PowerPoint Presentation

QualityQuality is a relative TermQuality is defined as the fitness for use or purpose as the most economical levelQuality is a customer determination , not an engineers determination of a managers determinationQuality is the extent to whoch the customer or users believe the product or service satisifies their needs and expeectations

Quality chain reactionsThe Deming quality chain reaction is the Quality improvement results in improved productivity, profilts, customer satisfaction, market chare and reduced prices and costs,Customer SatisfactionProfitsProductivityCostsPriceMarket ShareQualityJapanese Quality Chain reactionImproved QualityCosts decrease due to fewer defects, Lesser rework, fewer delay and better use of men machine, materialsImproved ProductivityCapture market with better quality and ;ower pricesStay in businessProvide more jobsDefinition of QualityQuality is customer satisfactionQuality is fitness for use JuranQuality is conformance to requirements CrosbyQuality is a predictable degree of uniformity and dependability , at low cost and suited to the market DemingQuality is the loss imparted by a product to society from time the product is shipped TaguchiQuality is correcting and preventing loss , not living with lossQuality is the totality of features and characteristics of a product or service, that bear on its ability to satisfy stated and implied needs of the customer

DefinitionsProduct A product is the output of any processGoods : Goods are physical things such as cellphone, etcService: Service is work performed for someone else. Banking , InsuranceProduct FeaturesA product feature is a property that is possessed by a product and that is intended to meet certain customers needs and there by Customer A customer who receives or affected by the product or serviceInternal customer : inside the company External customer : outside the company Stated and Implied needs:Needs which the customer specifies for procurement of goods and service

Implied Needs:Are the associated functions the product is supposed to perform irrespective of whether they are stated or Not

Customer SatisfactionIs a state of affairs in which customer feels that their expectation have been met by product features

Customer DissatisfactionIs a state of affairs in which deficiencies results in customer annoying, complaints and claims

DeficienciesA product failure that results in product dissatisfaction

Different Views of QualityFrom Customer point of viewQuality is an expression of the products / service usefulness in meeting the needs and expectation and its reliability, safety, durability

From Production Point of ViewQuality of product measured by quality performance which depends on the quality of its performance which depends on the quality of design and the quality of conformance

Dimensions of Quality Customer evaluate the quality of product or service Dimensions of productDimensions of Service

Dimensions of product QualityPerformance8. AestheticReliability9. ReputationFeaturesConformanceDurabilityServiceabilityResponsivenessDimensions of Service Qualityquality of service is judged by the customer on many dimensions in addition to the physical and functional characteristics associated with the servicesReliabilityResponsivenessAssuranceEmpathyTangibles

Total Quality managementTQM is the management approach of an organization centered on quality based on the participation of all its members and aiming at long term success through customer satisfaction and benefits to all members of the organization and to society

Characteristics of TQMTQM is a management philosophy to guide a process of changeTQM is a customer oriented management systemTQM starts at the top , it requires leadership, and continuous involvementTQM calls for planningTQM is about achieving results by products based approachTQM emphasizes the importance of measurements

Basic concepts of TQMTop Management commitmentFocus on the customerEffective involvement and utilization of the entire work forceContinuous improvementTreating suppliers as partnersEstablishing performance measures for the processes

Elements of TQMTQM principles and practicesTQM Tools and TechniquesA People and RelationshipsLeadershipCustomer focusEmployee involvementSupplier partnershipSeven tools of qualityNew seven Management toolsSix sigmaBench markingFailure effective mode analysisQuality circleQuality Function DeploymentTotal preventive MaintenanceTaguchi MethodsSampling PlansExperimental DesignQuality management system

B. ApproachContinuous process improvementInnovationManagement by fact

C. Performance MeasuresQuality costsQuality awards

Pillars of TQMProblem Solving disciplineInterpersonal SkillsTeam WorkQuality improvement processPrinciples of TQM Customers requirements must be met the first time every timeThere must be agreed requirements for both internal and external customersEverybody must be involved from all levers and across all functionsIdentifying training needs and relating them with individual capabilities and requirement is mustTop Managements Participation and commitment is mustA culture of continuous improvement must be establishedEmphasis should be placed on purchasing and supplier managementEvery job must add valueQuality improvement must eliminate waste and reduce costsBarriers to TQM ImplementationLack of Management CommitmentLack of faith in and support to TQM activities among management personnelFailure to appreciate TQM as a cultural revolution. Misunderstanding about the concept of TQMImproper PlanningLack of employees commitmentLack of effective communicationsLack of continuous training and educationNon application of proper tools and techniquesBenefits of TQMTangible BenefitsIn tangible BenefitsImproved Product qualityImproved ProductivityReduced quality costsIncreased profitabilityReduced employee grievancesImproved employee participationImproved team workImproved working relationshipsImproved Customer SatisfactionImproved Communications

