WORKSHOP ON

TOTAL QUALITY MANAGEMENT

CONDUCTED BY
Jitendra Kumar Saha
(Manager-HR)
 PROGRAMME SCHEDULE

15.07.2010

 10.00 hrs.- 10.30 hrs. Introduction -principles of

TQM – PDCA Cycle
 10.30 hrs.- 12.00 hrs. Problem Solving Tools
 12.00 hrs.- 12.30 hrs. Lunch Break
 12.30 hrs- 13.00 hrs Game Session
 13.00 hrs.- 14.30 hrs. Case Study
 14.30 hrs.- 15.00 hrs. Question Answer
INTRODUCTION

Total Quality Management is a comprehensive

managerial philosophy and a collection of
approaches and tools for its implementation.

The term Total Quality Management conveys the

company-wide effort through full involvement of the
entire workforce and focus on continuous
improvement that companies use to achieve
customer satisfaction.
DEFINE TQM

 TQM is a process and philosophy of achieving best

possible outcomes from the inputs, by using them
effectively and efficiently in order to deliver best
value for the customer, while achieving long term
objectives of the organization
FEATURES
 TQM is a customer focused approach
 Aims at satisfying the customer or delighting them
 Provides best quality product at lowest possible
price
 It is company wide strategy
 Involves everyone in the organization
 Prevention of defects is the way and the target is
zero defects
 Total quality management is methodical
 It makes moves based on information
FEW OTHERS

 What is a customer?
Anyone who is impacted by the product or process delivered by an
organization.
External customer: The end user as well as intermediate processors. Other
external customers may not be purchasers but may have some
connection with the product.
Internal customer: Other divisions of the company that receive the
processed product.

 What is a product?
The output of the process carried out by the organization. It may be goods
(e.g. tiles, ), software (e.g. a computer code, a report) or service (e.g.
banking, insurance)
Quality perspectives

Everyone defines Quality based on their own perspective of it.

Typical responses about the definition of quality would include:
1. Perfection
2. Consistency, steadiness, Stability
3. Eliminating waste
4. Speed of delivery
5. Compliance with policies and procedures
6. Doing it right the first time
7. Delighting or pleasing customers
8. Total customer satisfaction and service
Principle of TQM

 Generally the principle of TQM vary in mode

of presentation from author to author; but the
general views remains the same. There are 7
basic principle of TQM
Philosophy

Prevention not detection. This moves from chasing

problems when they actually occur, to preventing them
from happening in the first place. Investment in the
prevention of failures in quality will protect the customer
and reduce costs of waste, errors, rework and checking.
Approach – Management Led

Managers recognize their (Subordinates/worker)

contributions to motivating, leading and guiding the staff
in pursuit of quality aims.
 Responsibility

Everyone responsible for quality. Everyone has a part to

play in the process. All are able to contribute in improving
the product and service quality. You cannot inspect
quality.
 MEASURE – Cost of quality.

Every time something is done wrongly it costs money.

There are three elements to the cost of quality –
 Prevention,
 Appraisal
 Failure.

 Prevention is the cost of getting it right first time.

 Appraisal is the cost of checking and inspecting
whether it was done right.
 Failure is the cost of not doing it right.
 Standard- Do right first time

Rather than accepting errors the aim should be to get

the product and service right first time. This will
prevent frustration, rework and waste. Aim for zero
defects; why settle for anything less?
SCOPE – Company wide.

Everyone has the opportunity for quality

improvement. In every department quality is
needed, not just the quality department, but
those who supply products and services.
Theme Continual Improvement

Perfection will never be reached, therefore

lasting improvement in quality needs effort
to create a climate of continuous
improvement.
Continual Improvement Cycle – PDCA
(The Deming Cycle)
Plan +

 Define the problem.

 Decide priorities.
 Decide what data to collect.
 Assign tasks to group members.
 Decide possible time-scale.
Do

 Collect data and information.

 Analyse data and information.
 Decide possible causes and possible
solutions.
 Implement experimental solution.
Check

 Collect data from experimental solution.

 Analyze data from experimental solution.
 Review solutions and adopt if necessary.
Act

 Consult with management where

necessary.
 Implement permanent fix.
 Continue to monitor process.
Problem solving Tools
• BRAINSTORMING

Brainstorming is an idea-generating technique. It

is a purposeful group discussion, where people
throw out their ideas as they think of them and
progressively build on the collective wisdom in a
non-threatening, non-criticizing atmosphere. It
encourages individuals to contribute to the group
develop trust for other members?
REASON FOR BRAINSTORMING :

 To bring out the creative ability of persons / group.

