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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorgan

ization–suppliers,customers,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTo

talQualityManagementTQMwasadvancedbyW.EdwardsDeminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworl

dover,thattheywouldtaketheirplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesa

ndcharacteristicsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1

.Transcendent2.Product-Based3.User-Based4.Manufacturing-Based5.Value-BasedCustomerDrivenQualityPerspectiveonquality-

placementInternal/externalcustomersProductPlanningMarketsegmentstobeservedLevelofperformance/priceLevelo

fqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityCustomerPerceptionsOutput(qualityofman

ufacturing)ProductSpecification(design)IdentificationofCustomerRequirementsCustomerNeedsWants,Expect

ations,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Availability,Reliability,Durability,MaintainabilityFeatures-secon

darycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicatesvalueofproductExample-StereoAmplifierQualityStan

dards1.BaldrigeAward-onlyUSfirmscanapply2.DemingPrize-opentoallcompanies3.ISO9000-QualityStandardsforEuropeToolsofTQMQualityproblem

sareuncoveredbyusingworkersandinspectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatare

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

.Check4.Institutionalizethechangeorabandonordoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcus

tomerRepairAuthorizedVisibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderPartsPassIns

pection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspecsManMachineMaterialMethodIncor

rectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12P

aretoAnalysis80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFre

quency0.41-0.500.51-0.600.61-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415

LCLUCLTQMinServiceIndustryMoredifficulttoapplytoservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedquali

tyDeterminantsofServiceQuality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionsofStudy1.Quality=expectatio

nsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Cro

sbywrote“QualityisFree”QualityimprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategories–Costo

fFailure–CostofControllingQualityConclusionsTQMisavaluableconceptinmanagingorganizationsMustbuildtheri

ghtclimateforacceptanceofTQMProcesstakestimeQualityisJobOne“Nomatterwhattheproductorservice,youcanfinditsomewhereelsecheaper”-E.Scrooge