TQM

(1) QUALITY: 

ECONOMIC ISSUES

TOTAL QUALITY MANAGEMENT:

The valid definition of quality is proposed by American National Standards Institute (ANSI) and American Society for quality Control (ASQC), is that ―The totality of featuring & characteristics characteristics of a Product of Satisfy given needs‖.

Qualities has some relations with the economic issues which are;

The philosophy of total quality management is ―customer Satisfaction‖, so its mean this is developed for the customer satisfaction. Total quality management is also treating as ―A Commitment to Customer‖ it‘s doing the main job main job for qualitative qualitative protection and and it‘s performed the many function against the traditional management. TQM is a continuous process of  improvement & has close relation with customer, workers and management All the workers and management in every department try to improve the quality of the product in all functions at all levels.

QUALITY IN MANUFACTURING SYSTEM : In Manufacturing system quality careful about; ― useful utilization of resources where there is no wastage‖ As. a) Do not over do nor under-do it. b) Avoid the waste waste or inefficiency inefficiency use of resources In manufacturing system quality management should be needs the appropriate use of following things.  Appropriate tools Appropriate Technology Technology Finance Resources

Functions:  A quality assurance department is to ensure quality is comes from following three terms.

that

1. Quality Engineering: In which quality is added at the time of design of  product and design of process this is describe with the flow chart, which is

2. Quality Control: Quality control involves in planned, measures to see if standards are beings meet ( or not ). Incase of deviation. Corrective action and future prevention action must be ―taken‖. It is responsible for maintaining the standards of quality.

3. Quality Management: Ensure that quality is an every function of  management, viz. planning organizing leading & controlling. It is responsible for the all quality assurance activities especially for the coordinate plan organize & control the quality accurately.

QUALITY IN SERVICE SYSTEM: We have eight guidelines, which are maintain the quality in service system. Which is?

1. Time: In which set the time for  serve the service. How long customer can wait for  the service.

2. Times Liners: Its mean provide the service to the customer according the set time.

3. Courtesy : It is most important behavior with the customer is making a strong image in the mind of customer  about service provider. Behave with customer as be politely, with courtesy, be cooperative and friendly.

4. Consistency: Qualities of service are same with pass of time and continuously serving to all customers with same aspects; don‘t give the preference to someone & another.

5. Accessibility & Convenience: Its mean service is easily available & accessible to the customers, So that they can enjoy with service.

1. Qualities & Price: Generally when quality is high then price is high but origin of company, brand name quality assessment also should be considered in the pricing of product service.

2. quality & Cost: Generally when quality is increased then increase the cost of production. Because of  quality is obtained by qualitative raw materials qualitative labor etc.

3. Quality & Market Share:

QUALITIES:

There are also guideline if good quality. quality.

1. Performance: The product should be able to perform all the functions promised company , or expected by the customers.

2. Features:  All features of product product should be of of acceptable quality.

3. Reliability: (Trust Worthiness) : Product should be trust-worthy Product should be over the time. The consistency of quality in product from unit to unit. 4. Durability: product should be long lasting. Product should be durable on given period from company. 5. Conformance: product should comply with specification. ( targets & tolerances ), or with bench marking specification. All characteristics, characteristics, in gradients, benefits are meet with standard.

6. Aesthetics This is a branch of a philosophy, which deals with study of beauty. beauty. Here its mean the visual appearance of product.

7. Serviceability: Serviceability: product should be easy to maintain, including the availability of spare parts and the service center s.

6. Accuracy:

8. Perceived Quality : ( Perception) here question is arises, Is the product/service meeting the customer or not? Basically is perceived quality by the customer. These are the expectation of  customer about product or service.

Provide the feedback to the complaints of customers. Its mean service provider must tell about the real problem, don‘t try to make them them fool.

BENEFITS OF TQM: When the quality of products is maintained and improved by the uses of full aspects. aspects. Of TQM then company enjoys with many benefits. Because the TQM is not only for  product but TQM is perform role in every level of organization. TQM involved in continuous improvement of product as well as employees skills.

The

important

benefits

are

TQM………..

Its mean service should be performed the accurately, accurately, accurately maintained the service.

7. Responsiveness:

DEFFINATION:

Tqm defined as ―Every one associated with When production of company have have the better  the company and is involved in continuous quality than competitors, than share has the improvement in all functional areas areas at all more value in market than competitors. levels‖ OR ― The sum of all activities in getting quality MULTIPLE DIMENTIONS OF products into the market place.

8. Completeness: Provide the complete service to the customers what ever the order order places is it complete or not? First of all get the answer of this question .

Can reduce the production defects. Can improvement and development takes place throughout the organization Can quality of manufacturing process is maintained. Can quality of raw materials is also improved. Can better results by getting higher profits and better returns. Can capture more market share. Customer can be more satisfied. Employees become skilled and experienced.

QUALITY MANAGEMENT: Quality also looks for planning, organizing, directing & controlling.

1. Planning for Quality Quality Planning for the begins Before product‘s Designing or redesigning process. Customer may be invited to participle in the planning process.

2. Organizing for Quality:  Although everyone in an organization contributes to product quality, responsibility for specific aspects of TQM is often assigned to specific departments and jobs. They monitor all quality control activities to identify areas for improvement. Having a separate quality control department is no longer enough Because everyone must work to ensure quality , such as , chairperson of board to part  –time  –time clerk marketers and other personnel. 3. Directing for Quality: Directing for quality means that manager  must motivate employees throughout the organizationto achieve the goals (quality goals). Ideally, if manager succeed then employees ultimately accept the quality ownership.

4. Controlling for Quality: It‘s basic means is ―Monitoring‖. By monitoring in products and services, a company can detect detect mistakes and make corrections. However, manager must established specific quality standards and measurement.

Prepared By : LECTURER UMAIR MOIN

(2) THE CUSTOMER FOCUS SYSTEM: It is very much related to customer. Basically it is related with identify the needs of customer & transmitted into technical language. With customer focusing the chance of successfulness are brighter. The profit maximization is not the goal but the customer satisfaction is the main goal, by this goal profit automatically will follow it. Only profit maximization leads to the low quality. Quality is in the eyeof the customer; quality must begin with customer needs & end with customer  perception. The fundamental aim of today‘s quality movement has becomes ―Total Customer  Satisfaction‖. The ultimate goal of TQM is to improve customer value.

THE CUSTOMER DRIVEN QUALITY CIRCLE / CYCLE: Customer driven quality is about needs, customers complaints. It is more than reducing manufacturing detects. It is shifting from an inward production focus to market driven customer focus.

KANO CLASSIFICATION CUSTOMER NEEDS:

OF

i) Dis-satisfaction: (Not Happy):

It is very much related to customer. Basically it is related with identify the needs of customer & transmitted into technical language. With customer focusing the chance of successfulness are brighter. The profit maximization is not the goal, by this goal profit automatically will follow it. Only profit maximization leads to the low quality. Quality is in the eye of the customer; quality must begin with customer needs & end customer  perception. The fundamental aim of today‘s quality movement has becomes ―Total Customer  Satisfaction‖. The ultimate goal of TQM is to improve customer value.  A major long-term benefit of total quality Management relates to customer satisfaction . TQM aims at improving quality & identifies the best measure.of  quality as matching customer expectations in terms of  service product and experience. TQM interventions quantify and aim to achieve the best state defined in terms of such customer expectations. Some example of the application if total quality management to improve customer satisfaction include. Reduction of waiting time by changing the method of appointment scheduling or client handling. Making changes to the delivery process so that the product reaches the customer  faster. Better quality products requiring no repairs improving customer loyalty. 

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CONTIOUS

1. KAIZEN.

Customer needs that are expected in a product service. If those are not present in te product or service then customer are dissatisfied.

ii) Satisfiers: (Happy) Whatever the customer needs? Customer  needs that are wanted in a product / service. If those are present then fulfilling those needs creats satisfaction.

iii) Exciters or Delighter: (very happy) when a person feels that any extra quality of  feature in the product or service. He will feel exciting & delighting. As we can say as new or innovation feature that customer does not expected.

BUILDIN THE HOUSE OF QUALITY: It relates with customer attributes to technical feature & meeting a customer needs.

