Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH
TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
DECLARATION CERTIFICATE
This is to certify that the project entitled “PRODUCTIVITY IMPROVEMENT
THROUGH TOTAL QUALITY MANAGEMENT” submitted by ABHINANDAN
KUMAR in partial fulfilment for the award of the degree of B.E in Production
Engineering of Birla Institute of Technology, Mesra, Rachi is the record of the student
own work carried out under my guidance and supervision.
No part of this project has been submitted to any other university/institute for the award of
this or any other degree.
DATE: Prof. KAPIL DEV PRASAD
(Department of Production Engineering)
CERTIFICATE OF APPROVAL
This project entitled “PRODUCTIVITY IMPROVEMENT THROUGH TOTAL
QUALITY MANAGEMENT” is here by approved as a creditable engineering study
carried out and presented in a satisfactory manner to narrate its acceptance as prerequisite
to the degree for which it is being submitted.
(Internal Examiner) (External Examiner)
Head of Department
Department of Production Engineering
ACKNOWLEDGMENT
Working on this project on “PRODUCTIVITY IMPROVEMENT THROUGH TOTAL
QUALITY MANAGEMENT” was a source of immense knowledge to me. We would like
to express my sincere gratitude to Prof. Kapil Dev Prasad for his guidance and valuable
support thought out the course of this project work. We acknowledge with a deep sense of
gratitude, the encouragement and inspiration received from our faculty members and
colleagues. We would also like to thank our parents for their love and support.
ABHINANDAN KUMA
ABSTRACT
My project argues that the Total Quality Management concept and its
implementation is the critical need for the survival of industries. In the meantime,
lean manufacturing and constraint management could work together to improve
productivity, efficiency and quality. The article discusses the environment in which
businesses are operating, the effect of the total quality management on
productivity and presents some of the benefits that were realized by implementing
total quality management. Direct benefits from combining the concepts of lean
manufacturing and constrained management during the productivity improvement
process by using automation reduce production cycle times by more effectively
designing and scheduling the movement of robots. The ultimate goal is to satisfy
customer’s demand. My project discusses how constrained management
substantially increases production.
PRODUCTIVITY IMPROVEMENT
THROUGH
TOTAL QUALITY MANAGEMENT
1. How to increases productivity of an Industry?
2. General methods used in Industry to increases
productivity.
3. What is TQM?
4. How TQM helps to improve productivity of an Industry?
5. Total Quality Management model and productivity.
6. TQM, Constraint management, Lean production, six
sigma – comparison, relationships & competitive advantage.
7. Conclusions
8. Bibliography:
TQM companies/organisations in India
Practices and work culture in these TQM companies
TVS, Sundram Fasteners, TATA,
INTRODUCTION
Intense global competition and diminishing trade barriers are making it more and
more difficult for companies to maintain their market share. Competition from
companies operating in different markets has increased as advancements in
telecommunications and information technology have broken down traditional
barriers to entry.
In a competitive environment, a business must persuade a customer to buy its
products rather than those of competitors at a price that is more than its cost of
production. A rational customer, however, would like to maximize value for his
money. Therefore, a successful producer must enhance the total value of his
products so that the price is acceptable to the customer while his own costs are
low enough to allow him to make a profit.
Total quality management (TQM) is all about fostering a culture that is
continuously oriented towards increasing customer satisfaction while minimizing
the real cost of production.
Total Quality Management is a management approach that originated in the
1950's and has steadily become more popular since the early 1980's. Total Quality
is a description of the culture, attitude and organization of a company that strives
to provide customers with products and services that satisfy their needs. The
culture requires quality in all aspects of the company's operations, with processes
being done right the first time and defects and waste eradicated from operations.
“Total Quality Management, TQM, is a method by which management and
employees can become involved in the continuous improvement of the production
of goods and services. It is a combination of quality and management tools aimed
at increasing business and reducing losses due to wasteful practices.”
Some of the companies who have implemented TQM include Ford Motor
Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor
Company.
? Productivity is usually taken in isolated scenario and cases.
? This usually lacks the holistic system approach of a productivity improvement
project starting from its vision till operational tasks.
? As such, the benefit gained at one part of a system in time is eaten by the
sluggishness performance at another part of the same system.
? The focus of discussion here is at the holistic approach of productivity; starting
from:
? Its basic concept,
? Associated factors affecting it,
? The TQM tools and techniques used in productivity improvement program
and
? Measurement in all types of industries, social and academic fields.
? Due to sever impact of productivity on national economy, it is at the top of
national agenda of industrialized countries to have good monitoring and
assessment system of performance of individuals and organizations.
