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Relationships between Total Quality

Management Critical Techniques in Automotive

Industry

Amir Azizi Faculty of Manufacturing Engineering, Universiti Malaysia

Pahang, 26600 Pekan, Pahang Darul Makmur,Malaysia

[email protected]

Abstract—The concept of Total Quality Management

(TQM) was introduced in Japan and United States. Most of

researchers have focused on soft TQM (principles and

concepts) while some of them have concentrated on hard TQM

(tools and techniques). More attention to TQM techniques has

recently been applied in the manufacturing sector especially in

automotive industry. This study proposes nine critical

techniques as hard TQM for automotive industry. The purpose

of this study was to identify the relationships between nine

critical techniques of TQM. The relationships have been

identified using opinions evaluation of 30 quality experts at 10

automotive factories in Malaysia through questionnaires and

statistical analyses. Among the TQM critical techniques, SPC

with FMEA, QFD with APQP, and QFD with FMEA have

highest relationship degree. This study strongly recommends

implementing the soft TQM along with the hard TQM using

the results of this paper based on the importance and

relationship level of nine critical techniques in order to have a

more effective and efficient quality system.

Keyword—Total Quality Management; QFD; SPC;

FMEA; Automotive Industry

I. INTRODUCTION

TQM is a philosophy that involves everyone in an organization and in a continual effort to improve quality and achieve customer satisfaction [1]. Reference [2] defined the TQM process as a total corporate focus on meeting and exceeding customers' expectations and significantly reducing costs resulting from poor quality by adopting a new management system and corporate culture. In other word, TQM is a customer-oriented approach, which uses statistical tools and techniques, the Plan-Do-Check-Act (PDCA) scheme to continuously improve the procedures. The implementation of TQM usually consists of philosophy from Deming’s 14 points, Juran’s 10 steps, and Crosby’s 14 steps as soft TQM and the current tools and techniques as hard TQM [3]. The elements of TQM may be grouped into two dimensions: the management system (leadership, planning, human resources) and the technical system (TQM tools and techniques) [4]; or into the soft and hard parts [5]. The hard part of TQM, in fact, has a profound impact on organizational performance. For instance, the

implementation of hard TQM resulted to increase product quality and to reduce the process cost at companies such as DuPont, Ford, Motorola, Xerox and General Motors. Other examples include the impact of six sigma in Motorola, Quality Function Deployment (QFD) in Toyota, seven simple tools in Honda, Statistical Process Control (SPC) in Motorola, and Taguchi methods in Mazda and Ford [6, 7].

The experience has shown that some firms fail when they

implement TQM [8] because the implementation of TQM

cannot be successful without the use of suitable quality

management methods and techniques [9]. Reference [10] also concluded that TQM cannot be ensured without the

application of the appropriate tools. Using the wrong ad

redundant technique it causes to waste time, cost, and to be

unsatisfied. Most researches focused on soft TQM [11]. Few

studies have investigated on analyzing the relationships

between the implementation of different elements of TQM

and their performance [3, 12]. For example, Reference [13]

examined the effect of organizational environment on TQM

performance.

Although TQM techniques have been recognized useful

but practically there are many difficulties in compelling

people to implement it effectively. There are lots of studies

upon TQM tools and techniques but only individually or

separately on one or two techniques [14].

Quality Management cannot be effectively practiced

without using a set of tools and techniques. Some tools and

techniques are essential and critical to be implemented for a

specific industry. Hence, the type of industry should be

considered and analyzed too. Whereas it is not economical for any industry to apply

all TQM techniques and there is no effective study on relationship between the TQM techniques, this study focuses on the critical TQM techniques and identifies the relationship of these techniques. This study proposes the implementation of nine TQM techniques that have highest relationship/interaction using a survey and statistical analysis in automotive industries. Implementation of the TQM techniques considering their interaction and interrelationship can make quality management system a more value. It attains a higher quality, revenue and customer satisfaction.

Proceedings of the 2015 International Conference on Industrial Engineering and Operations Management

Dubai, United Arab Emirates (UAE), March 3 – 5, 2015

II. LITERATURE REVIEW

References [15] highlighted that the usage and selection

of quality management tools and techniques are vital to

support and develop the quality improvement process.

Implementation of TQM needs to apply the critical TQM

tools and technique [16].

