first unit.ppt

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UNIT I TQM- HISTORY AND

EVOLUTION1

Deepthi. K


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“Quality is the ability of a

product to consistently meetor exceed customer

expectations”

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Deepthi. K

What is Quait! "


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Meeting Customer requirements whether stated or implied.

Through the totality of a Product or Service.

By conforming to a specified standard.

At a given time over a period of time.

At a price the customer can afford and is willing to pay.


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Di%e&si#&s O) Quait!

Performance

Aesthetics

Serviceability

Features

Reliability

Durability

Quality of

conformance

Fitness for use

How consistentlyHow consistently

and well a productand well a product

functionsfunctions

How consistentlyHow consistently

and well a productand well a product

functionsfunctions

The appearance ofThe appearance of

tangible productstangible products

(style, beauty)(style, beauty)

The appearance ofThe appearance of

tangible productstangible products

(style, beauty)(style, beauty)

Measures the ease ofMeasures the ease of

maintaining and/ormaintaining and/or

repairing the productrepairing the product

Measures the ease ofMeasures the ease of

maintaining and/ormaintaining and/or

repairing the productrepairing the product

Characteristics of aCharacteristics of a

product that differentiate product that differentiatefunctionally similarfunctionally similar

products products

Characteristics of aCharacteristics of a

product that differentiate product that differentiatefunctionally similarfunctionally similar

products products

The probability that theThe probability that the product or service will product or service will

perform its intended perform its intended

function for a specifiedfunction for a specified

length of timelength of time

The probability that theThe probability that the product or service will product or service will

perform its intended perform its intended

function for a specifiedfunction for a specified

length of timelength of time

The length of time aThe length of time a

product product functionsfunctions

The length of time aThe length of time a

product product functionsfunctions

A measure of how aA measure of how a product meets its product meets its

specificationspecification

A measure of how aA measure of how a

product meets its product meets its

specificationspecification

The suitability ofThe suitability of

the product forthe product for

carrying out itscarrying out its

advertised functionadvertised function

The suitability ofThe suitability of

the product forthe product for

carrying out itscarrying out its

advertised functionadvertised function


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+#st #) Quait!,

Deepthi. K

+OST OQUALITY


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+#st #) Quait!

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+#st #) +#&)#/%a&$e +#st #) N#&-+#&)#/%a&$e 0+#st #) ##/ Quait!

PREVENTION COST

The $#st #) a&! a$ti#& ta3e&t# i&4esti5ate6 p/e4e&t #//e'u$e the /is3 #) a &-$#&)#/%it!.

INTERNAL FAILURECOST

+#st i&$u//e' 7he& p/#'u$tsa&' se/4i$es '# t $#&)#/%t# spe$i($ati#&s.

APPRAISAL COST

The $#sts ass#$iate' 7ith%easu/i&56 $he$3i&56 #/e4auati&5 p/#'u$ts #/se/4i$es t# assu/e$#&)#/%a&$e t# 8uait!/e8ui/e%e&ts.

EXTERNAL FAILURE

COST The $#sts a/isi&5 a)te/'ei4e/! #) p/#'u$t #/ se/4i$et# the $ust#%e/ 'ue t# &-$#&)#/%ities #/ 'e)e$ts.


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E9a%pes:

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PREVENTION COST

- T/ai&i&5 $#st- Quait! pa&&i&5 $#st- Quait! s!ste% 'esi5& $#st

- Quait! i%p/#4e%e&tp/#;e$ts

APPRAISAL COST

- I&spe$ti#& < test $#st- La=#/at#/! e9pe&ses- p/#'u$t>p/#$ess au'its6et$.

INTERNAL FAILURECOST

- Re;e$ti#& $#st- Re7#/3>Repai/ $#st

- Re-testi&5 $#sts6et$.

EXTERNAL FAILURE

COST

- Wa//a&tee E9pe&ses- +ai%s- Retu/&s>Repa$e%e&ts- +#%pai&ts ha&'i&56 et$.


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+#st #) De)e$ts?

Rework

Scrap

Warranty Cost

Inspection Cost

Deepthi. K


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Garvins !Garvins ! Quality DimensionsQuality Dimensions @

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1./#'u$tpe/)#/%a&$e

2.eatu/es*.Reia=iit!.+#&)#/%it!,.Du/a=iit!

.Se/4i$ea=iit!:.Aestheti$s?.e/$ei4e' 8uait!

Deepthi. K


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Di%e&si#&s #) Quait! - /#'u$t

.

.

Performance

erformance

Basic operating characteristics Basic operating characteristics

2.

.

