UNIT – 1

INTRODUCTION TO TQM AND QUALITY GURUS

1.1 QUALITY
Quality has been defined as

 Is fitness for the purpose

 Is degree of customer satisfaction

 Is accuracy in meeting the specification or design

 Is meeting the standards or norms

 Is degree of excellence

Quality as Defined in ISO 9000: “Quality is the totality of features and characteristics of a

product/service/information that can bear upon its ability to satisfy the stated/implied needs of the customer”.

Quality can be quantified as follows

Q=P/E

Q=quality, P=performance and E=expectations

If Q is greater than 1.0, then customer has a good feeling about the product or service

1.1.1 QUALITY CONTROL (QC)

 QC has been defined as, ‘operational techniques and activities aimed both at monitoring a process and

eliminating causes of unsatisfactory performance of relevant stage of quality loop in order to result in

economic effectiveness.

 ASQC now ASQ defines QC as ‘the operational techniques and activities which sustain a quality of

product or service that will satisfy given needs’

1.1.2 TOTAL QUALITY CONTROL (TQC)

 TQC has been described as: ‘a management framework to ensure continuing excellence’

1.1.3 QUALITY ASSURANCE (QA)

 QA is nothing but TQC conducted in a systematic manner.
  QA contains all those planned and systematic actions required to provide adequate confidence that a

product or service will satisfy given requirements for quality.

 QA thereby means that there is a set of documentation or a system which demonstrates the existing

standards of quality and reliability.

1.1.4 EVOLUTION OF TOTAL QUALITY M ANAGEMENT (TQM)

Quality - Quality Control - Statistical Quality Control (SQC) - Total Quality Control (TQC) -

Quality Assurance - TQM

1.2 QUALITY GURUS

1.2.1 WALTER ANDREW SHEWHART - THE FATHER OF STATISTICAL QUALITY CONTROL

 Shewhart, the Father of SQC, worked as a process engineer for Western Electric and then at Bell Labs.

 Juran actually worked under Shewhart.

 He assisted engineers in the manufacturing plant in refining the quality of telephone hardware.

 Reducing variation to enhance quality is an excellent contribution by Shewhart to quality management.

 Shewhart acknowledged two variation classes, namely ‘special‐cause’ (assignable-cause) and

‘common‐cause’ (chance-cause) variation.

 He designed control charts to explain these two categories of variations.

1.2.2 JOSEPH MOSES JURAN - THE QUALITY TRILOGY

 Juran graduated with a degree in electrical engineering and was hired by Western Electric’s Hawthorne

Works (later became AT&T).

 It was there that he began working on his Universal Principles which began with the Pareto Principle.

 After WWII, Juran became a professor of industrial engineering at New York University, teaching quality

management.

 Dr. Juran founded the Juran Institute – now simply called ‘Juran’ – in 1979.

Quality Trilogy

The Juran Trilogy, also known as the Quality Trilogy, consists of the three processes that together make up the

overall quality management journey. They are

 i. Quality Planning
ii. Quality Control
iii. Quality improvement

The Pareto Principle

 Juran realized that 80/20 rule could also be applied to quality issues.

 He coined the phrase “the vital few and the trivial many” to convey that a small percentage of root causes

can result in a high percentage of problems or defects.

 He then named it the Pareto Principle!

1.2.3 KAORU ISHIKAWA - ONE STEP FURTHER

 Ishikawa is best known for Ishikawa Diagram - also known as Cause-and-effect Diagram or Fishbone

Diagram.

 The Seven Basic Quality Tools were first emphasized by Ishikawa.

 Ishikawa introduced the concept of Quality Circles.

 The seven basic quality tools were first proposed by Ishikawa.

1 Flow charts (At some places, this tool is replaced by Stratification or Run Chart)

2 Scatter diagrams

3 Pareto Charts

4 Histogram

5 Check sheets

6 Control charts

7 Cause and Effect Diagram

1.2.4 WALTER EDWARDS DEMING - MANAGEMENT OBLIGATIONS AND PRIDE OF WORKMANSHIP

 Deming outlined 14 key principles to help organizations improve their quality and productivity. These

points form the foundation of his philosophy on quality management:

 Deming popularized the Plan-Do-Check-Act (PDCA) cycle, a continuous loop of planning, doing, checking

(studying), and acting.

 It is used for continuous improvement of processes and products:

Japanese Industrial Transformation:

 Deming’s teachings were instrumental in transforming Japanese manufacturing and management practices

post-World War II.

 Japanese companies such as Toyota and Sony adopted his methods, leading to significant improvements in

quality and efficiency.

1.2.5 ARMAND VALLIN FEIGENBAUM - HIDDEN PLANT B EHIND TQC

 Armand V. Feigenbaum – also known as the ‘Father of Total Quality Control’

 While working with Toshiba and Hitachi in the early 1950s, he visited Japan, where he taught on

‘customer satisfaction and results-driven quality’.

