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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganization–suppliers,customer

s,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManagementTQMwasadva

ncedbyW.EdwardsDeminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywouldtaketheirplacealongsidepr

osperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacteristicsofaproductorser

vicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Transcendent2.Product-Based3.User-Based

4.Manufacturing-Based5.Value-BasedCustomerDrivenQualityPerspectiveonquality-placementInternal/externalcustomersProductPlanningMarketse

gmentstobeservedLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDri

venQualityCustomerPerceptionsOutput(qualityofmanufacturing)ProductSpecification(design)IdentificationofC

ustomerRequirementsCustomerNeedsWants,Expectations,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Availability,Rel

iability,Durability,MaintainabilityFeatures-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsP

rice-indicatesvalueofproductExample-StereoAmplifierQualityStandards1.BaldrigeAward-onlyUSfirmscanappl

y2.DemingPrize-opentoallcompanies3.ISO9000-QualityStandardsforEuropeToolsofTQMQualityproblemsareuncoveredbyusingworkersandinspectorswhocond

ucttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDCAcycle19PDCACycle(DemingWheel)1.Planachangeaimedatimprovemen

t.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check4.Institutionalizethechangeorabandonord

oitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcustomerRepairAuthorizedVi

sibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderP

artsPassInspection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspecsManMachineMaterialMethod

IncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12ParetoA

nalysis80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFrequency0.41-0.500.51-0.600.6

1-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415LCLUCLTQMinServiceIndustryMor

edifficulttoapplytoservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityDeterminantsofServi

ceQuality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionsofStudy1.Quality

=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Crosbywrote

“QualityisFree”QualityimprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategories–CostofFailure–C

ostofControllingQualityConclusionsTQMisavaluableconceptinmanagingorganizationsMustbuildtherightclimatefor

acceptanceofTQMProcesstakestimeQualityisJobOne“Nomatterwhattheproductorservice,youcanfinditsomewhereelsecheaper

”-E.Scrooge