? Underdeveloped and developing courtiers can take great advantage out of
productivity implementation as the huge gap for productivity improvement in
these economies.
? Higher productivity can be linked to national prosperity and socioeconomic
development and balancing system.
BASIC DEFINITION
STATISTICS
Statistics means a good amount of data to obtain reliable results. The science of
statistics handles this data in order to draw certain conclusions. Statistical
techniques find extensive applications in quality control, production planning and
control, business charts, linear programming, etc.
QUALITY
Quality is a relative term and is generally explained with reference to the end use
of the product.
A componentise said to be of good quality if it works well in the equipment for
which it is meant. Quality is thus defined as fitness for purpose.
Plant Manager
Superintendents
Accounting Design and Production Quality Plant Procurement Industrial
Development Engineering Relations
Engineering
Assistant superintendent
of Quality
Department Head, Parts Department Head, Product
Quality Control Quality Control
Quality General foreman Quality General Foremen or
Enguneers Foreman Engineers Foremen of
` of Inspection Inspection and
Testing Labs
Organization of an Inspection Department
In manufacturing, a measure of excellence or a state of
being free from defects, deficiencies and significant variations. It is brought about
by strict and consistent commitment to certain standards
that achieve uniformity of a product in order to satisfy
specific customer or user requirements. ISO 8402-1986 standard defines quality as
"the totality of features and characteristics of a product or service
that bears its ability to satisfy stated or implied needs. " If
an automobile company finds a defect in one of their cars and makes a
product recall, customer reliability and therefore production will decrease
because trust will be lost in the car's quality.
CONTROL
Control is a system for measuring and checking (inspecting) a phenomena.
It suggests
? When to inspect
? How often to inspect
? How much to inspect.
In addition, it incorporates a feedback mechanism which explores the cause of
poor quality and takes corrective action.
What is TQM? : Basic Concepts
Total Quality Management / TQM is an integrative philosophy of
management for continuously improving the quality of products and processes.
TQM is based on the premise that the quality of products and processes is the
responsibility of everyone involved with the creation or consumption of the
products or services which are offered by an organization, requiring the
involvement of management, workforce, suppliers, and customers, to meet or
exceed customer expectations.
Cua, McKone, and Schroeder (2001) identified nine common TQM practices:
1. cross-functional product design
2. process management
3. supplier quality management
4. customer involvement
5. information and feedback
6. committed leadership
7. strategic planning
8. cross-functional training
9. employee involvement
? TQM is an integrated organization approach in delighting customers (both
external and internal) by meeting their expectations on a continuous basis
through everyone involved with the organisation working on continuous
improvement in all product/processes along with proper problem
methodology.
? TQM means activities involving everyone in a company- Management and
workers in a totally integrated effort toward improving performance at every
level.
? This improved performance is directly towards satisfying cross-functional goal
as Quality, Cost, Manpower development, Quality of work life etc.
? There activities ultimately lead to increased customer and Employee
satisfaction,
Definition
? Total Quality Management is formally defined in BS 7850-1, paragraph 3.1,
as management philosophy and company practices that aim to harness the
human and material resources of an organization in the most effective way
to achieve the objectives of the organization.
? In short, the definition says continuous meeting agreed customer
requirements at the lowest cost by realising the potential of all employees.”
? TQM is a management philosophy that seeks to integrate all organizational
functions (marketing, finance, design, engineering, and production,
customer service, etc.) to focus on meeting customer needs and
organizational objectives.
? A core definition of total quality management (TQM) describes a
management approach to long–term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving
processes, products, services, and the culture in which they work.
? In my word, the continuous process of reducing or eliminating errors in
manufacturing, streamlining supply chain management, improving the
customer experience and ensuring that employees are up-to-speed with their
training. Total quality management aims to hold all parties involved in the
production process as accountable for the overall quality of the final product
or service.
? Total Quality Management / TQM is an integrative philosophy of
management for continuously improving the quality of products and
processes.
? The simple objective of TQM is "Do the right things, right the first time, every
time"
Summary of Total Quality Management
Total quality management can be summarized as a management system for a
customer-focused organization that involves all employees in continual
improvement. It uses strategy, data, effective communications and involvement of
all level employees to integrate the quality discipline into the culture and activities
of the organization.
?Customer-focused: The customer ultimately determines the level of quality. No
matter what an organization does to foster quality improvement—training
employees, integrating quality into the design process, upgrading computers or
software, or buying new measuring tools—the customer determines whether the
efforts were worthwhile or not.
?Total employee involvement: All employees participate in working toward
common goals. Total employee commitment can only be obtained after fear has
been driven from the workplace, when empowerment has occurred, and
management has provided the proper environment. High-performance work
systems integrate continuous improvement efforts with normal business
operations. Self-managed work teams are one form of empowerment.
