Cec4 LEC6

Syed. M. Ahmed, Ph.D.
The Total Quality Approach to Quality Management
The Total Quality Approach

to Quality Management
Course Instructor:
Dr. Syed M. Ahmed, Ph.D.
College of Engineering
Florida International University, Miami, Florida
Lecture Outline
The Total Quality Approach
Two Views of Quality
Elements of Total Quality
The Deming Cycle
Jurans Contributions
What is Quality?
Crosbys Contributions
Total Quality Efforts Succeed
Six-Sigma Concept
The Future of Quality Management
FEDEX - Performance to the standard expected by the

customer
General Services Administration - Meeting the
customers need the first time and every time
BOEING - Providing customers with products and
services that consistently meet their needs and
expectations.
What is Quality? (1)
US Department of Defense - Doing the right thing right

the first time, always striving for improvement, and always
satisfying the customer.
Quality can be defined in terms of the agent. Who is the
judge of quality?
What is Quality? (2)
Quality involves meeting or exceeding customer

expectations.
Quality applies to products, services, people, processes,

and environments.
Quality is an ever-changing state (i.e., what is considered

quality today may not be good enough to be considered
quality tomorrow).
Quality is a dynamic state associated with products,
services, people, processes and environments that
meets or exceeds expectations.
The Total Quality Approach (1)
Total quality is an
approach to doing
business that attempts
to maximize the
competitiveness of an
organization through the
continual
improvement of the
quality of its products,
services, people,
processes and
environments.
Customer focus

Characteristics of the Total Quality:
o Strategically based
o Customer focus (internal and external)
o Obsession with quality
Customer focus
o Scientific approach to decision making and problem solving

o Long-term commitment
o Teamwork
o Continual process improvement
o Education and training

o Freedom through control
o Unity of purpose
o Employee involvement and empowerment
Historic Development
of Total Quality
Approach
Customer focus
Japanese Strategies:
The upper managers personally take charge of leading

the revolution.
All levels and functions under goCustomer

training infocus
managing for
quality.
Quality improvement should be taken at a continuing,

revolutionary pace.
The workforce is enlisted in quality improvement through

the Quality Control (QC) concept.
Two Views of Quality (1)

Traditional View:
Total Quality View
Process performance =
defective parts per
hundred produced.
Process performance =
defective parts per million
produced.
Focused on after-the-fact
inspections of products.
Continuous
Customerimprovement
focus
of
products, processes and
people.
Employees are passive

workers who followed
orders.
Employees are empowered

to think and make
recommendations.
One improvement per

year per employee
At least 10 improvements
per employee per year
Focus on short term

profits
Focus on long term profits

and continual improvement.

Total Quality View
Productivity versus quality

Productivity and quality are
always in conflict. You cannot
have both.
Lasting productivity gains are

made only as a result of quality
improvements.
Customer focus
How quality is defined

Meeting customer
specifications.
Traditional View
Satisfying customer needs and

exceeding customer expectations.
How quality is measured

Establishing an acceptable level
of nonconformance and
measuring against the bench
mark.
Establishing high-performance
bench marks for customer
satisfaction and then continually
improving performance.

Total Quality View
How quality is achieved

Quality is inspected into the
product.
Quality is determined by product

design and achieved by
effective
controlfocus
techniques.
Customer
Attitude towards defects

Defects are an expected part of
producing a product.
Traditional View
Defects are to be prevented using

effective control systems.
Quality as a function
Quality is a separate function.
Quality should be fully integrated

throughout the organization, i.e. it
should be every bodys
responsibility.

Total Quality View
Responsibility for quality

Employees are blamed for
quality.
80% quality problems are

managements fault.
Customer focus
Supplier relationships
Supplier relationships are short
term and cost driven.
Traditional View
Supplier relationships are long term

and quality oriented.
Elements of Total Quality (1)

Comprehensive strategic plan with following elements:
vision, mission, broad objectives and following activities
Provides sustainable competitive advantage in the
marketplace.
Customer Focus
Customer is the driver.
Strategically Based
External customers: define the quality of the product or

service delivered.
Internal customers: define the quality of people,
processes, and environment associated with the products
or services.

All personnel at all levels approach all aspects of the job
from the perspective of How can we do this better?.
Good enough is never good enough.
Scientific Approach
Obsession with Quality
Hard data are used in establishing benchmarks,

monitoring performance, and making improvements.
Decision making and problem solving is based on
scientific principals.

Quality improvement is NOT another management
innovation but a whole NEW way of doing business that
requires an entirely new corporate culture.
Teamwork
Internal competitiveness vs. External competitiveness
Continual Process Improvement
Long-term Commitment
Continually improve systems (environments) where

products are developed and services are delivered by
people.

Best way to improve people on a continual basis.
Train hardworking people How to work smart?
Education and Training
Freedom through Control

Involving and empowering employees to simultaneously
bring more minds to bear on the decision-making process
and increase the ownership employees feel about
decisions that are made.
Well-planned and carried-out controls (not loss of
management control).

Internal politics have no place in a total quality
organization, rather collaboration is the norm.
Unity of purpose has nothing to do with Labor Unions.
Unity of Purpose
Employee Involvement and Empowerment

Basis for involving employees: 1. to increase the
likelihood of a good decision or a better plan; 2. to
promote ownership of decisions by involving the people
who will have to implement them.
Empowerment means not just involving people but
involving them in ways that give them a real voice.
1. Conduct consumer research

and use it in planning the
product (PLAN).
2. Produce the product (DO).
3. Check the product to make
sure it was produced in
attendance with the plan
(CHECK).
The Deming Cycle (1)
4. Market the product (ACT).

