TQM Lesson 1 PDF

HISTORICAL EVOLUTION OF TOTAL QUALITY MANAGEMENT FOUR HISTORICAL EVOLUTION STAGES OF TOTAL QUALITY MANAGEMENT 1. QUALITY INSPECTION First stage of this development where in quality has been evident in human activities. The purpose of the inspection was that the poor quality product found by the...

HISTORICAL EVOLUTION OF TOTAL QUALITY MANAGEMENT FOUR HISTORICAL EVOLUTION STAGES OF TOTAL QUALITY MANAGEMENT 1. QUALITY INSPECTION First stage of this development where in quality has been evident in human activities. The purpose of the inspection was that the poor quality product found by the inspectors would be separated from the acceptable quality product and then would be scrapped, reworked, or sold as lower quality. 2. QUALITY CONTROL Second stage of TQM development and quality was controlled through supervised skills, written specification, measurements, and standardization. 3. QUALITY ASSURANCE The third stage of this TQM development contains all the previous stages in order to provide sufficient confidence that a product or service will satisfy customer’s needs. It developed other activities such as comprehensive quality manuals, use of cost of quality, development of process control, and auditing of quality systems. 4. TOTAL QUALITY MANAGEMENT The fourth level involves the understanding and implementation of quality management principles and concept in every aspect of business activities. 1950s– The development of Total Quality Management can be credited to the works of various American experts: 1. Dr. Edward Deming 2. Dr. Joseph Juran 3. Philip Crosby 14 MANAGEMENT POINTS FOR QUALITY IMPROVEMENT DEMING (1982) 1. Constancy of Purpose: Create constancy of purpose for continual improvement of the product and service. 2. The New Philosophy: Developed in Japan, this adopted the new philosophy: “We are in a new economic age”. 3. Cease dependence on Inspection: Eliminate the need for mass inspection as away to achieve quality 4. End “lowest tender” contract: End the practice of awarding business solely on the basis of the price tag. 5. Improve every process: Improve constantly and forever every process for planning. 6. Institute Training On The Job: Institute modern methods of training while the worker is actually on the job. 7. Institute Leadership: Adopt and institute leadership aimed at helping people and machines to do a better job. 8. Drive Out Fear: Encourage effective two-way communication and eliminate fear throughout the organization. 9. Break Down Barriers: Break down barriers between department and staff areas. 10. Eliminate Exhortations: Eliminate the use of slogans, posters, and exhortations. 11. Eliminate Targets: Eliminate work standards that prescribe numerical quotas and numerical goals for the people in management. 12. Permit Pride Of Workmanship: Remove the barriers that rob workers, supervisors, and managers, the right to pride of workmanship. 13. Encourage Education: Institutes a vigorous program of education and encourage self- improvement for everyone 14. Top Management Commitment: Clearly define top management’s permanent for everyone. 10 STEPS FOR QUALITY IMPROVEMENT DR. JOSEPH JURAN (1980) 1. Build awareness of the need and opportunity for improvement. 2. Set goals for improvement. 3. Organize to reach the goals. 4. Provide training 5. Carry out projects to solve problems. 6. Report progress 7. Give recognition 8. Communicate results 9. Keep scores 10. Maintain momentum by making annual improvements part of the regular systems and processes of the company FOUR ABSOLUTES CROSBY (1982) 1. Quality – conformance to requirements 2. Quality System – prevention 3. Quality Standard –zero defects 4. Measurement of Quality – price of nonconformance 14 STEPS FOR QUALITY IMPROVEMENT PROCESS CROSBY (1982) 1. Management Commitment to make it clear where management stands on quality 2. Quality Improvement Team: to run the quality improvement process 3. Measurement to provide a display of current and potential non-conformance problems in a manner that permits objective 4. Cost Of Quality: to define the ingredients of the cost of quality and explain its use as a management tool 5. Quality Awareness: to provide a method of raising the personal concern felt by all employees towards the conformance of the product or service and the quality reputation of the company 6. Corrective action: to provide a systematic method of resolving forever the problems that are identified through the previous action steps 7. Zero Defects: to examine the various activities that must be conducted in preparation for formally launching zero-defects day. 8. Employee Education: to define the type of training all employees need in order actively to carry out their role in the quality improvement process. 9. Planning A Zero-defects Day: to create an event that will let all employees realize, through personal experience, that there has been a change. 