PEC_ Lect_01_TQM

8/16/2019 PEC_ Lect_01_TQM

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Total Quality ManagementTotal Quality Management

ByByAli Sajid, PhDAli Sajid, PhD

An Exclusive Presentation for PECAn Exclusive Presentation for PEC2929 thth Jan, 200 Jan, 200

8/16/2019 PEC_ Lect_01_TQM


!r Ali "a#i$, Ph!, T%,!r Ali "a#i$, Ph!, T%, is a graduate mechanical engris a graduate mechanical engrfrom UET, Lahore.from UET, Lahore.Masters and Ph.D. in Engg Mgment from the eorgeMasters and Ph.D. in Engg Mgment from the eorge!ashington Uni"ersity, !ashington D#, USA.!ashington Uni"ersity, !ashington D#, USA.

$S% & '((( #erti)ed Lead Auditor from BS$, U*.$S% & '((( #erti)ed Lead Auditor from BS$, U*. Taught in "arious US Uni"ersities + or-ed at the Taught in "arious US Uni"ersities + or-ed at the!orld Ban-, multi national and multi racial cor orate!orld Ban-, multi national and multi racial cor orateen"ironment of !ashington D.#.en"ironment of !ashington D.#.

Mem/er of American Society for 0ualityMem/er of American Society for 0ualityPa-istan Engineering #ouncil. Since last Si1teenPa-istan Engineering #ouncil. Since last Si1teenyears, he /een teaching at "arious Pa-istani + USyears, he /een teaching at "arious Pa-istani + USUni"ersities.Uni"ersities.Ad"isor to 2Planning #ommission, o"t of Pa-istan3Ad"isor to 2Planning #ommission, o"t of Pa-istan3

on T0M + Producti"ity.on T0M + Producti"ity.Areas of interest&Areas of interest&$ncreasing $ndustrial #om etiti"eness + Producti"ity$ncreasing $ndustrial #om etiti"eness + Producti"ityin !hite4Blue #ollar En"ironment, +in !hite4Blue #ollar En"ironment, +

A lication of 0uality Management in $ndustryA lication of 0uality Management in $ndustry

8/16/2019 PEC_ Lect_01_TQM


'ational level trainer(consultant&'ational level trainer(consultant&E1tensi"ely in"ol"ed in E1ecuti"e Training ofE1tensi"ely in"ol"ed in E1ecuti"e Training ofManagers at all le"el in the )led of Total 0ualityManagers at all le"el in the )led of Total 0uality

Management, Scienti)c Management, ProjectManagement, Scienti)c Management, ProjectManagement ,#om etiti"eness, Producti"ity,Management ,#om etiti"eness, Producti"ity,67D etc related to ics at all im ortant national67D etc related to ics at all im ortant nationalforum ith a "ie to enhance organi8ationalforum ith a "ie to enhance organi8ationale9ecti"eness of federal agencies and ri"atee9ecti"eness of federal agencies and ri"ateenter rises.enter rises.

o"t. of Pa-istan has recently conferred him itho"t. of Pa-istan has recently conferred him ithTamiga-a-Imtiaz.Tamiga-a-Imtiaz.

)oun$ing Chair*erson)oun$in

g Chair*erson De t of Engg Mgmt atDe t of Engg Mgmt at

#ASE and resently or-ing as Director Strategic#ASE and resently or-ing as Director StrategicA9airs, #ASE, $slama/ad.A9airs, #ASE, $slama/ad.:ounding Director of $slama/ad /ased $nstitute of:ounding Director of $slama/ad /ased $nstitute ofProfessional Trainers,Professional Trainers, +AM!A+AM!A ;Leadershi +;Leadershi +Management De"elo ment Associates<.Management De"elo ment Associates<.

8/16/2019 PEC_ Lect_01_TQM


The -ill to -in,The -ill to -in, the $esire to succee$,the $esire to succee$,the urge to reach yourthe urge to reach yourfull *otentials are thefull *otentials are the

.eys to unloc. the.eys to unloc. the

8/16/2019 PEC_ Lect_01_TQM


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The 4ighest ;esThe 4ighest ;esult of E$ucatioult of E$ucatio

nn is Tolerance/&is Tolerance/&

4elen 5eller 67 0 8 79 :4elen 5eller 67 0 8 79 : ,,

http://www.quotationspage.com/quote/3223.html












8/16/2019 PEC_ Lect_01_TQM


I have learnt “Silence” from I have learnt “Silence” from

the talkative, the talkative, “Toleration” from the “intoleran“Toleration” from the “intolerant”, t”,

& “Kindness” from the unkind; & “Kindness” from the unkind; et strange, I am et strange, I am

ungrateful to ungrateful to these teachers.these teachers.

Kahlil !i"ran #$%% - $' $(Kahlil !i"ran #$%% - $' $(

























8/16/2019 PEC_ Lect_01_TQM


%n the *art of this univers%n the *art of this univers

e that -e .no- there is gre that -e .no- there is grat in#ustice, 1 often the at in#ustice, 1 often the

<oo$ "u3er/1 often the <oo$ "u3er/1 often the =ic.e$ Pros*er/, =ic.e$ Pros*er/,

1 one har$ly .no-s -hich 1 one har$ly .no-s -hich of those is the more annoof those is the more annoying&ying&

>ertran$ ;ussell 67 ?2 8 79?0:>ertran$ ;ussell 67 ?2 8 79?0:

























8/16/2019 PEC_ Lect_01_TQM


'ever to su3e'ever to su3er -oul$ never r -oul$ never

to have een to have een

lesse$&lesse$& E$gar Allan Poe 67 09 8 7 @9:E$gar Allan Poe 67 09 8 7 @9:













8/16/2019 PEC_ Lect_01_TQM


8/16/2019 PEC_ Lect_01_TQM


The Test of Courage/The Test of Courage/

Comes -hen -e are inComes -hen -e are in The Minority/& The Minority/&

The Test of TolerancThe Test of Tolerance/ comes -hen -e are e/ comes -hen -e are in The Ma#ority/&in The Ma#ority/&

;al*h =& "oc.man;al*h =& "oc.man



















8/16/2019 PEC_ Lect_01_TQM


'o o$y Coul$'o o$y Coul$

ma.e a greaterma.e a greater

mista.emista.ethan hethan he

-ho $i$ nothing-ho $i$ nothing

ecause he coul$ecause he coul$$o a little$o a little

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=hen *erson $oes=hen *erson $oes

goo$ $ee$ =hen he orgoo$ $ee$ =hen he orshe $i$n t have to,she $i$n t have to,

<o$ loo.s $o-n 1<o$ loo.s $o-n 1smiles 1 sayssmiles 1 says

)or This moment)or This momentalone it -as -orthalone it -as -orth

creating -orl$creating -orl$ //

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#haracteristics of %rgani8ation#haracteristics of %rgani8ation

An organi8ation is a systematic arrangement ofAn organi8ation is a systematic arrangement ofeo le to accom lish some s eci)c ur ose.eo le to accom lish some s eci)c ur ose.

