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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganization–suppliers,customers,design,ma

intenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManag

ementTQMwasadvancedbyW.EdwardsDeminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywould

taketheirplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacteristicsofaproductorservicethatbea

ronitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Transcendent2.Product-Based3.User-Based4.Manufacturing-Based5.Valu

e-BasedCustomerDrivenQualityPerspectiveonquality-placementInternal/externalcustomersProductPlanningMarketsegmentstobeservedL

evelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityCustomerPerceptionsOutpu

t(qualityofmanufacturing)ProductSpecification(design)IdentificationofCustomerRequirementsCustomerNeedsWants,Expectations

,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Availability,Reliability,Durability,MaintainabilityFeat

ures-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicatesvalueofproductExample-StereoAmpli

fierQualityStandards1.BaldrigeAward-onlyUSfirmscanapply2.DemingPrize-opentoallcompanies3.ISO9000-QualityStandardsforEuropeToolsofTQMQual

ityproblemsareuncoveredbyusingworkersandinspectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolstha

tareavailableW.EdwardsDeming-PDCAcycle19PDCACycle(DemingWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.St

udytheresults;diditwork?3.Check4.Institutionalizethechangeorabandonordoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicm

akesdiagnosisDiscussworkwithcustomerRepairAuthorizedVisibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPa

rtsavailable?PerformWorkYNOrderPartsPassInspection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectD

iagramDoesnotmeetspecsManMachineMaterialMethodIncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMi

slabeledDamagedProductNotMaintainedNotClear12ParetoAnalysis80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWin

eGlasses14HistogramFrequency0.41-0.500.51-0.600.61-0.700.71-0.800.81-0.90Machine02018ControlCharts970980

9901000101010200123456789101112131415LCLUCLTQMinServiceIndustryMoredifficulttoapplytoservicefirmsPercei

vedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityDeterminantsofServiceQuality1.Reliab

ility2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionsofStudy1.Quality=expectationsthataremet2.Qualityisdete

rminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Crosbywrote“QualityisFree”Qualityi

mprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategories–CostofFailure–CostofControllingQualityConclusionsTQMi

savaluableconceptinmanagingorganizationsMustbuildtherightclimateforacceptanceofTQMProcesstakestimeQualityisJobOne“Nomatterwhattheprod

uctorservice,youcanfinditsomewhereelsecheaper”-E.Scrooge