TQM & Quality Tools

Quality

Safety - Risk of injury

Reliability - consistency of performance

Durability - useful life of the product/service

Perceived Quality - indirect evaluation of quality (e.g. reputation)

Service after sale - handling of customer complaints or checking on customer satisfaction

Definition 1: The ability of a product or service to consistently meet or exceed customer

expectations.

Definition 2: a: Peculiar and essential character. b : an inherent feature. c: degree of

excellence. d : superiority in kind. e : a distinguishing attribute. f : an acquired skill. g : the

Service Quality

character in a logical proposition of being affirmative or negative. h : vividness of hue.

Definition 3: The ability to meet standards.

UTD provides quality education.

Tangibles

Convenience

Reliability

Responsiveness

Time

Assurance

Courtesy

Quality Assurance vs. Strategic Approach

Quality Assurance

Emphasis on finding and correcting defects before reaching market

Strategic Approach

Proactive, focusing on preventing mistakes from occurring

Greater emphasis on customer satisfaction

Determinants of Quality
1. Design, planned quality
Intension of designers to include or exclude features in a product or service

Dimensions of Quality
EX: Designed size, actual durability

Performance - main characteristics of the product/service

Aesthetics - appearance, feel, smell, taste

Special features - extra characteristics

Conformance - how well product/service conforms to customers expectations

Customer input is accounted for

2. Conformance to design (standards), executed quality
The degree to which goods or services conform to the intent of the designers
EX: Actual size, actual durability

Design for quality: Design with quality in mind

Quality training, planning, customer assessment, process control, and quality

3. Ease of use

improvement costs to prevent defects from occurring

EX: Directions, instructions, training

EX: Instructor training for better course presentation

4. Service after delivery

Why do we need quality?

The Consequences of Poor Quality

Loss of business: Customer quietly stops buying. Customer complaints rarely reach to the

upper management.

Prevention Costs

Quality makes customer happy

Companies exist to delight the customer

Liability: Due to damages or injuries resulting from poor quality (design, conformance, ease

of use, service)

Poor Quality reduces productivity and increases costs.

It is not quality that costs, it is all the things you do because you do not have quality

Low productivity: Rework or scrap. More input but does not increase the output.

High costs

in the first place. [Crosby 1979]

Quality is no longer an order winner, it is merely an order qualifier.

High technology and complicated products make quality a necessity. Computerization and
automation increases standardization and quality levels.

Costs of Quality

What technology makes possible today, it makes necessary tomorrow. [Kolesar 1991]

Failure Costs - costs incurred by defective parts/products or faulty services.

Internal Failure Costs

Responsibility for Quality

Costs incurred to fix problems that are detected before the product/service is
delivered to the customer.

External Failure Costs

All costs incurred to fix problems that are detected after the product/service is delivered to the
customer

Appraisal Costs

Product and/or service inspection costs.

EX: Time and effort spent for course evaluations

Top management, past vs. current

Design teams

Procurement departments, standard input

Production/operations, processes conform to standards

Quality assurance

Packaging and shipping, damaged in transit

Marketing and sales, customer wishes

Customer service, quality feedback

Deming

Malcolm
Baldrige

Ethics and Quality

Substandard work

Defective products

Substandard service

Poor designs

Shoddy workmanship

Ownership of the work

Substandard parts and materials

) ((The Quality Gurus

Walter Shewhart
Father of statistical quality control

W. Edwards Deming

Joseph M. Juran

Armand Feignbaum

Philip B. Crosby

Kaoru Ishikawa

Genichi Taguchi

Rank Xerox,

Nice Motorola

IBM Xerox

Energy Toyota

Cadillac

Cisco Systems
Hewlett-Packard

Capgemini

www.eoq.org/SM www.quality.nist.g www.deming.org/

demingprize

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EAwards

www.kaaps.jo

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:

ISO 9000 is a series of standards , published by the International Organization for
Standardization that define , establish and maintain an effective quality assurance system for
manufacturing and service industries. It was formed in 1947 in Geneva Switzerland.
ISO .
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Technical specifications and criteria to be used as rules, guidelines or definitions of
characteristics to ensure that materials, products, processes, and services are fit for their
purpose.
.

Elements of TQM

Continual improvement: Kaizen

Competitive benchmarking

Employee empowerment

Team approach

Decisions based on facts

Knowledge of tools

Supplier quality

Champion

Quality at the source: The philosophy of making each worker responsible for the quality of
his or her work.

Total Quality Management

Suppliers

Obstacles to Implementing TQM

A philosophy that involves everyone in an organization in a continual effort to improve quality and

achieve customer satisfaction.

Lack of:

Continuous improving

Company-wide definition of quality

Involvement of everyone

Strategic plan for change

Customer satisfaction

Resistance to a change

Customer focus
Real employee empowerment

The TQM Approach

Red tape

Strong motivation

Find out what the customer wants

Design a product or service that meets or exceeds customer wants

Design processes that facilitates doing the job right the first time

Time to devote to quality initiatives

Leadership

Pokayoke : fail-safing : foolproofing

Laptop projector plug shapes

Keep track of results

Extend these concepts to suppliers

Criticisms of TQM

Blind pursuit of TQM programs

Programs may not be linked to strategies

Quality may not be tied to

market performance
profitability
Failure to carefully plan a program

3- what are the Methodologies of six sigma

DMAIC (Define, Measure, Analyze, Improve, Control)

Six Sigma Improvement Methodology

Six Sigma
: ) (

BPMS
Business Process Management System

1- define six sigma

A Strategy to improve process quality by identifying and eliminating defects and minimizing
variation in process outputs .

DMADV(Define, Measure, Analyze, Design, Verify)

Creating new process which will perform at Six Sigma

4-Six sigma Certification

Green Belts

Black Belts

Master Black Belt

Champion

2- goal of six sigma

o Reduce process variation
o Reduce defects.
o

Improve yield.

Improve customer satisfaction.

Ensure continual improvement.


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Benchmarking Processes
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Benchmarking
Benchmarking


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Definition of benchmarking


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Benchmarking :

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Types of benchmarking
( Process benchmarking ) 1

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( Financial benchmarking ) 2

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( Benchmarking from an investor perspective ) 3

( Performance benchmarking ) 4
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) ( Kaizen

( Product benchmarking ) 5

( Strategic benchmarking ) 6

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( Functional benchmarking ) 7

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( Best-in-class benchmarking ) 8

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( Operational benchmarking ) 9

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(Energy benchmarking ) 10

Benefits of using benchmarking

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