Each organi8ation has a distinct ur ose. ThisEach organi8ation has a distinct ur ose. Thisur ose is ty ically e1 ressed in terms of a goalur ose is ty ically e1 ressed in terms of a goal

or set of goalsor set of goals ..

SystematicStructureDistinct

Purpose

People

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rg Excellencerg Excellence

5ey to Com*etitiveness5ey to Com*etitiveness

CostCostQualityQuality

"*ee$"*ee$DalueDalue

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rgani ationalrgani ational

ExcellenceExcellencethroughthroughCom*etitivenessCom *etitiveness

usingusing

QualityQualityas a Toolas a Tool

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QualityQuality isis

aa 4a it4a it notnot

an Act&an Act&

AristotleAristotle

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!hat is 0uality!hat is 0uality

Classical %$eaClassical %$eaQF !egree of conformance to a stan$ar$QF !egree of conformance to a stan$ar$

6As a *ro$uct or service:6As a *ro$uct or service:

Pro$uct or "ervice

"*eciGcationor ;ule

Pro$uct or "ervice

Pro$uct

or "ervice

"*eciGcation

or ;ule

>uil$ %n ;eHect

<ive "atisfaction

Conformanc

e Mo$ern %$ea

QF Iser s "atisfaction or Gtnessfor use

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=hat is Quality=hat is Quality

= 2= 2The totality ofThe totality ofcharacteristics of ancharacteristics of an

entity that ear on itsentity that ear on itsa ility to satisfy state$a ility to satisfy state$

1 im*lie$ nee$s&/1 im*lie$ nee$s&/

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=hat is Quality=hat is Quality

Customer ExpectationsMeet/exceed

Freedom from

deficiencyFeatures

Doing the right thingDoing the things right

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CI"T ME;8!;%DE'CI"T ME;8!;%DE'

QIA+%TKQIA+%TKA sim ler, more o erful de)nitionA sim ler, more o erful de)nition

came u >.came u >.

Quality is meeting or excee$ingQuality is meeting or excee$ing

customer ex*ectations /customer ex*ectations /

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4istory of Quality E3orts4isto ry of Quality E3ortsEgy tian Pharaohs ? Boo-s of Dead ? anEgy tian Pharaohs ? Boo-s of Dead ? an

e1tensi"ely documented ,0uality systeme1tensi"ely documented ,0uality systemrelated to the /urial of @o/ility, descri/esrelated to the /urial of @o/ility, descri/es

ho re uisite rituals should /e carriedho re uisite rituals should /e carriedout + funerary goods to /e /uried ithout + funerary goods to /e /uried ithdeceased.deceased.

4ummura i s Co$e4ummura i s Co$e ? C ( B# enalties? C ( B# enaltiesfor su/ standard stu9 for su/ standard stu9

'ecro*olis'ecro *olis ? Achie"ement of re uirement? Achie"ement of re uirementstandard as attested to /y thestandard as attested to /y thea lication /y su td mar-.a lication /y su td mar-.

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7oman Em ire ?7oman Em ire ? External Au$it -as institute$External Au$it -as institute$+ S ecialists -no n as 2Argenterii3 sealers in+ S ecialists -no n as 2Argenterii3 sealers in

sil"ersil"er7e uired to -ee certain records.7e uired to -ee certain records.

>i le>i le & i"es /y or- of& i"es /y or- of Quality "ystem/Quality "ystem/ ..22An %unce of re"ention is orth a ound of cure3An %unce of re"ention is orth a ound of cure3

>y antine Em*ire> y antine Em*ire ? E"ery action regulated /y? E"ery action regulated /y

rocedures that had to /e follo ed.rocedures that had to /e follo ed.Enforcement is done /y an o cial ins ectorEnforcement is done /y an o cial ins ector

;Logothate< attached ith court to ins ect all;Logothate< attached ith court to ins ect allor-sho + % erations erformed.or-sho + % erations erformed.

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Merchant <uil$Merchant <uil$ ? Their roducts ha"e to /e of? Their roducts ha"e to /e ofhi standards then others. #loth #olchesterhi standards then others. #loth #olchester

uild had mar- on its /ales and guaranteeuild had mar- on its /ales and guarantee

a certain le"el of uality.a certain le"el of uality.!efense an$ Quality L a close *artner!efense an$ Quality L a close *artner

<eo3rey Chaucer<eo3 rey Chaucer 88 ((s sur"eyor of((s sur"eyor ofsu lies for 7oyal !ardro/esu lies for 7oyal !ardro/e )ssessor of )rmors )ssessor of )rmors , Saddle. + other, Saddle. + other

e ui ment to esta/lishe ui ment to esta/lish "uita ility for"uita ilit y for;oyal Armory/;o yal Armory/ ..

=orl$ =ar ne=orl$ =ar ne & 20uality in Air3 ?& 20uality in Air3 ?7oyal Aircraft Esta/lishment7oyal Aircraft Esta/lishment

im ro"eim ro"e ;elia ility of >ritish Engines/;elia ilit y of >ritish Engines/ ..

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:irst Standard Attem t in USA M$S&0&'FGF:irst Standard Attem t in USA M$S&0&'FGF;0 System S ecs<, M$L& HGI(F;0 System S ecs<, M$L& HGI(F;$ns ection Sys 7e uirements<;$ns ection Sys 7e uirements<Still Used in Defense #ontracts.Still Used in Defense #ontracts.

@AT% formed Allied 0uality Assurance@AT% formed Allied 0uality AssurancePu/lications ;A0AP< ,H,'Pu/lications ;A0AP< ,H,'

U* had its DE:. STA@ ;later A0AP alignedU* had its DE:. STA@ ;later A0AP alignedith DE:. STA@<.ith DE:. STA@<.

U* Min of Defense, /uy only from DE:.STA@U* Min of Defense, /uy only from DE:.STA@registered )rms ;Second Partyregistered )rms ;Second PartyAssessment<Assessment<

A0AP &militaristic in their content +A0AP &militaristic in their content + ordingording

9?98 ? 0

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79?98>" B?B079?98>" B?B0Jery Su/jecti"e, large e1 lanatory,Jery Su/jecti"e, large e1 lanatory,mandatory notes,mandatory notes,:irst "ersion used only:irst "ersion used onlyin a contractual sense /et een /uyer +in a contractual sense /et een /uyer +seller.seller.

rdrd Party certi)cation register.Party certi)cation register.British situation e1cited throughout orldBritish situation e1cited throughout orld$S% in ene"a set u a committee under$S% in ene"a set u a committee under#anada to roduce $ntl. 0&Standards.#anada to roduce $ntl. 0&Standards.