Reference [17] revealed that the most important issues

for a successful TQM implementation are:

1. Managerial understanding and commitment to the

techniques and tools

2. Training that should be undertaken just in time and

given in such a way to the employees that can

practice in a step-by-step manner

3. Using a planned approach for the application of

tools and techniques. Reference [15] presented some of difficulties for usage of

TQM tools as shown in Table І. For example, the encountered difficulties with the SPC are related to understanding, terminology, and resources.

TABLE І. ENCOUNTERED DIFFICULTIES OF USE OF TOOLS AND TECHNIQUES

Difficulty

Tools

Tim

e

Understa

ndin

g

Ter

min

ology

Res

ourc

es

Flexibility

Accu

racy

Cause and effect � �

Pareto

SPC � � �

Quality costing � �

Departmental purpose analysis �

Flow chart � �

FMEA � �

QFD � �

Check sheet

Histogram �

Scatter �

Graphs � �

ISO 9000 is the foundation of TQM implementation.

QS-9000 is an essential quality management system for suppliers of production parts, materials and services to the automotive industry. ISO/TS 16949 is the automotive ISO technical specification that applies the ISO 9001 standard to an automotive supplier. In addition to all the ISO 9001:2000 requirements, it also needs to meet additional automotive supplier tools such as Production Part Approval Process (PPAP) and Measurement Systems Analysis (MSA) [18].

A. Tools and Techniques for Quality Improvement

Reference [19] proposed SPC to identify the factors that caused the convexity defect during the firing process. The convexity defect contributed 50% of the total number planarity defects or 27000m2 of tiles per year. Design of experiment was also implemented by constructing the 23 factorial designs. The result presented that the convexity defect was reduced from 530m2 per week to 315m2.

Reference [20] applied SPC to study shocker seals defect in an automotive industry. Before SPC implementation, the rejection level of the shocker seal was 9.1%. Fish bone

diagram was used to identify the root causes defect in shocker seal. X and R charts were applied to study the diameters of shocker seals. Finally, he showed that the level of production rejection has been reduced from 9.1% to 5% and achieved 0.953 of process capability.

A systematic and structured QM with the aid of relevant tools and techniques must be in action with regard to continuous improvement [10], because the tools and techniques play a key role in a company-wide approach to continuous improvement. Reference [15] founded that the implemented quality management tools and techniques at different times, which are presented in Table ІІ.

TABLE ІІ. HISTORY OF APPLICATION OF QUALITY

MANAGEMENT TOOLS

Year

Tools 1987

1988

1989

1990

1992

1993

Cause and effect �

Pareto �

SPC �

Quality costing �

Departmental

purpose analysis

�

Flow chart �

FMEA �

QFD �

Check sheet �

Histogram �

Scatter �

Graphs �

Reference [21] has mentioned the most widely used tools

and techniques by firms as shown in Table ІІІ.

TABLE ІІІ. COMMONLY USED TOOLS AND TECHNIQUES

The seven basic

control tools

The seven

management tools

Techniques

Cause and effect Affinity diagram Benchmarking

Check sheet Arrow diagram Departmental purpose analysis

Control chart Matrix diagram Design of experiments

Graph Matrix data analysis FMEA

Histogram Process decision Fault tree analysis

Pareto diagram Program chart Poka yoka

Scatter diagram Relations diagram Problem solving

Systematic diagram Quality costing

QFD

Quality improvement teams

SPC

Reference [10] pointed out a large number of statistical

tools and methods that were applied such as seven QC tools including Pareto diagram, histogram, scatter diagram, control charts, cause-and-effect diagrams (fishbone or Ishikawa diagrams), check sheets, and graphs. Seven MP tools should perhaps be called “supplemental seven QC tools” [22]. Nowadays, seven QC tools and seven MP tools are being implemented in many industries for instance, automotive, semiconductor, and industrial equipment [23]. Reference [21] showed that the selected firms with a higher level of

implementation of critical factors use the TQM tools and techniques for a higher extent, which has a positive influence on TQM results. Reference [24] stated that the number of TQM tools is mostly 100 and come in various forms such as brainstorming, focus groups, check lists, charts and graphs, and diagrams.

Reference [25] proposed SPC to apply in a glass bottle manufacturing company to decrease process variations. Pareto chart was used to identify the defect, which occurred frequently. The major visual defect was blister defect while the physical defect was pressure failure. The fish bone diagram and action plan tools were constructed for each of the defects. The pressure failure and blister defect were reduced to 572 and 11 bottles respectively.

Reference [15] identified the use of quality management tools and techniques with various functions in Table ІV.

