the total quality aproach

8/7/2019 The Total Quality Aproach

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The Total Quality ApproachThe Total Quality Approachto Quality Managementto Quality Management

Course Instructor:

Dr. Syed M. Ahmed, Ph.D.

College of Engineering

Florida International University, Miami, Florida



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Lecture Outline

What is Quality?

The Total Quality Approach

Two Views of Quality

Elements of Total Quality

The Deming Cycle

Juran’s Contributions

Crosby’s Contributions Total Quality Efforts Succeed

Six-Sigma Concept

The Future of Quality Management



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What is Quality? (1)

FEDEX - “Performance to the standard expected by the

customer”

General Services Administration - “Meeting the

customer’s need the first time and every time”

BOEING - “Providing customers with products andservices that consistently meet their needs and

expectations.

US Department of Defense - “Doing the right thing right

the first time, always striving for improvement, and alwayssatisfying the customer”.

Quality can be defined in terms of the agent. Who is the

judge of quality?



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What is Quality? (2)

Quality involves meeting or exceeding customer

expectations.

Quality applies to products, services, people, processes,

and environments.

Quality is an ever-changing state (i.e., what is consideredquality today may not be good enough to be considered

quality tomorrow).

Quality is a dynamic state associated with products,

services, people, processes and environments that

meets or exceeds expectations.



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The Total Quality Approach (1)

Total quality is an

approach to doing

business that attempts

to maximize the

competitiveness of an

organization through thecontinual

improvement of the

quality of its products,

services, people,processes and

environments.

Customer focus



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Characteristics of the Total Quality:

o Strategically based

o Customer focus (internal and external)

o Obsession with quality

o Scientific approach to decision making and problem solvingo Long-term commitment

o Teamwork

o Continual process improvement

o Education and training

o Freedom through control

o Unity of purpose

o Employee involvement and empowerment

Customer focus


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Customer focus

Japanese Strategies:

The upper managers personally take charge of leading

the revolution.

All levels and functions under go training in managing for

quality.

Quality improvement should be taken at a continuing,

revolutionary pace.

The workforce is enlisted in quality improvement throughthe Quality Control (QC) concept.



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Two Views of Quality (1)

Customer focus

Traditional View: Total Quality View

• Process performance =

defective parts per

hundred produced.

• Focused on after-the-fact

inspections of products.

• Employees are passive

workers who followed

orders.

• One improvement per

year per employee

• Focus on short term

profits

• Process performance =

defective parts per million

produced.

• Continuous improvement of

products, processes andpeople.

• Employees are empowered

to think and make

recommendations.

• At least 10 improvements

per employee per year

• Focus on long term profits

and continual improvement.



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Customer focus

Traditional View Total Quality View

Productivity and quality are

always in conflict. You cannot

have both.

Productivity versus quality Lasting productivity gains are

made only as a result of quality

improvements.

How quality is defined

Meeting customer

specifications.Satisfying customer needs and

exceeding customer expectations.

How quality is measured Establishing an acceptable level

of nonconformance and

measuring against the bench

mark.

Establishing high-performance

bench marks for customer

satisfaction and then continually

improving performance.



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Customer focus


Quality is inspected into the

product.

How quality is achieved Quality is determined by product

design and achieved by

effective control techniques.

Attitude towards defects

Defects are an expected part of

producing a product.Defects are to be prevented using

effective control systems.

Quality as a functionQuality is a separate function. Quality should be fully integrated

throughout the organization, i.e. it

should be every body’s

responsibility.



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Customer focus


Employees are blamed for

quality.

Responsibility for quality 80% quality problems are

management’s fault.

Supplier relationships

Supplier relationships are short

term and cost driven.Supplier relationships are long term

and quality oriented.



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Elements of Total Quality (1)

Strategically Based

Comprehensive strategic plan with following elements:

vision, mission, broad objectives and following activities

Provides sustainable competitive advantage in the

marketplace.

Customer Focus

“Customer is the driver”.

External customers: define the quality of the product or

service delivered.

Internal customers: define the quality of people,

processes, and environment associated with the productsor services.



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Obsession with Quality

All personnel at all levels approach all aspects of the job

from the perspective of “How can we do this better ?”.