?Process-centred: A fundamental part of TQM is a focus on process thinking. A
process is a series of steps that take inputs from suppliers (internal or external)
and transforms them into outputs that are delivered to customers (again, either
internal or external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected
variations in the process.
?Integrated system: Although an organization may consist of many different
functional specialties often organized into vertically structured departments, it is
the horizontal processes interconnecting these functions that are the focus of
TQM. ? Micro processes add up to larger processes, and all processes aggregate
into the business processes required for defining and
?Implementing strategy: Everyone must understand the vision, mission, and
guiding principles as well as the quality policies, objectives, and critical processes
of the organization. Business performance must be monitored and communicated
continuously. ? An integrated business system may be modelled after the Baldrige
National Quality Program criteria and/or incorporate the ISO 9000 standards.
Every organization has a unique work culture, and it is virtually impossible to
achieve excellence in its products and services unless a good quality culture has
been fostered where everyone works for the quality. Thus, an integrated system
connects business improvement elements in an attempt to continually improve
and exceed the expectations of customers, employees, and all other stakeholders.
?Strategic and systematic approach: A critical part of the management of quality is
the strategic and systematic approach to achieving an organization’s vision,
mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality as
a core component.
?Continual improvement: A major thrust of TQM is continual process
improvement. Continual improvement drives an organization to be both analytical
and creative in finding ways to become more competitive and more effective at
meeting stakeholder requirements and expectations.
? Fact-based decision making: In order to know how well an organization is
performing, data on performance measures are necessary. TQM requires that an
organization continually collect and analyse data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.
?Communications: During times of organizational change, as well as part of day-
to-day operation, effective communications plays a large part in maintaining
morale and in motivating employees at all levels. Communications involve
strategies, method, and timeliness.
These elements are considered so essential to TQM that many organizations
define them, in some format, as a set of core values and principles on which the
organization is to operate.
TQM Principle
(i) Agree customer requirements
(ii) Understand customers/suppliers
(iii) Do the right things
(iv) Do things right first time
(v) Measure for success
(vi) Continuous improvement is the goal
(vii) Management must lead
(viii) Training is essential
(ix) Communicates as never before
? TQM is a process of change in terms of values, beliefs, style and activity.
? The concepts are essentially simple to understand and yet are difficult to
implement.
Basic Principles of Total Quality Management (TQM)
The basic principles for the Total Quality Management (TQM) philosophy of
doing business are to satisfy the customer, satisfy the supplier, and continuously
improve the business processes.
Questions you may have include:
? How do you satisfy the customer?
? Why should you satisfy the supplier?
? What is continuous improvement?
This lesson will answer those questions.
Satisfy the customer
The first and major TQM principle is to satisfy the customer--the person who pays
for the product or service. Customers want to get their money's worth from a
product or service they purchase.
Users
If the user of the product is different than the purchaser, then both the user and
customer must be satisfied, although the person who pays gets priority.
Company philosophy
A company that seeks to satisfy the customer by providing them value for what
they buy and the quality they expect will get more repeat business, referral
business, and reduced complaints and service expenses.
Some top companies not only provide quality products, but they also give extra
service to make their customers feel important and valued.
Internal customers
Within a company, a worker provides a product or service to his or her
supervisors. If the person has any influence on the wages the worker receives, that
person can be thought of as an internal customer. A worker should have the
mind-set of satisfying internal customers in order to keep his or her job and to get
a raise or promotion.
Chain of customers
Often in a company, there is a chain of customers, -each improving a product and
passing it along until it is finally sold to the external customer. Each worker must
not only seek to satisfy the immediate internal customer, but he or she must look
up the chain to try to satisfy the ultimate customer.
Satisfy the supplier
A second TQM principle is to satisfy the supplier, which is the person or
organization from whom you are purchasing goods or services.
External suppliers
A company must look to satisfy their external suppliers by providing them with
clear instructions and requirements and then paying them fairly and on time.
It is only in the company's best interest that its suppliers provide it with quality
goods or services, if the company hopes to provide quality goods or services to its
external customers.
Internal suppliers
A supervisor must try to keep his or her workers happy and productive by
providing good task instructions, the tools they need to do their job and good
working conditions. The supervisor must also reward the workers with praise and
good pay.
Get better work
The reason to do this is to get more productivity out of the workers, as well as to
keep the good workers. An effective supervisor with a good team of workers
will certainly satisfy his or her internal customers.
Empower workers
One area of satisfying the internal suppler is by empowering the workers. This
means to allow them to make decisions on things that they can control. This not
only takes the burden off the supervisor, but it also motivates these internal
suppliers to do better work.