TABLE ІV. ANALYSIS OF TOOLS AND TECHNIQUES USED WITHIN EACH

FUNCTION

Function

Tools

Purc

hasi

ng

Pro

duct

ion

Sale

s Cust

om

er

Ser

vice

s M

ark

etin

g E

ngin

eeri

ng

Com

pany

wid

e

Cause and effect � � �

Pareto analysis � �

SPC � �

Quality costing �

Departmental

purpose analysis

� �

� �

Flowcharting � � �

FMEA � �

QFD �

Check sheet � � � �

Histogram �

Scatter plot �

Graphs � � � � �

Reference [26] introduced the most common TQM tools as shown in Table V.

TABLE V. TQM TOOLS

TQM Tools Pie Charts and Bar Graphs

Histograms

Run Chart

Pareto Charts

Force Field Analysis

Cause and Effect, Ishikawa or Fishbone Diagrams

Focus Groups

Brainstorming and Affinity Diagrams

Tree Diagram

Flowcharts and Modeling Diagrams

Scatter Diagram

Relations Diagram

PDCA

Reference [27] applied SPC in Oil and Gas Company to monitor the difference between the targeted and measured energy consumption. Reference [28] implemented SPC in a tiles manufacturing company to reduce the defect rate of the ceramic tile. The applied Pareto chart showed that the crack was the defect with highest frequency indicated by 60.9%.

Reference [29] listed out 12 tools and techniques as shown in Table VІ.

TABLE VІ. TWELVE TOOLS AND TECHNIQUES FOR TQM

Twelve TQM Tools

Failure Mode and Effects Analysis (FMEA)

Statistical Process Control (SPC)

Graphs

Histograms

Problem-Solving Methodology

Pareto Diagrams

Cause and Effect Diagrams

Quality Costs

Internal Audits

Flowcharts

Scatter Diagram

Benchmarking

B. Quality Tools and Techniques in PDCA

Reference [23] studied on the organizational levels and complexity of QC tools in two types. Type I processes that are independent and static are the proven world of QC circles while type II processes are moderately complex and have static interactions. Tree diagram and matrix data analysis form the basis of QFD and Voice of Customer (VOC) are presented in Fig. 1.

Fig.1. Complexity of 7 QC and 7 M Tools [23]

The PDCA cycle is analyzed using seven-step method and 5W’s + 1H including: what, why, when, where, and who + how as shown in Fig. 2 [23].

Deming’s PDCA is an excellent technique in monitoring and problem solving for continuous quality improvement where any brilliant ideas of individuals can be accommodated. In fact, any tool or technique should not be taken in isolation for use without a strategic disposition.

Q.C. Circles

7 Q.C Tools

Q.I.P. Teams

7 Q.C Tools

7 Mgmt.

Tools

Executive

Upper Mgmt.

Mid Mgmt.

Supervisor

Worker

Organizational Level

tree

matrix

Q.F.D.

V.O.C.

Complexity

type I type II

Fig. 3

different operational stages by Deming’s PDCA cycle [10]

assigned to Plan section in PDCA check sheets, graphs and diagrasections:

C.

core techniques of TQM that are used in conjunction with ISO/TS 16949 as shown in

1. Define problem (what,

priority)

2. Analyze problem & set

objectives (where, when,

extent)

Locate causes (why)

3. Determine

performance measures

4. Explore alternate

solution

5. Analyze & find best

solution

10. Further improvement

(CI

problems and repeat)

9. Standardize solutions

Fig. 3 illustrates


Fig. 3.

For exampleassigned to Plan section in PDCA check sheets, graphs and diagrasections: Plan and Check.

C. Five Core techniques

All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with ISO/TS 16949 as shown in

Data Collection and

Analysis

Identification of theme

Solution Planning and

Implementation

Causal Analysis

Reflection and Next

Problem

Standardization

Evaluation of Results

1

3

2

4

7

6

5

1. Define problem (what,

priority)

2. Analyze problem & set

objectives (where, when,

extent)

Locate causes (why)

3. Determine

performance measures

4. Explore alternate

solution

5. Analyze & find best

solution

10. Further improvement

(CI- kaizen) (define new

problems and repeat)

9. Standardize solutions

Fig. 2. PDCA and Seven Steps

illustrates the systematic use of various tools in


Fig. 3. Tools and Techniques in PDCA

example, brainstorming andassigned to Plan section in PDCA check sheets, graphs and diagra

Plan and Check.

techniques of TQM

All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with ISO/TS 16949 as shown in Table

Data Collection and

Analysis

Identification of theme

Solution Planning and

Implementation

Causal Analysis

Reflection and Next

Problem

Standardization

Evaluation of Results

Tools Brainstorming, Pareto analysis, customer mapping,

employee inputs, Why

Check sheets/lists, scatter diagrams, control charts, run

charts, forced Tools

ACTDO

PLAN

PDCA and Seven Steps

the systematic use of various tools in


Tools and Techniques in PDCA

, brainstorming and Pareto analysis are assigned to Plan section in PDCA whilecheck sheets, graphs and diagrams are applied in both

of TQM

All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with

Table VІІ [29].

