditing, environmental
labelling, life cycle analysis