Total quality management

• PRESENTD BY :-
• PATIL PRANJAY SADASHIV.
• FIRST YEAR M.PHARM.
• DEPARTMENT OF QUALITY ASSURANCE.
H. R. Patel Institute of Pharmaceutical Education
and Research, Shirpur
TOTAL QUALITY MANAGEMENT:
TQM

TOTAL QUALITY MANAGEMENT:
TQM
Origins, Evolution & key elements

What is Quality?
Quality is “fitness for use”
(Joseph Juran)
Quality is “conformance to requirements”
(Philip B. Crosby)
Quality of a product or services is its ability to satisfy
the needs and expectations of the customer

Evolution of Quality Management
Inspection
Quality
Control
Quality
Assurance
TQM
Salvage, sorting, grading, blending, corrective
actions, identify sources of non-conformance
Develop quality manual, process performance
data, self-inspection, product testing, basic
quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
planning, comprehensive quality manuals, use of
quality costs, involvement of non-production
operations, failure mode and effects analysis, SPC.
Policy deployment, involve supplier & customers,
involve all operations, process management,
performance measurement, teamwork, employee
involvement.

W. E. Deming and the 6 Era’s of Quality
1920’s : New statistical thinking and methods in
manufacturing
1930/40’s : Use of statistical thinking outside
manufacturing
1950/60’s : Systems of improvement
1970/80’s : The fourteen points
Late 80’s : The “New Climate”
1990’s : System of Profound Knowledge

Deming’s view of a production as a system
Consumer
Research
Design &
redesign
Receipt & test of
materials
Suppliers,
materials &
equipment
Production,
assembly,
inspection
Distribution Consumers
Test of processes, machines,
methods, cost

Improve Quality
Productivity improves
Provide jobs and
more jobs
Deming’s Chain Reaction
Cost decreases because
of less rework, fewer
mistakes, fewer delays,
snags, better use of
machine time and
materials
Stay in business
Capture the market with
better quality and lower price

PLAN
CHECK
DOACT
The Deming Cycle or PDCA Cycle
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
Implement the change on
a small scale and measure
the effects
Adopt the change as a
permanent modification
to the process, or
abandon it.
Study the results to
learn what effect the
change had, if any.

W. Edwards Deming’s 14 Points
Create constancy of purpose towards improvement
of product and services.
Adopt the new philosophy. We can no longer live
with commonly accepted levels of delays, mistakes,
defective workmanship.
Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
End the practice of awarding business on the basis of
price tag.
1)
2)
3)
4)

Find problems. It is management’s job to work
continually on the system.
Institute modern methods of training on the job.
Institute modern methods of supervision of
production workers. The responsibility of foremen
must be changed from numbers to quality.
Drive out fear that everyone may work effectively for
the company.
5)
6)
7)
8)

Break down barriers between departments.
Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity
without providing methods.
Eliminate work standards that prescribe numerical
quotas.
Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
9)
10)
11)
12)

Institute a vigorous programme of education and
retraining.
Create a structure in top management that will push
everyday on the above 13 points.
13)
14)

Deming’s System of Profound Knowledge
Appreciation for
system
Knowledge
about variation
Theory about
knowledge
Knowledge of
psychology

Philip Crosby’s Four Absolutes
Definition : Conformance to
requirements
System of quality is
prevention
Performance Standard :
Zero Defects
Measurement : Price of non-
conformance (PON)
What is Quality?
What system is needed
to cause quality?
What performance
standard should be used?
What measurement
system is required?

Crosby’s Successful Company
Characteristics of the Eternally Successful
Organisation
People do things right routinely
Growth is profitable and steady
Customer needs are anticipated
Change is planned and managed
People are proud to work there

Philip B. Crosby’s 14 Points
Make it clear that management is committed to
quality.
Form quality improvement teams with
representatives from each department.
Determine where current and potential quality
problems lie.
Evaluate the cost of quality and explain its use as a
management tool.
1)
2)
3)
4)

Raise the quality awareness and personal concern of
all employees.
Take actions to correct problems identified through
previous steps.
Establish a committee for the zero defects
programme.
Train supervisors to actively carry out their part of
the quality improvement programme.
5)
6)
7)
8)

Hold a ‘zero defects day’ to let all employees realise
that there has been a change.
Encourage all individuals to establish improvement
goals for themselves and their groups.
Encourage employees to communicate to
management the obstacles they face in attaining their
improvement goals.
Recognise and appreciate those who participate.
9)
10)
11)
12)

Establish quality councils to communicate on a
regular basis.
Do it all over again to emphasise that the quality
improvement programme never ends.
13)
14)

Joseph M. Juran’s Quality Trilogy
Quality Planning
Establish quality goals
Identify customer needs
Translate needs into our
language
Develop a product for
these needs
Optimise product
features for these needs
Quality Control
Prove the process can
produce under
operating conditions
Transfer process to
operation
Quality
Improvement
Seek to optimise the
process via tools of
diagnosis

Juran’s Trilogy Diagram
Quality Planning Quality control (during operations)
Original zone of
quality control
Quality
improve
-ment
New zone
of quality
control
Cost of
Poor
Quality
TIME
20
40
0
0
Lessons learned