Why

Who

When

Where

How

What

Plan

Do

Check

Action

8. Mark improvement or obstacles

Control charts, run

charts, scatter diagrams,

histograms, time series

graphs, check sheets,

Pareto charts

Brainstorming, Pareto analysis, customer mapping,

inputs, Why-why diagrams


charts, forced-field analysis cause-and-effect diagrams

6. Plan & apply solutions

DO

CHECK



Tools and Techniques in PDCA

areto analysis are while control charts,

ms are applied in both


Plan

Do

Check

Action

8. Mark improvement or obstacles

Control charts, run

charts, scatter diagrams,

histograms, time series

graphs, check sheets,

Pareto charts

7. Evaluate

performance

Tools

Brainstorming, Pareto analysis, customer mapping,


effect diagrams

6. Plan & apply solutions


different operational stages by Deming’s PDCA cycle [10].

areto analysis are control charts,

ms are applied in both


for boring operation. X and R chart analyze operation.

are related to ISO

D.

QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industriesThese ncore and according to techniquesidentify the customer needsdesigning and planning tools

aerospace industry in the midthe QFD began in the midaddressperceived functions of the product or serviceFMEA have been introduced as techniques in new product design and development process [31

planning, analyzing, problem solving, controlling and

TABLE

APQP

PPAP

FMEA

Reference [30]

for boring operation. X and R chart analyze and assess the statistical stability of the boring operation.

Fig 4. presentsare related to ISO

Fig. 4. Five Core

D. Introduction

Nine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industriesThese nine TQM critical techniques are comprised from; five core techniquesand two lean manufacturing according to Toyota Production System (TPS)techniques that are QFD and MP. identify the customer needsdesigning and planning tools

FMEA has evolved gradually since its inception in the aerospace industry in the midthe QFD began in the midaddress customer reperceived functions of the product or serviceFMEA have been introduced as techniques in new product design and development process [31].

The TQM criticalplanning, analyzing, problem solving, controlling and

Advanced

Product

Quality

Planning and

Control Plan

Measurement

System

Analysis

TABLE VІІ. F

Five Core

APQP - Advanced Product Quality Planning

PPAP - Production Part Approval Process

SPC - Statistical Process Control

MSA - Measurement System Analysis

FMEA - Failure Modes Effects Analysis

Reference [30] conducted a process capability analysis for boring operation. X and R chart

and assess the statistical stability of the boring

Fig 4. presents that how the five coreare related to ISO-9001 and QS

Five Core Techniques of TQM are related to ISO

Introduction to TQM critical techniques

ine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industries

ine TQM critical techniques are comprised from; five techniques including APQP, PPAP, SPC, MSA, FMEAtwo lean manufacturing

Toyota Production System (TPS)that are QFD and MP.

identify the customer needsdesigning and planning tools

FMEA has evolved gradually since its inception in the aerospace industry in the midthe QFD began in the mid

customer requirements in terms of actual and perceived functions of the product or serviceFMEA have been introduced as techniques in new product design and development process

TQM critical techniques planning, analyzing, problem solving, controlling and

ISO-9001

QS-9000

Failure

Mode and Effects

Analysis

FIVE CORE TECHNIQUES

Five Core Techniques

Advanced Product Quality Planning

Production Part Approval Process

Statistical Process Control

Measurement System Analysis

Failure Modes Effects Analysis

conducted a process capability analysis for boring operation. X and R chart were


the five core techniques of TQM 9001 and QS-9000 standards

Techniques of TQM are related to ISO

9000

TQM critical techniques

ine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industries

ine TQM critical techniques are comprised from; five APQP, PPAP, SPC, MSA, FMEA

two lean manufacturing techniquesToyota Production System (TPS)

that are QFD and MP. QFD is a powerful tool to identify the customer needs, and MP designing and planning tools as a modern quality tool.