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QualityQualitymeansmeans

leasing consumersleasing consumersnotnot

just rotecting them just rotecting themfrom annoyancesfrom annoyances

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Basic 0uality :unctionBasic 0ual ity :unction

1. DEFECTS / REJECTS

2. COM !"#$TS

%. CO$S#STE$C&

'. REC#S#O$

(. "CC)R"C&

*. +"R#"T#O$

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0uality #ontrol0uality #ontrol

Techni ue to ControlTechni ue to Control1 Chec. Quality1 Chec. Quality

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=hat is Quality=hat is QualityAssuranceAssurance

22all lanned + systematicall lanned + systematicacti"ities im lemented ithinacti"ities im lemented ithin

uality system,uality system,+ demonstrated as needed, to+ demonstrated as needed, to

ro"ide ade uate con)dencero"ide ade uate con)dencethat an entity ill ful)llthat an entity ill ful)llre uirements for uality3.re uirements for uality3.

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QIA+%TK A""I;A'CEQIA+%TK A""I;A'CE

Any action directed to ardsAny action directed to ardsro"iding consumers ith roductsro"iding consumers ith roducts;goods + ser"ices< of a ro riate;goods + ser"ices< of a ro riate

ualityuality

T,ERE "RE $O F"CTS O$!& #$TER RET"T#O$S-FR#EDR#C, $#ET SC,E

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Quality ManagementQuality Management

All acti"ities of the o"erallAll acti"ities of the o"erallmanagement function thatmanagement function thatdetermine the uality olicy,determine the uality olicy,o/jecti"es and res onsi/ilitieso/jecti"es and res onsi/ilitiesand im lement lanning, ualityand im lement lanning, ualitycontrol, uality assurance andcontrol, uality assurance and

uality im ro"ement ithin theuality im ro"ement ithin theuality system3 ;$S% FH(<uality system3 ;$S% FH(<

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!E)%'%'< QIA+%TK !E)%'%'< QIA+%TK

PerfectionPerfection#onsistency#onsistency

Eliminating asteEliminating asteS eed of deli"eryS eed of deli"ery#om liance ith olicies + rocedures#om liance ith olicies + rocedures

Pro"iding good, usa/le roductsPro"iding good, usa/le roductsDoing it right the )rst timeDoing it right the )rst timeDelighting or leasing customersDelighting or leasing customers

Total customer ser"ice + satisfaction Total customer ser"ice + satisfaction

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P;%'C%PA+ QIA+%TKP;%'C%PA+ QIA+%TK

!%ME'"% '"!%ME'"% '" .. PerformancePerformance

I.I. :eatures:eatures.. 7elia/ility7elia/ility

H.H. #onformance#onformanceG.G. Dura/ilityDura/ilityK.K. Ser"icea/ilitySer"icea/ilityC.C. AestheticsAestheticsF.F. Percei"ed ualityPercei"ed uality

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P;%'C%PA+ QIA+%TK !%ME'"% '"P;%'C%PA+ QIA+%TK !%ME'"% '"

PerformanceFPerformanceF a roduct s rimary o eratinga roduct s rimary o eratingcharacteristics. E1am leN A car scharacteristics. E1am leN A car sacceleration, /ra-ing distance,acceleration, /ra-ing distance,steering and handlingsteering and handling

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;elia ilityF;elia ilityF the ro/a/ility of a roduct sthe ro/a/ility of a roduct ssur"i"ing o"er a s eci)ed eriodsur"i"ing o"er a s eci)ed eriodof time under stated conditions ofof time under stated conditions ofuse. A car s a/ility to start on colduse. A car s a/ility to start on colddays and fre uency of failures aredays and fre uency of failures arerelia/ility factorsrelia/ility factors

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ConformanceConformance NNthe degree to hich hysical andthe degree to hich hysical and

erformance characteristics of aerformance characteristics of aroduct match re&esta/lishedroduct match re&esta/lished

standards.standards.car s )t4)nish, freedom fromcar s )t4)nish, freedom fromnoises can reOect this.noises can reOect this.

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!ura ilityF!ura ilityF the amount of use one gets fromthe amount of use one gets froma roduct /efore it hysicallya roduct /efore it hysicallydeteriorates or until re lacementdeteriorates or until re lacementis refera/le.is refera/le.:or car & corrosion resistance +:or car & corrosion resistance +long ear of u holstery fa/riclong ear of u holstery fa/ric

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"ervicea ilityF"ervicea ilityFs eed, courtesy, com etence ofs eed, courtesy, com etence ofre air or-.re air or-.auto o ner &access to s areauto o ner &access to s are

arts.arts.

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AestheticsFAestheticsF ho a roduct loo-s, feels,ho a roduct loo-s, feels,sounds, tastes, or smells.sounds, tastes, or smells.car s color, instrument anelcar s color, instrument aneldesign and 2feel of road3 ?design and 2feel of road3 ?ma-e aesthetically leasingma-e aesthetically leasing

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Perceive$ QualityFPerceive$ QualityFSu/jecti"e assessment of ualitySu/jecti"e assessment of ualityresulting from image, ad"ertising,resulting from image, ad"ertising,or /rand names.or /rand names.car, & sha ed /y maga8inecar, & sha ed /y maga8inere"ie s&manufacturers /rochuresre"ie s&manufacturers /rochures

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MA'I)ACTI;%'< >A"E!MA'I)ACTI;%'< >A"E!

C;%TE;%AC;%TE;%A

0uality #onformance to0uality #onformance tos eci)cationss eci)cations0uality is0uality is

a out manufacturing a *ro$ucta out manufacturing a *ro$uctthat *eo*le can $e*en$ on everythat *eo*le can $e*en$ on every

time they reach for it/time they reach for it/Achie"ed at #oca&#ola throughAchie"ed at #oca&#ola throughrigorous uality + ac-aging standardsrigorous uality + ac-aging standards

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JI!<EME'TA+ C;%TE;%A JI!<EME'TA+ C;%TE;%A

0uality su eriority or e1cellence0uality su eriority or e1cellence

<oo$ness of a *ro$uct/<oo$ness of a *ro$uct/ Kou #ust .no- it -hen you see Kou #ust .no- it -hen you seeit/it/

little ractical "alue to managerslittle ractical "alue to managers@o means through hich uality can@o means through hich uality can/e measured for decision ma-ing/e measured for decision ma-ing

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P; !ICT8>A"E! C;%TE;%AP; !ICT8>A"E! C;%TE;%A

0uality is a function of a s eci)c,0uality is a function of a s eci)c,measura/le "aria/lemeasura/le "aria/le6igher amount of roduct6igher amount of roductcharacteristics higher ualitycharacteristics higher uality0uality is mista-enly related to rice0uality is mista-enly related to rice6igher the rice, higher the uality6igher the rice, higher the uality;@ot necessarily true<;@ot necessarily true<