 To help a group come up with as many ideas as
possible in a very short time and in a participative
manner. (Stimulate Team Creativity).
 For original and flexible approach to problem
solving.
 To provide opportunity people for problem solving.
 To clarify and then document the collective ideas of
people.
HOW TO BRAINSTORM :

 Group should state the purpose of brainstorming

clearly. It may be a problem or theme for which
ideas are sought. Write down on a Flip Chart or
black board.
 Select or nominate the leader for the brainstorming
session. The leader should be open minded and
friendly and should motivate the members.
 Have each member take a turn in sequence to
offer an idea pertaining to the theme.
HOW TO BRAINSTORM

 Members should offer only one idea or

thought at a time. If somebody cannot think
of anything, he or she can say ‘Pass’.
 If an original idea does not come to mind,
build on to ideas already expressed. It helps
in clarifying. Opposite suggestions and
associated thoughts are useful.
BRAINSTORM- DO/ DON’T’S

 Leader should write down every idea preferably on a

Flip Chart (otherwise black-board), so that all
members can clearly understand.
 Do not criticize or evaluate ideas and thoughts. It is a
place where Quantity of ideas of a group is more
important than Quality of ideas.
 Encourage wild ideas. These can give some other
idea.
 Compete within fixed time limit of 30–45 minutes. Do
not degenerate brainstorming to idle debate.
Group the Problem

 Group A: Problem can be solve by us

 Group B: Problem need joint effort from other
department/ person
 Group C: Problem need Senior Interference
7 BASIC TOOLS

 The cause-and-effect or Ishikawa diagram/

Fish bone
 The Flow chart
 The Control chart
 The Histogram
 The Pareto chart
 The Scatter diagram
 The Run chart
 Seven helpful charts

Flow Chart Cause-and-Effect

X
Measure

X
Time Type

Run (Trend) Chart Pareto Chart Measurement

Histogram
UCL
Variable 2

Xbar
X LCL

Measurement Time Variable 1

Control Chart Scatter Diagram
WHAT IS CAUSE & EFFECT DIAGRAM :

 Cause & Effect Diagram is a representation of the

systematic relationship between the “event” under
investigation and all the possible “causes”
influencing it. Cause & Effect Diagram is also a
documentation of group thinking process to
investigate the root cause (s) of the “event”. It looks
like a skeleton of a fish and hence, is also called
Fish-Bone Diagram. It is also called an Ishikawa
diagram as it was popularised by Prof. Ishikawa.
 WHEN TO USE A CAUSE & EFFECT DIAGRAM

 To organise ideas of brainstorming into basic categories.

 To investigate and list down the cause effect relationship of the
problem under investigation.
 To serve as a record of brainstorming.
 To analyse the causes to trace the real or root causes.
 To help stratification for collection of further data to confirm the
relationship.
 To summarise opinion and arrange causes for effects.
 To help evolve counter-measures.
 To identify areas that need checks & modifications.
HOW TO MAKE A CAUSE & EFFECT
DIAGRAM :

 Call together everyone involved with the problem.

 Define the problem or effect or event clearly. (e.g.
Inventory is high, more consumer call or power
disruption by fuse failure, more ATC loss)
 PROBLEM
 Write down the problem statement in the effect box
on the right side. Draw the spine of the fishbone by
drawing an arrow to the box.
 Identify the causes in major categories. Commonly
used categories are Man, Machine, Method,
Material and Measurement. Depending on problem
statement, the major categories can be different.
HOW TO MAKE A CAUSE & EFFECT
DIAGRAM :

 Group the brainstorm ideas under main heading.