PROFITABILITY BY FOCUS ON CUSTOMER:

METODS FOR MPROVEMENT:

It is a Japanese word which is treaded s the philosophy of life. It embraces and overshadows. All business activities. Kaizen encourage the innovation, creativity & new ideas. It suggest gradual & continuous improvement. Kaizen says that do not make any sudden change. Change must be gradual. Even if each & every thing going right but this time there is a need of change.  A sudden change is not positive, change must be in step-by-step manner. If you want to make any change then ask to employee that now we are going to make this. Because of taste, preference, technologies government rules, regulation & policies, competition continuously going towards change. Kaizen also encourage in the investment of  human resources. Through the improvement of quality laborers the quality of service or good will automatically follow it, There are three things in improvement of  human resources.

i) identify customer attributes:

i) Recruitment & Training:

Customer attributes is related with what customer actually required? What are your  customer? Use the customer words for  knowing his needs.

investment heavily in HRM. The investing in training is best investment. ii) Performance Appraisal: In the change organizational trends now performance appraisals are made by boss colleagues & sub-ordinates & they evaluate the performance of the person. It is the butter way to judge the performance of the persons.

ii) identify technical feature: Call out the technical expertise & give them list of customer‘s requirement & ask them to prepare a blue print for designing any product. Technology material, money machinery all the things must be carefully examined.

iii) Relate The customer Attitude to Technical Feature: Build a relation ship between technical features & customer need.

iv) Conduct & Evaluation Competing Product:

Of 

Evaluate the abilities of competing product. What we can do for successfulness of our  product De-assemble the competing product.

v) Evaluate Technical Develop targets:

Feature

&

What are the technical features of the competitors & the develop or set the targets for improving the future of your product.

vi) Determine which technical feature to Deploy in the remainder of the production process: Here we determine that what features we can add in our product those are not presented in the commentator‘s product.

iii) Compensation ―Gain sharing‖ theory given by ―Karl mark‖. In case of profit, it should be shared by equally person of the organization.

2) JUST IN TIME: What ever exact production is required then ordered the material accordingly. Try to avoid the wastage o recourses. It suggests that do not pile-up the inventory because nothing is constant.

3) POKE YOKE: These are the measurement devices are called control devices. There are use to inspect automatically errors or defects operating conditions. These are smaller  tools ofr checking quality during operation.

4) BENCH MARKING: It is the way of setting standard and the meeting those standards is called the bench marking. Types of Bench Marking:

i) Competitive Bench Marking: It is set by the standards of the competitors. Why he is gaining the market share? Check the product of competitors, de-assemble. It & find the porn & corn of their product try to find out the product feature, manufacturing system operation & customer‘s service system of the competitors. Here, also quite possible your product is more qualitative than competitors.

ii) Generic Bench Marking: These standards are set by the use of the standards of the other organization. Check out the organizational Structure , marketing ,strategies , Financial arrangements & etc. it is not relate with the competitors. It is basically the evaluation of the process or  business function of the best companies regardless the industry. In which relates those organizations that are earn maximum profit of previously.

HOW DO YOU BENCH MARK:  

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Prepared By : LECTURER UMAIR MOIN

In bench marking we should do. Determine which function to bench mark. Identify key performance indicator. Identify the best in the class processes. ( But in class means all over the world). Measure the performance of the best in class companies & compare the result to your own performance. Define and take action the meet or exceed the best performance.

(3) ELEMENTS OF TQM::

WHAT ARE THE CORE CONCEPT OF TQM:

TQM APPROACHES:

IMPLEMENTATION

TQM is a continuous process of  improvement has close relation with customer  , workers and management. All the workers and management in every department try to improve the quality of the product in all function at all levels. TQM concepts is an integrative system that use strategy, data and effective communication to integrate. The quality principles into the culture and activities of the organization. Total quality management (TQM) is a management through customer  satisfaction.

No one solution is effective for planning and implementing TQM concepts in all situation. Following are generic models for  implementing total quality management theory: 1. Train top management on TQM principles. 2. Assess the current: Culture customer satisfaction, quality management system. 3. Top Management determines the core values and principle to be used and communicate them. 4. Develop TQM master plan based on steps 1,2,3 5. Identify and prioritize customer  needs and determine products or  service to meet those needs. 6. Determine the critical process to produce those product or  services. 7. Create process and improvement team‘s. 8. Managers should support effort by planning, training, time …to the team. 9. Integrate changes for  improvement in daily process management and standardization take place 10. Evaluate progress against plan (step 8) and adjust as needed. 11. Constant employee awareness and feedback on status are provided and a reward/ recognition process is established.

Total Quality Management: Total quality management (TQM) helps to improve product quality using a long-term approach at improving production and customer satisfaction while decreasing wastes. There are 8 elements of TQM, they are as follows:

Ethics: There are two different types of ethics. In the business world. Customer ethics & company ethics. The company ethics set the standards for quality & performance and the customer ethics set the standard for approval. Our personal set of ethics plays a large role in TQM because it helps to determine what is fair  & what is out right wrong. Some companies will try to gauge. Their customers with high prices so they can turn a larger profit. Companies that have ethics recognize that higher prices should only be charged if  you need in increase the quality of the product.

Integrity: Employee‘s personal ethics determine if they are truthful about their job performance. This makes up their integrity as a person. Companies like people also have integrity. Using TQM helps companies convey their integrity to their customers by building high-quality products and charging reasonable prices. With integrity , products are often looked at as ― what you see is what you get‖. However if you have established honesty & trust with your customers, they will hold your products to a products to a higher  standard.

Trust: Following along with ethics and integrity is trust without t rust, your company will not be able to successfully implement TQM. Trust is one of the key elements you need to have because it defines your market. These customers will continuo buying from your company because of the level of trust you have developed with on another. The tricky thing about trust is that each of  your employees is responsible for their own actions. If  they cause a problem with a customer your customer  may lose trust in the company until another person can restore it.

Training: TQM looks at improving several processes and training is one of the biggest problems companie s have improper training can cause product malfunctions, loss of customer, and waste. Spending time on proper training will save you a l arge headache down the road and it helps to build employee loyalty.

Teamwork: TQM has been able to establish a smooth-flowing office environment because it is based upon teamwork. When individuals work in teams, they are able to solve some of their problems faster and provides accurate solution.

Leadership: The most important part of TQM is your managers. These individuals must be able to lead the rest of the company on this new organizational approach. The managers must be trustworthy individuals that other  employees respect and want to follow. They need someone that can take charge and clearly communicate all the company needs. Effective leaders will make your new system as they need to work with employees to get them to change the way currently work.

Three Core Concepts Of TQM: Quality Control (QC): It is concerned with the past, and deals with data obtained from previous production, which allow action to be taken to stop the production of defective units. Quality control involves operational techniques and activities aimed both at monitoring a process and eliminating causes of unsatisfactory performance or relevant stages of the quality loop (quality spiral) in order to result in economic effectiveness.

Quality Assurance: (Q/A): It deals with the present and concern the putting in the place of system to prevent defects from occurring. Quality assurance contains all the planned and systematic actions required to provide adequate confidence that a product or service will satisfy given requirement for quality.

Quality Management (QM): It is concerned with the future, and manages people in a process of continuous improvement to the products and service offered by the organization. Other key Concepts of TQM: Structure system for exceeding customer  expectation. System that empowers employees. Drives higher profits. Drives lower costs. Continuous improvement. Management centered approach on improving quality.

Conclusion: Total quality management (TQM) is a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization , participate in improving process, products services and the culture in which they work. A core concept in implementing TQM is Deming‘s 14 points, a set of management practices to helps companies increase their  quality and productivity. The term ―total Quality Management‖ has lost favor in the united states in recent years; ― Quality Management‖ Is commonly substitute. ―Total Quality Management‖

Communication: Right up there with leader ship is communication many companies fail because they lack proper  communication. If you notice problems between department, take the initiative to fix them.

Recognition:  Another way TQM can help your business is by recognizing employees for their hard work. When employees are recognized, they are less likely to experience burnout and many of them have increased energy, which helps to boost morale. Providing employees with positive reinforcement is one of the best ways to let your employees know appreciate their  hard work.

Prepared By : LECTURER UMAIR MOIN

(4) TQM & ITS PRINCIPLES: Total Quality Management: Total quality management is a management system for a customer focused organization that involves all employee in continual improvement of all aspects of the organization. TQM concepts is an integrative system that use strategy, data, and effective communication to integrate the quality principles into the culture & activities of  the organization.

Principles Of TQM: 1-Be Customer focused: Whatever you do for quality improvement remember that only customers determine the level of quality , whatever you do to foster quality ,improvement , training , employees, ONLY customers determine whether your efforts were worthwhile.

2. Insure Total Employee Involvement: This done after you remove fear from work place, then empower employee … you provide the proper environment. 3. Process Centered: Fundamental part of TQM is to focus on process thinking.

4. Integrated system:  All employee must know business mission and vision must monitor the process. An integrate business may be modeled by MBNQA or ISO 9000.

5. Strategic and systematic approach: Strategic plan must integrate quality as core component.

6. Continual Improvement: Using analytical and creative thinking and finding ways to become more effective.

7. Fact Based Decision Making: Decision making must be ONLY on data, not personal thinking or Situational.

8. Communication: Communication strategy , method and timeliness must be well defined.

STRATEGIIES TO DEVELOP TQM: 1.