FMEA has evolved gradually since its inception in the aerospace industry in the mid-1960s. Like FMEA, the root of the QFD began in the mid-1960s. Both

quirements in terms of actual and perceived functions of the product or serviceFMEA have been introduced as the specialist and critical techniques in new product design and development process

techniques are useful for designing, planning, analyzing, problem solving, controlling and

9001

9000

Failure

Mode and Effects

Analysis

Production Part

Approval Process

Statistical

Control

IVE CORE TECHNIQUES

Advanced Product Quality Planning

Production Part Approval Process

Statistical Process Control

Measurement System Analysis

Failure Modes Effects Analysis

conducted a process capability analysis were constructed to


techniques of TQM 9000 standards [31].

Techniques of TQM are related to ISO-9001 and QS


ine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirements through literature review and survey on the automotive industries

ine TQM critical techniques are comprised from; five APQP, PPAP, SPC, MSA, FMEA

techniques: 5S and Kaizen Toyota Production System (TPS), and two other

s a powerful tool to includes a set of

as a modern quality tool.

FMEA has evolved gradually since its inception in the 1960s. Like FMEA, the root of

Both QFD and FMEA quirements in terms of actual and

perceived functions of the product or service. QFD and specialist and critical

techniques in new product design and development process

are useful for designing, planning, analyzing, problem solving, controlling and

Production Part

Approval Process

Statistical

Process

Control

conducted a process capability analysis constructed to


techniques of TQM

9001 and QS-

ine TQM critical techniques are selected considering through

literature review and survey on the automotive industries. ine TQM critical techniques are comprised from; five

APQP, PPAP, SPC, MSA, FMEA, 5S and Kaizen

, and two other s a powerful tool to

a set of

FMEA has evolved gradually since its inception in the 1960s. Like FMEA, the root of

QFD and FMEA quirements in terms of actual and

. QFD and specialist and critical

techniques in new product design and development process

are useful for designing, planning, analyzing, problem solving, controlling and

continuous improvement. In this study, SPC includeseven quality control toolsManagement toolswith fault tree

Malaysian SMresults reveal that the basic SPC tools and techniques are sign

weaknesses.understandableshould be investigated to ways at the right times.

interviews by 30 quality ISO

assurance manager, qualityimprovement personnel, and other related team such as industrial engineering, quality auditing, quality trainingThese quality experts play an active role in the quality strategy and the questionnaire through

managers of the selected companies. A cover letincluded in explainingthe questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was completed with a pieliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experience in TQM impleme

continuous improvement. In this study, SPC includeseven quality control toolsManagement toolswith the introduction of new products are QFD, FMEA, and fault tree analysis tool

Reference [1Malaysian SMEresults reveal that the basic SPC tools and techniques are significantly understood and applied in the Malaysian firms.

TABLE VІІІ.

SPC tools

Check sheet

Process flow

diagram

Cause and

effect

diagram

Histogram

Pareto chart

X-bar chart

R-chart

P-chart

C-chart

Scatter

diagram

Typically, every tool has its own strengthweaknesses. The effects understandable should be investigated to ways at the right times.

This study gained data through interviews by 30 quality ISO-certified firms in Malaysia automotive industry.

The quality experts as decision makers include quality assurance manager, qualityimprovement personnel, and other related team such as industrial engineering, quality auditing, quality training

hese quality experts play an active role in the quality strategy and possess the knowledge the questionnaire through

The questionnaires were mailed directly to quality managers of the selected companies. A cover letincluded in explainingthe questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was completed with a pieliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experience in TQM impleme

continuous improvement. In this study, SPC includeseven quality control tools, and Management tools. The techniques that have direct linkage

the introduction of new products are QFD, FMEA, and analysis tool [32].

Reference [10] showed usage rate of basic SPC tools in Es in Table VІІІ

results reveal that the basic SPC tools and techniques are ificantly understood and applied in the Malaysian firms.

USE OF BASIC SPC

Mean

rank

Mean

(STD)

9.06 4.89 (0.32)

7.33 4 (1.28)

7.03 3.89 (1.23)

6.06 3.33 (1.61)

5.44 2.72 (1.27)

4.61 2.44 (1.34)

4.53 2.17(1.25)

4.36 2.17 (1.25)

2.75 1.39

3.83 1.94 (1.11)

Typically, every tool has its own strengthhe effects and si to succeed, then

should be investigated to combine the right tools in the right ways at the right times.

III. METHODOGY

This study gained data through interviews by 30 quality experts of 10 selected companies in

ms in Malaysia automotive industry.