1) Identify who are the customers
2) Determine the customer’s needs
3) Translate the needs into our language
4) Develop a product to meet those needs
5) Optimise a product so as to meets our needs
as well as the customer’s.
6) Develop a process which is able to produce the
product
7) Optimise the process
8) Prove the process can make the product
under operating conditions
Juran’s Quality Planning Road Map

Joseph M.Juran and the Cost Of Quality
2 types of costs:
Unavoidable Costs: preventing defects (inspection,
sampling, sorting, QC)
Avoidable Costs: defects and product failures
(scrapped materials, labour for re-work, complaint
processing, losses from unhappy customers
“Gold in the Mine”

Joseph M.Juran and the Cost Of Quality
100% defective Point of “Enough
quality”
Total
Costs
Unavoidable
costs
Avoidable
costs
Costs

Joseph M. Juran’s 10 Points
Build awareness of the need and opportunity for
improvement.
Set goals for improvement.
Organise to reach the goals (establish a quality
council, identify problems, select projects, appoint
teams, designate facilitators)
Provide training.
Carry out projects to solve problems
1)
2)
3)
4)
5)

Report progress.
Give recognition.
Communicate results.
Keep score.
Maintain momentum by making annual
improvement part of the regular systems and process
of the company.
6)
7)
8)
9)
10)
Joseph M. Juran’s 10 Points

What is TQM?
Constant drive
for continuous
improvement and
learning.
Concern for
employee
involvement and
development
Management
by Fact
Result Focus
Passion to deliver
customer value /
excellence
Organisation
response
ability
Actions not just
words
(implementation)
Process
Management
Partnership
perspective
(internal /
external)

Learning
LEARNING AND TQM
Process Improvement
Quality Improvement
Customer
Satisfaction
Shareholder
Satisfaction
Employee
Satisfaction

BASIC PRINCIPLES OF TQM
Approach Management Led
Scope Company Wide
Scale Everyone is responsible for Quality
Philosophy Prevention not Detection
Standard Right First Time
Control Cost of Quality
Theme On going Improvement

FOUR KEY PRINCIPLES
•Measure quality so you can affect it
•Focus on a moving customer
•Involve every employee
•Think long term - Act short term

THE CASE FOR QUALITY
1 Success of competitors who take quality seriously
2 Rising expectations of customers
3 Quality differentiates companies from the
competition
4 Narrowing of supplier bases by quality conscious
companies
.

5 Growing evidence that growth in market
share comes from sustained quality.
6 Cost advantages
7 High cost of catastrophic failure
8 Inspection poor substitute for right first time
THE CASE FOR QUALITY

SEVEN DEADLY SINS OF TQM
•Flight to nowhere
•One size fits all
•Substituting TQM for leadership
•Inside - Out indicators
•Mandatory religion
•Quality kept as a separate activity
•Teaching to the test
Booz-Allen & Hamilton

IS QUALITY A SOUND INVESTMENT?
Year Company Stock Growth (Oct 94)
1988 Motorola 373.0%
1988 Westinghouse (CNFD) - 49.6%
1989 Xerox (BPS) 75.9%
1990 General Motors 1.6%
1990 Federal Express 10.6%
1990 IBM (IBM Rochester) - 34.9%
1991 Selectron 526.9%
1992 AT&T (UCS) 32.2%
1992 AT&T (TSBU) 32.2%
1992 Texas Instruments (DS&E) 106.8%
1993 Zyta 8.4%
1994 Eastman Chemical 18.5%
Total Stock Value £23016 (91.8% growth)
Standard & Poor 500 Stock value £15911 (32.6% growth)
Source: US Dept. of Commerce Study 1995

THE NEW ISO 9000 2000
QUALITY STANDARD

REASONS FOR CHANGE
• ISO Technical
Committee (TC) argue
that:
The main reason for the year
2000 revision is to give users
the opportunity to add value to
activities and to improve their
performance continually by
focusing on the major processes
within the organisation

ISO 9000 2000 CHANGES
• CUSTOMER FOCUSED
ORGANISATION
• LEADERSHIP
• INVOLVEMENT OF PEOPLE
• PROCESS APPROACH
• SYSTEM APPROACH TO
MANAGEMENT
• CONTINUAL
IMPROVEMENT
• FACTUAL APPROACH TO
DECISION MAKING
• MUTUALLY BENEFICIAL
SUPPLIER RELATIONSHIPS

IMPLEMENTATION PRINCIPLES
• MANAGEMENT
RESPONSIBILITY
• RESOURCE
MANAGEMENT
• PRODUCT
REALIZATION
• MEASUREMENT,
ANALYSIS AND
IMPROVEMENT

More clearly defined requirements
• Continual improvement
• increased emphasis on the role of top
management
• establishment of measurable
objectives at relevant functions and
levels
• Monitoring of information of
customer satisfaction and/or
dissatisfaction as a measurement of
the system performance
• Increased attention to resource
availability; determination of
training effectiveness
• Measurement extending to the
system, process, and product
• Analysis of collected data on the
performance of the quality
management system

Quality is a Journey,
not a Destination

Total quality management

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