A FEW WORDS ABOUT

TQM

Total Quality Management is an approach to the art of management that originated in Japanese
industry in the 1950's and has become steadily more popular in the West since the early 1980's.

Total Quality is a description of the culture, attitude and organization of a company that aims to
provide, and continue to provide, its customers with products and services that satisfy their
needs. The culture requires quality in all aspects of the company's operations, with things being
done right first time, and defects and waste eradicated from operations.

Many companies have difficulties in implementing TQM. Surveys by consulting firms have
found that only 20-36% of companies that have undertaken TQM have achieved either
significant or even tangible improvements in quality, productivity, competitiveness or financial
return. As a result many people are sceptical about TQM. However, when you look at successful
companies you find a much higher percentage of successful TQM implementation.

Some useful messages from results of TQM implementations:

• if you want to be a first-rate company, don't focus on the second-rate companies who
can't handle TQM, look at the world-class companies that have adopted it
• the most effective way to spend TQM introduction funds is by training top management,
people involved in new product development, and people involved with customers
• it's much easier to introduce EDM/PDM in a company with a TQM culture than in one
without TQM. People in companies that have implemented TQM are more likely to have
the basic understanding necessary for implementing EDM/PDM. For example, they are
more likely to view EDM/PDM as an information and workflow management system
supporting the entire product life cycle then as a departmental solution for the
management of CAD data

Important aspects of TQM include customer-driven quality, top management leadership and
commitment, continuous improvement, fast response, actions based on facts, employee
participation, and a TQM culture.

Customer-driven quality
TQM has a customer-first orientation. The customer, not internal activities and constraints,
comes first. Customer satisfaction is seen as the company's highest priority. The company
believes it will only be successful if customers are satisfied. The TQM company is sensitive to
customer requirements and responds rapidly to them. In the TQM context, `being sensitive to
customer requirements' goes beyond defect and error reduction, and merely meeting
specifications or reducing customer complaints. The concept of requirements is expanded to take
in not only product and service attributes that meet basic requirements, but also those that
enhance and differentiate them for competitive advantage.

Each part of the company is involved in Total Quality, operating as a customer to some functions
and as a supplier to others. The Engineering Department is a supplier to downstream functions
such as Manufacturing and Field Service, and has to treat these internal customers with the same
sensitivity and responsiveness as it would external customers.

TQM leadership from top management

TQM is a way of life for a company. It has to be introduced and led by top management. This is
a key point. Attempts to implement TQM often fail because top management doesn't lead and get
committed - instead it delegates and pays lip service. Commitment and personal involvement is
required from top management in creating and deploying clear quality values and goals
consistent with the objectives of the company, and in creating and deploying well defined
systems, methods and performance measures for achieving those goals. These systems and
methods guide all quality activities and encourage participation by all employees. The
development and use of performance indicators is linked, directly or indirectly, to customer
requirements and satisfaction, and to management and employee remuneration.

Continuous improvement
Continuous improvement of all operations and activities is at the heart of TQM. Once it is
recognized that customer satisfaction can only be obtained by providing a high-quality product,
continuous improvement of the quality of the product is seen as the only way to maintain a high
level of customer satisfaction. As well as recognizing the link between product quality and
customer satisfaction, TQM also recognizes that product quality is the result of process quality.
As a result, there is a focus on continuous improvement of the company's processes. This will
lead to an improvement in process quality. In turn this will lead to an improvement in product
quality, and to an increase in customer satisfaction. Improvement cycles are encouraged for all
the company's activities such as product development, use of EDM/PDM, and the way customer
relationships are managed. This implies that all activities include measurement and monitoring
of cycle time and responsiveness as a basis for seeking opportunities for improvement.
Elimination of waste is a major component of the continuous improvement approach. There is
also a strong emphasis on prevention rather than detection, and an emphasis on quality at the
design stage. The customer-driven approach helps to prevent errors and achieve defect-free
production. When problems do occur within the product development process, they are generally
discovered and resolved before they can get to the next internal customer.

Fast response
To achieve customer satisfaction, the company has to respond rapidly to customer needs. This
implies short product and service introduction cycles. These can be achieved with customer-
driven and process-oriented product development because the resulting simplicity and efficiency
greatly reduce the time involved. Simplicity is gained through concurrent product and process
development. Efficiencies are realized from the elimination of non-value-adding effort such as
re-design. The result is a dramatic improvement in the elapsed time from product concept to first
shipment.

Actions based on facts

The statistical analysis of engineering and manufacturing facts is an important part of TQM.
Facts and analysis provide the basis for planning, review and performance tracking,
improvement of operations, and comparison of performance with competitors. The TQM
approach is based on the use of objective data, and provides a rational rather than an emotional
basis for decision making. The statistical approach to process management in both engineering
and manufacturing recognizes that most problems are system-related, and are not caused by
particular employees. In practice, data is collected and put in the hands of the people who are in
the best position to analyze it and then take the appropriate action to reduce costs and prevent
non-conformance. Usually these people are not managers but workers in the process. If the right
information is not available, then the analysis, whether it be of shop floor data, or engineering
test results, can't take place, errors can't be identified, and so errors can't be corrected.

