About. Quality

Details of quality

1. Total Quality Management
Unit V

2. INTRODUCTION TO QUALITY

3. 3
What is Quality?

4. 4
What is Quality?

5. What is Quality?
“Quality” may be
Perfection
Consistency
Eliminating waste
Speed of delivery
Compliance with policies and procedures
Providing a good, usable product
Doing it right the first time
Delighting or pleasing customers
Total customer service and satisfaction

6. Defining Quality
Qualitycanbeaconfusingconcept,partlybecause
peopleviewqualityinrelationtodifferingcriteria
basedontheirindividualrolesintheproduction-
marketingvaluechain.
“getting what you pay for”
“getting more than you pay for”
“a degree or level of excellence”
“the totality of features and characteristics of a
product or service that bears on its ability to
satisfy given needs” (American National
Standards Institute (ANSI) and American Society
for Quality Control (ASQC))

7. 7
Importance of Quality
4Costs & market
share
4Company’s
reputation
4Product
liability
4International
implications
Increased
Profits
Lower Costs
Productivity
Rework/Scrap
Warranty
Market Gains
Reputation
Volume
Price
Improved
Quality

8. 8
DIMENSIONS OF QUALITY MANAGEMENT
Qualityingoods
Performance
Features
Reliability
Durability
Conformance
Serviceability
Aesthetics
PerceivedQuality
Tangibles
Reliability
CommunicationCredibility
Security
Responsiveness
Competence
Courtesy
Access
© 1995 Corel Corp.
Under-
standing
Quality In Services

9. 9
Quality And Profitability
Improved Quality
of
Design
Higher
Perceived Value
Increased
Market Share
Higher
Prices
Increased
Revenues
Higher
Profitability
Improved
Quality of
Conformance
Lower
Manufacturing
And
Service Costs

10. QUALITY COSTS
Incurredbyanorganizationtoensurethatthe
productorservicesitprovidesconformto
customerrequirements
Costofnotmeetingthecustomer’srequirement

11. PAF MODEL
PREVENTION APPRAISAL
FAILURE
INTERNAL EXTERNAL

12. QUALITY COSTS (controllable)
Prevention costs (associated with preventing
defects from occurring)
quality planning costs;
product design costs;
process costs;
training costs;
information costs.
Appraisal costs (associated with activities designed
to uncover defects)
inspection costs;
test equipment costs;
operator costs.

13. QUALITY COSTS (Uncontrollable)
Internalfailurecosts(associatedwithdefective
partsorproducts)
productiontimecosts;
investigationcosts;
equipmentcosts;
reworkcosts.
Externalfailurecosts(associatedwithcorrective
actionsafterdeliveryofproductorservice)
opportunitycosts(lossofcustomergoodwill);
liability(litigation,injury,etc.);
warrantyworkandreplacementcosts;
Discountsalescosts.

14. Analysis Techniques for Quality Costs
ParetoAnalysis
basedonthedatacollectedoveraperiodoftime
half-yearlyoryearly
TrendAnalysis
basedondatacollectedforminimumperiodof
oneyear

15. Joseph M. Juran and the Cost Of Quality
2typesofcosts:
UnavoidableCosts:preventingdefects(inspection,
sampling,sorting,QC)
AvoidableCosts:defectsandproductfailures
(scrappedmaterials,labourforre-work,complaint
processing,lossesfromunhappycustomers

16. Juran’sModel of Optimum Quality Cost
COST PER GOOD UNIT OF PRODUCT
0
100% DEFECTIVE
100%
100% GOOD
QUALITY LEVEL
COST OF APPRAISAL + PREVENTION
FAILURE COST
TOTAL
QUALITY
COST

17. Joseph M. Juran and the Cost Of Quality
100% defective Point of “Enough
quality”
Total
Costs
Unavoidable
costs
Avoidable
costs
Costs

18. Quality Definition
•Qualityistheconformancetorequirements.
(Crosbyin1979)
•Fitnessforuse.(Juran1970)
•Thedegreetowhichasystem,component,or
processmeetsspecifiedrequirements.(IEEE)

19. Quality Gurus
•Walter A. Shewhrat (Father of Quality, 1920-1940s)
•Dr. W. Edwards Deming (14-points, 1945-1980s)
•Dr. Joseph M. Juran (TQM, post WWII –1980s)
•Philip Crosby (Quality is Free, 1980s)
•Kaoru Ishikawa (Fish Bone, SPC, post WWII -1980s)

20. Quality Movements
•JapanesewerebadlydefeatedinWorldWarII.Their
industrialandfinancialbaseswereinchaos.
•Japanhadnonaturalresourceandlimitedsourceoffoodfor
theirpeople.
•ThequalitymovementbeganinJapanin1946withtheU.S.
OccupationForce'smissiontoreviveandrestructureJapan's
communicationsequipmentindustry.
•Dr.DemingwasinvitedbytheUnionofJapaneseScientists
andEngineerstoJapanin1947.
•In1954,Dr.JosephJuranoftheUnitedStatesraisedthelevel
ofqualitymanagementfromthefactorytothetotal
organizationinJapan.

