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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganization–supplie

rs,customers,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManagementT

QMwasadvancedbyW.EdwardsDeminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywouldtake

theirplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacteristicsofaproductorservicethatbearonitsa

bilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Transcendent2.Product-Based3.User-Based4

.Manufacturing-Based5.Value-BasedCustomerDrivenQualityPerspectiveonquality-placementInternal/externalcustomersProductPlanningMarketsegmentstobes

ervedLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityCustomerPerceptionsOutpu

t(qualityofmanufacturing)ProductSpecification(design)IdentificationofCustomerRequirementsCustomerNeedsWa

nts,Expectations,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Availability,Reliability,Durability,Main

tainabilityFeatures-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicatesv

alueofproductExample-StereoAmplifierQualityStandards1.BaldrigeAward-onlyUSfirmscanapply2.DemingPrize-opentoallcompanies3.ISO9000-QualityStan

dardsforEuropeToolsofTQMQualityproblemsareuncoveredbyusingworkersandinspectorswhoconducttestsonproductsPeoplemus

tbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDCAcycle19PDCACycle(DemingWheel)1.Planachangeaimedatimprovement

.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check4.Institutionalizethechangeorabandonordoitagain.4.

ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcustomerRepairAuthorizedVisibletocustomerNotvisiblet

ocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderPartsPassInspection?PerformCorrec

tedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspecsManMachineMaterialMethodInc

orrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12ParetoAnalysis80%oftheproblemsmay

beattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFrequency0.41-0.500.51-0.60

0.61-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415LCLUCLTQMinServiceIndustryMoredifficultto

applytoservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityDeterminan

tsofServiceQuality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionso

fStudy1.Quality=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.

Crosbywrote“QualityisFree”QualityimprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategories–CostofFailure–Costo

fControllingQualityConclusionsTQMisavaluableconceptinmanagingorganizationsMustbuildtherightclimateforaccepta

nceofTQMProcesstakestimeQualityisJobOne“Nomatterwhattheproductorservice,youcanfinditsomewhereelsecheaper”-E.S

crooge