Features

eatures

“ “ Extra” items added to basic features Extra” items added to basic features

3.

.

Reliabilit

eliabilit

Probabilit product !ill operate o"erProbabilit product !ill operate o"er

time time

#.. $onformanceonformance

%eeting pre&established standards %eeting pre&established standards

'.

.

(urabil it

urabilit

)ife span before replacement)ife span before replacement

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Di%e&si#&s #) Quait! - /#'u$t11



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Se/4i$e Quait!

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Convenience

Reliability

ResponsivenessTime

Assurance

Courtesy Tangibles


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1*

Dimension Examples

1. Convenience Was the service center conveniently located?

2. Reliability Was the problem fixed?

3. Responsiveness Were customer service personnel illin! andable to anser "uestions?

#. $ime %o lon! did the customer ait?

&. 'ssurance Did the customer service personnel seem

(noled!eable about the repair?). Courtesy Were customer service personnel and the

cashier friendly and courteous?

*. $an!ibles Were the facilities clean+ personnel neat?

E9a%pes #) Se/4i$e Quait!


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Timeline showing the differences between Old & Newconcepts of quality

Deepthi. K

1

Deepthi. K


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E4#uti#& #) TQM

Deepthi. K

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". Between #orld #ar $ % $$ #alter A Shewhart &e developed a statisticalmethods applied tomanufacturing. The 'eginning of statisticalquality control.

(. Post ")*+s to "),+s #. -wards eming % /oseph M /uran ncreased emphasis on processimproment! A variation in the production processleads to variation in end product

0. ")1+s eming2 /uran % 3eigen'aum Total Quality Control emerged in"#A!

Deepthi. K


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E4#uti#& #) TQM

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*. ")1+s to ")4+s eming2 $shi5awa % Taguchi /apanese emerged as worldquality leaders.

,. ")1+s to ")4+s Cross By &e started the 6ero defect

movement in 7SA.&e wrote a 'oo5 called 8 9uality is3ree:

1. ")!+s to "))+s eming2 $shi5awa2Taguchi %Cross By T9M emerged in developed

nations

4. "))+s onwards $ndian firms are slowly adaptingthe T9M philosophy..

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TQ$

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Total % made up of the &hole

Quality % degree of excellence a product orservice provides

$anagement % act' art or manner of planning'controlling' directing'(!

Therefore2 T9M is the art of managing theTherefore2 T9M is the art of managing the whole to achieve e;cellence whole to achieve e;cellence!

“A philosophy that involves everyone in anorgani)ation in a continual effort to improve *ualityand achieve customer satisfaction”

T Q M

Deepthi. K


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Quality Guru’s

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Three grous o! gurus

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"alter A# She$hart

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+randfather of *uality control

Contributed to understand theprocess of variability

,eveloped concept of statistical

control charts

Deepthi. K


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De%i&5

Deepthi. K

2B

, Father of quality control, Stressed management’s responsibility for quality,developed !" points# to guide companies in qualityimprovement, The $eming’s %hilosophy

1.The theory of variations2.The theory of Knowledge and3.The theory of psychology, $emings Seven $eadly $iseases,'()dwards $eming is best *nown for his

management philosophy establishing quality,productivity, and competitive position(, !+ of quality problems are actually due to wor*ererror -+ of quality problems are caused by systemsand errors

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De%i&5 Whee

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LAN C What is &ee'e'

D# C It

+he$3 C That it 7#/3s

A$t C T# $#//e$t a&!p/#=e% #/

i%p/#4epe/)#/%a&$e.

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u/a&

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oseph uran recogni!ed the common approach to total "uality management# ,eveloped concept of cost of *uality -riginated idea of *uality trilogy

Quality planning Quality control Quality improvementAnd believes "uality must start at the top

The $ey steps in implementing company-wide strategic goals are% Identify

customers and their needs & both internal and e'ternal & and wor$ to meetthose needs

Create measures of "uality, establishoptimal "uality goals and organi!e to meet them

Create processes capable of meeting "uality goals in real operatingconditions ,efined *uality as “fitness for use”

Deepthi. K


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Feigenbaum

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*s an American "uality control e'pert and businessman# He contributed theconcept of Total +uality Control in his boo$ of the same name, later $nown asTotal +uality Management (T+M)#

eigenbaum defined total +uality control as an effective system forintegrating the "uality development, "uality maintenance, and "uality

improvement efforts of the various groups in an organi!ation so as to enable production and service at the most economical levels which allow fullcustomer satisfaction

eigenbaum is also $now for his concept of the -hidden- plant the idea thatso much e'tra wor$ is performed in correcting mista$es that there is effectivelya hidden plant within any factory

.eigenbaum believes that there are three elements to *uality/

Modern Quality Technology

Organizational Commitment

Quality Leadership

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Kaoru Ishikawa2

,eveloped cause%and%effect diagrams dentified concept of “internal customer” ntroduced the concept of “*uality circles”

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Taguchi2,

.ocused on product design *uality ,eveloped Taguchi loss function

Costs of *uality increase as a *uadratic function asconformance values move a&ay from target!