Walter A ShewhartShewaharts Contributions

Statistical Control Charts : Idea of reducing variability in Manufacturing process and Products

PDSA Cycle

W Edwards DemingDeming s 14 PointsCreate constancy of purpose toward improvement of product and serviceAdopt the new philosophyCease dependence on inspection to achieve qualityEnd the practice of awarding business on the basis of price tagImprove constantly and forever the system of production and serviceInstitute trainingInstitute leadershipBreak down barriers between departmentsEliminate slogans, exhortations and targets for the work force

10. Drive out fear11. Eliminate work standards on the factory floor12. Remove barriers to pride of workmanship13. Institute a vigorous program of education and self improvement14. The transformation is everyones JobDeming Cycle or PDCA CyclePLAN What is needed

Do it

CHECK That it works

ACT to correct problems or improve performancePlanDOCheckActSeven Deadly Diseases of Western ManagementLack of Consistency of PurposeEmphasis on short term ProfitsReliance on performance appraisal and meritsStaff mobilityReliance on financial figuresExcessive Medical CostsExcessive legal costsJuran s ContributionsJuran s Contribution can be studied Internal customerThree role ModelSupplier ProcessCustomerCost of qualityFailure Costs Scrap, rework, Appraisal CostsPrevention CostsQuality trilogyQuality PlanningIdentify the customerDetermine the customers needsDevelop product featuresEstablish quality goodsDevelop a processProve process capability

Quality ControlChoose control subjectsChoose units of MeasurementEstablish measurementsEstablish standards of performanceInterpret the differenceTake actin on the difference

Quality ImprovementProve need for improvementIdentify specific projects for improvementOrganise to guide the projectsDiagnose to find the causesProvide remediesProve that remedies are effective under the operating conditionsProvide for control to hold gains

The breakthrough concept

Juran s 10 Steps for quality improvementBuild Awareness of the need and opportunity for improvementSet goals for improvementOrganize to reach the goalsProvide trainingCarry out projects to solve problemsReport progressGive recognitionCommunicate resultsKeep ScoreMaintain momentum by making annual improvement part of the regular systems and processes of the companyPhilip CrosbyCrosby contributions1. Four absolutes of quality2. Fourteen steps to quality management3. Crosbys quality vaccineFour absolutes of qualityFirst Absolute : The definition of quality is conformance t requirements not goodness

Second Absolute: The system for causing wuality is preventive not appraisal

Third Absolute : The performance standard must be zero defect, not thats close enough

Fourth Absolute : The measurement of quality is the price of non conformance not indexesCrosbys 14 steps for Quality improvementStep 1: Establish and ensure management commitmentStep 2: Form quality improvement teams for QIPP and administrationStep 3: Establish quality measurementsStep 4: Evaluate the cost of quality and explain its usesStep 5: Raise quality awareness among all employeesStep 6: Take action to correct problems identified Step 7: Establish a zero defects committeeStep 8: Train supervisors and managers on their role and responsibilityStep 9: Hold a zero defects day to reaffirm management commitmentStep 10: Encourage individuals and groups to set goalsStep 11: Obstacle reportingStep 12: Recognize and appreciate all participantsStep 13: Establish quality council to discuss quality mattersStep 14: Do it all over again to demonstrate that the improvement process never endsFeigenbaums Elements of total qualityQuality is the customer perception of what quality is, not what a company thinks it isQuality and cost are the same, not differentQuality is an individual and team commitmentQuality and innovation are interrelated and mutually beneficialManaging quality is managing the businessQuality is a principalQuality is not a temporary or quick fix but a continuous process improvementProductivity gained by cost effective demonstrably beneficial quality investmentImplement quality by encompassing supplier and customer in the systemTaguchis ContributionsQuality loss functionProduct development stages

Quality loss functions The loss imparted to society from the time the product is shipped.Product development stages System Design stage

Parameter Design Stage

Tolerance design stage

Shingeo Shingos ContributionZero quality control ZQC

Poka yoke

JIT related concpets