CHAPTER 1 •product complexity - a 2.

Willian Edwards Deming -

system have become more The father of quality control.
QUALITY - There are many complex, the reliability Shewhart PDSA plan, do,
definitions like essential requirements for supplier of study, act referred as a
characters , superior and etc. components have become deming PDSA. He identified
more stringent. 14 points methodology.
TQM - a comprehensive, •Higher levels of customer
organization wide effort to satisfaction - higher 3. Joseph M. Juran - he –
improve the quality of customer expectation are Emphasized the importance
products and services, getting spawned by of producing quality products
applicable to all organization. increasing competition. through an approach focused
on quality planning, control,
CUSTOMER - anyone who is Quality perspective andimprovement.–Defined
impacted by the products or product quality as “fitness
process delivered by an 1. Perfection 2.Consistency for use”
organization. 3.Eliminating waste. 4.
Speed of delivery. 5. 4. Armand Feigenbaum -
• External customer - the Compliance with policies and father of quality control. He
end user as well as procedure. 6. Doing it proposed the concept of
intermediate processor. • right the first time. total quality control.
Internal customer - other 7. Delighting or pleasing
division of the company that customer. 8. 5.Philip Crosby - He
received the processed Total customer satisfaction preached the book title
products. and services quality is free. He believed
that an organization can
PRODUCT - the output of the Quality levels reduce overall cost by
process carried out by the improving overall quality of
organization. 1. Organizational level. 2. processes.
Process level
How customer satisfaction 6. Genichi taguchi - he
achieve? Technical quality versus developed a methodology to
functional quality improve quality and reduce
•Product features - refers to
costs also he developed the
quality of design. • technical quality the core taguchi method.
•Freedom from deficiencies element of the good or
- refers to quality of service. • 7. Kaoru Ishikawa - he
conformance. functional quality customer developed problem solving
perception of how the good tools such as the cause and
Reason for quality becoming function or the service is effect (fishbone) diagram.
a cardinal priority for most delivered. The father of quality circle.
organization
CHAPTER 2 CHAPTER 3. “STRATEGIC
• Competition - market
DIMENSIONS OF QUALITY”
demand a high quality of The quality of Gurus
product at low cost. DIMENSIONS OF PRODUCT
•changing customer -new 1. Walter A. Shewhart - QUALITY
customer is not only statistician at bell David Garin of the Harvard
commanding priority based laboratories. He developed Business School developed a
on volume but is more statistical control process system of thinking about
demanding about the quality methods. Also he developed quality of products.
system. the Plan, Do, Check, Act. The
Grandfather of the quality PERFORMANCE - Consist of
•changing product mix - shift control. the primary operating
from low volume, high price characteristics of a product.
to high volume, low price. FEATURES - Are added
characteristics that boost the service centers and/or ease Gemba (Actual Workplace)
attraction to the product or of self-service. Kaizen methods are quality
service to the user. Aesthetics - means how a circles and suggestion
RELIABILITY - Is the product looks, feels. Sounds, system.
likelihood that a product will tastes, or smells. Perceived
not fail inside a particular Quality - is the individual's Methods of Gemba Kaizen •
time period. subjective appraisal of QUALITY CIRCLES -
products or service specialized team develops
MEAN TIME BETWEEN attributes; indirect measures and designs ideas concerning
FAILURES (MTBF) - Is may be their only basis for how to improve the
literally the average time comparing brands. company’s performance.
elapsed from one failure to •SUGGESTION SYSTEMS –
the next. CONFORMANCE DIMENSIONS OF SERVICE encourage employees to
- Depicts to what extend a QUALITY submit suggestions for
product’s design and improving work processes
operating characteristics Service is normally described and customer satisfaction.
meet established standards. as an experience felt by the
DURABILITY - Is a measure of customer. TEIAN (PLAN) KAIZEN -Refers
how much use a person gets to strategic improvements
from a product before it 1.TANGIBLE -dimension of that are prejudiced by top
breaks down to such a point quality is associated to the management.
that replacement makes environment in which the
some sense than continual service is rendered to the KAIZEN – will result in many
repair. customers. 2.RELIABILITY - more suggestions for
is the ability to perform the improvements and changes