TQM elements approach:

DEFINE, QUALITY TOTAL QUALITY, TOTAL QUALITY, MANEGMENT GIVE AT LEAST THREE DEFINATIONS OF TQM QUALITY: ―Quality itself has been defined as Fundamentally relation: Quality is the ongoing process of building and sustaining relationship by assessing anticipating and fulfilling states and implied needs.

HIGHLIGHTS THE CONTRIBUTION OF VARIOUS QUALITY GURUS The quantity gurus have made a significant impact on the world through their contributions to improving not only businesses but all organizations including state and national government, military organization, educational institution, healthcare organizations, and many other  establishments and organization.

DR.W.EDWARDS DEMING (19001993)

Dr. W. Edward Deming is best known for  reminding management that most problems ―The some of all activities in getting quality are systemic and that it is management‘s products into the market place‖. responsibility to improve the systems so that worker‘s (management and non TOTAL QUALITY MANAGEMENT management) can do their jobs more Total quality management is a management effectively. system for a customer focused organization DEMING’S 14 POINTS: that involves all employees in continual Deming‘s philosophy is summarized in his improvement of all aspects of the famous fourteen points. And it serves as a organization framework for quality and productivity improvement. Instead of relying on inspection at the end of the process to find Give at least three definitions of TQM flaws, Deming advocate a statistical analysis of the manufacturing process and 1. Total Quality Management (TQM) is a emphasized cooperation of workers and comprehensive and structured approach to management to achieve high-quality organization management that seeks to products. improve the quality of products and services DR. JOSEPH JURN (B.1904) through ongoing refinement in response to Juran‘s concepts can be used to establish continuous feedback. a traditional quality system, as well as to support Strategic Quality Management. 2. ―TQM is a process and philosophy of   Among other things Juran‘s philosophy achieving best possible outcomes from the includes the Quality Trilogy and the Quality inputs, by using Planning Roadmap. them effectively and efficiently in order to PHILIP CROSBY (1926-2001) deliver best value for the customer , while  Attention to customer requirements and achieving long term objectives of the preventing defects in evident in Crosby‘s organization‖. definitions of Quality and 3. Total Quality Management (TQM) is a ―Non-quality‖ as follow; management approach that aims for long term ―Quality is conformance to requirement; nonquality is nonconformance.‖ success by focusing on customer satisfaction. DR.KAORUISHIKAWA (1915-1989) TQM is based on the participation of all members of an organization in improving Ishikawa believed that quality improvement initiatives must be organization-wide in processes, products, services, and the culture order to be successful and sustainable in which they work. over the long term. He promoted the use of  Quality Circle.

TOTAL QUALITY

Take key business process and use TQM tools to foster improvement. e. g quality circles statically process cont rol taguchi method , quality function deployment.

2. The guru approach: Using the guides of one of the leading quality thinker.

3. Organization model approach: The organization use Benchmarking or MBNQA as model for excellence.

4. Japanese Total Quality Approach: Companies want to get deeming prize use deerning principles.

DR.WALTER A. SHEWART (1891-1967)  A statistician who worked at Western Electric, Bell laboratories, DR Walter A. She wart used statistics to explain process variability. It was DR. W. Edward Deming who publicized usefulness of control charts, as well as the Shewart transformation process control as well as the Shewart with the development of  theories of process control as well as the Shewart. Transformation process on which the Deming PDCA (Plan-Do Check or  Study- Act) Cycle is based. Shewart‘s theories were first published in his book Economic Control of Quality of  Manufactured Product (1931).

SHIGEO SHINGO (1919-1990) Rather than focusing on theory, Shingo focused on practical concepts that made an immediate difference. Specific concepts attributed to Shingo are: Poka Yoke requires stopping processes as soon as defect occurs, identifying the source of the defect and preventing it form happening again. Mistake proofing is a component of  Poka Yoke literally, this means making it impossible to make mistakes (i.e., preventing errors source)

SMED (Single Minute Exchange of  Die) is a system for quick changeovers between products. The intent is to simplify materials, machinery, processes and skills in order to dramatically reduce changeover  times from hours to minutes. As result products could be produced in small batches or even single units with minimal disruption. Just-in-Time (JIT) production is about supplying customers with what they want when they want it. The aim of JIT is to minimize inventories by producing only what is required when it is required. Orders are ―pulled‖ through the system when targeted by customer orders, not pushed through the system in order to achieve .

Prepared By : LECTURER UMAIR MOIN

(5) WHAT IS QUALITY CONTROL? LIST THE SEVEN OLD QC TOLLS AND DESCRIBE ANY THREE OFTHEM QUALITY CONTROL: Quality control (QC) is a procedure or set of  procedures intended to ensure that a manufactured product or performed service adheres to a defined set of quantity criteria or meets the requirements of  the client or customer. Quality pros have many names for these seven basic tools of quality, first emphasized by kaoru Ishikawa, professor of  engineering at Tokyo University and the father of  ―quality circle‖ Start your quality journey by mastering these tools, and you‘ll have a name for  them too; ―indispensable‖.

LIST

THE

SEVEN

OLD

QC

TOLLS

1. Cause-and-effect diagram 2. Cheek Sheet 3. Control charts 4. Histogram 5. Pareto chart 6. Scatter diagram 7. Stratification

DESCRIBE ANY THREE OF THEM 1. Cause-and-effect diagram The cause and effect diagram is also called the Ishikawa diagram or the fishbone diagram. It is a tool for discovering all the possible cause for a particular  effect. The major purpose of this diagram is to act as a first step in problem solving by creating a list of  possible cause. First, clearly identify and define the problems or effects for which the causes must be identified. Place the problem or  effect at the right or the head of the diagram.

2 . CHECK SHEET:  A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes. Check Sheet data recording and interpretation of test results.

3. CONTROL CHARTS: Control charts are used to determine whether a process will produce a product or service with consistent measurable properties. Graphs used to study how a process changes over time. Control chart visual representation of comparison between actual performance and pre-determined control limits; helps in detecting assignable causes of  variation, also called Control Charts. 4. HISTOGRAM: The most commonly used graph for  showing frequency distribution, or how often each different value in a set of data occurs.

5. PARETO CHART: Shows on a bar graph which factors are more significant. Pareto principle (a small percentage of  the elements comprising a group accounts for the large striation of the value or the impact), it ranks causes from the most significant to the least significant.

THREE DEFINITIONS OF TQM & CHARACTERISTICS OF TQM Total Quantity Management (TQM) is a management approach that aims for longterm success by focusing on customer  satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services, and the culture in which they work OR TQM defined as ―every one associated with the company and is involved in all functional areas at all levels.‖ OR ―The some of all activities in getting quality products into the market place.‖ The philosophy of total quality management is ―Customer Satisfaction‖ so it‘s mean this is developed for the customer satisfaction. Total quantity management is also treating as ―A Commitment to Costumer‖. It‘s doing the main job for qualitative production and it‘s performed the many function against the traditional management.

MAJOR CHARACTERISTICS OF TOTAL QUALITY MANAGEMENT The essential characteristics of an effective TQM systems are: 1. Every company member, from the CEO to the lowest level employee is focused on product or services quality. If  management is not behind TQM , then it will fail. 2. Everyone must have the required training and be familiar with the necessary TQM techniques. 3. Any one can suggest areas for  improvement at a production line level can, in many causes, come from line workers. 4. All departments are expected to focus on quality and productivity improvement and implement changes for their area. 5. In addition, all departments interact With each other to fix common problems in the product or process. 6. Collaboration on external issues (end- user defects for example) is excepted from all departments. 7. Decisions made are based on the best solutions, not on hidden agendas or  favoritism 8. Quality becomes a governing part of  operations, with decisions that impact on quality, rejected immediately; despite perceived cost-savings involved.

AN EFFECTIVE TQM IMPLEMENTATION WILL RESULT IN: 

6. SCATTER DIAGRAM: Scatter Diagrams are used to study and identify the possible relationship between the changes observed in two different sets of variables. Graphs pairs of  numerical data, one variable on each axis, to look for  a relationship.

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7. STRATIFICATION: Scatter diagrams are used to study and identify the possible relationship between the changes observed in two different sets of variables. A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace ―stratification‖ with ―flow chart‖ or ―run chart‖).

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Highly trained management (as training is mandatory for effective company wide transformation). An effective change management process Continuous improvement programs. An ability to handle changing market requirement at short notice. A system that can pin point negligence with corresponding penalties ( including termination of  employment ) for deliberate offenses that impact on process or product quality.

DEFIN E TERM QUALITY? WRITE DOWN THE MULTIPLE DIMENSIONS OF QUALITY? Quality: Quality is Conformance to Given Requirement or Specification on a Product or Service. The term quality by itself does not necessarily mean high quality. It means uniformity, consistency and conformity to what user wants. Measure of  excellence or state of being free from defects, deficiencies, and significant variations ISO 8402 1986 standard defines quality as ―the totality of features and characteristics of products or service that bears its ability to satisfy stated or  implied needs‖. The most fundamental function of a quality product is one that meets the expectations of the customer, Some of the key dimensions of a quality product or  service are as follows:

1. PERFORMANCE: The product should be able to perform all the functions promised by company, or  expected by the customers. Performance is often is a source of contention between customer and suppliers, particularly when deliverables are not adequately defined within specifications. The performance of  a product often influences profitability or  reputation of the end-user.

