Syntel CQA Forum TQM & ISO

CQA Doc No 3
Introduction TQM is the foundation for activities which
include;
Total Quality Management (TQM), a
buzzword phrase of the 1980's, has been • Meeting Customer Requirements
killed and resurrected on a number of • Reducing Development Cycle Times
occasions. The concept and principles,
• Just In Time/Demand Flow
though simple seem to be creeping back
Manufacturing
into existence by "bits and pieces"
through the evolution of the ISO9001 • Improvement Teams
Management Quality System standard. • Reducing Product and Service Costs
Companies who have implemented TQM • Improving Administrative Systems
include Ford Motor Company, Phillips Training
Semiconductor, SGL Carbon, Motorola and Ten Steps to Total Quality
Toyota Motor Company. Management (TQM)
The latest changes coming up for the ISO 1. Pursue New Strategic Thinking
9001:2000 standard’s "Process Model" 2. Know your Customers
seem to complete the embodiment. TQM
3. Set True Customer Requirements
is the concept that quality can be
managed and that it is a process. 4. Concentrate on Prevention, Not
Correction
Total Quality Management (TQM) 5. Reduce Chronic Waste
Total = Quality involves everyone and all 6. Pursue a Continuous Improvement
activities in the company. Strategy
7. Use Structured Methodology for Process
Quality = Conformance to Requirements
Improvement
(Meeting Customer Requirements).
8. Reduce Variation
Management = Quality can and must be 9. Use a Balanced Approach
managed.
10. Apply to All Functions
TQM = A process for managing quality; it Principles of TQM
must be a continuous way of life; a
1. Quality can and must be managed.
philosophy of perpetual improvement in
everything we do. 2. Everyone has a customer and is a
supplier.
TQM Compared to ISO 9001 3. Processes, not people are the problem.
ISO 9000 is a Quality System 4. Every employee is responsible for
Management Standard. TQM is a quality.
philosophy of perpetual improvement. 5. Problems must be prevented, not just
The ISO Quality Standard sets in place a fixed.
system to deploy policy and verifiable 6. Quality must be measured.
objectives. An ISO implementation is a 7. Quality improvements must be
basis for a Total Quality Management continuous.
implementation. 8. The quality standard is defect free.
Where there is an ISO system, about 75 9. Goals are based on requirements, not
percent of the steps are in place for TQM. negotiated.
The requirements for TQM can be 10. Life cycle costs, not front end costs.
considered ISO plus. Another aspect 11. Management must be involved and lead.
relating to the ISO Standard is that the 12. Plan and organize for quality
proposed changes for the next revision improvement.
(1999) will contain customer satisfaction
Processes must be Managed and
and measurement requirements. In short,
Improved
implementing TQM is being proactive
concerning quality rather than reactive. This involves:
TQM as a Foundation • Defining the process

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Syntel CQA Forum TQM & ISO
CQA Doc No 3
• Measuring process performance
(metrics)
• Reviewing process performance
• Identifying process shortcomings
• Analyzing process problems
• Making a process change
• Measuring the effects of the
process change
• Communicating both ways between
supervisor and user
Key to Quality
The key to improving quality is to improve
processes that define, produce and
support our products.
All people work in processes.
People
• Get processes "in control"
• Work with other employees and
managers to identify process
problems and eliminate them
Managers and/or Supervisors Work on
Processes
• Provide training and tool resources
• Measure and review process
performance (metrics)
• Improve process performance with the help of
those who use the process

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TQM Process Improvement and Problem Solving Sequence

ACTION
DO CHECK (EMBED THE FIX
PLAN
(IMPLEMENT THE (OBSERVE THE INTO
(PLAN A CHANGE) THE PROCESS FOR
CHANGE) EFFECTS)
GOOD)
DEFINE IDENTIFY EVALUATE MAKE TEST TAKE
THE POSSIBLE POSSIBLE A THE PERMANENT
PROBLEM CAUSES CAUSES CHANGE CHANGE ACTION
1. Recognize that 6. "BRAINSTORM" 8. Determine 10. Determine 11. Determine 12. Ensure the
what you what the what change what change fix is
are doing is a is causing the relationship would help worked embedded in
"PROCESS" problem. between • Your (confirmation). the process
cause and knowledge • Histogram and that the
effect of the s resulting
2. Identify the > Scatter process is
commodity process • Control
7. Determine what diagrams used.
being processed. past • Scatter charts
> Regression diagrams - sampling
- Process data shows. Continue to
Inference analysis
> Frequency • Control • Scatter monitor the
distribution Charts diagrams process to
3. Define some 9. Determine - sampling ensure:
measurable > Pareto charts what
• Pareto
characteristics of > Control charts the process analysis A. The problem
value - is is fixed for
to the commodity. sampling doing now good.
****Then make
> Control
4. Describe the charts and
the change.
"PROCESS" - sampling
> Process Flow B. The process
Analysis is good enough
> Flow charts • Control
> List of steps charts
- sampling
5. Identify the "Big"
problem ****To ensure
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Syntel CQA Forum TQM & ISO CQA Doc No 3

> Brainstorming continuous

> Checklists improvement,
> Pareto analysis return
to step 5.

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