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I"E;8>A"E! C;%TE;%AI"E;8>A"E! C;%TE;%A

0uality is determined /y hat0uality is determined /y hat

customer antscustomer antsQuality N )itness for inten$e$Quality N )itness for inten$e$useuse

6o ell the roductN6o ell the roductNPerforms its intended ur osePerforms its intended ur oseMeets consumers needsMeets consumers needs

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DA+IE8>A"E! C;%TE;%ADA+IE8>A"E! C;%TE;%A

220uality is the degree of e1cellence0uality is the degree of e1cellence

at an acce ta/leat an acce ta/le *rice*rice and theand thecontrol of "aria/ility at ancontrol of "aria/ility at anacce ta/le cost.3acce ta/le cost.3

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I'C DE;%'< T4E ;EA+I'C DE;%'< T4E ;EA+PP ;TI'%T%E" ) QIA+%TK PP ;TI'%T%E" ) QIA+%TK

Jalue can /e de)ned as, 2 hat theJalue can /e de)ned as, 2 hat thecustomer gets er hat it costs thecustomer gets er hat it costs the

customer3customer3But customer 2gets3 more than aBut customer 2gets3 more than a

hysical roduct.hysical roduct.6e or she getsN6e or she getsN

A sense of con)dence in a su lier, +A sense of con)dence in a su lier, +A sense of assurance that the su lierA sense of assurance that the su lier

ill /e there hen neededill /e there hen needed

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a0es Mode0 o the urchase Decision

+a0ue

ua0it3

rice

roduct

Ser4ice

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%9ering greater satisfaction at%9ering greater satisfaction atcom ara/le ricecom ara/le riceProcter + am/le /rought inProcter + am/le /rought in DA+IEDA+IEP;%C%'<P;%C%'<

#onsumer /rand loyalty#onsumer /rand loyaltyMore consistent salesMore consistent sales$m ro"ement of roduct$m ro"ement of roduct

characteristicscharacteristics$nternal e ciencies$nternal e ciencies

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=4AT < ! CA' QIA+%TK=4AT < ! CA' QIA+%TK

!! Pro"ides com etiti"e ad"antagePro"ides com etiti"e ad"antage7educes costs7educes costsLesser returns, re or- + scraLesser returns, re or- + scra$ncreases roducti"ity + ro)ts$ncreases roducti"ity + ro)ts

enerates satis)ed customersenerates satis)ed customers'o Quality, no sales& 'o sales,'o Quality, no sales& 'o sales,

no *roGt& 'o *roGts, no #o s&/no *roGt& 'o *roGts, no #o s&/

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C MPET%T%DE A!DA'TA<EC MPET%T%DE A!DA'TA<E

Denotes )rm s a/ility to achie"e mar-etDenotes )rm s a/ility to achie"e mar-etsu erioritysu eriority

Dri"en /y customer needs + antsDri"en /y customer needs + antsPro"idesPro"ides valuevalue to customers thatto customers thatcom etitors do not ha"ecom etitors do not ha"eMa-es signi)cant contri/ution toMa-es signi)cant contri/ution to/usiness success/usiness successAllo s a )rm to use its resourcesAllo s a )rm to use its resourcese9ecti"elye9ecti"ely

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C MPET%T%DE A!DA'TA<EC MPET%T%DE A!DA'TA<E

Dura/ility + de enda/ility ? di cultDura/ility + de enda/ility ? di cultfor others to co yfor others to co yPro"ides /asis for furtherPro"ides /asis for further

im ro"ementim ro"ementPro"ides direction +Pro"ides direction + motivationmotivation totothe organi8ationthe organi8ation

Q li E l i i J *

Q li E l i i J *

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Quality Evolution in Ja*anQuality Evolution in Ja*an

Fitness toUse

Fitness toCost

Fitness to LatentRequirements

Fitness toStandards

Determining the customer5sneeds 6e ore the customer 6ecomes a7are o them

O6tain high 8ua0it3 9 0o7 cost 63 e ecti4e designing o 6oth

the product 9 processes.

To 6ui0d a product thatmeets the needs o

customer.

To 6ui0d a product that meetsthe speci ications set 63 the

designer.

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T TA+ QIA+%TK T TA+ QIA+%TK

Total Quality $escri es the state of anTotal Quality $escri es the state of anorgani ation in -hich all the activities of allorgani ation in -hich all the activities of all

functions are $esigne$ an$ carrie$ out infunctions are $esigne$ an$ carrie$ out insuch a -ay thatsuch a -ay that

all external customer re uirements are metall external customer re uirements are met-hile re$ucing internal time an$ cost,-hile re$ucing internal time an$ cost,an$ enhancing the -or.*lace climate&an$ enhancing the -or.*lace climate&

8/16/2019 PEC_ Lect_01_TQM


ProGle of TQMProGle of TQM

T0M is aN T0M is aNScienti)cScienti)c

SystematicSystematic#om any ? !ide#om any ? !ide

Acti"ity in hichActi"ity in hichA com any is de"oted to customersA com any is de"oted to customersthrough its roducts and ser"ices.through its roducts and ser"ices.

Total QualityTotal Quality

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Total QualityTotal QualityManagementManagement

TQM a *hiloso*hy setTQM a *hiloso*hy setof gui$ing *rinci*alsof gui$ing *rinci*alsthat re*resentthat re*resentfoun$ation of afoun$ation of a

continuously im*rovingcontinuously im*roving

organi ation&organi ation&

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TQM is a**lication ofTQM is a**lication ofQuantitative metho$s 1 4;/ toQuantitative metho$s 1 4;/ to

im*rove material 1im*rove material 1"ervices su**lie$ to an org, 1"ervices su**lie$ to an org, 1

All *rocesses -ithin an org,All *rocesses -ithin an org, 1 !egree to -hich nee$s of the1 !egree to -hich nee$s of the

Customer are met,Customer are met,

no- 1 in future&no- 1 in future&

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TQM integratesTQM integrates)un$amental Mgnt Techni ues,)un$amental Mgnt Techni ues,

Existing im*rovement e3orts,Existing im*rovement e3orts,1 Technical tools un$er a1 Technical tools un$er a

!isci*line$ a**roach!isci*line$ a**roachfocuse$ onfocuse$ on

continuous im*rovement&continuous im*rovement&

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>A"E" ) T TA+ QIA+%TK >A"E" ) T TA+ QIA+%TK

The Four :ases o Tota0 ua0it3

TheCustomer

Strategic#mperati4es

Statistica0Too0s andTechni8ues

Techni8ues toFoster Team7or;

"nd Create Satis 3ing<or; En4ironment

A TQM A**roach ToA

TQM A**roach To

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QQManagementM anagement

A uni ue len $ing of FA uni ue len$ing of F

;a< o/jecti"e, ractical, + uantitati"e as ects;a< o/jecti"e, ractical, + uantitati"e as ectsof management, e.g. :ocus on rocesses andof management, e.g. :ocus on rocesses andreliance on uantitati"e data and statisticalreliance on uantitati"e data and statisticalanalysis for decision&ma-ingN andanalysis for decision&ma-ingN and

;/< 2Soft3 as ects of management, ;Jisionary;/< 2Soft3 as ects of management, ;Jisionaryleadershi , romoting a s irit ofleadershi , romoting a s irit ofcoo eration4team or-, + racticingcoo eration4team or-, + racticing

artici ati"e mgt.artici ati"e mgt.A fully successful e9ort re uires /alancedA fully successful e9ort re uires /alanced

attention to /oth.attention to /oth.

