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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganization–suppliers,customers,design,mai

ntenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManagementTQMwasadvancedbyW.Edward

sDeminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywouldtakethei

rplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacteristicsofaproductorservicethatbearoni

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

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

dLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityCustomerPerceptionsOutput(qualityofmanufacturi

ng)ProductSpecification(design)IdentificationofCustomerRequirementsCustomerNeedsWants,Expectations,DelightsDim

ensionsofQualityPerformance-primaryopscharacteristics–Availability,Reliability,Durability,MaintainabilityFeatur

es-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicates

valueofproductExample-StereoAmplifierQualityStandards1.BaldrigeAward-onlyUSfirmscanapply2.DemingPrize-opentoallcompanie

s3.ISO9000-QualityStandardsforEuropeToolsofTQMQualityproblemsareuncoveredbyusingworkersandinspectorsw

hoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDCAcycle19PDCACycle(Demin

gWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check4.Institutionalizethechangeorabandono

rdoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcustomerRepairAuthorizedVi

sibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderPartsPassInspection?Perform

CorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspecsManMachineMat

erialMethodIncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12ParetoAnalysis80%ofthepr

oblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFrequency0.41-0.500.51-0.

600.61-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415LCLUCLTQMinServiceIndus

tryMoredifficulttoapplytoservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemostto

perceivedqualityDeterminantsofServiceQuality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6

.CredibilityConclusionsofStudy1.Quality=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;no

rmalandexceptionalCostofQuality1978-P.Crosbywrote“QualityisFree”QualityimprovementsyieldhigherprofitPreventio

nandimprovementnotinspectionCategories–CostofFailure–CostofControllingQualityConclusionsTQMisavaluableconceptinm

anagingorganizationsMustbuildtherightclimateforacceptanceofTQMProcesstakestimeQualityisJobOne“Nomatterwhattheproductorservice,youcanfinditsome

whereelsecheaper”-E.Scrooge