 He was in charge of production and quality control at the General Electric Company from 1958-1968.

 He founded General Systems Company in Pittsfield MA 1968, where he was President and CEO

 Armand V. Feigenbaum wrote many books on quality management, with his 1951 book entitled ‘Quality

Control: Principles, Practice, and Administration’

 He was elected Vice President of the American Society for Quality from 1958 - 1961.

 Later he became the President of the American Society for Quality (1961 – 1963).

 In terms of his influence on quality, he is often cited alongside improvement heroes such as Dr. W.

Edwards Deming and Dr. Joseph Juran.

 He passed away in 2014, having inspired generations of quality innovators. (was born in 1922 )

The elements of total quality to enable a totally customer focus (internal and external)

 Quality is the customers perception of what quality is, not what a company thinks it is.
 Quality and cost are the same not different.
 Quality is an individual and team commitment.
 Quality and innovation are interrelated and mutually beneficial.
 Managing Quality is managing the business.
 Quality is a principal.
 Quality is not a temporary or quick fix but a continuous process of improvement.
 Productivity gained by cost effective demonstrably beneficial Quality investment.
 Implement Quality by encompassing suppliers and customers in the system.

Feigenbaum also invented the ‘hidden plant’ concept. The theory that up to 40% of the capacity of the plant

is wasted each time something does not go right the first time.
“Total quality control is an effective system for integrating the quality development, quality maintenance and

quality improvement efforts of the various groups in an organization so as to enable production and service

at the most economical levels which allow full customer satisfaction.”

- Armand V. Feigenbaum

1.2.6 PHILIP CROSBY – ZERO DEFECTS AND QUALITY IS FREE

 Philip Crosby is a noted quality professional, author, and consultant who is widely known for promoting

the concept of “zero defects” and for attempting to define quality from the viewpoint of conformance to

requirements.

 Crosby's first book, Quality is Free, has been credited with playing a large part in beginning the quality

revolution in the United States and Europe.

 The zero defects theory is the concept of doing it right the first time to avoid cost and time spent later in the

process of project management.

Crosby devised the principle of “doing it right the first time” (DIRFT). He also included four major principles:

1. The definition of quality is conformance to product and customer’s requirements.

2. Prevention is the system of quality.

3. Zero Defects should be the performance standard.

4. Quality measurement is the price of non-conformance

1.2.7 SHIGEO SHINGO - MAKE MISTAKE-PROOF

Mistake Proofing

 Mistake Proofing is a way of streamlining a process to eliminate wastes associated with errors.

 The current Mistake Proofing philosophy, “Poka Yoke”, was developed and implemented by Shigeo

Shingo while working for Toyota Motor Corporation in 1961.

How Errors Become Defects

 To understand the reasoning behind Mistake Proofing, we must understand how these errors affect defects

and how these in turn affect the QCD performance of an organization.

Shigeo Shingo (1986) states that;

“Defects arise because errors are made”, “errors will not turn into defects if feedback and action take place at the

error stage”

 According to this quote, errors must be discovered and eliminated before the opportunity for them to

become defects arises. It is important that we understand the cause and effect relationship between errors

and defects.

 A defect is any part or product not produced to the desired specification.

 An error occurs when a process is not carried out correctly

 Now that we can see errors are the cause of defects, we must consider causes of errors in order to Mistake

Proof the process. Some common causes of error include:

 Process omissions

 Process errors (not following Standard Operations)

 Setting up error

 Missing parts

 Incorrect part used

 Machining wrong part

 Operation error (wrong specification used)

Poka Yoke

 “Poka yoke” is about stopping processes as soon as a defect occurs, identifying the defect source and

preventing it from happening again.

 Statistical quality inspection will ultimately no longer be required, as there will be no defects to detect –

“zero defects“.

 Poka yoke relies on source inspection, detecting defects before they affect the production line and working

to eliminate the defect cause.

SMED (single minute exchange of die)

 Shigeo Shingo developed SMED (single minute exchange of die) techniques for quick changeovers

between products. By simplifying materials, machinery, processes and skills, changeover times could be

reduced from hours to minutes.

 Quick changeovers meant products could be produced in small batches or even single units, with minimal

disruption. This enabled Just In Time production, as pioneered by the Toyota company.

1.2.8 TAIICHI OHNO - F ATHER OF TPS AND JIT

 Taiichi Ohno, an engineer and former Toyota executive, conceived and launched the fabled Toyota

Production System (TPS)

 TPS facilitates the production of high-quality goods in the quickest and most efficient way possible.

 The concept revolutionized the Japanese automotive industry, as well as manufacturing systems around the

world.

 Ohno was named executive vice president of Toyota in 1975.

 After resigning in 1978, Ohno remained a consultant for the company until 1982.

 He wrote three widely read books: Toyota Production System (1978), Workplace Management

(1983), and Just-in-Time for Today and Tomorrow (1986).