Continuous improvement
The third principle of TQM is continuous improvement. You can never be
satisfied with the method used, because there always can be improvements.
Certainly, the competition is improving, so it is very necessary to strive to keep
ahead of the game.
Working smarter, not harder
Some companies have tried to improve by making employees work harder. This
may be counter-productive, especially if the process itself is flawed. For example,
trying to increase worker output on a defective machine may result in more
defective parts.
Examining the source of problems and delays and then improving them is what is
needed. Often the process has bottlenecks that are the real cause of the problem.
These must be removed.
Worker suggestions
Workers are often a source of continuous improvements. They can provide
suggestions on how to improve a process and eliminate waste or unnecessary
work.
Quality methods
There are also many quality methods, such as just-in-time production, variability
reduction, and poka-yoke that can improve processes and reduce waste.
TQM and Six Sigma
The TQM concept was developed based on the teachings of American
management consultants, including W. Edwards Deming, Joseph M. Juran, and
Armand V. Feigenbaum. Originally, these consultants had short-term success in
the United States. Managers in Japan, however, embraced their ideas
enthusiastically and even named their premier annual prize for manufacturing
excellence after Dr. Deming. Based on Statisticial Process Control (SPC)
techniques, the Six Sigma management strategy was developed in 1986 to support
Motorola’s drive towards reducing defects by minimizing variation in processes.
The main difference between TQM and Six Sigma is the approach. At its core,
Total Quality Management (TQM) is a management approach to long-term
success through continuous process improvement and customer satisfaction.
In a TQM effort, all members of an organization participate in improving
processes, products, services and the culture in which they work. The methods for
implementing this approach come from people such as Philip B. Crosby, W.
Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
Exploring soft versus hard factors for TQM implementation in small and medium-
sized enterprises
Purpose – This paper aims to rank the emphasis placed on critical factors and
quality management principles that determine the success of total quality
management (TQM) as it applies to quality management system implementation
in small and medium-sized enterprises (SMEs).
Design/methodology/approach – This paper is a synthesis of the literature on
TQM implementation in SMEs operating in a developing environment and
identifies critical factors. These factors are prioritised according to the frequency in
which they appeared by number of articles. The compliance requirements of the
ISO 9001:2000 standard is mapped to one or a combination of quality
management principles (QMPs) on which the standard is based. These principles
are grouped as soft and hard and ranked in terms of the number of compliance
requirements they represent.
Findings – The paper identifies critical factors of TQM implementation for SMEs
operating in a developing economy. Although exploratory in nature, evidence
shows that, while researchers have placed more emphasis on the “soft” factors, the
compliance requirements of the ISO 9001:2000 standard stress more on the “hard”
factors.
Research limitations/implications – The paper shows that the possibility of
enriching the theories and practices of TQM implementation and extending the
knowledge and applications of “soft” and “hard” factors need to be explored.
Contrasting the eight QMPs of ISO 9001:2000 with the evaluation criteria of
quality excellence awards needs to be addressed.
Practical implications – This paper reviews the relative importance of “soft” and
“hard” factors, and relates the QMPs and compliance requirements of ISO
9001:2000 to TQM implementation in SMEs. It identifies strengths and
weaknesses of the standard, and provides a source of information for top
management of SMEs interested in implementing a quality management system.
Originality/value – The findings in this paper link the compliance requirements
of ISO 9001:2000 to QMPs, and point to areas that tend to be least addressed by
the ISO 9001:2000 standard. The paper also advocates a holistic approach to
safeguard proper TQM implementation and continual improvement of people,
product and processes in SMEs.
TQM and Performance for SMEs: Research Project
The concept of quality in general and Total Quality Management (TQM) in particular has been the
subject of several marketing and management research insofar as it is considered as a means to
understand and meet the expectations of consumers.
For Chin et al. 2001, TQM is an inclusive approach whose aim is to pursue customer satisfaction.
This purpose has generated a growing interest in various sectors of economy such as
manufacturing, services, Government and education in different countries around the world.
Dear sir,
I am Abhinandan Kumar, student of production engineering, VIIth sem at Birla Institute of
Technology, Mesra, Rachi extension centre Patna.
Dear sir, I am now working on a project of motor-car at my college. Team of 5 students of my
batch and 3 faculties of our department are also working with me.
We are working on following topics:
1. How to increase efficiency of motor car?
2. Which one is best among diesel engine, petrol engine and CNG in all conduction including
efficiency, maintenance, economical, environmentally-friendly, user-friendly, ergonomic, etc.