The quality experts as decision makers include quality assurance manager, qualityimprovement personnel, and other related team such as industrial engineering, quality auditing, quality training

hese quality experts play an active role in the quality possess the knowledge

the questionnaire through training

The questionnaires were mailed directly to quality managers of the selected companies. A cover letincluded in explaining the purpose of the study, along with the questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was completed with a pilot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experience in TQM implementation. Experts were consulted

continuous improvement. In this study, SPC includeand MP tools

. The techniques that have direct linkage the introduction of new products are QFD, FMEA, and

showed usage rate of basic SPC tools in VІІІ that implement TQM. These


SPC TOOLS IN MALAYSIAN FIRMS

Mean

(STD)

Median

4.89 (0.32) 5

4 (1.28) 4

3.89 (1.23) 4

3.33 (1.61) 4

2.72 (1.27) 2.50

2.44 (1.34) 2

2.17(1.25) 2

2.17 (1.25) 2

1.39 (0.98) 1

1.94 (1.11) 1.50

Typically, every tool has its own strengthand side-effects of each tool

, then the integration of tools combine the right tools in the right

METHODOGY

This study gained data through E-mails, fax, posts and experts of 10 selected companies in


The quality experts as decision makers include quality assurance manager, quality control engineer, quality improvement personnel, and other related team such as industrial engineering, quality auditing, quality training

hese quality experts play an active role in the quality possess the knowledge that is requir

training.

The questionnaires were mailed directly to quality managers of the selected companies. A cover let

the purpose of the study, along with the questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was

lot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experts who had

ntation. Experts were consulted

continuous improvement. In this study, SPC includes ools comprise seven


showed usage rate of basic SPC tools in that implement TQM. These


ALAYSIAN FIRMS

Median

X2 value

10.89 (1)

6

8.11 (4)

3.11 (4)

2.50 2.56 (4)

3.67 (4)

6

6.44 (4)

16.33 (2)

1.50 6.44 (3)

Typically, every tool has its own strengths and effects of each tool must be

the integration of tools combine the right tools in the right

mails, fax, posts and experts of 10 selected companies in


The quality experts as decision makers include quality control engineer, quality

improvement personnel, and other related team such as industrial engineering, quality auditing, quality training

hese quality experts play an active role in the quality required to answer

The questionnaires were mailed directly to quality managers of the selected companies. A cover letter was


lot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting

experts who had ntation. Experts were consulted

the seven


showed usage rate of basic SPC tools in that implement TQM. These


s and must be

the integration of tools combine the right tools in the right

mails, fax, posts and experts of 10 selected companies in

The quality experts as decision makers include quality control engineer, quality

improvement personnel, and other related team such as industrial engineering, quality auditing, quality training.

hese quality experts play an active role in the quality ed to answer

The questionnaires were mailed directly to quality ter was


lot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting

experts who had ntation. Experts were consulted

to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand the

This studycompcommon usage of tools, executives’ satisfaction with those toolinterrelationship of these tools and techniques.

finding the relationship and interaction between TQM

critical

experts in each automotive company. experts especiallymanager, quality control

A

presents that 70% were large and 30% were as Small and Medium Enter

rest

to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand the respective items.

The steps of doing this reseThis study employed questionnaire including thecomparison matricescommon usage of tools, executives’ satisfaction with those tools that they use, and the suitable interaction and interrelationship of these tools and techniques.

This study used


critical techniques.

Very Unimportant

Very Important

The questionnaires were answered by three quality skill experts in each automotive company. experts especiallymanager, quality control

A Data Analysis

The categories of automotive factories under this study presents that 70% were large and 30% were as Small and Medium Enterprises (SMEs) as shown

Fig 7 presents that 70% of companies were local and

rest were foreign as shown in Fig.

to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand

respective items.

The steps of doing this reseemployed questionnaire including the

arison matrices. This survey asked about companies’ common usage of tools, executives’ satisfaction with those

s that they use, and the suitable interaction and interrelationship of these tools and techniques.

Fig. 5. Research Flowchart

This study used five-point


techniques.

TABLE ІX.

Very Unimportant

Unimportant

Neutral

Important

Very Important

IV. RESULTS

The questionnaires were answered by three quality skill experts in each automotive company. experts especially for interview were quality assurance manager, quality control engineer, and quality auditor.

Data Analysis

categories of automotive factories under this study presents that 70% were large and 30% were as Small and

prises (SMEs) as shown

Fig. 6. Categories of Companies

presents that 70% of companies were local and

were foreign as shown in Fig.


