Module -05

Quality Management

Presented by,
Ms. Chaithra M R
Assistant professor
Department of E&EE
NIE Mysore
Introduction
• Total Quality Management (TQM) is an enhancement to the
traditional way of doing business.
• It is a proven technique to guarantee survival in world-class
competition.
• Analyzing the three words, we have
Total—Made up of the whole.
Quality—Degree of excellence a product or service provides.
Management—Act, art, or manner of handling, controlling, directing, etc.
Introduction
• TQM is the art of managing the whole to achieve excellence
• TQM is defined as both a philosophy and a set of guiding
principles that represent the foundation of a continuously
improving organization.
• It is the application of quantitative methods and human resources to
improve all the processes within an organization and exceed
customer needs now and in the future
• TQM integrates fundamental management techniques, existing
improvement efforts, and technical tools under a disciplined approach.
Basic Approach
TQM requires six basic concepts:
1. A committed and involved management to provide long-term top-to-
bottom organizational support.
2. An unwavering focus on the customer, both internally and
externally.
3. Effective involvement and utilization of the entire work force.
4. Continuous improvement of the business and production process.
5. Treating suppliers as partners.
6. Establish performance measures for the processes.
 Gurus of Total Quality Management

Edward Deming
• One of Deming's assumptions was: "By improving quality,
companies will lower costs, increase productivity and market
share."
• After implementing Deming's suggestions, Japanese companies
such as Toyota and Sony achieved international success,
thanks to the quality of their products and the competitiveness
of their prices.
• Deming's contributions range from the implementation of
statistical process control to the improvement of the design
of new products and services.
PDCA (Plan Do Check Act) Cycle
• Also known as PDSA, the "Deming Wheel," and "Shewhart Cycle”
• In the 1950s, management consultant Dr William Edwards Deming
developed a method of identifying why some products or processes
don't work as hoped.
• His approach has since become a popular strategy tool, used by
many different types of organizations.
• It allows them to formulate theories about what needs to change, and
then test them in a "continuous feedback loop."
 Juran’s Quality Trilogy

• The famous Quality Trilogy was first developed and written

by Joseph M. Juran
• Juran was a management consultant and an Engineer,
specialized in Quality management
• The Quality Trilogy explained by Juran is:
• Any organization taking up a journey in Quality Management
will have to have three Processes in place, which are:
i) Quality Planning ii) Quality Control and iii) Quality
Improvement.
Quality Planning:
• Quality journey begins with planning the activities that needs to be
done to adhere to the Vision, Mission and Goals of the organization
and to comply with customer and compliance requirements.
Quality Planning comprises of
i) Understanding the customer,
ii) Determining their needs,
iii) Defining the product/service features, specifications
iv)Designing the product/service
v) Devising the processes that will enable to meet the customer needs.
Quality Control:
• Once the processes are defined, the responsibility is now with
operations, to adhere to the processes and specifications required by the
product/service.
• For this purpose periodic checks and inspection has to be done, metrics
need to be tracked, to ensure that the process is in control and meets
specifications and the metrics need the set target.
• Wherever there is a defect a corrective and preventive action needs to
be done, and root cause has to be arrived.
• Also the deviation in the metrics and process audit results need to be
monitored and corrected for meeting the required target as specified by
the processes.
Quality Improvement:
• However the process design and the product features are, there are
chances that it may fail to meet customer requirements and design
targets.
• It might be due to some special causes that are present in the system
and might be due to change in business scenarios, customer
requirements, market completion and many more forces.
• The role of Quality Improvement is to identify and prove the need
for improvement from the exiting performance levels even though
they meet the target and devise means and ways to achieve the new
target and implement them successfully.
Quality Tools
• Different tools are used for different problem-solving opportunities,
and many of the tools can be used in different ways.
1. Flowchart
• Flowcharts are also used to document work process flows.
• Tool is used when trying to determine where the breakdowns are in
work processes.
• Flowcharts are also used to show changes in a process when
improvements are made or to show a new workflow process.
2. Check Sheet
• A check sheet is a basic quality tool that is used to collect data.
• A check sheet might be used to track the number of times a certain incident
happens.
Example
• A human resource department may track the number of questions by employees
• In this particular check sheet the tool shows the total number of questions received
by the human resources department.
• This information helps that department identify opportunities to proactively
share information with employees in an effort to reduce the numbers of
questions asked
3. Cause and Effect (fish bone) Diagram