3. Authentic design or attractive model of cars.
4.
doc_822129209.docx
On
PRODUCTIVITY IMPROVEMENT THROUGH
TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
DECLARATION CERTIFICATE
This is to certify that the project entitled “PRODUCTIVITY IMPROVEMENT
THROUGH TOTAL QUALITY MANAGEMENT” submitted by ABHINANDAN
KUMAR in partial fulfilment for the award of the degree of B.E in Production
Engineering of Birla Institute of Technology, Mesra, Rachi is the record of the student
own work carried out under my guidance and supervision.
No part of this project has been submitted to any other university/institute for the award of
this or any other degree.
DATE: Prof. KAPIL DEV PRASAD
(Department of Production Engineering)
CERTIFICATE OF APPROVAL
This project entitled “PRODUCTIVITY IMPROVEMENT THROUGH TOTAL
QUALITY MANAGEMENT” is here by approved as a creditable engineering study
carried out and presented in a satisfactory manner to narrate its acceptance as prerequisite
to the degree for which it is being submitted.
(Internal Examiner) (External Examiner)
Head of Department
Department of Production Engineering
ACKNOWLEDGMENT
Working on this project on “PRODUCTIVITY IMPROVEMENT THROUGH TOTAL
QUALITY MANAGEMENT” was a source of immense knowledge to me. We would like
to express my sincere gratitude to Prof. Kapil Dev Prasad for his guidance and valuable
support thought out the course of this project work. We acknowledge with a deep sense of
gratitude, the encouragement and inspiration received from our faculty members and
colleagues. We would also like to thank our parents for their love and support.
ABHINANDAN KUMA
ABSTRACT
My project argues that the Total Quality Management concept and its
implementation is the critical need for the survival of industries. In the meantime,
lean manufacturing and constraint management could work together to improve
productivity, efficiency and quality. The article discusses the environment in which
businesses are operating, the effect of the total quality management on
productivity and presents some of the benefits that were realized by implementing
total quality management. Direct benefits from combining the concepts of lean
manufacturing and constrained management during the productivity improvement
process by using automation reduce production cycle times by more effectively
designing and scheduling the movement of robots. The ultimate goal is to satisfy
customer’s demand. My project discusses how constrained management
substantially increases production.
PRODUCTIVITY IMPROVEMENT
THROUGH
TOTAL QUALITY MANAGEMENT
1. How to increases productivity of an Industry?
2. General methods used in Industry to increases
productivity.
3. What is TQM?
4. How TQM helps to improve productivity of an Industry?
5. Total Quality Management model and productivity.
6. TQM, Constraint management, Lean production, six
sigma – comparison, relationships & competitive advantage.
7. Conclusions
8. Bibliography:
TQM companies/organisations in India
Practices and work culture in these TQM companies
TVS, Sundram Fasteners, TATA,
INTRODUCTION
Intense global competition and diminishing trade barriers are making it more and
more difficult for companies to maintain their market share. Competition from
companies operating in different markets has increased as advancements in
telecommunications and information technology have broken down traditional
barriers to entry.
In a competitive environment, a business must persuade a customer to buy its
products rather than those of competitors at a price that is more than its cost of
production. A rational customer, however, would like to maximize value for his
money. Therefore, a successful producer must enhance the total value of his
products so that the price is acceptable to the customer while his own costs are
low enough to allow him to make a profit.
Total quality management (TQM) is all about fostering a culture that is
continuously oriented towards increasing customer satisfaction while minimizing
the real cost of production.
Total Quality Management is a management approach that originated in the
1950's and has steadily become more popular since the early 1980's. Total Quality
is a description of the culture, attitude and organization of a company that strives
to provide customers with products and services that satisfy their needs. The
culture requires quality in all aspects of the company's operations, with processes
being done right the first time and defects and waste eradicated from operations.
“Total Quality Management, TQM, is a method by which management and
employees can become involved in the continuous improvement of the production
of goods and services. It is a combination of quality and management tools aimed
at increasing business and reducing losses due to wasteful practices.”
Some of the companies who have implemented TQM include Ford Motor
Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor
Company.
? Productivity is usually taken in isolated scenario and cases.
? This usually lacks the holistic system approach of a productivity improvement
project starting from its vision till operational tasks.
? As such, the benefit gained at one part of a system in time is eaten by the
sluggishness performance at another part of the same system.
? The focus of discussion here is at the holistic approach of productivity; starting
from:
? Its basic concept,
? Associated factors affecting it,
? The TQM tools and techniques used in productivity improvement program
and
? Measurement in all types of industries, social and academic fields.
? Due to sever impact of productivity on national economy, it is at the top of
national agenda of industrialized countries to have good monitoring and
assessment system of performance of individuals and organizations.
