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TotalQualityManagementTotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganization–suppliers,customers,design,mainte

nanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManagementTQMwasadvancedbyW.EdwardsD

eminginlate50's–"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywouldtakethe

irplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacteristicso

faproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Transcendent2.Product-Based3.User

-Based4.Manufacturing-Based5.Value-BasedCustomerDrivenQualityPerspectiveonquality-placementInternal/exte

rnalcustomersProductPlanningMarketsegmentstobeservedLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhy

itisdefectiveCustomerDrivenQualityCustomerPerceptionsOutput(qualityofmanufacturing)ProductSpecification(design)IdentificationofCus

tomerRequirementsCustomerNeedsWants,Expectations,DelightsDimensionsofQualityPerformance-primaryopscharacteristics–Availabili

ty,Reliability,Durability,MaintainabilityFeatures-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristics

Price-indicatesvalueofproductExample-StereoAmplifierQualityStandards1.BaldrigeAward-onlyUSfirmscanapply2.

DemingPrize-opentoallcompanies3.ISO9000-QualityStandardsforEuropeToolsofTQMQualityproblemsareuncoveredbyusingworkersandins

pectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDCAcycle19PDCA

Cycle(DemingWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check4.Institutionalizethechangeoraband

onordoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcustomerRepairAuthorizedVisibletocustomerNotvisibl

etocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderPartsPassInspection?PerformCorrectedWorkNCompletedRepairNo

tifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspecsManMachineMaterialMethodIncorrectMeasurementBadCleanupBadRep

airTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12ParetoAnalysis80%oftheproblemsmaybeattributedto20%of

thecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFrequency0.41-0.500.51-0.600.61-0.70

0.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415LCLUCLTQMinServiceIndustryMoredifficulttoapplytoserv

icefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityDeterminantsofServiceQuality

1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionsofStudy1.Quali

ty=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Crosbywrote“Qua

lityisFree”QualityimprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategories–CostofFailure–Cos

tofControllingQualityConclusionsTQMisavaluableconceptinmanagingorganizationsMustbuildtherightclimateforacceptanceofTQMPr

ocesstakestimeQualityisJobOne“Nomatterwhattheproductorservice,youcanfinditsomewhereelsecheaper”-E.Scrooge