1.Vibrating Testing –the promised service dependably and will take away from a
vibration environment to and accurately to customers strict focus on moving items
which products will be on specific service. quickly through the existing
exposed to in real use is 3.RESPONSIVENESS - is the production process.
reproduced. A. willingness to help customers MANAGEMENT – prepared
Vibration Experiment – that and provide prompt service. to be recognize some time
is used to test a sample or 4.ASSURANCE - Is defined as away from current work to
representative model of employees’ knowledge of focus on changes with
volume production. courtesy and the ability of longer-range impact.
B. Vibration Stress Screening the firm and its employees to
– All production products are inspire trust and confidence. TWO MAJOR COMPONENTS
tested to eliminate faculty 5.EMPATHY - Refers to OF MANAGEMENT
units and approved good caring attitude that an 1. MAINTENANCE FUNCTION
units. organization provides – to maintain current
towards customer. technological, managerial,
2. Shock Test – Shock testing and operating standards and
replicates events to CHAPTER 4 the management must first
determine if structures can establish policies, rules,
withstand sudden applied KAIZEN: CONCEPTS AND directives and standard
forces. 3. SYSTEMS operating procedures (SOPs).
Climatic Testing – Materials 2. IMPROVEMENT
Kaizen is a Japanese word FUNCTION – is aimed at
can deteriorate over time,
meaning continuous improving current standards
ageing prematurely due to
improvement. It is made up and management works
high or low temperature
of two characters which are constantly towards
extremes.
“kai”, meaning “change,” modifying existing standards,
Serviceability - involves the and “zen,” which meaning once they have been
consumer’s ease of obtaining “good.” mastered, and establishing
repair service like access to higher ones.
Improvement can be broken selling a product. PHASES OF SHINE. •Daily
down between innovation 3.DELIVERY – quantity of cleanliness. •Cleanliness
and Kaizen. products in the right place at inspection. •Maintenance
the right time.
•INNOVATION – a drastic 3.STANDARDIZE (SEIKETSU) -
improvement in the existing CHAPTER 5 refers to making all the
process and requires large cleaning, control, and
investments and big efforts. 5S. improvement processes a
•KAIZEN – signifies small customary activity in the
improvements as a result of 1.SET IN ORDER (SEITON) - workplace, allowing for
coordinated continuous refers to straightening and control and consistency.
efforts by all employees. orderliness. 4.SUSTAIN (SHITSUKE) -
means maintaining the
PROCESS-ORIENTED process to retain long-term
THINKING – centers on how kaizen goals and to retaining
TARGETS FOR ORDERLINESS:
processes are carried out and reviewing standards.
through the assessment of • Spaces - floors, walkaways,
performance indicators operation areas, walls, 5.SORT (SEIRI) - Refers to
generated by measuring or shelves, warehouses. the sorting of the clutter
observing the process flow. • Products - raw materials, from the other times within
RESULT-ORIENTED procured parts, parts for the work area that are
THINKING – basically machinery, in-process actually needed.
disregards how processes inventory, assembly parts,
flow and work. TQC/TQM have been
semi-finished products,
developed as a strategy to
finishes products.
PDCA/SDCA CYCLES help management in
• Equipment - machines,
becoming more competitive
1. Planning Phase – tools, jigs, gauges, carts,
and profitable through
employees have to come up conveyance tools, work
helping it to improve in all
with their problems and tables, cabinets, chairs
phases of business.
queries that need to be
FORMS OF VISUAL
addressed. 2. THREE FACTORS OF
METHODS OF ORDERLINESS
Doing Phase – employees OVERALL EQUIPMENT
develop a solution for the •The Signboard Strategy- A EFFECTIVENESS (OEE). 1.
problems defined in planning method for clearly indicating Performance – running at
phase. 3. Checking Phase – where, what, and how many reduced speed and minor
employees actually do necessary items go where, to tops. 2.
comparison analysis of make the facility more Availability – breakdowns
before and after data to orderly. •The and product changeover.
confirm the effectiveness of Painting Strategy - This 3. Quality – startup rejects
the processes and measure strategy involves marking off and running rejects
the results. 4. Acting the factory's walking areas
Phase – employees THREE STAGES OF THE
("walkaways") from its
document their results and SUGGESTION SYSTEM.
working area
prepare themselves to 1.Encouragement
address other problems. 2.SHINE (SEISO) -stands for 2.Education
sweeping and cleanliness. It 3.Efficiency
three (3) dimensions means to clean all items used
5S METHODOLOGY:
at work or all materials used
1.QUALITY – usually 1. Improved profitability-
during a manufacturing
customer-defined and Companies can save labor
process.
referred to as the perceived hours, money, and other
characteristics and features resources. 2.
of a product. 2.COST – the More efficient workforce –
overall cost of making and With standard procedures in
place, personnel can center 3.Material. COMPETENCE - Customers
on what’s important. 4.Machinery expect competent delivery of
3. Better service –With a their services, and the
more organized, cleaner, definition of quality
streamlined workplace, assurance includes tracking
employees can use more "FOUR P's" competence.
time providing exceptional
1.Policies. DELIVERY - Customers
service. 4.
2.Procedures. expect reliable and
Safer workplace –
3.People. competent service delivery in
Employees are at less hazard
4.Plant an easily accessible form.
and can feel protected in
clean, organized workspaces. Alfredo Pareto was an SOLUTIONS - Customers are
economist who noted that a mainly interested in
CHAPTER 6: PHASES IN TQM
few people controlled most solutions to their problems.
IMPLEMENTATION
of a nation's wealth.
FIVE-PHASE: SUMMARY TO IMPROVE
Check sheets are also known INTERNAL CUSTOMER
1. PREPARATION - It is as data collection sheets and SATISFACTION:
during preparation when tally charts. 1. Treat employees as the
management decides company would treat its
Histogram are a form of bar
whether or not to pursue a customers - they are
chart.
TQM program. valuable members of the
2.PLANNING - In the Control chart They are organization and they must
planning stage, a detailed practically complex statistical feel important for the
plan of implementation is tools that measure how a organization.
drafted (including budget process changes over time. 2. Share the company vision-
and schedule), communicating the
3.ASSESSMENT - This process Control limits - are values company's vision with the
requires a thorough self that sample measurements employees will make the feel
assessment both from are not expected to exceed a part of a the company.
management and customers unless some special cause
or clients. changes the process. 3. Surpass their expectations
4.IMPLEMENTATION - The -To make employees happy,
organization can already scatter diagrams is used to offer unexpected gifts or
begin to determine its return identify whether there is a bonuses, arrange team
on its investment in TQM. In relationship between two parties, take them out for a
this phase personnel are variables. team lunch or dinner, and
chosen and trained, and other ways.
managers and the workforce flow chart is a visual
are trained. representation of a process. 4. Take feedback and
5.DIVERSIFICATION - In this suggestions -To better
stage, managers utilize their CHAPTER 8:CUSTOMER understand employees; the
experiences and successes to VALUE STRATEGY company must know what
bring groups outside the they feel about their jobs, or
RELIABILITY - The quality their work environment.
organization into the quality
assurance system can
process.
compare what the company
CHAPTER 7:TQM AND promises the customer to 5. Show appreciation for
PLANNING TOOLS what the customer expects good work - Appreciate a
and what the customer good work done.
FOUR M's" service delivers.
CUSTOMER SATISFACTION
1.Method. METHODS:
2.Manpower. 1. Encouraging face-to-face
dealing with customers - 6. Front line personnel - This
This is the most discouraging is the use of employees who
and complete scary part of are in direct contact with
interacting with a customer. customers to understand the
2. Respond to messages customer's expectations.
promptly and keep the 7. Critical incidents
clients informed - This goes technique - This attempt is to
without saying really. identify issues that delight
the customer and those that
3. Being friendly and satisfy them.
approachable by customers -
It is very important to be
friendly, courteous and to
make clients feel like a friend
and one is there to help
them out.
4. Have a clearly-defined
customer service policy -
This may not be too
important when one is just
starting out, but a clearly
defined customer service
policy is going to save a lot of
time and effort in the long
run

APPROACHES OF CUSTOMER
SATISFACTION:

1. Regular customer
feedback system - This
involves allowing
communication from
customers through emails,
suggestion boxes.
2. Market research - This is
done to understand
customers better.
3. New or last customer
survey - These are useful
ways of finding out what
attracts customers to the
organization and indeed why
they left.
4. Focus groups - This is
intended to know what
customers are thinking.

5. Customer visits - This

involves making visits to the
customer's premises to
collect information.