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The Essence of TQMThe Essence of T QM

%nvolving 1 em*o-ering entire%nvolving 1 em*o-ering entire-or.force to im*rove uality of-or.force to im*rove uality ofgoo$s 1 services continuouslygoo$s 1 services continuouslyin or$er to satisfy, 1 evenin or$er to satisfy, 1 even$elight customer&$elight customer&

TQM tools 1 technical metho$s 8TQM tools 1 technical metho$s 8use$ to accom*lish s*eciGcuse$ to accom*lish s*eciGctas.s&tas.s&

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Means of im*lementing TQM&Means of im *lementing TQM&

#an /e used /y e"eryone to identifyN#an /e used /y e"eryone to identifyNPro lem Areas,Pro lem Areas ,"tructure !ata Collection"tructure !ata Collection e9orts,e9orts,Analy e $ata,Ana ly e $ata,)ocus Pro lem "olving)ocus Pro lem "olvin g e9orts one9orts onareas of s ecial concern.,areas of s ecial concern.,22!isseminate info/!isseminate info/ throughout thethroughout the

org.org.Used Primarily toNUsed Primarily toN Collect 1Collect 1Analy e 'umerical !ata/Ana ly e 'umerical !ata/ ..

TQM

TQM

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TQMTQMIm rella termFIm rella termFPhiloso*hy em*hasi es share$Philoso*hy em*hasi es share$

res*onsi ilities for uality&res*onsi ilities for uality&Quality im*rovement achieve$Quality im*rovement achieve$

yFyFa: )ocusing on customer nee$sa: )ocusing on customer nee$s

11

: "treamlining *ro$uction: "treamlining *ro$uction*rocess to eliminate*rocess to eliminate$efects (-aste&$efects (-aste&

xx

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$t ultimately$t ultimately

)acilitates continuous)acilitates continuousim*rovement thorough aim*rovement thorough acollective vision ofcollective vision of

uality/&uality/&

)rom acce*ta le +evels of)rom acce*ta le +evels of!efects/ to Continuous P%!efects/ to Continuous P%

A Manager !ho :ails To Pro"ideA Mana

ger !ho :ails To Pro"ide

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A Manager !ho :ails To Pro ideA Mana ger !ho :ails To Pro ide7esources And Time :or7esources And Time :or

Pre"ention Acti"ities $s PracticingPre"ention Acti"ities $s Practicin g

:alse Economy:alse Econom y#oncentrate on Pre"ention, @ot #orrection#oncentrate on Pre"ention, @ot #orrection

re4ention has more 0e4erage 7hen impro4ing 8ua0it3

Pre ention

Correction

Quality

T0 + Traditional Management T0 + Traditional Mana

gement

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Practices& $Practices& $ TQ $eman$s ne- styles of managing 1 anTQ $eman$s ne- styles of managing 1 anentirely ne- set of s.ills& These ne- stylesentirely ne- set of s.ills& These ne- stylesinclu$e the follo-ing characteristicsFinclu$e the follo-ing characteristicsF

Thin-ing in terms of systems Thin-ing in terms of systemsDe)ning customer re uirementsDe)ning customer re uirementsPlanning for uality im ro"ement ith eachPlanning for uality im ro"ement ith eachcustomercustomerDealing ith customer dissatisfactionDealing ith customer dissatisfactionEnsuring ongoing uality e9ortsEnsuring ongoing uality e9orts

De"elo ing a life long learning styleDe"elo ing a life long learning style Team /uilding Team /uildingEncouraging o ennessEncouraging o enness

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T4E QIA+%TKT4E QIA+%TK

C4A++E'<EC4A++E'<E

#$D#+#D)"!CR"FTSM"$

FOREM"$

#$S ECT#O$

ST"T#ST#C"! CO$TRO!)"!#T& "SS)R"$CE

TOT"! )"!#T&CO$TRO!

OR "$# "T#O$<#DE

TOT"! )"!#T&M"$" EME$T

1=>> 1=2> 1='> 1=*> 1=?>

T ,E E

+ O!

)T # O

$ OF 2 )"! # T &M" $"

/E ME

$T

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TQM 1 CustomerTQM 1 Customerrientationrientation

TQM Provi$es a systemTQM Provi$es a system

of metho$s on ho- toof metho$s on ho- toreali e the *rinci*le ofreali e the *rinci*le ofcustomer orientationcustomer orientation

eyon$ a slogan&eyon$ a slogan&

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=4 %" A CI"T ME; =4 %" A CI"T ME;

The ultimate urchaser of a The ultimate urchaser of aroduct or ser"iceroduct or ser"ice

External customersExternal customersurchase roducts or ser"icesurchase roducts or ser"ices

from other com anies4 lantsfrom other com anies4 lants

%nternal customers%nternal customers recei"erecei"egoods or ser"ices from ithingoods or ser"ices from ithinthe com anythe com any

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organi ation from youorgani ation from you

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organi ation from youorgani ation from youcustomers *oint ofcustomers *oint ofvie- an$ im*rovingvie- an$ im*roving*rocesses to ena le*rocesses to ena le

you to meet an$you to meet an$excee$ your customersexcee$ your customersex*ectations is the onlyex*ectations is the only-ay to achieve uality,-ay to achieve uality,

ecause uality isecause uality is$eGne$ the$eGne$ the

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Customer "atisfactionCustomer "atisfaction

&ore Features

"atisfaction"atisfaction

;esults of Total Quality;esults of Total

Quality

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;esults of Total Quality;esults of Total QualityManagementM anagement

!o7er Cost

,igh Re4enue

Empo7ered Emp0o3ers

De0ighted

Customer

#on"entional#on"entionalD i 5 " h

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#on entional!isdom!isdom

0uality is meeting0uality is meetingconformance standards.conformance standards.0uality is an intangi/le0uality is an intangi/legood.good.

0uality is meeting +0uality is meeting +e1ceeding customere1ceeding customere1 ectation.e1 ectation.0uality is de)ned /y the0uality is de)ned /y thecustomer.customer.