? Underdeveloped and developing courtiers can take great advantage out of
productivity implementation as the huge gap for productivity improvement in
these economies.
? Higher productivity can be linked to national prosperity and socioeconomic
development and balancing system.
BASIC DEFINITION
STATISTICS
Statistics means a good amount of data to obtain reliable results. The science of
statistics handles this data in order to draw certain conclusions. Statistical
techniques find extensive applications in quality control, production planning and
control, business charts, linear programming, etc.
QUALITY
Quality is a relative term and is generally explained with reference to the end use
of the product.
A componentise said to be of good quality if it works well in the equipment for
which it is meant. Quality is thus defined as fitness for purpose.
Plant Manager
Superintendents
Accounting Design and Production Quality Plant Procurement Industrial
Development Engineering Relations
Engineering
Assistant superintendent
of Quality
Department Head, Parts Department Head, Product
Quality Control Quality Control
Quality General foreman Quality General Foremen or
Enguneers Foreman Engineers Foremen of
` of Inspection Inspection and
Testing Labs
Organization of an Inspection Department
In manufacturing, a measure of excellence or a state of
being free from defects, deficiencies and significant variations. It is brought about
by strict and consistent commitment to certain standards
that achieve uniformity of a product in order to satisfy
specific customer or user requirements. ISO 8402-1986 standard defines quality as
"the totality of features and characteristics of a product or service
that bears its ability to satisfy stated or implied needs. " If
an automobile company finds a defect in one of their cars and makes a
product recall, customer reliability and therefore production will decrease
because trust will be lost in the car's quality.
CONTROL
Control is a system for measuring and checking (inspecting) a phenomena.
It suggests
? When to inspect
? How often to inspect
? How much to inspect.
In addition, it incorporates a feedback mechanism which explores the cause of
poor quality and takes corrective action.
What is TQM? : Basic Concepts
Total Quality Management / TQM is an integrative philosophy of
management for continuously improving the quality of products and processes.
TQM is based on the premise that the quality of products and processes is the
responsibility of everyone involved with the creation or consumption of the
products or services which are offered by an organization, requiring the
involvement of management, workforce, suppliers, and customers, to meet or
exceed customer expectations.
Cua, McKone, and Schroeder (2001) identified nine common TQM practices:
1. cross-functional product design
2. process management
3. supplier quality management
4. customer involvement
5. information and feedback
6. committed leadership
7. strategic planning
8. cross-functional training
9. employee involvement
? TQM is an integrated organization approach in delighting customers (both
external and internal) by meeting their expectations on a continuous basis
through everyone involved with the organisation working on continuous
improvement in all product/processes along with proper problem
methodology.
? TQM means activities involving everyone in a company- Management and
workers in a totally integrated effort toward improving performance at every
level.
? This improved performance is directly towards satisfying cross-functional goal
as Quality, Cost, Manpower development, Quality of work life etc.
? There activities ultimately lead to increased customer and Employee
satisfaction,
Definition
? Total Quality Management is formally defined in BS 7850-1, paragraph 3.1,
as management philosophy and company practices that aim to harness the
human and material resources of an organization in the most effective way
to achieve the objectives of the organization.
? In short, the definition says continuous meeting agreed customer
requirements at the lowest cost by realising the potential of all employees.”
? TQM is a management philosophy that seeks to integrate all organizational
functions (marketing, finance, design, engineering, and production,
customer service, etc.) to focus on meeting customer needs and
organizational objectives.
? A core definition of total quality management (TQM) describes a
management approach to long–term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving
processes, products, services, and the culture in which they work.
? In my word, the continuous process of reducing or eliminating errors in
manufacturing, streamlining supply chain management, improving the
customer experience and ensuring that employees are up-to-speed with their
training. Total quality management aims to hold all parties involved in the
production process as accountable for the overall quality of the final product
or service.
? Total Quality Management / TQM is an integrative philosophy of
management for continuously improving the quality of products and
processes.
? The simple objective of TQM is "Do the right things, right the first time, every
time"
Summary of Total Quality Management
Total quality management can be summarized as a management system for a
customer-focused organization that involves all employees in continual
improvement. It uses strategy, data, effective communications and involvement of
all level employees to integrate the quality discipline into the culture and activities
of the organization.
?Customer-focused: The customer ultimately determines the level of quality. No
matter what an organization does to foster quality improvement—training
employees, integrating quality into the design process, upgrading computers or
software, or buying new measuring tools—the customer determines whether the
efforts were worthwhile or not.
?Total employee involvement: All employees participate in working toward
common goals. Total employee commitment can only be obtained after fear has
been driven from the workplace, when empowerment has occurred, and
management has provided the proper environment. High-performance work
systems integrate continuous improvement efforts with normal business
operations. Self-managed work teams are one form of empowerment.