2. FEATURES  All Features of products should be of  acceptable quality. This dimension may seem obvious, performance specifications rarely define the features required in a product. It‘s important that suppliers designing product or services from performance specifications are familiar  with its intended uses.

3. RELIABILITY: (TRUST WORTHINESS) Product should be trust-worthy. Product should be over the time. The consistency of quality in product from unit to unit.Reliability may be closely related to performance. For instance a product specification may define parameters for  up-time, or acceptable failure rates. Reliability is a major contributor to brand or  company image, & considered a fundamental dimension of quality by users.

4. DURABILITY: Product should be long lasting. Product should be durable on given period from company. Durability is closely related to warranty. Product durability is often included within contracts and specifications. For instance, fighter aircraft procured to operate from aircraft carriers include design criteria intended to improve their durability in the demanding naval environment.

5. CONFORMANCE: Product should comply with specification (targets & tolerances), or with benchmarking specification. All characteristics, ingredients, benefits are meet with standard. Does the product or  service conform to the specification? If it‘s developed based on a performance specification, does it perform as specified?

6. AESTHETICS: This is a branch of philosophy, which deals with study of beauty. Here it‘s mean the visual appearance of product. The way a product looks is important to end-users. The aesthetic properties of a product contribute to a company‘s / brand‘s identity. Faults in product diminish aesthetic properties, even those that do not reduce or alter other dimensions of quality, are often cause for rejection.

Prepared By : LECTURER UMAIR MOIN

(6) 7. SERVICEABILITY: Product should be easy to maintain, including the availability of spare parts and the service cent ers. As end users become more focused on Total Cost of Ownership then simple procurement costs, serviceability is becoming an increasingly important dimension of  quality and criteria for products selection.

8. PERCEIVED QUALITY: (PERCEPTION) Basically this perceived quality by the customer. These are the expectation of customer about product or service. Perception is reality. The product or. Service may possess adequate or even superior  dimension of quality, but still fall victim to negative customer or public perceptions.

WHAT IS QUALITY CONTROL? LIST THE SEVEN OLD QC TOLLS AND DESCRIBE ANY THREE OFTHEM QUALITY CONTROL: Quality control (QC) is a procedure or set of  procedures intended to ensure that a manufactured product or performed service adheres to a defined set of quantity criteria or meets the requirements of the client or  customer. Quality pros have many names for  these seven basic tools of quality, first emphasized by kaoru Ishikawa, professor of  engineering at Tokyo University and the father of ―quality circle‖ Start your quality  journey by mastering these tools, and you‘ll have a name for them too; ―indispensable‖.

LIST THE SEVEN OLD QC TOLLS 1. Cause-and-effect diagram 2. Cheek Sheet 3. Control charts 4. Histogram 5. Pareto chart 6. Scatter diagram 7. Stratification

DESCRIBE ANY THREE OF THEM 1. Cause-and-effect diagram The cause and effect diagram is also called the Ishikawa diagram or the fishbone diagram. It is a tool for discovering all the possible cause for a particular effect. The major purpose of this diagram is to act as a first step in problem solving by creating a list of possible cause. First, clearly identify and define the problems or effects for which the causes must be identified. Place the problem or effect at the right or the head of the diagram.

2 . Check Sheet:  A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes. Check Sheet data recording and interpretation of test results.

3. CONTROL CHARTS: Control charts are used to determine whether a process will produce a product or  service with consistent measurable properties. Graphs used to study how a process changes over time. Control chart visual representation of comparison between actual performance and predetermined control limits; helps in detecting assignable causes of variation, also called Control Charts.

4. HISTOGRAM: The most commonly used graph for showing frequency distribution, or how often each different value in a set of data occurs.

5. PARETO CHART: Shows on a bar graph which factors are more significant. Pareto principle (a small percentage of the elements comprising a group accounts for the large striation of the value or the impact), it ranks causes from the most significant to the least significant.

6. SCATTER DIAGRAM: Scatter Diagrams are used to study and identify the possible relationship between the changes observed in two different sets of  variables. Graphs pairs of numerical data, one variable on each axis, to look for a relationship.

7. STRATIFICATION: Scatter diagrams are used to study and identify the possible relationship between the changes observed in two different sets of variables. A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace ―stratification‖ with ―flow chart‖ or ―run chart‖).

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DIFINE QUALITY PLANNING, DISTINGUISH B/W SWOT ANALYSIS. RELATE YOUR ANSWER BY GIVING SUITABLE EXAMPLES. Quality Planning: Systematic process that translates quality policy into measurable objectives and requirements, and lays down a sequence of steps for realizing them within a specified timeframe.

DISTINGUISH B/W SWOT ANALYSIS & TOWS ANALYSIS TOWS Analysis is a variant of the classic business tool, SWOT Analysis. TOWS and SWOT are acronyms for different arrangement of the words Strengths, Weaknesses, Opportunities and Threats, By analyzing the external environment (threats and opportunities), and your  internal environment (weakness and strengths), you can use these techniques to think about the strategy of your whole organization, a department or a team. You can also use them to think about a process, a marketing campaign, or even your own skills and experience. Our article on SWOT Analysis helps you perform a through SWOT/TOWS Analysis.  At a practical level, the only deference between TOWS and SWOT is that TOWS emphasizes the external environment whilst SWOT emphasizes the internal environment. In both cases, this analysis result in a SWOT (or TOWS) Matrix like the one shown below: Strengths Opportunities

Weaknesses Threats

We look at how you can extend your  use of SWOT and TOWS to think in detail about the strategic options open to you. While this approach can be used just as well with SWOT as TOWS it‘s most often associated with TOWS. TOWS stands for ―threats, opportunities, weaknesses, and strengths‖. It is a m ethod of analyzing situations based on the popular SWOT method of analysis (―strengths, weaknesses, opportunities, and threats‖). Which looks at the same issue is reverse order. EXAMPLE:

TOWS APPLICATION In analyzing a situation, it is often a good idea to start with an estimation of the threats to a plane and the opportunities available at the time. That allows you to evaluate the limitations and opportunities of your position before identifying weaknesses and strengths. TWOS can be used when you discover your competition has expanded its product line, for example and you want to develop a response. It is particularly useful in evaluating the potential impact of sudden events or  developments. It is an action tool.

SWOT APPLICATION In business, SWOT analysis is usually employed in evaluating a company, a business plan, a product line, a marketing strategy or other existing, defined element or concept. Starting your analysis with a listing of strengths and weaknesses allows you to analyze the value of various opportunities and the potential impact of  threats. SWOT analysis is a planning tool rather than an action tool.

(7) WHAT IS BENCHMARKING? DESCRIBE HOW BENCHMARKING CAN BE USED TO IMPROVE BOTH EFFICIENCY & EFFECTIVENESS. BENCHMARKING:  A proven road to world class performance; Best practice benchmarking has been embraced by a number of leading companies, in both good times and downturns. It can lead to marked improvements in specific metrics- but it is a  journey, not an event.

LIST VARIOUS, TECHNIQUES TO SUSTAIN CONTINUOUS IMPROVEMENT, GIVE AN EXAMPLE OF THE USE OF PDCA CYCLE IN  YOUR PERSONAL LIFE & IN YOUR WORK EXPERINCE, LIST TECHNIQUES SUSTAIN CONTINOUS IMPROVEMENT. Problem-solving cycle Brainstorming Cause and effect diagrams Check Sheet Flow diagram Policy deployment

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DESCRIBE HOW BENCHMARKING CAN BE USED TO IMPROVE BOTH EFFICIENCY & EFFECTIVENESS. In recent years, benchmarking has delved into many more business-oriented topics such as cost of  production, net farm income and other financial ratios. Thus, benchmarking has progressed from a simple way to ―keep up with the needs‖ into an effective tools to improve an individual management. To days benchmarking more close definition of  benchmarking as ―the study of a competitor‘s product of business practices in order to improve the performance of one‘s own company‖. Management tool through which a plane for  evaluation, measurement, and improvement is implemented. The insurance entity can use this tool to analyze market trends, measure sales performance, measure market penetration, and measure product performance. To identify how benchmarking improve effectiveness and efficiency of your  capabilities, the bench marking compare your  current approach to best practice and to peer group scores with benchmarking we analyze both the quality of organization‘s written proposals and the way in which you manage development. Some process efficiency measures are: cycle time per unit, transaction, or  labor cost; queue time per unit, transaction, or  process step; resources (dollar, labor )expended per  unit of output; cost of poor quality per unit of output; percent of time items were out of stock when needed; percent on-time delivery; and inventory turns. Some effectiveness measures are: how well the output of the process meets the requirement of the end user of customer; how well the output of the sub process meet she requirements of the next phase in the process (internal customers); and how well the inputs from the external suppliers meet the requirement of process. Benchmarking improve efficiency is a key first step towards reducing consumption and related costs. benchmarking enables you to under stand the current level of efficiency, and as you implement additional efficiency best practices, it helps you gauge the effectiveness of those efficiency efforts. 