5. Analyze how the product is
received in the market in terms
of quality, cost and other
criteria (ANALYZE)
Demings Fourteen Points (2)
Demings Seven Deadly Diseases (3)
Jurans Contributions (1)
Jurans Ten Steps to Quality Improvement
Jurans Three Basic Steps to Progress

80/20 Rule: 80% of the trouble comes from 20% of the
problems.
The Juran Trilogy
The Pareto Principle

1.
Determine who the customers are:
2.
Identify customers needs.
3.
Develop products with features that respond to customer

needs.
4.
Develop systems and processes that allow the organization to

produce these features.
5. Deploy the plans to operational levels.

Quality Planning
Quality Control
1.
Assess actual quality performance.
2. Compare performance with goals.

3. Act on differences between performance and goals.

1.
Develop the infrastructure necessary to make annual quality

improvements.
2. Identify specific areas in need of improvement, and implement

improvement projects.
3. Establish a project team with responsibility for completing
each improvement project.
Quality Improvement
4. Provide teams with what they need to be able to diagnose

problems to determine root causes, develop situations, and
establish control that will maintain gains made.
Crosbys Contributions
1. Determination.
2. Education.
3. Implementation.
Crosbys Quality Vaccine Ingredients
Total Quality Efforts Succeed
Senior management delegation and poor leadership.

Team mania.
Deployment process.
Taking a narrow, dogmatic approach.
The successful organizations avoid these errors:
Confusion about the differences among education,

awareness, inspiration, and skill building
Six Sigma Concept (1)
1. Identify the product characteristics wanted by the

customers.
2. Classify the characteristics in terms of their criticality.
3. Determine if the classified characteristics are controlled
by part and/or process.
A Six-step Protocol for Process Improvement
4. Determine the maximum allowable tolerance for each

classified characteristic.
5. Determine the process variation for each classified
characteristic.
6. Change the design of the product, process, or both to
achieve a Six Sigma processes performance.
Histogram of a 3-Sigma
Process
Histogram of a 6-Sigma
Process

Six Sigma is an extension of total quality management which
has the aim of taking process and product quality to levels
where all customer requirements are met.
How is Six Sigma Achieved?
By improving process performance.
What is Six Sigma?
Or, Without improving the process at all if the

specifications describing acceptable product can be
loosened enough to correspond to the original processs
6 sigma points.
Histogram of a 6-sigma process achieved by broadening the

specification range for product acceptability
Histogram is shifted 1 Sigma from its ideal position to account for

long-term variation.
The Future of Quality Management (1)

Demanding global customers.
Shifting customer expectations.
Opposing economic pressures.
New approaches to management.
Future Trends
The Future of Quality Management (2)

A total commitment to continually increasing value for
customers, investors, and employees.
A firm understanding that quality is defined by customers, not
the company.
A commitment to leading people with a bias for continuous
improvement and communication.
Quality Management Characteristics for the Future
A recognition that sustained growth requires the simultaneous

achievement of four objectives all the time, forever: (a)
customer satisfaction, (b) cost leaderships, (c) effective human
resources, and (d) integration with the supplier base.
A commitment to fundamental improvement through
knowledge, skills, problem solving and teamwork.
Questions/Queries?

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Syed. M. Ahmed, Ph.D.

The Total Quality Approach to Quality Management

The Total Quality Approach

The Total Quality Approach to Quality Management

FEDEX - Performance to the standard expected by the

The Total Quality Approach to Quality Management

What is Quality? (1)

US Department of Defense - Doing the right thing right

Syed. M. Ahmed, Ph.D.

The Total Quality Approach to Quality Management

What is Quality? (2)

Quality involves meeting or exceeding customer

Quality applies to products, services, people, processes,

Quality is an ever-changing state (i.e., what is considered

The Total Quality Approach (1)

Syed. M. Ahmed, Ph.D.

The Total Quality Approach to Quality Management

The Total Quality Approach (2)

o Scientific approach to decision making and problem solving

The Total Quality Approach to Quality Management

o Education and training

Syed. M. Ahmed, Ph.D.

The Total Quality Approach to Quality Management

The Total Quality Approach (3)

The Total Quality Approach (4)

Syed. M. Ahmed, Ph.D.

The Total Quality Approach to Quality Management

The upper managers personally take charge of leading

All levels and functions under goCustomer

Quality improvement should be taken at a continuing,

The workforce is enlisted in quality improvement through

Syed. M. Ahmed, Ph.D.

The Total Quality Approach to Quality Management

Two Views of Quality (1)

Total Quality View

Employees are passive

Employees are empowered

One improvement per

Focus on short term

Focus on long term profits

Two Views of Quality (2)

Productivity versus quality

Lasting productivity gains are

How quality is defined

The Total Quality Approach to Quality Management

Satisfying customer needs and

How quality is measured

Two Views of Quality (3)

How quality is achieved

Quality is determined by product

Attitude towards defects

The Total Quality Approach to Quality Management

Defects are to be prevented using

Quality should be fully integrated

Two Views of Quality (4)

Responsibility for quality

80% quality problems are

The Total Quality Approach to Quality Management

Supplier relationships are long term

Elements of Total Quality (1)

The Total Quality Approach to Quality Management

External customers: define the quality of the product or

Elements of Total Quality (2)