Robust ,esign A design that results in a product that can perform over a

&ide range of conditions



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CrosBy2


Mr. Crosby defined uality as a conformity to certain specifications set

forth by management and not some !ague concept of "goodness." These

specifications are not arbitrary either# they must be set according to

customer needs and wants.

e ,eveloped the phrase “,o it right the first time”

Crosby$s four absolutes are %.#The definition of "uality is conformance to re"uirements

#The system of "uality is prevention

0# The performance standard is !ero defect1# The measurement of "uality is the price of

2onconformance #


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Shegio Shingo2:



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CUSTOMER & COSTOMER SATISFACTIO2?

A customer is defned as one who purchases a product or service ”

+ust#%e/ Satis)a$ti#&6 is a %easu/e#) h#7 p/#'u$ts a&' se/4i$essu/passes $ust#%e/ e9pe$tati#&F



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!e"erminan"s o# Cus"omer Sa"is#ac"ion

2@

%ea& o' Arri(al )%oA*+ is the pe/$e&ta5e #) p/#'u$t 'ei4e/e'that '#&Gt 7#/3 at thei/ a//i4a ti%e at $ust#%e/Gs site.

Co,lai't -a'&li'g+ is a=#ut (&'i&5 the s#u/$es #)'issatis)a$ti#& a&' $#&'u$ti&5 /##t $ause a&a!sis. The t7#

%ai& si5&i($a&t $#%p#&e&ts #) t#ta $ust#%e/ se/4i$e.

I&)a&t M#/ait! a&' Mea& Ti%e et7ee& aiu/e0MTC

I&)a&t M#/ait!- /e)e/s t# the )aiu/e #) a p/#'u$t 7ithi& a sh#/tpe/i#' #) ti%e #/ i%%e'iate! a)te/ its i&staati#& a&' (/st usa5e.

Mea& Ti%e et7ee& aiu/e0MT- Re)e/s t# the %ea& ti%e=et7ee& the )aiu/es #) a /epai/a=e p/#'u$t.



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BATH – TUB CURVE FOR FAILURE PATTERN

*B

*he first part is a decreasing failure rate + ,no!n as

earl failures.

*he second part is a constant failure rate+ ,no!n as

random failures.

*he third part is an increasing failure rate+ ,no!n as

!ear&out failures.



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CUSTOMER SATISFACTIO MO!E$

*1

There are two models to measure customer satisfaction.


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Tebou% Moe%

*2

Deepthi. K

TotalSatisfaction

Customerneeds

Companyoffer

Deepthi. K


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**


.SO /000 is composed of + different, butrelated parts1

$S= )+++2 )++"2 )++(2 )++0 and )++*

$S= )+++ and )++* are guidelines2 while$S= )++"2 )++(2 and )++0 are the

categories in which a company may apply forcertification

STA>A? C=>T->T APP@$CAT$=>


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#- 000 2rovides definition and concepts!3xplains ho& to select otherstandards for a given business

All industries including soft&aredevelopment

#- 001 Quality assurance in design'development' production'installation and servicing

3ngineering and construction firms'manufacturers that design' develop'install and service products

#- 004 Quality assurance in production andinstallation

Companies in the chemical processindustries that are not involved inproduct design or after sales service

#- 005 Quality assurance in test and

inspection

#mall shops' divisions &ithin a firm'

e*uipment distributors that inspectand test supplied products

#- 006 Quality management and *ualitysystem elements

All industries


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Quait! A7a/'s*,

Malcolm Baldrige National Quality

ward ! MBNQ".

#uropean $oundation $or QualityManagement !#$QM".


' i i Q i '


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Ma$#% a'/i5e Nati#&a Quait! A7a/'0 MNQA

*


M ' i N i Q i A '


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Deepthi. K

Ma$#% a'/i5e Nati#&a Quait! A7a/'0 MNQA

*:

Deepthi. K


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*?


Eu/#pea& #u&'ati#& #/ Quait! Ma&a5e%e&t


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Eu/#pea& #u&'ati#& #/ Quait! Ma&a5e%e&t

*@



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