21. ResultsfromJapan’simplementationfromAmerican
qualityexpertsledtoanindustrialrevolutionthat
eventuallylefttheAmericanindustrylaggingbehind.
Itwasduringthelate1980sthatAmericanindustrybegan
tofinallylooktotheirqualityexpertsformethodsto
improvequality.
Inthelate1980s,anNBCdocumentarycalledIfJapanCan
WhyCan’tWebroughtnationalattentiontotheneedsfor
qualityimprovementsforglobalcompetition.
Quality Movements

22. History of Quality Paradigms
1-Customer-CraftqualityParadigm
Designandbuildeachproductforaparticularcustomer.
Producerknowsthecustomerdirectly.
2-Massproduction&inspectionParadigm
Focusondesigningandbuildingproductsformassconsumption.
-Pushproductsonthecustomer(limitcustomerchoices).
-Qualityismaintainedbyinspectinganddetectingbadproducts.
Majorinnovationtothisparadigm:statisticalprocesscontrol
3-TQMParadigm
Potentialcustomersdeterminewhattodesignandbuild.
Higherqualityobtainedbyfocusingonpreventingdefectsand
continuouslyreducingvariabilityinallprocesses.

23. TQM: A Definition
TQMisateam-basedcooperativeformofdoing
businessthatreliesontalentsandcapabilitiesto
continuallyimprovequalityandproductivity.

24. Continuous Improvement
(through measurement and analysis)
Customer
Focus
Process
Management
Employee Training
& Empowerment
T. Q. M.
•Reduce rework activities (Cost reduction)
•Shorter development cycle (Cost reduction)
•Increased customer satisfaction (Quality improvement)
Pillars of TQM

25. Pillars of TQM
1-CustomerFocus:Studyingcustomerneeds,gatheringcustomer
requirements,andmeasuringandmanagingcustomersatisfaction.
Customersatisfactionisseenasthecompany'shighestpriority.The
companybelievesthatitwillonlybesuccessfulifitscustomersare
satisfied.
2-ProcessManagement:Developaproductionprocessthatreducethe
productvariations.Applyingthesameprocess;thesameproductshould
beproduceswiththesamelevelofqualityeverytime.
Teamsareprocess-oriented,andinteractwiththeirinternalcustomersto
delivertherequiredresults.Management'sfocusisoncontrollingthe
overallprocess,andrewardingteamwork.

26. 3-HumansideofQuality:TQMenvironmentrequiresacommittedand
well-trainedworkforcethatparticipatesfullyinqualityimprovement
activities.
On-goingeducationandtrainingofallemployeessupportsthedrivefor
quality.
4-ContinuousImprovement:TQMrecognizesthatproductqualityisthe
resultofprocessquality.Asaresult,thereisafocusoncontinuous
improvementofthecompany'sprocesses.
Thiswillleadtoanimprovementinprocessquality.Inturnthiswilllead
toanimprovementinproductquality.Measurementandanalysisidthe
toolthathasbeenusedforthat.
Pillars of TQM

27. Other Elements of TQM
Leadership
VisionandPlanStatement
EmployeeParticipation
RecognitionandReward
EducationandTraining
SupplierQualityManagement
PerformanceEvaluation
ProductDesign

28. BARRIERS TO TQM IMPLEMENTATION
Lack of management commitment
Inability to change org. Structure
Improper planning
Lack of continuous training & education.
Inadequate team work and empowerment
Inadequate monitoring
Paying inadequate attention to internal and
external customers
Non-continuous pursuing
Inadequate Use of Empowerment And Team
Work

29. Tools of TQM
Check sheets
Scatter diagrams
Cause-and-effect diagrams
Pareto charts
Flow charts
Histograms
Statistical process control

30. Tools of TQM
Tools for generating ideas
Check sheet
Scatter diagram
Cause and effect diagram
Tools to organize data
Pareto charts
Process charts (Flow diagrams)
Tools for identifying problems
Histograms
Statistical process control chart

31. Seven QC Tools for TQM

32. Usesstatistics&controlchartstotellwhento
adjustprocess
DevelopedbyShewhartin1920’s
Involves
Creatingstandards(upper&lowerlimits)
Measuringsampleoutput(e.g.meanwgt.)
Takingcorrectiveaction(ifnecessary)
Donewhileproductisbeingproduced
Statistical Process Control (SPC)

33. Process Control Chart

34. Control Chart

35. 35
Quality
Philosophies

36. Deming’s Universal Fourteen points
1.Createconsistencyofpurposewithaplan
-Aim&Purpose
2.AdoptthenewphilosophyofqualityContinuous
improvement,CustomerSatisfaction,Defect
Prevention
3.Ceasedependenceonmassinspection
4.Endthepracticeofchoosingsuppliersbasedsolely
onpriceLoyaltyandTrust
5.Identifyproblemsandworkcontinuouslyto
improvethesystem.

37. 6.Adoptmodernmethodsoftrainingonthejob
7.Changethefocusfromproductionnumbers
quantity)toquality
8.DriveoutfearCreateTrust,CreateClimatefor
innovation
9.Breakdownbarriersbetweendepartments.
OptimizeEffortsofTeam,Groups,Staff
10.Stoprequestingimprovedproductivitywithout
providingmethodstoachieveit
Deming’s Universal Fourteen points

38. 11.Eliminateworkstandardsthatprescribe
numericalquotas.
12.Removebarrierstoprideofworkmanship
13.Institutevigorouseducationandretraining-Self
ImprovementforEveryone
14.CreateaStructureintopmanagementthatwill
emphasizetheprecedingthirteenpointsevery
day.
Deming’s Universal Fourteen points