:inding and :i1ing ro/lems:inding and :i1ing ro/lems

results in im ro"ements,results in im ro"ements,hich may or may not /ehich may or may not /esustaina/le.sustaina/le.

Ma-ing changes to theMa-ing changes to the

system to re"ent ro/lemssystem to re"ent ro/lemsresults in sustaina/leresults in sustaina/leim ro"ements.im ro"ements.

E9ecti"eness + e ciencyE9ecti"eness + e ciencyare achie"ed /y meetingare achie"ed /y meeting

acce ta/le defect le"els.acce ta/le defect le"els.

E9ecti"eness + e ciencyE9ecti"eness + e ciencyare achie"ed /y continuallyare achie"ed /y continually

im ro"ing.im ro"ing.#risis management is the#risis management is thedominant managementdominant managementmode.mode.

Pre"entati"e management.Pre"entati"e management.

Performance standards +Performance standards +

uotas im ro"e roducti"ity.uotas im ro"e roducti"ity.#hanges in the rocess#hanges in the rocess

im ro"e roducti"ity.im ro"e roducti"ity.

Deming5s "pproach

To management e"aluates the To management e"aluates theorgani8ation on )nancialorgani8ation on )nancial

on rocess erformance +on rocess erformance +customer satisfaction as ell ascustomer satisfaction as ell as

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erformance.erformance. on )nancial erformance.on )nancial erformance.

Process im ro"ement isProcess im ro"ement ise1 ensi"e.e1 ensi"e.

Process im ro"ement leads toProcess im ro"ement leads tolo er costs.lo er costs.

%nly managers are ca a/le of%nly managers are ca a/le ofidentifying + ma-ingidentifying + ma-ing

!or-ers -no the rocess /est!or-ers -no the rocess /est+ ill suggest e1cellent ays to+ ill suggest e1cellent ays toim ro"e it hen gi"en aim ro"e it hen gi"en achance.chance.

Managers command functionsManagers command functions+ are concerned ith directing+ are concerned ith directing+ controlling.+ controlling.

Team leaders guide cross& Team leaders guide cross&functional im ro"ement teamsfunctional im ro"ement teams+ are concerned ith lanning+ are concerned ith lanning+ re"ention.+ re"ention.

Em loyees recei"e instruction +Em loyees recei"e instruction +information from a/o"e, asinformation from a/o"e, asdeemed a ro riate /ydeemed a ro riate /ymanagement.management.

Management sharesManagement sharesinformation ith em loyees oninformation ith em loyees ona routine /asis + on re uest.a routine /asis + on re uest.

Leadershi for an im ro"ementLeadershi for an im ro"emente9ort can /e delegated toe9ort can /e delegated tooutside e1 ert.outside e1 ert.

Leadershi for an im ro"ementLeadershi for an im ro"emente9ort is ro"ided /y e1ecuti"ese9ort is ro"ided /y e1ecuti"es

ithin the org, ho areithin the org, ho areaccounta/le for results.accounta/le for results.

7e"ie s are necessary only7e"ie s are necessary only 7egularly scheduled7egularly scheduled

D i D df lD i D df l

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Deming s DreadfulDeming s DreadfulDiseasesDiseases

.. Loo-ing else here forLoo-ing else here fore1am les, or concludinge1am les, or concludingthat 2our ro/lems arethat 2our ro/lems aredi9erent3.di9erent3.

I.I. #reati"e accounting#reati"e accountingrather thanrather thancommitment.commitment.

.. Purchasing toPurchasing toan3acce ta/le le"el ofan3acce ta/le le"el of

uality3.uality3.H.H. Management s failure toManagement s failure to

delegate res onsi/ility.delegate res onsi/ility.

G.G. That em loyees ;or That em loyees ;orunions<cause all theunions<cause all the

ro/lems.ro/lems.K.K. 0uality can /e assured0uality can /e assured

/y ins ection./y ins ection.C.C. :alse startsN no:alse startsN no

organi8ation& ideorgani8ation& idecommitment.commitment.

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=hat ma.es *eo*le "-eat for=hat ma.es *eo*le "-eat for

QualityQuality

'(at )s Quality Sweatin! T(eory

T(eory *f Dri in! Force For Quality

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Sense of #risis R LeadershiSense of #risis R Leadershi

Jision R LeadershiJision R Leadershi

+LSQ pproac(

Two pproac(es in Quality Sweatin!

T(eory

CLSQ pproac(

D+"Q A**roachD+"Q A**roach

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D+ Q A**roachD+ Q A**roach$f a com any is so good in its /usiness and if it has$f a com any is so good in its /usiness and if it hasno crisis nor crisis consciousness, hat then couldno crisis nor crisis consciousness, hat then couldser"e as a dri"ing force for T0Mser"e as a dri"ing force for T0MA for ard loo-ing grand "ision ould mo/ili8eA for ard loo-ing grand "ision ould mo/ili8e

eo le to s eat hard for the sa-e of achie"ing thateo le to s eat hard for the sa-e of achie"ing that"ision."ision.

The "ision must /e the one hich could really The "ision must /e the one hich could reallymoti"ate eo le to s eat illingly. :or uality.moti"ate eo le to s eat illingly. :or uality.

@ the 4ision approach or T M promotion needs to conductan aggressi4e pu60ic re0ations acti4it3 so that the peop0e

u003 understand the integrit3 o the 4ision.

+ision and Leaders(ip -ncoura!e

People to Sweat for Quality

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The lesson Learnt The lesson Learnt The Enemy The Enemy

for 0uality,for 0uality, that is com lacent.that is com lacent.

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That s a goo$ i$ea&That s a goo$ i$ea&>ut>ut

ur Quality hasur Quality hasalrea$yalrea$yachieve$ at a certain highachieve$ at a certain high

level&level&4ence, -e nee$ not $o so4ence, -e nee$ not $o soto such a extent&to such a extent&

'e re Complacent, ren.t 'e/

) $ ) Th ht) $ ) Th

ht

8/16/2019 PEC_ Lect_01_TQM


)oo$ )or Thought)oo$ )or Tho ught

B *ercent of theB *ercent of theo**ortunities foro**ortunities for

im*rovement comesim*rovement comesfrom changing thefrom changing the

systems ;e8systems ;e8engineering -or.engineering -or.

*rocess 1 mo$ifying or*rocess 1 mo$ifying orre*lacing e ui*ment&re*lacing e ui*ment&

Dr. DemingDr. Deming

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QIA+%TK %'QIA+%TK %'

P; !ICT% ' "K"TEM"P; !ICT% ' "K"TEM"

Pro$uction N CPro$uction N C on"ertingon"ertingorgani8ation s resources into goodsorgani8ation s resources into goods+ ser"ices+ ser"icesPro$uction "ystemPro$uction "ystem The Thecollection of acti"ities in"ol"ed incollection of acti"ities in"ol"ed in

roductionroduction

T4 EE C MP 'E'T" )T4 EE C MP 'E'T" )

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T4;EE C MP 'E'T" )T4;EE C MP 'E'T" )P; !ICT% ' "K"TEMP; !ICT% ' "K"TEM

7&7& %n*uts%n*uts (Physical facilities, materials,(Physical facilities, materials,

capital, equipment, people &capital, equipment, people &energy)energy)2&2& ProcessesProcesses (Machining, mixing,(Machining, mixing,

assembly etc.)assembly etc.)