The steps of doing this research are illustrated in Fig.employed questionnaire including the

. This survey asked about companies’ common usage of tools, executives’ satisfaction with those


Research Flowchart

point scale as shown in Table


FIVE-POINTS SCALE

RESULTS

The questionnaires were answered by three quality skill experts in each automotive company. Most of

for interview were quality assurance engineer, and quality auditor.


prises (SMEs) as shown in Fi

Categories of Companies


were foreign as shown in Fig. 7.


are illustrated in Fig.employed questionnaire including the pairwise



scale as shown in Table ІX


POINTS SCALE

1

2

3

4

5

The questionnaires were answered by three quality skill ost of the selected

for interview were quality assurance engineer, and quality auditor.


in Fig. 6.

.

Categories of Companies


to ensure that the questions were properly phrased. Then the TQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand

are illustrated in Fig. 5. pairwise


s that they use, and the suitable interaction and

ІX for


The questionnaires were answered by three quality skill selected

for interview were quality assurance


presents that 70% of companies were local and the

because their idea were interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) tdesignation

this study. It reveals20% 13%

The majority of experts by 30%.

level as shown in

The experts’ features were significant for this study because their idea were interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) tdesignation.

Fig. 8 presented the distribution percentage ofthis study. It reveals20% to quality auditing, 20% 13% to quality training.

The expert’s experience pThe majority of experts by 30%.

Fortunately 83% of experts were educated level as shown in

Fig. 7. Types of Companies

The experts’ features were significant for this study because their idea were too critical to find the priority and interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) t

presented the distribution percentage ofthis study. It reveals that 47%

quality auditing, 20% quality training.

Fig. 8. Category of Teams

The expert’s experience pThe majority of experts had 5

Fig. 9. Experts’ Experience

ortunately 83% of experts were educated level as shown in Fig. 10.

Types of Companies

The experts’ features were significant for this study critical to find the priority and

interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) types of

presented the distribution percentage ofthat 47% was related to qual

quality auditing, 20% to industrial engineering, and

Category of Teams

The expert’s experience percentage is 5-7 years’ experience

Experts’ Experience

ortunately 83% of experts were educated


interrelationship of TQM critical techniques. Thus, these features are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3)

ypes of experts

presented the distribution percentage of teams related to quality team

industrial engineering, and

ercentage is shown in Figyears’ experience, indicated

ortunately 83% of experts were educated with degree


these features are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3)

experts’

teams in ity team,

industrial engineering, and

shown in Fig. 9. indicated

degree

quality assurance manager, 20% engineer, 20% quality assurance executive, 10% and

with

B

expert techniques. completed

interrelationship between each tool with other TQM critical techniques. For exampleainterrelationsh

Fig. 11 presentsquality assurance manager, 20% engineer, 20% quality assurance executive, 10% and 7% as quality improvement member.

Most of experts with degree level

B. Interrelationship between each tool with other tools of


36 pairwise comparisons expert to find the relationship between techniques. Hence,completed thro

The findings from this survey have shown interrelationship between each tool with other TQM critical techniques. For exampleand others is exhibited in Figinterrelationship

Fig. 12. Interrelationship QFD with other TQM critical techniques

3.533

1

1.5

2

2.5

3

3.5

4

4.5

5

SPC

Rel

atio

nsh

ip D

egre

e

Fig. 10. Experts’ Education

presents the designation types of expertsquality assurance manager, 20% engineer, 20% as senior quality assurance engineer, 17% quality assurance executive, 10%

quality improvement member.

ost of experts in quality team degree level as quality assurance manager.

Fig. 11. Experts’ Designation

Interrelationship between each tool with other tools of


36 pairwise comparisons to find the relationship between

Hence, 1080 pairthrough 30 experts

findings from this survey have shown interrelationship between each tool with other TQM critical techniques. For example, the interrelationship between QFD nd others is exhibited in Fig

ip with APQP.

Interrelationship QFD with other TQM critical techniques

Relationship QFD with Others

4.466

2.6

FMEA 5S Kaizen

Experts’ Education

the designation types of expertsquality assurance manager, 20% for

senior quality assurance engineer, 17% quality assurance executive, 10% as quality control engineer,

quality improvement member.

quality team had 5-7 quality assurance manager.

Experts’ Designation



36 pairwise comparisons have been conductedto find the relationship between

1080 pairwise comparisons are ugh 30 experts.

findings from this survey have shown interrelationship between each tool with other TQM critical

the interrelationship between QFD nd others is exhibited in Fig. 12. It shows QFD has highest

with APQP.


