LECTURE (2)

TOTAL QUALITY APPROACH to QUALITY MANAGEMENT

Major Topics

The Total Quality Approach Defined Key Elements of Total Quality Total Quality Pioneers Why Total Quality Effort Succeed Quality Concept Application The Future of Quality Management

The Total Quality Approach Defined

Total Quality is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, process, and environments

Key Elements of Total Quality

Strategically Based Customer Focus Obsession with Quality Scientific Approach Long term Commitment Team Work Continual Process Improvement Education and Training Freedom Through Control Unity of Purpose Employee Involvement and Empowerment

The Quality Pioneer

QualityPioneers

Joseph M. JuranPhilip B. Crosby

W.EdwardsDeming

Deming’s Contributions

1 PLAN Conduct consumer research and use it in planning the product

2 DO Produce the product

3 CHECK Check the product to make sure it was produced in accordance with plan

4 ACT Market the product

5 ANALYZE Analyze how the product is received in the marketplace in terms of quality, cost, and other criteria

1 Create constancy of purpose toward the improvement of products and services in order to become competitive.

2 Adopt the new philosophy

3 Stop depending on inspection to achieve quality

4 Stop awarding contracts on the basis of low bids

5 Improve continuously and forever the system of production and service, to improve quality

6 Institute training on the job

7 Institute leadership

8 Drive out fear so that everyone may work effectively

9 Break down barriers between departments so that people can work as a team

10 Eliminate slogans

11 Eliminates quotas and management by objectives

12 Remove barriers that employee of their pride of workmanship

13 Institute a vigorous program of education and self improvement

14 Make the transformation everyone’s job and put everyone to work on it

Dem

ing

’s F

ou

rtee

n P

oin

ts

Juran’s Contributions

Juran’s Three Basic Steps to Progress Juran’s Ten Steps to Quality Improvement The Pareto Principle The Juran Trilogy (Q-Planning, Q-Control, Q-

Improvement)

Juran’s Three Basic Steps to Progress

1. Achieve structured improvements on a continual basic combined with dedication and sense of urgency.

2. Establish an extensive training program.

3. Establish commitment and leadership on the part of higher management.

Jura

n’s

Ten

Ste

ps to

Qua

lity

Im

prov

emen

t 1. Build awareness of both the need for improvement and opportunities for improvement

2. Set goals for improvement.3. Organized to meet the goals that have been

set.4. Provide training5. Implement projects aimed at solving

problems.6. Report progress.7. Give recognition.8. Communicate results.9. Keep score10. Maintain momentum by building

improvement into company’s regular system

The Pareto Principle

This Principle is sometimes called 80/20 rule :80% of the trouble comes from 20% of the problems

The

Jur

an T

rilo

gyQ-Planning

1. Determine who the customers are2. Identify customers’ need3. Develop product with features that respond to customer needs4. Develop systems and processes that allow the organization to produce these features

Q-Control1. Access actual quality performance2. Compare performance with goals3. Act on differences between performance and goals

Q-Improvement)1. Develop the infrastructure necessary to make annual quality improvement2. Identify specific areas in need of improvement, and implement improvement projects3. Establish a project team with responsibility for completing each improvement project4. Provide teams with that they need to be able to diagnose problems to determine root causes, develop solutions, and establish controls that will maintain gains made.

Crosby’s Contributions

Three Quality Vaccine Determination Education Implementation

Crosby’s Fourteen Steps

Cro

sby’

s F

ourt

een

Ste

ps 1. Make it clear that management is committed to quality for the long term.

2. Form cross-departmental quality teams.3. Identify where current and potential problem exist.4. Assess the cost of quality and explain how it is used as a

management tool.5. Increase the quality awareness and personal commitment of all

employees.6. Take immediate action to correct problem identified.7. Establish a zero defect program.8. Train supervisors to carry out their responsibilities in the quality

program.9. Hold a Zero Defects Day to ensure all employees are aware

there is a new direction.10. Encourage individuals and teams to establish both personnel

and team improvement goals.11. Encourage employees to tell management about obstacles

they face in trying to meet quality goals.12. Recognize employees who participate.13. Implement quality councils to promote continual

communication.14. Repeat everything to illustrate that quality improvement is a

never-ending process.

Quality Concept ApplicationTr

aditio

nal V

iew

Work Process

Insp

ecti

onInspection

INPUT

OUTPUT

Supplier Customer

waste waste

Product Management

Quality Concept ApplicationM

od

ern

Vie

w

Work Process

People Process

INPUT

OUTPUT

Supplier Customer

Information Information

Why Total Quality Efforts Succeed

Senior management delegation and poor leadership

Team mania Deployment process Taking narrow, dogmatic approach Confusion about the difference among

education, awareness, inspiration, and skill building

Th

e S

ucc

essf

ul

Org

aniz

atio

n A

void

T

hes

e E

rro

r

THE FUTURE OF QUALITY MANAGEMENT

Demanding global customers Shifting customer satisfactions Opposing economic pressure New approaches to management

Quality Management Characteristics for The Future A total commitment to continually increasing value for

customers, investors, and employees A firm understanding that market driven means that

quality is defined by customers, not the company A recognition that sustained the simultaneous

achievement of four objectives all the time, forever: (1) customer satisfaction, (2) cost leadership, (3) effective HR, (4) integration with the supplier base

Quality TIP

“In fact, customer satisfaction is regarded as the only relevant objective for ensuring stable and continuously increasing business”