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PDCA CYCLE The PDCA Cycle is a checklist of the four  stages which you must go through to get from ―problem-faced‖ to ―problem solved‖The four stages are plane-Do-Check-Act and they are carried out in the cycle illustrated below.

P Plane A Act

Plan to improve your operations first by finding out what things are going wrong (that is identify the problem faced), and come with ideas for  solving these problems. 

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EXAMPLE: Effectiveness (PUE) and its reciprocal Data Center  infrastructure Efficiency (DCiE) are widely accepted benchmarking standards proposed by the Green Grid to help IT Professionals determine how energy efficient data center are, and to monitor the impact of their efficiency efforts. The up time Institute also has a comprehensive benchmark it recommends named Corporate Average Data center Efficiency (CADE). And recently announced at their February 2009 Technical Forum the Green Grid introduced new benchmarks named Data Center Productivity (DCP) and Data Center energy Productivity (DCeP) which probe into the useful work produced by your  data center. All benchmarks have their value, and when used correctly, they can be a useful and essential tool for improving your data center energy efficiency.

C

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Here is what you do for each stage of  The cycle:

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D Do

Do changes designed to solve problems on a small or experimental scale first. This minimizes disruption to routine activity while testing whether the changes will work or not

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Check whether the small scale or experimental changes are achieving the desired result or not. Also, continuously Check nominated key activities(regardless of any experimentation going on) to ensure that you know what the quality of the output is at all times to identify any new problems when they crop up . Act to implement changes on a larger scale if the experiment is successful. This means making the changes the routine part of your activity. Also Act to involve other persons (other departments, supplier, or customer ) affected by the changes and whose cooperation you need to implement them one a larger scale, or those who may simply benefit fro what you have learned (you may, of course, already have involved these people in the Do or trial stage). 

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EXAMPLE OF THE USE OF PDCA CYCLE IN YOUR PERSONAL LIFE. With the helps of PDCA cycle we can Improve our daily life. Before the use of this cycle I am always in trouble but with the use of it may many problems are sole because in which we first plane the do it and check what are the out comes and finally we act the plane so with its phases we continue in a checking position so reduce the problem almost in zero level. EXAMPLE OF THE USE OF PDCA CYCLE IN YOUR WORK EXPERINCE For example, in Nissan cars the overall Strategic target is cascaded down through

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the organization via the appraisal process, where every one has the chance to discuss and agree to certain objectives over the coming year including a range of  targets of their own CI activities. Thus process which is essentially ―management by objectives‖ is a two way one but the out come is agreed targets and a commitment on the part of the employee to achieving them, a recognition that this is what will be used to assess performance over the coming year, and an understanding that achievement will be related to rewards.

(8) SWOT ANALYSIS

TOWS ANALYSIS

SWOT Analysis is an effective way of Identifying your strength and Weakness, and of examining the opportunities and threats you face. To carry out a SWOT Analysis write down the answers to the following questions. Where appropriate, use smaller  questions: Strength: What advantages do you have? What do you do well? What relevant resources do you have access to? What do other people see as your 

TOWS Analysis is an effective way of combining a) internal strengths with external opportunities and threats, and b) internal weakness with external opportunities and threats to develop a strategy, to carry out a TOWS Analysis, consider the following combinations.

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Strengths/

Opportunities:

Consider all strengths one by one listed in the SWOT Analysis with each internal strength can help you capitalize one each external opportunity.

Strengths? Consider this form your own point of  view and from the point of the view of the people you deal with. Don‘t be modest be realistic. If you are having any difficulty with this, try writing down a list of your characteristics some of these will hope fully be strengths! in looking at your strengths, think about them in relation to your competitors  – for  example, if all your competitors provide high quality production process is not strength in the market, it is a necessity.

Strength/ Threats: Consider all strengths one by one listed in the SWOT Analysis with each threats to determine how each internal strength can help you avoid every external threat.

Weaknesses: Weakness/ Opportunities:

What could you improve? What do you do badly? What should you avoid?  Again, consider this form an internal and external basis: Do other people seem to perceive weakness that you do not see?  Are you competitors doing any better than You? It is best to be realistic now, and face any unpleasant truth as soon as possible. 

Consider all weakness one by one listed in the SWOT Analysis with each opportunity to determine how each internal weakness can be eliminated by using each external opportunity.

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Weakness/ Threats: Consider all weakness one by one listed in the SWOT Analysis with each threat to determine both can be avoided.

Opportunities: Where are the good opportunities facing you? What are the interesting trends you  Are aware of? Useful opportunities Can come form such things as : Changes in technology and markets on both a aboard and narrow scale. Changes in Government policy related to your field Changes in social patterns, Populations profiles lifestyle changes, etc Local Events  A useful approach to looking at opportunities is to look at your strengths and ask yourself  whether these open up any opportunities by eliminating them 

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STATISTICAL PROCESS CONTROL (SPC).

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What obstacles do you face? What is your competition doing? Are the required specifications for  your job, products or services changes? Is changes technology threatening your  position? Do you have bad debt or cash-flow problems? Could any of your weakness seriously threaten your business? 

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Statistical process control (SPC) is the application of statistical methods to the monitoring and control of a process to ensure that it operates at its full potential to produce conforming product. Under SPC, a process behave predictably to produce as much conforming product as possible with the least possible waste.

2) HISTOGRAM: The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs.

3) CHANGE MANAGEMENT: Change management is a structured approach to transitioning individual trams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering the employees to accept and embrace changes in their current business environment.

4) POKE YOKE These are the measurement devices are called control devices. There are used to inspect automatically error or  defects operating condition. These are smaller tools of checking the quality during the operation. It is a Japanese term that helps an equipment operator avoid (yokeru) mistakes (Poka). It purpose is to eliminate products defects by preventing, correcting, or drawing attention to human errors as they occur.

5) QUALITY AUDITING Quality Audit is the process of  systematic examination of a quality system carried out by an internal or external quality auditor or an audit teams. It is an important part of organization‘s quality management system and is a key element in the ISO quality system standard, ISO 9001. Quality audits are typically performed at predefined time intervals and ensure that the institution has clearly- defined internal system monitoring procedures linked to effective action. This can help determine if the organization complies with the defined quality system processes and can involve

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procedural or results- based assessment criteria.

7) PARITODIAGRAM  A bar graph used to arrange information in such a way that priorities for process improvement can be established.  To display the relative importance of data.  To direct efforts to the biggest Improvement. Opportunity by highlighting the vital few in contrast to the useful many pareto, an Italian sociologist and economist invented this method of information presentation th toward the end of the 19 century. The chart is similar to the histogram or bar  chart, except that the bars are arranged in decreasing order from left to right along the abscissa. The fundamental idea behind the use of pareto diagrams for quality improvement is that the first few (as presented on the diagram) contributing causes to a problem usually account for the majority of the result.

8) ISHIKAWA DIAGRAM OR CAUSE-AND-EFFECT DIAGRAM The cause and effect diagram is also called the Ishikawa diagram or the fishbone diagram. It is a tool for  discovering all the possible causes for a particular effect. The major purpose of this diagram is to act as a first step in problem solving by creating a list of possible causes First, clearly identify and define the Problems or effect for which the causes must be identified. Place the problems or  effect at the right or the head of the diagram.

9) BENCH MARKING It is the way of setting standard and then meeting those standard is called the bench marking.

Types of Bench Marking: i) Competitive Bench Marking It is set by the standard of the competitors. Why he is gaining the market share? Check the product of competitors, deassemble it & find the porn & corn of their  product. Try to find out the product feature, manufacturing system operation & customer‘s service system, of the competitors. Here also quit possible your  product is more qualitative than competitors.

ii) Generic Bench Marking these standards are set by the use of the standards of the other organization. Try to learn lesson from that organization. Check out the organizational structure, marketing strategies, financial arrangements & etc. it is not relate with the competitor. It is basically the evolution of the process or business function of the best companies regardless the industry. In which relates those organization that are earn maximum profit on previously.

9) MYTHS ABOUT LEADERSHIP Leader ship is probably one of the most talked about business, concepts, but the least understood. Leadership is about getting things done and helping people reach their potential. My experience as a consultant has shown me many organizations do a pitiful job helping people reach their potential. One reason for this is old-fashioned leadership techniques-out dated leadership concepts or what I call, ‖leadership mythology‖. Myth 1Leadership is a rare ability only given to a few. Myth 2- Leaders are charismatic. Myth 3The person with the title, most rank or the highest position is the leader is based on control, coercion and manipulation. Myth 5- Good leaders have more education than other people.