10. Goal Setting: to turn pledges and commitments into action by encouraging individuals to establish improvement goals for themselves and their groups 11. Error-Cause Removal: to give individual employee a method of communicating to management the situations that make it difficult for the employees to meet the pledges to improve. 12. Recognition: to appreciate those who participate. 13. Quality Councils: to bring together the appropriate people to share quality management information in a regular basis. 14. Do It All Over Again: to emphasize that the quality improvement process continues. SOME DEFINITIONS OF QUALITY QUALITY According to them, it can be compared with certain absolute characteristics and the product and services must achieve a pre-set standard in order to obtain a quality rating. An important issue in the modern competitive business world. Garvin (1984, 1988) has given reasons why quality should have different meanings in different contexts. He suggested the following five coexisting definitions: 1. Transcendent (excellence) 2. Product-based (amount of desirable attribute) 3. User-based (fitness for use) 4. Manufacturing based (conformance to specification) 5. Value-based (satisfaction relative to price) According to Garvin, it is necessary to change the approach from user-based to product-based as products move through market research to design and then from product-based to manufacturing based as they go from design into production. The definition of quality will change in each approach and can co-exist. The definition of quality will also change from industry to industry. FIVE DISCRETE AND INTER-RELATED DEFINITIONS OF QUALITY-Garvin, Harvey, and Green (1993) FIVE DISCRETE AND INTERRELATED DEFINITIONS OF QUALITY 1. EXCEPTIONAL There are three variations of this ‘exceptional’ concept. These are: 1. Traditional– this can be expressed as the distinctiveness, something special or high class 2. Excellence– there are two schools of thought about this definition of quality. First of all it relates to high standards and secondly it describes the ‘zero defects’. 3. Standards– a quality idea in this case is one that has passed a set of quality checks, where the checks are based on certain criteria in order to eliminate defective items. 2. PERFECTION OR CONSISTENCY The definition of perfection concentrates on process and with the help of proper specification, it transforms the ‘traditional’ idea of quality into something which can be achieved by everybody. Under this definition, conformance to specification takes the role of achieving benchmark standards. Here the complete perfection means making sure that everything is perfect and there are no defects. The idea of perfection as a definition of quality suggests that it has a philosophy of prevention which is an essential part of quality culture. Here, the definition of quality focuses on everybody’s involvements in quality improvement for achieving quality goals at each stage of the process. 3. FITNESS FOR PURPOSE This definition focuses on the relationship between the purpose of the product or services and it’s quality. It examines each terms of the product or services in order to compare whether it fits its purpose. Fitness for Purpose is used in order to propagate and measure perfection. It if does not fit its purpose, then this definition of quality may run a risk of being totally useless. 4. VALUE FOR MONEY This definition of quality is described as the price you can afford to pay for your requirements at a reasonable cost, which means quality is compared with the level of specification and is directly related to cost. Quality is equated with value for money and is assessed against such criteria as standards and reliability. The value for money definition therefore suggests the idea of accountability (e.g. public services are accountable to the Government) 5. TRANSFORMATIVE The transformative view of quality is rooted in the notion of ‘qualitative change’, a fundamental change form. Transformation is not restricted to apparent or physical transformation but also includes cognitive transcendence. This transformative notion of quality is well established in Western philosophy and can be found in the discussion of dialectal transforms in the works of Aristotle, Kant, Hegel and Marx. Müller and Funnell (1992) suggested that quality should be explored in terms of a wide range of factors leading to a notion of ‘Value Addedness’ The second element of transformative quality is empowerment, (Harvey and Barrows, 1992). This involves giving power to participants to influence their own transformation.  This is much more than the accountability to the consumer which is found in customer characters. Consumerist charters essentially keep producers and providers on their toes, but rarely affect the decision-making process or policy. The control remains with the producer or service provider. Empowering the employee in order to capitalize on their knowledge and skills is a well established strategy in the business world(Stratton,1988)