• A cause and effect diagram, also known as a fish-bone diagram shows

the many possible causes of a problem.
• To use this tool, you need to first identify the problem you are
trying to solve and simply write it in the box (head of the fish) to
the right.
• List the major causes of the problem on the spine of the fish.
• Causes are typically separated into categories of people, process,
materials and equipment.
• Once all of the possible causes are identified, they can be used to
develop an improvement plan to help resolve the identified
problem.
Example Cause and effect (Fish Bone) Diagram
4. Pareto Chart
• A Pareto chart is a bar graph of data showing the largest number of
frequencies to the smallest.
Example
• Finding the number of product defects in each of the listed categories.
• Taking a look at the number of defects from the largest to the smallest
occurrences, it is easy to see how to prioritize improvements efforts.
• The most significant problems stand out and can be targeted first.
Example Pareto chart
5. Control Charts
• Control charts or run charts are used to plot data points over time
and give a picture of the movement of that data.
• These charts demonstrate when data is consistent or when there
are high or low outliers in the occurrences of data.
• It focuses on monitoring performance over time by looking at the
variation in data points.
6. Histograms
7. Scatter Diagrams
• Scatter diagrams are graphs that show the relationship between
variables. Variables often represent possible causes and effect.
Example
• A scatter diagram might show the relationship between how satisfied
volunteers are that attend orientation training.
• The diagram shows the relationship between volunteer satisfaction
scores and volunteer orientation training.
Six Sigma
• Six Sigma is a method that provides organizations tools to improve
the capability of their business processes.
• This increase in performance and decrease in process variation
helps lead to defect reduction and improvement in profits,
employee morale, and quality of products or services.
• "Six Sigma quality" is a term generally used to indicate a process is
well controlled
• Six Sigma is a data-driven problem-solving methodology.
• Continuous process improvement with low defects is the goal of
this method.
Goal of Six Sigma
• The aim of Six Sigma is to make a process effective with - 99.99996
% defect-free.
• This means a six sigma process produces 3.4 defects per million
opportunities or less as a result.
• Six Sigma is a structured problem-solving methodology.
• Problem-solving in Six Sigma is done using the DMAIC framework.
DMAIC framework
There are five stages in this framework. They are
• Define
• Measure
• Analyze
• Improve
• Control
Lean Sigma
Lean is a systematic approach to reduce or eliminate activities that don't
add value to the process.
It emphasizes removing wasteful steps in a process and taking the only
value-added steps.
The Lean method ensures high quality and customer satisfaction.
It helps in
• Reducing process cycle time,
• Improving product or service delivery time,
• Reducing or eliminating the chance of defect generation,
• Reducing the inventory levels and
• Optimizing resources for key improvements among others.
It is a never-ending approach to waste removal, thus promotes a continuous
chain of improvements.
The Five Principles of Lean
• These Lean principles can be applied to any process to reduce wastes.
They are:
Lean Six Sigma
• “Lean Six Sigma is a fact-based, data-driven philosophy of
improvement that values defect prevention over defect detection.
• It drives customer satisfaction and bottom-line results by reducing
variation, waste, and cycle time while promoting the use of work
standardization and flow, thereby creating a competitive advantage.
• It applies anywhere variation and waste exist, and every employee
should be involved.”
• Lean Six Sigma combines the strategies of Lean and Six Sigma.
• Lean principles help to reduce or eliminate process wastes.
• Six Sigma focuses on variation - reduction in the process. Thereby,
the principles of Lean Six Sigma helps to improve the efficiency and
quality of the process.
Final Takeaway

• Lean methodology aims at waste reduction in process, while six

sigma aims at reduction of process variation.
• However, both approaches go hand in hand to realize the full
potential for process improvements.
• An integrated approach of lean six sigma helps improving process
efficiency, optimizing resources, and increasing customer
satisfaction while improving profits and cost.
Thank you