MODULE 2: Philosophies and Frameworks and Focusing Customers

• In TQM, the customer is the primary focus. The quality of aproduct or service is defined by the customer’s needs, expectations, and satisfaction.

  Customer Focus
• Strong leadership is crucial for the successful implementation of TQM. Leaders must be committed to quality and set a clear vision and direction for the organization.

  Leadership Commitment
• TQM emphasizes the importance of involving all employees in the quality improvement process. Every employee, regardless of their position, plays a role in improving the organization’s output.

  Involvement of People
• TQM is built on the belief that processes, products, andservices can always be improved. It focuses on incremental changes rather than radical transformations.

  Continual Improvement
• TQM requires a holistic, long term approach where every part of the organization is involved in quality management. All departments and functions need to work together to achieve common quality objectives.

  System Approach to Management
• TQM needs to be embedded into the organizational culture.

  System Approach to Management
• A fundamental aspect of TQM is understanding and managing processes. By viewing activities as interconnected processes, organizations can better control quality.

  Process Approach
• TQM relies on data and statistical analysis to make informed decisions. Data helps in understanding current performance, identifying issues, and measuring the effectiveness of improvement efforts.

  Factual Approach to Decision Making
• TQM recognizes the importance of a strong relationship with suppliers, as they are integral to the quality of the finalproduct.

  Mutually Beneficial Supplier Relationships
• THREE PHILOSOPHIES of QUALITY MANAGEMENT

  1. Deming Philosophy
  2. Juran Philosophy
  3. Crosby Philosophy
• He is known for his 14 Points for Management, the System ofProfound Knowledge, and the Plan-Do-Check-Act (PDCA) cycle.

  W. Edwards Deming
• KEY CONCEPTS of Deming Philosophy

  • System of Profound Knowledge
  • 14 Points of Management
  • PDCA Cycle
• System of Profound Knowledge involves in:

  • Appreciation for a System
  • Knowledge of Variation
  • Theory of Knowledge
  • Psychology
• Every organization is made up of interconnected parts that need to work together

  Appreciation for a System
• Understand that variation exists in all processes, andknowing the difference between normal fluctuations andspecial issues is key.

  Knowledge of Variation
• Make decisions based on understanding and testingtheories, not just assumptions.

  Theory of Knowledge
• Understand human behavior and motivation to improve teamwork and performance.

  Psychology
• Deming's 14 Points for Transformation of Management (Part 1)

  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
• Deming's 14 Points for Transformation of Management (Part 2)

  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 of workmanship, 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 accomplishing the transformation
• PDCA Stands for:

  • Plan
  • Do
  • Check
  • Act
• Identify a problem or an area for improvement, set objectives, and design a plan of action to achieve those objectives

  Plan
• Implement the plan on a small scale to test its effectiveness

  Do
• Evaluate the results by comparing the actual vs expected outcomes to see if the changes made have led to improvements

  Check
• Make a decision based on the results of the "Check" phase. If successful, plan can be fully implemented. If not, the process may need to be adjusted, and the PDCA cycle begins again.

  Act
• He introduced the Juran Trilogy

  Joseph Juran
• Juran's Trilogy, according to his principle, requires:

  • Quality Planning
  • Quality Control
  • Quality Improvement
• Developing the products and processes required to meet customer needs

  Quality Planning
• Monitoring operations to ensure they meet planned goals

  Quality Control
• Systematic efforts to enhance performance

  Quality Improvement
• Quality Planning

  • Identify customers (both internal and external)

  • Determine customer needs

  • Develop product features that respond to these needs

  • Design processes capable of producing these features

  • Establish quality goals
• Quality Control

  • Evaluate actual performance

  • Compare performance to quality goals

  • Act on the difference (take corrective action if necessary)
• Quality Improvement

  • Prove the need for improvement

  • Identify specific improvement projects

  • Organize teams to work on these projects

  • Provide the necessary training and resources

  • Implement the improvements

  • Establish controls to maintain the improvements
• He is known for his emphasis on zero defects and the concept that “quality is free.”

  Philip Crosby
• KEY CONCEPTS of Crosby Philosophy

  • Zero Defects
  • Quality is Free
  • Four Absolutes of Quality Management
• The idea that defects can and should be prevented, not just detected and corrected

  Zero Defects
• The cost of investing in quality improvements is less than the cost of non-quality (defects, rework, customer dissatisfaction).

  Quality is Free
• Conformance to requirements, prevention of defects, zero defects standard, and measurement of quality

  Four Absolutes of Quality Management
• FOUR ABSOLUTES OF QUALITY MANAGEMENT

  1. Quality is Conformance to Requirements
  2. The System of Quality is Prevention
  3. The Performance Standard is Zero Defects
  4. The Measurement of Quality is the Price of Nonconformance
• 14-Steps to Quality Improvement

  1. Management Commitment
  2. Quality Improvement Team
  3. Quality Measurement
  4. Cost of Quality Evaluation
  5. Quality Awareness
  6. Corrective Action
  7. Zero Defects Planning
  8. Employee Education Training
  9. Zero Defects Day
  10. Goal Setting
  11. Error Cause Removal
  12. Recognition
  13. Quality Councils
  14. Do It All Over Again
• He focuses on continuous improvement and systemic thinking

  Deming