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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganizat

ion–suppliers,customers,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosucces

sTotalQualityManagementTQMwasadvancedbyW.EdwardsDeminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thatt

heywouldtaketheirplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacter

isticsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Tra

nscendent2.Product-Based3.User-Based4.Manufacturing-Based5.Value-BasedCustomerDrivenQualityPerspectiveonq

uality-placementInternal/externalcustomersProductPlanningMarketsegmentstobeservedLevelofperformance/priceLevelofquali

tycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityCustomerPerceptionsOutput(qualityofmanufacturing)ProductSpecification(desig

n)IdentificationofCustomerRequirementsCustomerNeedsWants,Expectations,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Avai

lability,Reliability,Durability,MaintainabilityFeatures-secondarycharacteristicsWarranty-promiseofperformanceA

esthetics-pleasingcharacteristicsPrice-indicatesvalueofproductExample-StereoAmplifierQualityStandards1

.BaldrigeAward-onlyUSfirmscanapply2.DemingPrize-opentoallcompanies3.ISO9000-QualityStandardsforEuropeToolsofTQMQualityproblemsareuncoveredbyu

singworkersandinspectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDC

Acycle19PDCACycle(DemingWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check

4.Institutionalizethechangeorabandonordoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithc

ustomerRepairAuthorizedVisibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrder

PartsPassInspection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesno

tmeetspecsManMachineMaterialMethodIncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear

12ParetoAnalysis80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFr

equency0.41-0.500.51-0.600.61-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415L

CLUCLTQMinServiceIndustryMoredifficulttoapplytoservicefirmsPerceivedqualityisaffectedbyserviceandsurr

oundingsWorkerscontributemosttoperceivedqualityDeterminantsofServiceQuality1.Reliability2.Responsiveness3.Competence4.Cou

rtesy5.Communication6.CredibilityConclusionsofStudy1.Quality=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome

3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Crosbywrote“QualityisFree”QualityimprovementsyieldhigherprofitPrevent

ionandimprovementnotinspectionCategories–CostofFailure–CostofControllingQualityConclusionsTQMisavalu

ableconceptinmanagingorganizationsMustbuildtherightclimateforacceptanceofTQMProcesstakestimeQualityisJobO

ne“Nomatterwhattheproductorservice,youcanfinditsomewhereelsecheaper”-E.Scrooge