“Good enough” is never good enough.

Scientific Approach

Hard data are used in establishing benchmarks,

monitoring performance, and making improvements. Decision making and problem solving is based on

scientific principals.



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Long-term Commitment

Quality improvement is NOT another management

innovation but a whole NEW way of doing business that

requires an entirely new corporate culture.

Teamwork Internal competitiveness vs. External competitiveness

Continual Process Improvement

Continually improve systems (environments) whereproducts are developed and services are delivered by

people.



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Education and Training

Best way to improve people on a continual basis.

Train hardworking people “How to work smart?”

Freedom through Control Involving and empowering employees to simultaneously

bring more minds to bear on the decision-making process

and increase the ownership employees feel about

decisions that are made. Well-planned and carried-out controls (not loss of

management control).



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Unity of Purpose

Internal politics have no place in a total quality

organization, rather collaboration is the norm.

Unity of purpose has nothing to do with Labor Unions.

Employee Involvement and Empowerment

Basis for involving employees: 1. to increase the

likelihood of a good decision or a better plan; 2. to

promote ownership of decisions by involving the people

who will have to implement them.

Empowerment means not just involving people but

involving them in ways that give them a real voice.



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The Deming Cycle (1)

1. Conduct consumer research

and use it in planning theproduct (PLAN).

2. Produce the product (DO).

3. Check the product to makesure it was produced in

attendance with the plan

(CHECK).

4. Market the product (ACT).

5. Analyze how the product is

received in the market in terms

of quality, cost and other

criteria (ANALYZE)



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Deming’s Fourteen Points (2)



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Juran’s Contributions (1)

Juran’s Three Basic Steps to Progress

Juran’s Ten Steps to Quality Improvement



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The Pareto Principle

80/20 Rule: 80% of the trouble comes from 20% of the

problems.

The Juran Trilogy



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Quality Planning

1. Determine who the customers are:

2. Identify customers’ needs.

3. Develop products with features that respond to customer

needs.

4. Develop systems and processes that allow the organization to

produce these features.

5. Deploy the plans to operational levels.

Quality Control

1. Assess actual quality performance.

2. Compare performance with goals.

3. Act on differences between performance and goals.



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Quality Improvement

1. Develop the infrastructure necessary to make annual quality

improvements.

2. Identify specific areas in need of improvement, and implement

improvement projects.

3. Establish a project team with responsibility for completingeach improvement project.

4. Provide teams with what they need to be able to diagnose

problems to determine root causes, develop situations, and

establish control that will maintain gains made.



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Crosby’s Contributions

Crosby’s Quality Vaccine Ingredients

1. Determination.

2. Education.

3. Implementation.



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Total Quality Efforts Succeed

The successful organizations avoid these errors:

Senior management delegation and poor leadership.

Team mania.

Deployment process.

Taking a narrow, dogmatic approach.

Confusion about the differences among education,

awareness, inspiration, and skill building



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Six Sigma Concept (1)

A Six-step Protocol for Process Improvement

1. Identify the product characteristics wanted by the

customers.

2. Classify the characteristics in terms of their criticality.

3. Determine if the classified characteristics are controlled

by part and/or process.

4. Determine the maximum allowable tolerance for each

classified characteristic.

5. Determine the process variation for each classified

characteristic.

6. Change the design of the product, process, or both to

achieve a Six Sigma processes performance.



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Histogram of a 3-Sigma

Process

Histogram of a 6-Sigma

Process



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What is Six Sigma?

Six Sigma is an extension of total quality management which

has the aim of taking process and product quality to levels

where all customer requirements are met.

How is Six Sigma Achieved?

By improving process performance.

Or, Without improving the process at all if the

specifications describing acceptable product can beloosened enough to correspond to the original process’s

± 6 sigma points.



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Histogram of a 6-sigma process achieved by broadening thespecification range for product acceptability

Histogram is shifted 1½ Sigma from its ideal position to account for

long-term variation.



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The Future of Quality Management (1)

Future Trends

Demanding global customers.

Shifting customer expectations.

Opposing economic pressures.

New approaches to management.



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Questions/Queries?Questions/Queries?

the total quality aproach

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