Employee participation
A successful TQM environment requires a committed and well-trained work force that
participates fully in quality improvement activities. Such participation is reinforced by reward
and recognition systems which emphasize the achievement of quality objectives. On-going
education and training of all employees supports the drive for quality. Employees are encouraged
to take more responsibility, communicate more effectively, act creatively, and innovate. As
people behave the way they are measured and remunerated, TQM links remuneration to
customer satisfaction metrics.

A TQM culture
It's not easy to introduce TQM. An open, cooperative culture has to be created by management.
Employees have to be made to feel that they are responsible for customer satisfaction. They are
not going to feel this if they are excluded from the development of visions, strategies, and plans.
It's important they participate in these activities. They are unlikely to behave in a responsible
way if they see management behaving irresponsibly - saying one thing and doing the opposite.

Product development in a TQM environment

Product development in a TQM environment is very different to product development in a non-
TQM environment. Without a TQM approach, product development is usually carried on in a
conflictual atmosphere where each department acts independently. Short-term results drive
behavior so scrap, changes, work-arounds, waste, and rework are normal practice. Management
focuses on supervising individuals, and fire-fighting is necessary and rewarded.

Product development in a TQM environment is customer-driven and focused on quality. Teams

are process-oriented, and interact with their internal customers to deliver the required results.
Management's focus is on controlling the overall process, and rewarding teamwork.

Awards for Quality achievement

The Deming Prize has been awarded annually since 1951 by the Japanese Union of Scientists
and Engineers in recognition of outstanding achievement in quality strategy, management and
execution. Since 1988 a similar award (the Malcolm Baldrige National Quality Award) has been
awarded in the US. Early winners of the Baldrige Award include AT&T (1992), IBM (1990),
Milliken (1989), Motorola (1988), Texas Instruments (1992) and Xerox (1989).

A FEW WORDS ABOUT

ISO 9001

ISO 9001 is one of a series of three international standards for quality systems that can be used
for external quality assurance purposes. These standards specify quality system requirements for
use where a contract between two parties requires the demonstration of a supplier's capability.
Quality system requirements are defined for three types of supplier activity:
• ISO 9001 is a model for quality assurance systems in design, development, production,
installation and servicing. It is appropriate when conformance to specified requirements
 is to be assured by the supplier during several phases of activity which may include
design, development, production, installation and servicing.
• ISO 9002 is a model for quality assurance systems in production and installation. It is
appropriate when conformance to specified requirements is to be assured by the supplier
during production and installation.
• ISO 9003 is a model for quality assurance systems in final inspection and test. It is
appropriate when conformance to specified requirements is to be assured by the supplier
solely at final inspection and test.

ISO 9001 is applicable when the contract between the two parties specifically requires design
and/or development effort and the product requirements are stated principally in performance
terms or they need to be established, and confidence in product conformance can be attained by
adequate demonstration of some of the supplier's capabilities in design, development,
production, installation, and servicing. The quality system requirements of ISO 9001 are aimed
at preventing nonconformity at all phases of the product life cycle from design and/or
development through servicing. These requirements are complementary to the technical
specifications of the product. They do not replace the technical requirements, and are not an
alternative to them.

When an organization's quality system has been assessed against ISO 9001, ISO 9002 or ISO
9003 by an accredited independent certification body, then the quality system is registered, and
can be used as evidence of quality assurance in tendering for contracts. Quality systems
produced in accordance with these quality system requirements are subject to regular third party
assessment based on documented, objective evidence of compliance.

The ISO 9000 series of standards, and their European equivalent (EN 29000), are derived from
the British quality management standard (BS 5750) which was built on a military standard, the
UK Ministry of Defence's Def Stan 0521.

Increasingly, large companies are insisting that suppliers should be accredited. Dealing with
accredited suppliers provides them with a sense of security, and reduces the effort required to
control the supplier's products. From the supplier's point of view, accreditation provides a quality
image, customer confidence, and access to markets where quality certification is obligatory. In
addition, the introduction of a quality management system may have a major effect on internal
performance. The accreditation process usually takes between one and two years.

ISO 9001 quality system requirements are detailed in the standard in the following sections:

Management responsibility
Quality system
Contract review
Design control
Document control
Purchasing
Purchaser supplied product
Product identification and traceability
Process control
Inspection and testing
Inspection, measuring and test equipment
Inspection and test status
Control of nonconforming product
Corrective action
Handling, storage, packaging and delivery
Quality records
Internal quality audits
Training
Servicing
Statistical techniques

Within each of these sections, there are generally several sub-sections. For example, the section
on Management responsibility has the following sub-sections - Quality policy, Organization, and
Management review. Within the sub-section on Quality policy, the standard states that the
supplier's management shall define and document its policy and objectives for quality and its
commitment to quality, and that the supplier shall ensure that this policy is understood,
implemented and maintained at all levels in the organization.