?Process-centred: A fundamental part of TQM is a focus on process thinking. A
process is a series of steps that take inputs from suppliers (internal or external)
and transforms them into outputs that are delivered to customers (again, either
internal or external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected
variations in the process.
?Integrated system: Although an organization may consist of many different
functional specialties often organized into vertically structured departments, it is
the horizontal processes interconnecting these functions that are the focus of
TQM. ? Micro processes add up to larger processes, and all processes aggregate
into the business processes required for defining and
?Implementing strategy: Everyone must understand the vision, mission, and
guiding principles as well as the quality policies, objectives, and critical processes
of the organization. Business performance must be monitored and communicated
continuously. ? An integrated business system may be modelled after the Baldrige
National Quality Program criteria and/or incorporate the ISO 9000 standards.
Every organization has a unique work culture, and it is virtually impossible to
achieve excellence in its products and services unless a good quality culture has
been fostered where everyone works for the quality. Thus, an integrated system
connects business improvement elements in an attempt to continually improve
and exceed the expectations of customers, employees, and all other stakeholders.
?Strategic and systematic approach: A critical part of the management of quality is
the strategic and systematic approach to achieving an organization’s vision,
mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality as
a core component.
?Continual improvement: A major thrust of TQM is continual process
improvement. Continual improvement drives an organization to be both analytical
and creative in finding ways to become more competitive and more effective at
meeting stakeholder requirements and expectations.
? Fact-based decision making: In order to know how well an organization is
performing, data on performance measures are necessary. TQM requires that an
organization continually collect and analyse data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.
?Communications: During times of organizational change, as well as part of day-
to-day operation, effective communications plays a large part in maintaining
morale and in motivating employees at all levels. Communications involve
strategies, method, and timeliness.
These elements are considered so essential to TQM that many organizations
define them, in some format, as a set of core values and principles on which the
organization is to operate.
TQM Principle
(i) Agree customer requirements
(ii) Understand customers/suppliers
(iii) Do the right things
(iv) Do things right first time
(v) Measure for success
(vi) Continuous improvement is the goal
(vii) Management must lead
(viii) Training is essential
(ix) Communicates as never before
? TQM is a process of change in terms of values, beliefs, style and activity.
? The concepts are essentially simple to understand and yet are difficult to
implement.
Basic Principles of Total Quality Management (TQM)
The basic principles for the Total Quality Management (TQM) philosophy of
doing business are to satisfy the customer, satisfy the supplier, and continuously
improve the business processes.
Questions you may have include:
? How do you satisfy the customer?
? Why should you satisfy the supplier?
? What is continuous improvement?
This lesson will answer those questions.
Satisfy the customer
The first and major TQM principle is to satisfy the customer--the person who pays
for the product or service. Customers want to get their money's worth from a
product or service they purchase.
Users
If the user of the product is different than the purchaser, then both the user and
customer must be satisfied, although the person who pays gets priority.
Company philosophy
A company that seeks to satisfy the customer by providing them value for what
they buy and the quality they expect will get more repeat business, referral
business, and reduced complaints and service expenses.
Some top companies not only provide quality products, but they also give extra
service to make their customers feel important and valued.
Internal customers
Within a company, a worker provides a product or service to his or her
supervisors. If the person has any influence on the wages the worker receives, that
person can be thought of as an internal customer. A worker should have the
mind-set of satisfying internal customers in order to keep his or her job and to get
a raise or promotion.
Chain of customers
Often in a company, there is a chain of customers, -each improving a product and
passing it along until it is finally sold to the external customer. Each worker must
not only seek to satisfy the immediate internal customer, but he or she must look
up the chain to try to satisfy the ultimate customer.
Satisfy the supplier
A second TQM principle is to satisfy the supplier, which is the person or
organization from whom you are purchasing goods or services.
External suppliers
A company must look to satisfy their external suppliers by providing them with
clear instructions and requirements and then paying them fairly and on time.
It is only in the company's best interest that its suppliers provide it with quality
goods or services, if the company hopes to provide quality goods or services to its
external customers.
Internal suppliers
A supervisor must try to keep his or her workers happy and productive by
providing good task instructions, the tools they need to do their job and good
working conditions. The supervisor must also reward the workers with praise and
good pay.
Get better work
The reason to do this is to get more productivity out of the workers, as well as to
keep the good workers. An effective supervisor with a good team of workers
will certainly satisfy his or her internal customers.
Empower workers
One area of satisfying the internal suppler is by empowering the workers. This
means to allow them to make decisions on things that they can control. This not
only takes the burden off the supervisor, but it also motivates these internal
suppliers to do better work.