O&O& ut*utsut*uts (The product or services(The product or services produced) produced)

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T4;EE +EDE+" ) QIA+%TK T4;EE +EDE+" ) QIA+%TK

0uality must /e e1amined at three0uality must /e e1amined at threele"els>le"els>

7&7& The organi ational levelThe organi ational level2&2& The *rocess levelThe *rocess levelO&O& The *erformer ( #o levelThe *erformer ( #o level

AT T4E <A'% AT% 'A+AT T4E <A'% AT% 'A+

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AT T4E ;<A'% AT% 'A+AT T4E ;<A'% AT% 'A++EDE++EDE+

Meeting re uirements of e1ternalMeeting re uirements of e1ternalcustomerscustomers

%rgani8ation must see- regular customer%rgani8ation must see- regular customerin utin utUseUse customer8$riven *erformancecustomer8$riven *erformancestan$ar$sstan$ar$s forNforN

Setting goalsSetting goalsSol"ing ro/lemsSol"ing ro/lemsAllocating resourcesAllocating resources

8/16/2019 PEC_ Lect_01_TQM


AT P; CE"" +EDE+AT P; CE"" +EDE+

Must identifyNMust identifyNProducts or ser"ices the customersProducts or ser"ices the customers

desiredesire*ey rocesses*ey rocesses#ore in uts#ore in uts

%rgani8ation s customer&dri"en%rgani8ation s customer&dri"enerformance standardserformance standards

@eeds of internal customers@eeds of internal customers

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A P; CE"" ) CI"E! APP; AC4A P; CE"" ) CI"E! APP; AC4

F*CUS

' ST-

:ased on $eedA@ Re ine@ Redesign@ Reengineer

# rocess is not

$eededB Can it:e e0iminated

,igh

The $eedFor the

rocess

!o7 ,ighThe er ormanceo the rocess

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QIA+%TK %" );EE RQIA+%TK %" );EE R

According to #ros/yNAccording to #ros/yN

0uality is not only free, it is ro)t0uality is not only free, it is ro)tma-erma-er$ncrease of G & ( in ro)ta/ility$ncrease of G & ( in ro)ta/ility/y concentrating on uality/y concentrating on uality0uality ro"ides a lot of money for0uality ro"ides a lot of money forfreefree

8/16/2019 PEC_ Lect_01_TQM


Quality is neverQuality is neveran acci$ent, it isan acci$ent, it is

al-ays the resultal-ays the resultof an intelligentof an intelligent

e3orte3ort 33 Qohn 7us-in Qohn 7us-in

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8/16/2019 PEC_ Lect_01_TQM


Part ThreePart Three

Tools, Techni uesTools, Techni uesan$an$

%nfrastructure of%nfrastructure of

QualityQuality

%nfrastructure, Practices, 1%nfrastructure, Practices, 1


8/16/2019 PEC_ Lect_01_TQM


ToolsTools ToolsTools

PracticesPractices &those acti"ities occur ithin&those acti"ities occur ithina mgt system to achie"e hia mgt system to achie"e hi

erformance o/jecti"es.erformance o/jecti"es.

ToolsTools & ide "ariety of gra hical +& ide "ariety of gra hical +statistical methods to lan or-statistical methods to lan or-acti"ities, collect data analy8e results,acti"ities, collect data analy8e results,monitor rogress, + sol"e ro/lems.monitor rogress, + sol"e ro/lems.



8/16/2019 PEC_ Lect_01_TQM


ToolsTools ToolsTools $nfrastructure &/asic mgmt systems necessary$nfrastructure &/asic mgmt systems necessaryto function as a hi erforming org. $nfrato function as a hi erforming org. $nfrastructure that Su ort T0M Princi les areNstructure that Su ort T0M Princi les areN

LeadershiLeadershiStrategic lanningStrategic lanning

67M67M

Process mgtProcess mgtData + info mgmtData + info mgmt

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The "co*e of TotalThe "co*e of Total

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The co e of TotalThe co e of TotalQuality ManagementQuality Management

Principles

Practices

)nfrastructureTools 0Tec(niques

articipation and Team7or;

C u s t o m

e r 1 o c u s

C o n t i n u o u s i m p r o

4 e m e n t

" n d 0 e a r n i n g

$$ h

+ $ hi*+ $ hi*

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+ea$ershi*+ea$ershi*+ea$ershi*+ea$ershi*

22%nventories can e manage$, ut%nventories can e manage$, ut*eo*le must e le$/&*eo*le must e le$/&

Their tas. is to create clearTheir tas. is to create clearuality values 1 highuality values 1 high

ex*ectations, 1 then uil$ theseex*ectations, 1 then uil$ these

in to the com*any o*erationsin to the com*any o*erations ..

"T;ATE<%C P+A''%'<"T;ATE<%C P+A''%'<

"T ATE %C P A''%'"T ATE<%C P+A''%'<

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"T;ATE<%C P+A''%'<T;ATE<%C P+A % <"T;ATE<%C P+A''%'<"T;ATE<%C P+A''%'<

The org must )rst address some fundamental The org must )rst address some fundamentalstrategic uestionsNstrategic uestionsN

!ho are our customers!ho are our customers!hat is our mission!hat is our mission!hat rinci les do e "alue!hat rinci les do e "alue!hat are our long range + short range goals!hat are our long range + short range goals6o do e accom lish these goals6o do e accom lish these goals

Strategic /usiness lanning should /e theStrategic /usiness lanning should /e thedri"er for uality im ro"ement throughout thedri"er for uality im ro"ement throughout theorg.org.

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Process ManagementProcess Management

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Process ManagementProcess Management

“ “ Involves design of *rocessesInvolves design of *rocessestoto

develo* & deliver *roducts &develo* & deliver *roducts &servicesservices

that meet needs of customers,that meet needs of customers,

dail control so that thedail control so that the *erform as re+uired & their *erform as re+uired & their

continual im*rovement”continual im*rovement”

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!ata %n o Mgmtata n o gmtModern Business de ends onModern Business de ends on

8/16/2019 PEC_ Lect_01_TQM


measurement + Analysis ofmeasurement + Analysis of

Performance to su ort a "ariety ofPerformance to su ort a "ariety ofur osesN Planning, re"ie ingur osesN Planning, re"ie ing#om any ro)le, $m ro"ing#om any ro)le, $m ro"ing

o erations, and com aring com any so erations, and com aring com any sstrategy ith com etitors.strategy ith com etitors.