(9) 10) LEADERSHIP

SELL: The supervisor makes the decision

Leader ship has been described as the ―process of  social influence in which one person can enlist to the aid and support of others in the accomplishment of a common task. Leadership is ultimately about creating a way for people for people to contribute to making something extraordinary happen. Tom DeMarco says that leadership needs to be distinguished from posturing. Several important aspects of leadership including a description of what leadership is and a description of several popular  theories and styles of leadership. The role of  emotions and vision, as well as leadership effectiveness and performance, leadership in different contexts, how it may differ from related concepts and some critiques of leadership as generally conceived.

and them attempts to gain commitment from staff by ―selling‖ the positive aspects of the decision.

21) GAIN SHARING

14) FACT BASE D MANAGEMENT

―Gainsharing has a simple, but essential purpose. To involve staff in helping to improve our business‖ Gainsharing is a bonus incentive system designed to improve productivity through employee involvement, with the gains from ―working smarter‖ shared between the employer and the employees according to a predetermined formula (AFSCME, 1995). It includes (1) a financial measurement and feedback system to monitor company performance and distribute gains in the form of bonuses when appropriate, and (2) a focused involvement system to eliminate barriers to improved company performance (Gainsharing.com,2004) Gainsharing works best when company performance levels can be easily quantified. Employee involvement significantly enhances the effectiveness of incentive pay. When used simultaneously, productivity gains from combining these techniques can exceed gains achieved separately.

11) INTERNAL & EXTERNAL CUSTOMER Internal Customers: This means if one department, individual or process within an organization supplies another such within the same organization with goods, information or  services then the letter is described as the internal customer of the former For example, a dispatch department may be the internal customer of a packing department which in the turn may be the internal customer of the manufacturing process. External Customers: External Customers are those persons who come from the outside to fulfill their  needs. E.g. the common people.

12) CROSS FUNCTIONAL TEAM,S: Cross-functional terms are not mew. The crossfunctional teams is teams that are made up of people from different functional areas within a company marketing, engineering, sales and human resources , for example. These terms take many Forms, but they are most often set up as working groups that are designed to make decisions at a lower level than is customary in a given company. Cross-functional teams have becomes more popular  in recent years for three primary reason; they improve coordination and integration, span organizational boundaries, and reduce the production cycle time in new product development. Brining people together from different disciplines can improve problem solving and lead to more through decision making. The teams foster a spirit of cooperation that can make it easier to achieve customer and corporate goals at the same time.

13) EMPLOYEE INVOLVEMENT Employee involvement is creating an environment in which people have an impact on decisions and actions that effect their jobs. Employee involvement is the goal nor is it a tool, as practiced in many organizations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization.

Employee Involvement Model For people and organization who desire a model to apply, the best I have discovered was developed from work by Tannin baum Schmidt (1958) and Sadler (1970). They provide a continuum for  leadership and involvement that includes an increasing role for  employees and a decreasing role for supervisors in the decision process. The continuum includes this progression. TELL: The supervisor makes the decision and announces it to staff. The supervisor provides complete direction.

Consult: The supervisor invite into a decision while retaining authority to make the final decision herself.

Join: The supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process. The round out the model, I add the following.

Delegate: The supervisor turns the decision over to another party.

Fact Based Management is a concept that provides a basic framework for the analysis and redesign of work processes with the goal of increasing production and profits while reducing costs within the organization. The road singed work process are individually tailored to the specific needs of the organization. The core competency with in FBM resides in the ability to effectively implement ―result—based‖ operating improvements.

17) ISO 9000 ISO 9000 is a family of standards for  quality management system. ISO 9000 is maintained by ISO, the International Organization for standardization and is administered by accreditation and certification bodies. The rules are updated as the requirements in ISO 9001: 2008 (which is one of the standards in ISO family) include A set of procedures that cover all Key processes in the business. Monitoring processes to ensure they are effective Keeping adequate records; Checking output for defects, with appropriate and corrective action where necessary. Regularly reviewing individual processes and the quality system it self effectiveness; and Facilitating continual improvement.  A company or organization that has been Independently audited and certified to be in conformance with ISO 9001 may publicly state that it is ―ISO 9001 certified‖ or ―ISO 9001 registered‖. Certification to an ISO 9001 standard does not guarantee any quality of end products and services rather, it certifies that formalized business process are being applied. 

increased stress and get stress related diseases. Time management is very important to prevent all this, but there are times when in spite of the time management, one not able to complete the work that has been assigned because of  the various factors that waste you time at work. Here are some factors that are commonly found at waste a person‘s time while working. 1) Telephone calls 2) Need of socialization 3) Poor Filling 4) Meetings 5) Searching for various things

22) ISO 9000 Certification

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20) QUALITY FUNCTION DEVELOPMENT: Quality function development (QFD) is a ―method to transform user demands into design quality, to deploy the function forming quality, and to deploy methods for achieving the design quality i nto subsystem and component parts, and ultimately to specific elements of the manufacturing process.‖ QFD is designed to help planner focus on characteristics of a new or existing products or service from the viewpoint of market segments, company, or technologydevelopment needs. The technique yields graph and matrices, QFD helps transform customer [VOC] into engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously setting development targets for product or service.

TIME WATER FACTORS There are various factor that waste the time while we are at work. These factor cause a lot of problems as you run short of time to complete your assignments that are time bound. This can in turn cause you to have

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ISO

14000

ISO standard that provide requirements or  given guidance on good management practice are among the best known of  ISO‘s offering. A concise overview of ISO‘s best known management system standard and their impact on the world. ISO 9001:2008 and ISO 14001:2004 are implemented by over a million organizations in 175 countries.

ISO 9000 family 

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The ISO 9000 family addresses ―Quality management. This means what the organization does to fulfill. The customer‘s quality requirements, and Applicable regulatory requirement, while aiming to Enhance customer satisfaction, and Achieve continual improvement of its performance in pursuit of these objectives.

ISO 14000 family 

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The ISO 14000 family addresses ―Environmental management‖. This means what the organization does to : Minimize harmful effects on the environment caused by its activities, and to Achieve continual improvement of its environment performance.

(10) LIST

KANO CLASSIFICATION OF CUSTOMER NEEDS

1) LEADERSHIP STYLES

i) Dis-satisfaction ; (Not Happy) ii) Satisfiers; (Happy) iii) Exciters or Delighters:(Very Happy)

1. Authoritarian or autocratic 2. Participative or democratic 3. Delegative or Free Reign

THE IMPORTANT BENEFITS ARE,TQM Can reduce the production defects Can improvement and development takes place through out the organization Can quality of manufacturing process is maintained. Can quality of raw material is also improved. Can better result by getting higher profits and better returns. Can capture more market share. Customer can be more satisfied. Employees becomes skilled and experienced . 

2) STEPS OF PROBLEM SOLVING 1. 2. 3. 4. 5. 6.

Problem Definition Problem Analysis Generating possible Solutions Analyzing the Solutions. Selecting the best Solution (s) Planning the next course of action (Next Steps).

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5) INTERNAL & EXTERNAL COST OF QUALITY.

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Internal Failure Costs 1. 2. 3. 4. 5. 6.

Scarp Rework Re-inspection Re-testing Material review Downgrading External failure costs 7. Processing customer complaints 8. Customer returns 9. Warranty claims 10. Product recalls

MULTIPLE DIMENSIONS OF QUALITY 1. 2. 3. 4. 5. 6. 7. 8.

Performance Features Reliability( Trust worthiness) Durability Conformance Aesthetics Serviceability Perceived Quality: (perception)

ELEMENTS OF TQM: Ethics Integrity Trust Training Team work Leader ship Communication Recognition

METHODS FOR CONTINOUS IMPROVEMENT 1) Kaizen i) Recruitment & Training ii) Performance Appraisal iii) Compensation 2) Just in Time 3) Poke Yoke 4) Bench marking i) Competitive Bench Marking ii) Generic Bench Marking

LIST THE SEVEN OLD QC TOLLS 5. Cause-and-effect diagram 6. Cheek Sheet 2. Control charts 7. Histogram 4. Pareto chart 8. Scatter diagram 6. Stratification

QUALITY GURUS CONTRIBUTION: 1. DR. W. Edwards Deming 2. DR. Joseph Juran, 3. Philip Crosby 4. Armand V. Feigenbaum 5. DR. H. James Harrington 6. Dr. Kaoru Ishikawa, 7. DR. Walter A. Shewart, Shigeo Shingo, 8. Frederick Taylor  9. DR. Genichi Taguchi

FOURTEEN POINT OF DEMING 1. Purpose of the Organization / Business 2. Learn the New Philosophy: (At all level) 3. Understand the Inspection 4. End Price Tag-Description 5. Improve Constantly 6. Institute Training 7. Institute Leadership 8. Drive out fair  9. Optimize Team Efforts 10. Eliminates Exhortation 11. Eliminates Quotes & MBO 12. Remove Barriers: (Hurdles) 13. Encourage Education & self  Improvement 14. Take-action to Accomplish Transformation.