Within the section on Design control, there are sub-sections entitled General, Design and
development planning, Design input, Design output, Design verification, and Design changes.
Within the section on Document control, there are sub-sections entitled Document approval and
issue, and Document changes/modifications.

Within the sub-section Document approval and issue, the standard states that the supplier shall
establish and maintain procedures to control all documents and data that relate to ISO 9001
requirements. Much of this information is made up of engineering documents and data -
precisely the data that an EDM/PDM system manages.

Within the sub-section Document changes/modifications, the standard states that changes to
documents shall be reviewed and approved by the same functions/organizations that performed
the original review and approval unless specifically designated otherwise. Again, there is a
connection to EDM/PDM systems, this time to the workflow control functions.

An EDM/PDM system can provide rapid, secure and accurate availability, access and
dissemination of engineering information to support ISO 9001 requirements. It can manage the
changes to this information, and ensure application of procedures.
 What Is Total Quality Management
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5- Strategic and systematic approach :
Strategic plan must integrate quality as core component.
6- Continual Improvement :
using analytical and creative thinking in finding ways to become more effective.
7- Fact Based Decision Making :
decision making must be ONLY on data , not personal thinking or situational .
8- Communication :
communication strategy , method and timeliness must be well defined.

TQM Implementation Approaches

No one solution is effective for planning and implementing TQM concepts in all
situations.
Following are generic models for implementing Total quality management Theory :
1- Train top management on TQM principles .
2- Assess the current : Culture , customer satisfaction , quality management system.
3- Top management determine the core values and principles to be used and communicate
them.
4- Develop TQM master plan based on steps 1,2,3.
5- Identify and prioritize customer needs and determine products or service to meet those
needs .
6- Determine the critical processes to produce those products or services.
7- Create process improvement teams.
8- Managers should support effort by planning , training , time .... to the teams.
9- Integrate changes for improvement in daily process management and standardizations
take place.
10- Evaluate progress against plan ( step 8 )and adjust as needed .
11- constant employee awareness and feedback on status are provided and a reward/
recognition process is established.

Strategies to develop TQM

1-TQM elements approach:
Take key business process and use TQM Tools to foster improvement.
e.g. : quality circles , statistical process control , taguchi method , quality function
deployment.

2 - The guru approach :

using the guides of one of the leading quality thinker .
3- Organization model approach :
the organization use Benchmarking or MBNQA as model for excellence.

4- Japanese total quality approach :

Total Quality Management Tools
Here , you will find collection of Total Quality Management Tools ,which will guide you
through step by step to learn how to develop each tool and examples .
We have grouped the tools categories to :
1- The seven classic quality tools.
2- Basic management & planning tools.
3- Process improvement tools.
4- Innovation & creativity tools.
But that don't mean you can't use this tool
in other category , its your choice , after
you understand the tools , to select the one
that mostly helpful to solve your problem.

1- Pareto chart 2- Histogram 3- Fish Bone 4- Flow Chart 5- Check points

6- Scatter Diagram 7- Control Charts

1- Activity Network Diagram 2- Affinity diagram 3- Interrelationship Diagram

4- Matrix Diagram 5- Priorities Matrix 6- Process Decision
7- Tree Diagram

1- Root cause analysis 2- Five Whys 3- PDCA-PDSA 4- SIPOC

 5- FMEA

1- Creative thinking 2- Brainstorming 3- Mind Mapping

4- Analogies 5- Lateral thinking 6- Triz 7- SCAMPER

1- Anova 2- balanced-scorecard 3- Capability

4-Chi-Square 5-Kanban 6-Level-Mix
7-Mistake-proofing 8-OEE 9-One-Piece-Flow
10-Priorities-matrix 11-Quick-Changeover
12-project-selection 13-Regression 14-SMED
15-Spaghetti 16-Standard-Work
17-Statistical-Process-Control 18-Takt-Time
19-Total-Productive-Maintenance 20- value-stream-mapping

Stay Updated With Total Quality Management Tools

Deming total quality management philosophy

One of TQM models is deming total quality management
philosophy " famous 14 Points "
Dr. Deming is credited with providing the foundation of
the Japanese quality miracle. He developed the following
14 points for managing the improvement of quality,
productivity, and competitive position:
1. Create constancy of purpose for improving products and
services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead,minimize total cost by
working with a single supplier.
5. Improve constantly and forever every process for planning, production, and service.
6. Institute training on the job.
 7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations, and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride in their work, and eliminate the annual rating
or merit system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work to accomplish the transformation.
Deming’s basic quality philosophy is that productivity improves as variability decreases,
and that statistical methods are needed to control quality.
He advocated the use of statistics to measure performancein all areas, not just conformance
to product specifications.
Furthermore, he thought that it is not enough to meet specifications; one has to keep
working to reduce the variations as well. Deming was extremely critical of the U.S. approach
to business management and was a leader of philosophy of total quality management.