Continuous improvement
The third principle of TQM is continuous improvement. You can never be
satisfied with the method used, because there always can be improvements.
Certainly, the competition is improving, so it is very necessary to strive to keep
ahead of the game.
Working smarter, not harder
Some companies have tried to improve by making employees work harder. This
may be counter-productive, especially if the process itself is flawed. For example,
trying to increase worker output on a defective machine may result in more
defective parts.
Examining the source of problems and delays and then improving them is what is
needed. Often the process has bottlenecks that are the real cause of the problem.
These must be removed.
Worker suggestions
Workers are often a source of continuous improvements. They can provide
suggestions on how to improve a process and eliminate waste or unnecessary
work.
Quality methods
There are also many quality methods, such as just-in-time production, variability
reduction, and poka-yoke that can improve processes and reduce waste.
TQM and Six Sigma
The TQM concept was developed based on the teachings of American
management consultants, including W. Edwards Deming, Joseph M. Juran, and
Armand V. Feigenbaum. Originally, these consultants had short-term success in
the United States. Managers in Japan, however, embraced their ideas
enthusiastically and even named their premier annual prize for manufacturing
excellence after Dr. Deming. Based on Statisticial Process Control (SPC)
techniques, the Six Sigma management strategy was developed in 1986 to support
Motorola’s drive towards reducing defects by minimizing variation in processes.
The main difference between TQM and Six Sigma is the approach. At its core,
Total Quality Management (TQM) is a management approach to long-term
success through continuous process improvement and customer satisfaction.
In a TQM effort, all members of an organization participate in improving
processes, products, services and the culture in which they work. The methods for
implementing this approach come from people such as Philip B. Crosby, W.
Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
Exploring soft versus hard factors for TQM implementation in small and medium-
sized enterprises
Purpose – This paper aims to rank the emphasis placed on critical factors and
quality management principles that determine the success of total quality
management (TQM) as it applies to quality management system implementation
in small and medium-sized enterprises (SMEs).
Design/methodology/approach – This paper is a synthesis of the literature on
TQM implementation in SMEs operating in a developing environment and
identifies critical factors. These factors are prioritised according to the frequency in
which they appeared by number of articles. The compliance requirements of the
ISO 9001:2000 standard is mapped to one or a combination of quality
management principles (QMPs) on which the standard is based. These principles
are grouped as soft and hard and ranked in terms of the number of compliance
requirements they represent.
Findings – The paper identifies critical factors of TQM implementation for SMEs
operating in a developing economy. Although exploratory in nature, evidence
shows that, while researchers have placed more emphasis on the “soft” factors, the
compliance requirements of the ISO 9001:2000 standard stress more on the “hard”
factors.
Research limitations/implications – The paper shows that the possibility of
enriching the theories and practices of TQM implementation and extending the
knowledge and applications of “soft” and “hard” factors need to be explored.
Contrasting the eight QMPs of ISO 9001:2000 with the evaluation criteria of
quality excellence awards needs to be addressed.
Practical implications – This paper reviews the relative importance of “soft” and
“hard” factors, and relates the QMPs and compliance requirements of ISO
9001:2000 to TQM implementation in SMEs. It identifies strengths and
weaknesses of the standard, and provides a source of information for top
management of SMEs interested in implementing a quality management system.
Originality/value – The findings in this paper link the compliance requirements
of ISO 9001:2000 to QMPs, and point to areas that tend to be least addressed by
the ISO 9001:2000 standard. The paper also advocates a holistic approach to
safeguard proper TQM implementation and continual improvement of people,
product and processes in SMEs.
TQM and Performance for SMEs: Research Project
The concept of quality in general and Total Quality Management (TQM) in particular has been the
subject of several marketing and management research insofar as it is considered as a means to
understand and meet the expectations of consumers.
For Chin et al. 2001, TQM is an inclusive approach whose aim is to pursue customer satisfaction.
This purpose has generated a growing interest in various sectors of economy such as
manufacturing, services, Government and education in different countries around the world.
Dear sir,
I am Abhinandan Kumar, student of production engineering, VIIth sem at Birla Institute of
Technology, Mesra, Rachi extension centre Patna.
Dear sir, I am now working on a project of motor-car at my college. Team of 5 students of my
batch and 3 faculties of our department are also working with me.
We are working on following topics:
1. How to increase efficiency of motor car?
2. Which one is best among diesel engine, petrol engine and CNG in all conduction including
efficiency, maintenance, economical, environmentally-friendly, user-friendly, ergonomic, etc.
3. Authentic design or attractive model of cars.
4.
doc_822129209.docx