PRINCIPLE OF TQM 1. Be Customer Focused 2. Insure Total Employee Involvement 3. Process Centered 4. Integrated system 5. Strategic and systematic approach 6. Continual Improvement 7. Fact based Decision Making 8. Communication

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(11) ADVANTAGES & DISADVANTAGES OF TQM Total Quality Management: Total quality management is a management system for a customer  focused organization that involve all employee in continual improvement of  all aspects of the organization. TQM gives some short-term advantages, however majority of advantages in longtermed, and tangible benefits from them appear only after successful realization. In big organizations this process can take few year. Long –term benefits excepted from implementation of TQM higher moral tonus of personnel, decreasing of costs and increasing of  consumers trust

Advantages of Total Quality Management 

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Improves reputation-faults and problems are spotted and sorted quicker (zero defects) Higher employee moral-works motivated by extra responsibility, team work and involvement in decisions of TQM Lower costs-Decrease waste as fewer defective products and no need for separate. Quality Control inspectors The advantages are higher Quality product. A workforce that is commonly focused at all levels. Higher Customer  satisfaction, in the long term it should also be more profitable.

Disadvantage of Total Quality Management: 

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Initial Introduction costs-training workers and distributing current production whilst being implemented Benefits may not be seen for several years. Works may be resistance to changemay feel less secure in jobs. The disadvantages are; initially higher  cost of production as more is recognized as rejects. Cost of training personnel, costs of implementing stages of feed back for employees.

Conclusion: The advantages of total quality management is that the company benefits by having a dedicated workforce who strive and achieve in improving the production line. The disadvantage of TQM is that it can lead to bureaucracy where ideas are mentioned and end up being rejected or stifled. TQM intensively uses team style of work that allows employees share their  experience, use their skills affectivity and apply joint efforts for solving i ssues  As far as teams members gain experience of team problem solving they can be a part of cross-department ―mega teams‖ that work at tasks that are beyond of local group possibilities. TQM gives to organization more fixibility in work and problem solving and improve work environment for each employee.

HISTORY OF TQM Total Quality management: Total quality management is a management system for a customer focused organization that involve all employee in continual improvement of all aspects of the organization.

HISTORY OF TQM The history of TQM starts with Elton Mayo‘s Hawthorne experiment from 1927 through 1932 these experiment showed workers participation in decision making improves productivity. In the 1930s, the Hawthorne plant of the Western Electric. Company studied lighting Level studies researches found that when the lights were brighter, worker productivity also increased. This changes in behavior from the employees in now called the Hawthorns effect. It basically states that when workers are involved in studies or decisions making , productivity increases.  Also during the 1930s, Walter Shewart developed control charts. Which are a statistical method to control processes. In the 1940s, US was in World War II Click here to review the History of the ISO 9001 standard. WWII pushed standardization statistics control, and best manufacturing practices. In the 1950s, Edward Deming taught statistical methods and Dr Juran thought quality management techniques to the Japanese. In the 1960s Douglas McGregor formed the Theory Y leadership models. In 1968 the Japanese shaped the phrase Total Quality Control. TQC is a company wide quality control philosophy. This philosophy drove Japan to the world quality leader in the 1970s. for the most part, Japan remains the quality leader. However the world has significantly closed the gap. In the 1980 the U.S Navel Air systems coined the TQM phrase. The Navy based most of the principles on the Japanese Total Quality Control philosophy. In the 1990s, TQM evolved. Experts introduce new methods that supported TQM . these include lean Manufacturing and six sigma. Organization could now become certified to ISO 9001. 2000s History of Total Quality Management in the 2000s, ISO revised ISO 9001 to focus more on business planning, quality management and continuous improvement. Other certification standard were created Including AS9100 for aerospace, TS16949 for automotive, ISO 14001 for environmental TL9000 for electrons and ISO 17025 for  Laboratories. These standard all include the ISO 9001 elements.

Prepared By : LECTURER UMAIR MOIN

BENEFITS OF TQM  A Survey of over hundred TQM businesses noted the benefits arising from TQM. These Benefits are: Improved supplier relation ships; improved processes ; improved people ; improved policy deployment and im customer relationships. Further more, buildings long term customer Satisfactio made by TQM application, Quality is as an ―investment and these investments are long term and aim at buildin strong relationships with customer, i.e., achieving cust loyalty. Briefly, Quality is an investment and is not free and ma customer quality perceptions can be expensive in the term. How ever, in the l ong term, payoffs are gained in term customer retention, enhanced reputation, positive wor  month advertising and finally new customer are attract Moreover, TQM can been seen as never-ending proce improving what is done and how it is done. The challenge facing hotels is getting all employees Committed to TQM at the corporate level.  Another benefit of TQM is employee loyalty. That bec employee appreciate working in operations that have g reputation of produce quality products/ services. Moreover, TQM will provide organization with high qua competitive advantage; reduced customer quality audit greater employee quality awareness; enhanced intern communication increased operational efficiency and productivity better documentation ; and fewer internal barriers. In addition to that, TQM reduces inefficiency improving quality and thereby fewer internal barriers. Specifically, TQM eagerly accepts proposals to improv processes and work environment from the front line employees. Besides, any start up costs are associated with attracti new customers. Such costs may include advertising and other promotio costs, operating costs of setting up account and syste and time costs to getting to know the customers.

(12) TOOLS FOR QUALITY MANGEMENT

TQM V/S TM

Here, we survey  – three of the most commonly used tool for TQM, which are:

1. MANAGEMENT SYSTEM:

1. STATISTICAL PROCESS CONTROL: Every business experience unit  – to – unit variation in products and service. Firms can better control product quality by under   – standing source of variation statistical process controls help keep operation up to existing capabilities in today, competitive environment, however, firm must consistently raise quality capabilities.

2. QUALITY/COST STUDY  Any improvement in product or production processes also means additional costs, whether for new facilities, equipment‘s training or other changes. Quality/Cost study by identifying current costs and areas with greatest cost saving potential. 3. GETTING

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 As one advocate of quality improvement puts it ―Customers are economic assets. They are not on the balance sheet, but they should be‖. For example, sometimes firm ignore customer  reaction to existing products or fail to keep up with changing consumer tastes, by contrast, the most successful businesses keep close to their customers and know what they want in the products they consume.

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3. CONTINUOUS IMPROVEMENT

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In TM the organizational structure is very formal & the long distance between workers & management. In TQM the encourage both formal & informal organizational structure according the situation.

SUPPLIED AND MANAGEMENT RELATIONSHIP: In TM makes the contract with that supplier which is provide the material on cheap rates. Here suppliers are easily changed. In TQM not compromise with quality of  material on the base of rates. TQM suggest that you develop the good relation with suppliers & you don‘t change the supplied because it is made image in the market.

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4. TEAMWORK & PARTICIPATION

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In TM reward are individually awarded. In TQM reward are awarded to whole team, group etc.

8. ORGANIZATIONAL STRUCTURE:

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10. CONTROL: 

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In TM the control is processed from top management to low management. In TQM shared the values & believes. Its mean employee freely gives the our  ideas opinions, suggestions decision process.

11. CUSTOMERS: 

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In TM only external customers are important because they consume the products. In TQM internal & external customers are both important.

12. RESPONSIBILITY: 

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In TM only manger responsible what he does? In TQM manager is a leader. He is trained and in which not repeated the orders, because everyone responsible for our job or duties.

13. MOTIVATION: 

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Prepared By : LECTURER UMAIR MOIN

In TM motivate the employee by coercive influence. In TQM motivate the employees by Noncoercive influence.

UNDERSTAND INSPECTION:

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Understand the purpose of ―inspection‖ for improvement of the processes & reduction of costs.

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END PRICE DESCRIPTION:

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End the practices of awarding business on the basis of price tag alone

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IMPROVE CONSTANTLY: It‘s mean never – ending process inside the organization & outside the organization.

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INSTITUTE TRAINING. Training is necessary for employees & workers but firstly know, who workers need training.

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INSTITUTE LEADERSHIP: Its mean not behaves as manager but make them a leader. Manger used the coercive influence (Authority) & leaders don‘t use this.

7. REWARD SYSTEM:

2. FACT BASED MANAGEMENT

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TM I normally adopt the engineering & scientifically knowledge for production. TQM is related with quality & its improvement so TQM applied at function of management for more effective process.

LEARN THE NEW PHILOSOPHY: (AT ALL LEVEL). Focus should be on customer  satisfaction, modified the old technology for production & business should not exist only earn profit.

TM is focused only on the goals of  department & terms, groups etc. TQM is focused on the overall organization.