 Investigate the root cause by repeatedly asking
why for each cause to get to sub-causes and lead
further to possible root cause (s). Fill gaps forgotten
during the brainstorm session.
 The leader may ask “When does this happen? Why
does it take place?”
 If an idea seems to fit under more than one
heading, put it in under every heading that it can fit.
 Identify likely root cause(s) and circle them.
 Collect data to verify the most likely root cause.
FISHBONE DIAGRAM
 Tools of Continuous Improvement:
Cause & Effect Diagram -2

Machine
Machine Man
Man

Environment
Environment Effect
Effect

Method
Method Material
Material

....
DATA COLLECTION

DATA IS COLLECTED FOR THE FOLLOWING

PURPOSE :
 To Know Cause & Effect relationship.
 To verify the Cause & Effect relationship.
 To check whether or not process is under control
or to collect information for statistical analysis.
 For approving or rejecting i.e. for quality
evaluation.
 To compare performance or to measure
improvement in service.
DATA CAN BE OF TWO TYPES :

 Measurement data or continuous data e.g.

length, time, weight etc.
 Countable or attribute data e.g. number of
defectives, number rejected, number passed,
number of accidents, number consumer
complaints, etc. These data are in whole
numbers.
GRAPHS – BAR CHART

 WHAT IS BAR CHART :

 Bar Chart shows a competitive characteristic
(height, cost, temperature) by the length of
the bar over the dimension of time or place in
the other axis.
 Percentage of
Error Category Frequency
Total
A 20 44%

B 12 27%

C 7 16%

D 5 11%

E 1 2%

Total 45 100%
WHEN TO USE A BAR CHART :

 When a general pattern of figures have to be

highlighted rather then true absolute figures.
 When relative comparison is more important
to grasp than absolute difference.
 When in shortest time maximum clarity of
communication is to be achieved.
 Almost any table can be converted to a graph
which can highlight the relevant information .
 HOW TO MAKE A BAR CHART :

 Draw the vertical and horizontal axis.

 On the horizontal axis or abscissa (X-axis) show the
items being compared (dimension of time or place,
attributes like complaints, material availability etc.) Mark
the scale depending on number and type of item. This
also determines the width of the bar.
 On the vertical axis or ordinate (Y-axis) show the
characteristic ( frequency, cost etc ). Mark the scale
considering the range of values. Draw the length of the
bar proportionate to the value as per scale.
 Complete the graph with legends and titles for clear
communication.
 PARETO CHART

 WHAT IS A PARETO CHART :

 A Pareto chart is a special form of a vertical bar
graph which helps identify the “Vital few” from the
“Useful many”. Pareto Chart determines
priorities. Italian economist Pareto (1848-1923)
invented Pareto Chart for analysing national
income. Dr. Juran observed similar logic in
Quality Control also. He popularized the Chart
and named it in honour of the originator.
 WHEN TO USE A PARETO CHART :

 To use as a presentation technique.

 To direct attention and effort to the truly important
problem.
 To identify the most important root causes contributing
substantially to the problems and find level of contribution
of each factor numerically.
 To set priorities for counter-measures while dealing with
chronic problems.
 To compare the extent of improvement prior and
subsequent to implementing counter-measures.
HOW TO MAKE A PARETO CHART :

 Select the problem, cause or event to be analysed.

 Determine categories of the above for analysis.
 Collect the required data of frequency, if it is not
already available (normally with a Check sheet).
 Rearrange data in descending order i.e. list the most
frequent category first, then the next most frequent,
and so on.
 Calculate % for each category.
 Compute cumulative total % for each category starting
with the largest frequency.
 Draw the vertical axes. Mark the values on the left axis and the
percentage on the right axis. While selecting the scale on the vertical
axes, ensure that the total value mark on the axis, matches with the
100% mark on the right axis.
 Draw the % for each category as bars in descending order from left
to right. Less important item can be grouped under one category of
“others” in the last column. Draw the cumulative % line from the top
of the first (tallest) bar from left to right. The bars should touch each
other.
 Complete the chart with legend, scale (% on right and value on the
left vertical axis) and title for clear communication.
 HOW TO INTERPRET A PARETO CHART

 By identifying those categories, which

cumulatively add up to 80% of the total, the Vital
few can be separated. Proceed towards solving
these problems. After solving, collect data on the
trivial many. Again work as before till all
problems are eliminated. The impact of
improvement is noticed by comparing the shift
and the size of the bar of the category prior to
and subsequent to the counter-measures.
Pareto Chart -Eg

Paint Nonconformities

Number Category Freq. Percent Cumulative %

2 Lt. Spray 582 30.9 30.9
7 Runs 434 23.1 54.0
3 Drips 227 12.1 66.1
1 Blister 212 11.3 77.4
5 Splatter 141 7.5 84.8
6 Bad Paint 126 6.7 91.5
4 Overspray 109 5.8 97.3
8 Other 50 2.7 100.0
Pareto Chart
Thank You