"tatistical ;easoning -ith"tatistical ;easoning -ithfactual $ata *rovi$e asis forfactual $ata *rovi$e asis for

*ro lem solving 1 C%&*ro lem solving 1 C%&

Data + $nformationData + $nformation

Data + $nformationData + $nformation

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Data $nformation$ManagementManagement

Data + $nformationData + $nformationManagementManagement

Many Ty es of data + $nformation are neededMany Ty es of data + $nformation are neededfor uality assessment + uality im ro"ementNfor uality assessment + uality im ro"ementN

Customer nee$sCustomer nee$sPro$uct 1 service *erformancePro$uct 1 service *erformance

*erations *erformance*erations *erformanceMar.et assessmentsMar.et assessments

Com*etitive com*arisonsCom*etitive com*arisons"u**lier *erformance"u**lier *erformanceCost 1 Gnancial *erformanceCost 1 Gnancial *erformance

Many Ty es of data + $nformation are neededMany Ty es of data + $nformation are neededfor uality assessment + uality im ro"ementNfor uality assessment + uality im ro"ementN

Customer nee$sCustomer nee$sPro$uct 1 service *erformancePro$uct 1 service *erformance

*erations *erformance*erations *erformanceMar.et assessmentsMar.et assessmentsCom*etitive com*arisonsCom*etitive com*arisons"u**lier *erformance"u**lier *erformanceCost 1 Gnancial *erformanceCost 1 Gnancial *erformance

T0 + Traditional Management T0 + Traditional ManagementP ti &$$P ti &$$

T0 + Traditional Management T0 + Traditional Management$$

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Practices&$$Practices&$$ Practices&$$Practices&$$

Encouraging o ennessEncouraging o enness#reating climates of trust + eliminating fear#reating climates of trust + eliminating fear

Listening + ro"iding feed/ac-Listening + ro"iding feed/ac-

Leading + artici ating in grou meetingsLeading + artici ating in grou meetingsSol"ing ro/lems ith dataSol"ing ro/lems ith data

#larifying goals + resol"ing conOicts#larifying goals + resol"ing conOicts

Delegating + coachingDelegating + coaching

$m lementing change$m lementing change

Ma-ing continuous im ro"ement a ay of life.Ma-ing continuous im ro"ement a ay of life.


8/16/2019 PEC_ Lect_01_TQM



C4A++E'<EC4A++E'<E

#$D#+#D)"!CR"FTSM"$

FOREM"$

#$S ECT#O$

ST"T#ST#C"! CO$TRO!)"!#T& "SS)R"$CE

TOT"! )"!#T&CO$TRO!

OR "$# "T#O$<#DE

TOT"! )"!#T&M"$" EME$T

1=>> 1=2> 1='> 1=*> 1=?>

T ,E E

+ O!

)T # O

$

OF 2 )"! # T &M

" $"

/E ME

$T

8/16/2019 PEC_ Lect_01_TQM


8/16/2019 PEC_ Lect_01_TQM


)

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T4;EE +EDE+" ) QIA+%TK T4;EE +EDE+" ) QIA+%TK

0uality must /e e1amined at three0uality must /e e1amined at threele"els>le"els>

7&7& The organi ational levelThe organi ational level2&2& The *rocess levelThe *rocess levelO&O& The *erformer ( #o levelThe *erformer ( #o level

AT T4E ;<A'% AT% 'A+AT T4E ;<A'% AT% 'A+

8/16/2019 PEC_ Lect_01_TQM


AT T4E ;<A % AT% A+AT T4E ; A % AT% A+EDE++EDE+

Meeting re uirements of e1ternalMeeting re uirements of e1ternalcustomerscustomers%rgani8ation must see- regular customer%rgani8ation must see- regular customerin utin utUseUse customer8$riven *erformancecustomer8$riven *erformancestan$ar$sstan$ar$s forNforN

Setting goalsSetting goalsSol"ing ro/lemsSol"ing ro/lemsAllocating resourcesAllocating resources

AT P; CE"" +EDE+AT P; CE"" +EDE+

8/16/2019 PEC_ Lect_01_TQM


;;Must %$entifyFMust %$entif yF

Pro$ucts or services thePro$ucts or services thecustomers $esirecustomers $esire

5ey *rocesses5ey *rocessesCore in*utsCore in*uts

rgani ation s customer8rgani ation s customer8

$riven *erformance stan$ar$s$riven *erformance stan$ar$s'ee$s of internal customers'ee$s of internal customers

)AT T4E PE ) ME EDE

8/16/2019 PEC_ Lect_01_TQM


AT T4E PE;) ;ME; +EDE+AT T4E PE;) ;ME; +EDE+

Standards of out ut must /e determinedStandards of out ut must /e determinedAccuracyAccuracy

#om leteness#om leteness$nno"ation$nno"ation

Timeliness Timeliness#ost#ostDetermine ho re uirements ill /eDetermine ho re uirements ill /emeasuredmeasured

8/16/2019 PEC_ Lect_01_TQM


=hat ma.es *eo*le "-eat for=hat ma.es *eo*le "-eat forQualityQuality

'(at )s Quality Sweatin! T(eory

T(eory *f Dri in! Force For Quality

)ive Questions of Kour Quality)ive Questions of Kour Quality

8/16/2019 PEC_ Lect_01_TQM


7&7& =hat is your ma#or *ro$uct(service=hat is your ma#or *ro$uct(service2&2& =ho are its ma#or users(customers=ho are its ma#or users(customersO&O& =hat are its uality re uirements=hat are its uality re uirements

-hich the ma#or users(customer-hich the ma#or users(customer$eman$$eman$

@&@& =hat is its most com*etitive=hat is its most com*etitive*ro$uct(service -hich is *rovi$e$ y*ro$uct(service -hich is *rovi$e$ yyour com*etitoryour com*etitor

B&B& =hat .in$ of com*arative stu$y $o=hat .in$ of com*arative stu$y $oyou have et-een youyou have et-een you*ro$uct(service an$ you*ro$uct(service an$ youcom*etitor s for the ualitycom*etitor s for the ualityre uirements from the ma#orre uirements from the ma#or

users(customersusers(customers

+a-s alone can not secure free$o+a-s alone can not secure free$om of ex*ressionSm of ex

*ressionS








8/16/2019 PEC_ Lect_01_TQM


m of ex ressionSm of ex ressionS

in or$er that every man *resentin or$er that eve ry man *resenthis vie-s -ithout *enalty therehis vie-s -ithout *enalty there

must e "*irit of Tolerance/must e " *irit of Tolerance/ in the entire *o*ulation&in the entire *o*ulation&

Al ert EinsteinAl ert Einstein 67 ?9 8 79BB:67 ?9 8 79BB:

























PEC_ Lect_01_TQM

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