6. PROCESS:

It‘s mean the plans from leaders or management of  organization. It is a one type of doing something and paperwork leadership. Here perform the different functions for improve the quality in product, labor  force and supplier sides, etc.

It‘s mean work together & full participation from employee & management to the improvement of  quality. Teamwork means; complete…………….. Recognizing individual accomplishment. Sharing success stones throughout the organization. Increasing to workers performance by removing the fair of failure. Increasing the formation of employees, involvement. Implementing of suggestion system. Providing feedback & rewarding.

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TM thinks about product as; product for  used, focused only on profit. TQM is focused on the customers, if  customers are satisfied then product is good rather than not.

5. GOALS:

1. STRATEGIC PLANNING & LEADERSHIP

Its mean maintained the quality for newly as well as existing product on the continuously basis.

TM perceived as hiring of people is common function, because TM is not replace the one person to another  person‘s but here hire the new worker. TQM perceived as more employees turn over rate means some fault between job description & job specification. Here also take the job rotation process.

4. QUALITY OF PRODUCT:

ELEMENTS OF TOM

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TM thinks as units or department are separate entity. TQM encourages the all persons, functions, service, department etc.

PURPOSE OF THE ORGANIZATION/ BUSINESS: Create & Publish the aims. Objective & the mission statements of the organization and distribution them among all the employees.

3. FOCUS ON PEOPLE

CUSTOMER:

It‘s mean makes the plans & takes the action on facts. Here management is collect the data & information about product performance, employee performance etc. Identification of Customer Needs Product & Service Performance Operation Performance Competitor Comparison Supplier  Employee Performance

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TM performed the function, in concerned departments because quality control is separate, it doing separate. TQM performed the function, in all departments at all level.

2. BEHAVIOR: 

FOURTEEN POINTS OF DEMING

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DRIVE OUT FEAR: Drive out fear, create a climate for  innovation.

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OPTIMIZE TEAM EFFORTS: Optimize towards the aim, and purpose of company, the efforts team, Groups & staff.

10. ELIMINATES EXHORTATION: It eliminates for the work force. Exhortation means say something in verbally

11. ELIMINATES QUOTAS & MBO: a)

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Eliminates quotas for production, instead learn & teach methods for  improvement. Eliminates MBO, learn the capabilities of processes & how to do this.

12. REMOVE (HURDLES)

BARRIERS:

Remove barrier to pride in workshop. It is unnecessary understanding and also removes the conflicts between two managers.

13. ENCOURAGE EDUCATION & SELF IMPROVEMENT : Education is not only to learning the skills, it is related with personality development, positive attitude & become more tolerated. Courage of  attitude is very much related with the education.

14. TAKE ACTION ACCOMPLISH TRANSFORMATION:

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It‘s mean implement your program practically. Take a first step toward the implementation. Take steps towards improvements & innovations.

(13) WHAT IS QFD? DISCUSS THE MAIN BENEFITS OF QFD.

What is Brainstorming? DIFFERENTIATE BETWEEN STRUCTURED AND UNSTRUCTURED BRAINSTORMING.

Quality function Deployment (QFD) Quality function deployment (QFD) is a ―method to transform user demands into design quality, to deploy the function the functions forming quality, and to deploy methods for achieving the design quality in to subsystems and component parts, and ultimately to specific elements of the manufacturing process‖

BRAINSTORMING: Brainstorming is a process for  generating new ideas. Brainstorming is the name given to a situation when a group of people meet to generate new ideas around a specific area of interest. Using rules which remove inhibitions, people are able to think more freely and move into new areas of thought and so create numerous new ideas and solutions. The Participants shout out ideas as they occur to them and then build on the ideas raised by others. All the ideas are noted down and are not criticized. Only when the brainstorming session is over  are the ideas evaluated.

DISCUSS THE MAIN BENEFITS OF FQD  As described by Dr. Yoji Akao, who originally developed QFD in Japan in 1966, when the author combined his work in quality assurance used in Value Engineering. FQD is designed to help planners focus on characteristics of a new or existing product or  service from the viewpoints of market segments, company, or technology  – development needs. The technique yields graphs and m atrices. FQD helps transform customer needs (the voice of the customer [VOC]) in to engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously development targets for product or service. FQD is a comprehensive quality system that systematically links the needs of the customer  with various business function and organizational processes, such as marketing, design, quality, production, manufacturing sales, etc. aligning the entire company toward achieving a common goal. It does so by seeking both spoken and unspoken needs, identifying positive quality and business opportunities, and translating these into actions and designs by using transparent analytic and prioritization methods, empowering organizations to exceed normal expectations and provide a level of  unanticipated excitement that generates value. The QFD methodology can be used for both tangible manufactured goods, service industry, software products, IT projects, business process development, government, healthcare,environmental initiatives, and many other applications.

QUALITY (QFD)

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Quality Function Deployment (QFD) was developed to bring this personal interface to mode manufacturing and business. In today‘s industrial society, where the growing distance between producers and users is a concern, QFD links the needs of the customer (end user) with design, development, engineering manufacturing and service functions. QFD is: Understanding Customer Requirements Quality System Thinking + Psychology + knowledge/ Epistemology. Maximizing Positive Quality That Adds Value. Comprehensive Quality system for Customer  Satisfaction. Strategy to Stay Ahead of the Game.  As a quality system that implements element of  Systems Thinking with elements of Psychology and Epistemology (knowledge), QFD provides a system of Comprehensive development process for: Understanding ‗true‘ customer needs from the customer‘s perspective. What ‗value‘ means to the customer, perspective. Understanding how customers or end users become interested, choose, and are satisfied.  Analyzing how do we know the needs of the customer. Deciding what features to include. Determining what level of performance to deliver. Intelligently linking the needs of the customer  with design, development, engineering, manufacturing, and service functions.

Prepared By : LECTURER UMAIR MOIN

DIFFERENTIATE STRUCTURED UNSTRUCTURED.

BETWEEN &

The primary benefit of structured brainstorming is that it‘s a collaboration of ideas. However there‘s a difference between brainstorming. In structured brainstorming the participants are given guidelines and rules to follow, so that the input from the sessions is in an orderly manner and constructive. When it comes to unstructured brainstorming, there are many ideas by participants, but the brainstorming session may not leading towards any specific goal.

BRAINSTORMING PROCEDURE. 1. 2. 3. 4. 5. 6.

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Materials needed: flipchart, marking pens, tape and blank wall space. Review the rules of brainstorming with the entire group. No criticism, no evaluation, no discussion of ideas. There are no stupid ideas. The wilder  the better. All ideas are recorded. Piggybacking is encouraged: combining modifying, expanding others‘ ideas. Review the topic or problem to be discussed. Often it is phrased as a ―why,‖ ―how,‖ or ―what‖ question. Make sure everyone understands the subject of the brainstorm. Allow a minute or tow of silence for  everyone to think about the question. Invite people to call out their record all ideas, in words as close as possible to those used by the contributor. No discussion or evaluation of any kind is permitted. Continue to generate and record ideas unitl several minutes‘ silence produces no more.

WHAT IS QUALITY CIRCLE? HOW THIS CIRCLE CAN DO YOU AND TO YOUR ORGANIZATION?  A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs. Quality circle as ―a small group of employees doing similar  or related work who meet regularly to identify, problems and to improve general operations. The circle is a relatively autonomous unit (ideally about ten workers), usually led by a supervisor or a senior worker and organized as a wok unit.‖ Cust omer Image

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HOW THIS CIRCLE CAN DO YOU AND TO YOUR ORGANIZATION?  A number of requirements for a organization contemplating the use of  quality circles. First, the organization should be comfortable with a participative management approach. It is also important that the organization have good, cooperative labor  – management relations, as well as the support of middle managers for the quality circle program. The small business owner must be willing and able to commit the time and resources needed to train the employees who will participate in the program, particularly the quality circle leaders and facilitators. It may even be necessary to hire outside facilitators if the time and expertise does not exit in – house. Some small business may find it helpful to establish a steering committee to provide direction and guidance for quality circle activities. Even if all these requirement are met, the small business will only benefit from quality circle if employee participation is voluntary, and if employees are allowed some input into the selection of problems to be addressed. Finally, the small business owner must allow time for the quality circle to being achieving desired results; in some cases, it can take more than a year for expectations to be met. But successful quality circles offer a wide variety of benefits for small businesses. For example, they serve to increase management‘s awareness of employee ideas, as well as employee awareness of  the need for innovation within the company. Quality circle also serve to facilitate communication and increase commitment among both labor and management. In enhancing employee satisfaction through participation in decision – making such initiative may also improve a small business‘s ability to recruit and retain quality employees. In addition, may companies find that quality circles further tearn work and reduce employee resistance to change. Finally, quality circles can improve a small business‘s overall competitiveness by reducing costs, improving quality, and promoting innovation.