Relationship QFD with Others

3.633

3.367

4.433

Kaizen MSA PPAP

the designation types of experts; 26% for quality assurance

senior quality assurance engineer, 17% quality control engineer,

7 years’ experiencequality assurance manager.

Experts’ Designation


conducted from each to find the relationship between nine TQM critical

wise comparisons are

findings from this survey have shown interrelationship between each tool with other TQM critical

the interrelationship between QFD It shows QFD has highest


4.634

4.1

APQP MP

26% for quality assurance

senior quality assurance engineer, 17% as quality control engineer,

years’ experience


from each TQM critical

wise comparisons are

findings from this survey have shown the interrelationship between each tool with other TQM critical

the interrelationship between QFD It shows QFD has highest


C. Highest relationship between TQM critical techniques

The highest levels of relationship between nine TQM critical techniques are presented in Fig. 13.

Fig. 13. Highest Relationship between TQM Techniques

For example, SPC with FMEA, QFD with APQP, and

QFD with FMEA have the highest degree of relationship

rather than other techniques.

V. CONCLUSION AND RECOMMENDATION

This study identified nine critical techniques of total quality management in automotive factories as a means of increasing awareness of implementation of total quality management’s tools and techniques. The results have displayed that the degree of interaction and relationship of these TQM techniques for implementing together. The relationship between TQM critical techniques has a significant role for increasing productivity and reducing costs. The integration of them can generate a sustainable competitive advantage. It helps making a higher performance of quality management system. This study recommended implementing all nine TQM critical techniques as an integrated model based on their relationship to have more effective implementation. This is the efficient way for achieving a higher value and surviving in World class competitive markets. Thus, top quality manager can make an appropriate strategy for successfully implementing the TQM Techniques with respect their relationship in order to reduce cost and increase productivity.

REFERENCES

[1] W. J. Stevenson, Operations Management. McGraw-Hill, New York, 2005.

[2] T. H. Berry, Managing the Total Quality Transformation. McGraw-Hill, New York, 1991.

[3] F. Huarng, and Y. T. Chen, “Relationships of TQM philosophy, methods and performance: A survey in Taiwan,ˮ Industrial Management + Data Systems. Vol. 102 (3/4), pp. 226, 2002.

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Important Relationship

4.664.63

4.46 4.464.43 4.43

4.36

4.234.2

4.164.1 4.1

4.03 4.03

3

3.5

4

4.5

5

SPC,

FMEA

QFD,

APQP

QFD,

FMEA

5S,

Kaizen

SPC,

MSA

QFD,

PPAP

SPC,

MP

MSA,

APQP

PPAP,

APQP

FMEA,

MP

FMEA,

APQP

QFD,

MP

SPC,

APQP

SPC,

PPAP

manufacturing: a case study,ˮ International Journal of Applied Information Systems, Vol. 2(5), pp. 14-19 ,2012.

[29] R. Sousa, and A. C. Voss, “Quality management re-visited: a reflective review and agenda for future research,ˮ Journal of Operations Management, Vol. 289, pp.1-19, 2002.

[30] Y. Wooluru, “The process capability analysisi- A tool for process performance measures and metrics- a case study,ˮ International Journal for Quality Research, Vol. 8(3), pp. 399-416, 2014.

[31] Chrysler Corporation, Ford Motor Company, and General Motors Corporation Copyright, Advanced Product Quality Planning (APQP) and Control Plan, Reference Manual, 1995.

[32] C. W. Thia, K. H. Chai, J. Bauly, and Y, Xin, “An exploratory study of the use of quality tools and techniques in product development,” The TQM Magazine. Vol. 17 (5), pp. 406-424, 2005.

BIOGRAPHY

Amir Azizi is a senior lecturer at Universiti Malaysia

Pahang. He received BSc. degree from Iran in 2005,

MSc. from Universiti Putra Malaysia in 2007, and

Ph.D. in industrial engineering from Universiti Sains

Malaysia. He has published journal and conference

papers more than 40. He has the industrial working

experiences since 2002. He is a member of editorial and

advisory board of five international journals and he also

is a reviewer of some international journals. He was the

chairperson of several international conferences too.

His research interests are on lean production system,

total quality management, supply chain management,

operation management, project management and

manufacturing systems for modelling under

uncertainties of production environments. He gained

ASME award for the best paper at international student

conference in 2006, and doctorate fellowship award in

2008. He is a member of ASME, IIE, and IAENG, IE-

OR, and international society on multiple criteria

decision making.

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