The Total Quality Aproach

The Total Quality Approach
The Total Quality Approach to Quality Management
to Quality Management
Syed. M. Ahmed, Ph.D.
Course Instructor:
Dr. Syed M. Ahmed, Ph.D.
College of Engineering
Florida International University, Miami, Florida
Lecture Outline
 What is Quality?
 The Total Quality Approach

 Two Views of Quality
 Elements of Total Quality
 The Deming Cycle
 Juran’s Contributions
 Crosby’s Contributions
 Total Quality Efforts Succeed

 Six-Sigma Concept
 The Future of Quality Management
What is Quality? (1)
 FEDEX - “Performance to the standard expected by the
customer”
 General Services Administration - “Meeting the

customer’s need the first time and every time”
 BOEING - “Providing customers with products and
services that consistently meet their needs and
expectations.
 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 Customer focus
organization through the
continual
improvement of the
quality of its products,
services, people,
processes and
environments.
 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 =
• Process performance =
defective parts per defective parts per million
hundred produced. produced.
• Focused on after-the-fact Customerimprovement
• Continuous focus of
inspections of products. products, processes and
people.
• Employees are passive • Employees are empowered

workers who followed to think and make
orders. recommendations.
• One improvement per • At least 10 improvements

year per employee per employee per year
• Focus on short term • Focus on long term profits
profits and continual improvement.
Traditional View Total Quality View
Productivity versus quality

Productivity and quality are Lasting productivity gains are
always in conflict. You cannot made only as a result of quality
have both. improvements.
Customer focus
How quality is defined
Meeting customer Satisfying customer needs and
specifications. exceeding customer expectations.
How quality is measured

Establishing an acceptable level Establishing high-performance

of nonconformance and bench marks for customer
measuring against the bench satisfaction and then continually
mark. improving performance.
How quality is achieved

Quality is inspected into the Quality is determined by product
product. design and achieved by
effective controlfocus
Customer techniques.
Attitude towards defects

Defects are an expected part of Defects are to be prevented using
producing a product. 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 body’s
responsibility.
Responsibility for quality

Employees are blamed for 80% quality problems are
quality. management’s fault.
Customer focus
Supplier relationships
Supplier relationships are short Supplier relationships are long term
term and cost driven. and quality oriented.
Elements of Total Quality (1)
Strategically Based
 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”.
 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.
Obsession with Quality
 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
 Hard data are used in establishing benchmarks,
monitoring performance, and making improvements.
 Decision making and problem solving is based on

scientific principals.
Long-term Commitment
 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

 Continually improve systems (environments) where
products are developed and services are delivered by

people.
Education and Training
 Best way to improve people on a continual basis.

 Train hardworking people “How to work smart?”
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).
Unity of Purpose
 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.
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.
The Deming Cycle (1)
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).
4. Market the product (ACT).
5. Analyze how the product is

received in the market in terms
of quality, cost and other
criteria (ANALYZE)
Deming’s Fourteen Points (2)
Deming’s Seven Deadly Diseases (3)
Juran’s Contributions (1)
Juran’s Three Basic Steps to Progress

Juran’s Ten Steps to Quality Improvement

The Pareto Principle

80/20 Rule: 80% of the trouble comes from 20% of the

problems.
The Juran Trilogy

Quality Planning
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 Control
1. Assess actual quality performance.
2. Compare performance with goals.
3. Act on differences between performance and goals.
Quality Improvement
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.
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.
Crosby’s Contributions
Crosby’s Quality Vaccine Ingredients

1. Determination.
2. Education.
3. Implementation.
Total Quality Efforts Succeed
The successful organizations avoid these errors:
 Senior management delegation and poor leadership.
 Team mania.
 Deployment process.
 Taking a narrow, dogmatic approach.
 Confusion about the differences among education,

awareness, inspiration, and skill building

Six Sigma Concept (1)
A Six-step Protocol for Process Improvement
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.
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
What is Six Sigma?
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.

 Or, Without improving the process at all if the
specifications describing acceptable product can be
loosened enough to correspond to the original process’s

± 6 sigma points.
Histogram of a 6-sigma process achieved by broadening the

specification range for product acceptability
Histogram is shifted 1½ Sigma from its ideal position to account for

long-term variation.
The Future of Quality Management (1)
Future Trends
 Demanding global customers.

 Shifting customer expectations.
 Opposing economic pressures.
 New approaches to management.
The Future of Quality Management (2)
Quality Management Characteristics for the Future
 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.
 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?

The Total Quality Aproach

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The Total Quality Approach

The Total Quality Approach to Quality Management

 The Total Quality Approach

 Total Quality Efforts Succeed

 General Services Administration - “Meeting the

satisfying the customer”.

 Quality applies to products, services, people, processes,

Quality is a dynamic state associated with products,

business that attempts

o Education and training

 The upper managers personally take charge of leading

the Quality Control (QC) concept.

• Employees are passive • Employees are empowered

• One improvement per • At least 10 improvements

Productivity versus quality

How quality is measured

Establishing an acceptable level Establishing high-performance

How quality is achieved

Attitude towards defects

Quality is a separate function. Quality should be fully integrated

Responsibility for quality

 Comprehensive strategic plan with following elements:

 External customers: define the quality of the product or

 All personnel at all levels approach all aspects of the job

 Decision making and problem solving is based on

 Quality improvement is NOT another management

Continual Process Improvement

products are developed and services are delivered by

 Best way to improve people on a continual basis.

Freedom through Control

 Well-planned and carried-out controls (not loss of

 Internal politics have no place in a total quality

Employee Involvement and Empowerment

who will have to implement them.

5. Analyze how the product is

Juran’s Three Basic Steps to Progress

Juran’s Ten Steps to Quality Improvement

The Pareto Principle

80/20 Rule: 80% of the trouble comes from 20% of the

The Juran Trilogy

1. Determine who the customers are:

1. Develop the infrastructure necessary to make annual quality

Crosby’s Quality Vaccine Ingredients

 Senior management delegation and poor leadership.

 Taking a narrow, dogmatic approach.

 Confusion about the differences among education,

awareness, inspiration, and skill building

1. Identify the product characteristics wanted by the

5. Determine the process variation for each classified

Six Sigma is an extension of total quality management which

How is Six Sigma Achieved?

 By improving process performance.

loosened enough to correspond to the original process’s

Histogram of a 6-sigma process achieved by broadening the

Histogram is shifted 1½ Sigma from its ideal position to account for

 Demanding global customers.

 A total commitment to continually increasing value for

customer satisfaction, (b) cost leaderships, (c) effective human

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