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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganization–suppliers,cust

omers,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosucc

essTotalQualityManagementTQMwasadvancedbyW.EdwardsDeminginlate50's–"ItoldtheJapanesethattheywouldcaptur

emarketswithinfiveyearstheworldover,thattheywouldtaketheirplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityof

featuresandcharacteristicsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvi

nadvanced5viewpoints;1.Transcendent2.Product-Based3.User-Based4.Manufacturing-Based5.Value-BasedCust

omerDrivenQualityPerspectiveonquality-placementInternal/externalcustomersProductPlanningMarketsegments

tobeservedLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityCustomerPerceptionsOutput(qualityofman

ufacturing)ProductSpecification(design)IdentificationofCustomerRequirementsCustomerNeedsWants,Expectatio

ns,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Availability,Reliability,Durability,MaintainabilityFeatures-seconda

rycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicatesvalueofproductExample-StereoAmplifierQuali

tyStandards1.BaldrigeAward-onlyUSfirmscanapply2.DemingPrize-opentoallcompanies3.ISO9000-QualityStandardsforEuropeToolsofTQMQualityp

roblemsareuncoveredbyusingworkersandinspectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.

EdwardsDeming-PDCAcycle19PDCACycle(DemingWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Che

ck4.Institutionalizethechangeorabandonordoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiag

nosisDiscussworkwithcustomerRepairAuthorizedVisibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?Pe

rformWorkYNOrderPartsPassInspection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspe

csManMachineMaterialMethodIncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12ParetoAnalysis

80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFrequency0.41-0.500.51-

0.600.61-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415LCLUCLTQMinServiceIndustryMoredifficulttoapplyt

oservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityDeterminantsofServiceQuality1.Reli

ability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionsofStudy1.Quality=expectationsthataremet2.Qualityisdeterminedbypr

ocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Crosbywrote“QualityisFree”Qualityimprovementsyieldh

igherprofitPreventionandimprovementnotinspectionCategories–CostofFailure–CostofControllingQualityConclusionsTQMisavaluableconceptin

managingorganizationsMustbuildtherightclimateforacceptanceofTQMProcesstakestimeQualityisJobOne“Nomatterwhattheproductorservice,youcanfinditsom

ewhereelsecheaper”-E.Scrooge