R20MED4296 - Total Engineering Quality Management

UNIT I: Quality Gurus And TQM Kitemarks - Evolution of TQM – Quality Guru‘s – Edward Deming –
Joseph Juran – Philip Crosby – Genichi Taguchi – Walter Shewart – Criteria for Deming‘s Prize

INTRODUCTION – NEED FOR QUALITY

Till 300 years ago, people used the power of their own muscles, animals or the force of
wind and flowing water to do all works. With the invention of the ‘steam engine’ they got a
powerful method of running their machines. This provided a tremendous boost to Industry.
Goods started getting produced in larger quantities using machines. This led to the beginning
of the factory system. The significant change from hand-made goods to machine-made goods,
which began in Britain in 18th century, is known as the Industrial Revolution. Why it was called
Revolution? Because of the large scale changes it brought about our economy, society and
culture. IR soon spread to other nation like Germany, France, and Portugal. As these countries
became industrialized, they needed two things:
1. Raw materials for manufacturing and
2. New markets to sell the goods they made.

They found both raw materials as well as new markets to sell their goods in the non-
industrialized countries of Asia and Africa. So they started annexing to meet the needs of their
new factories. Soon they became jealous of each other, and wanted their own empires to grow.
They started fighting among themselves. This finally led to a great war in which several nations
of the world were involved. It came to be known as World War- I (August 1914-1918). Millions
of soldiers and other people were killed or wounded. Cities were destroyed and there was
shortage of food and everything else. In 1939, there was another war, called World War II. It
lasted for 6 years and ended in 1945 after USA dropped atomic bombs over two Japanese cities
– Hiroshima and Nagasaki. After world war – II, most Japanese companies had to start literally
from Scratch. Everyday brought new challenges to managers and workers alike, and everyday
meant progress. They observed hard working ability and bringing new-new technologies are
not enough need a culture change towards “TOTAL COMMITMENT and TOTAL
IMPROVEMENT”. They also felled that human resource of Japan is highest important and
precious but they need more training for continuous development. Fortunately Japan called /
invited American Experts like Edward Deming, Joseph M.Juran and others in 1950s and early
1960s. In quality movement world wide the Globalization took an important role in 2000. Due
to transmission to open economy, a domestic and international competition starts. Gradually
TQM considered as the ultimatum for continuous improvement and sustainable growth in
present day business.

However, in 21 st century, high growth of economy- the new millennium brought about
increased emphasis on worldwide quality and the Internet. Japanese and other world’s business

Organization started not only for quality product and services for External customer
satisfaction but started satisfying them by trying to achieve the highest business excellence
model – Deming Award, Malcolm Baldrige National Quality Award, CII – EXIM Award and
TPM Award and others. Thanks – QUALITY
EVOLUTION OF QUALITY
1920s
 Some of the first seeds of quality management were planted as the principles of
scientific management swept through U.S. industry.
 Businesses clearly separated the processes of planning and carrying out the plan, and
union opposition arose as workers were deprived of a voice in the conditions and
functions of their work.
 The Hawthorne experiments in the late 1920s showed how worker productivity could be
impacted by participation.
1930s
 Walter Shewhart developed the methods for statistical analysis and control of quality.
1950s
 W. Edwards Deming taught methods for statistical analysis and control of quality to
Japanese engineers and executives.
 Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.
 Armand V. Feigenbaum’s book Total Quality Control, a forerunner for the present
understanding of TQM, was published.
 Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in
many companies.
1968
 The Japanese named their approach to total quality companywide quality control.
  Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a
quality leader.
Today
 TQM is the name for the philosophy of a broad and systemic approach to managing
organizational quality.
 Quality standards such as the ISO 9000 series and quality award programs such as the
Deming Prize and the Malcolm Baldrige National Quality Award specify principles and
processes that comprise TQM.

DEFINITION OF QUALITY

Quality can be quantified as

Q = P/E

Where Q=Quality
P=Performance E=Expectations

If Q is greater than 1.0, then the customer has a good feeling about the product or service.
 Quality Gurus

1. W. Edwards Deming: One of the pioneers of quality management, Deming is known for his work
in Japan after World War II, where he helped Japanese companies improve their quality and
productivity. He is best known for his "14 Points for Management," which outline the key
principles of quality management, and his emphasis on the importance of statistical process
control and continuous improvement.
2. Joseph M. Juran: He is considered one of the pioneers of the modern quality management
movement and is known for his development of the "Juran Trilogy," which consists of three critical
components of quality management: quality planning, quality control, and quality improvement.
He is also credited with introducing the Pareto principle in the quality field, which states that 80%
of the effects come from 20% of the causes. Juran was also the author of several books on quality
management, which continue to be used as reference works in the field, including Juran's Quality
Handbook.
3. Philip B. Crosby: Crosby is known for emphasizing the importance of prevention over inspection
in quality management. He introduced the concept of "zero defects," which aims to eliminate
 defects and errors in a process or product. Crosby is also known for his Four Absolutes of Quality:
1- The definition of 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 non-conformance. Crosby also introduced the idea of "quality is free," which is the notion that
the cost of preventing defects is always lower than the cost of dealing with defects after they occur.
4. Kaoru Ishikawa: Ishikawa is a Japanese quality management expert known for developing
the cause and effect diagram, also known as the "Ishikawa diagram" or "fishbone diagram." This
tool is used to identify the root causes of a problem and is a critical tool in root cause
analysis. Ishikawa is also known for emphasizing the importance of involving all employees in the
quality management process. Ishikawa also introduced the concept of "total quality control,"
involving all employees in the quality control process and using data and statistical analysis to
drive continuous improvement.
5. Shigeo Shingo - Shigeo Shingo was a Japanese industrial engineer and business
consultant. Shingo is known for his contributions to lean manufacturing, including developing the
"Toyota Production System." He emphasized the importance of eliminating waste and increasing
efficiency in the production process. Shingo is also credited with introducing the concept of "poka-
yoke," which prevents defects in a product or process by designing it so that mistakes are difficult
or impossible to make. He also developed the Single Minute Exchange of Die (SMED) concept.
6. Armand V. Feigenbaum - Feigenbaum is known for developing the concept of total quality
control, which focuses on integrating all aspects of an organization's operations to achieve quality.
He also introduced the idea of the "cost of quality" as a way to measure the impact of poor quality
on an organization.
7. Walter Shewhart - Walter Shewhart is credited with developing the concept of "statistical process
control," which involves using statistical methods to monitor and control manufacturing processes
to produce goods of consistent quality. Shewhart also introduced the idea of "control charts," which
are graphical tools used to monitor process performance over time and identify when a process is
out of control. His ideas have been widely adopted by industries worldwide and have played a
significant role in developing modern quality control techniques.
8. Taiichi Ohno - Taiichi Ohno was a Japanese industrial engineer and businessman known for
contributing to the Toyota Production System (TPS) development. Ohno is considered the father
of the TPS, a manufacturing methodology focusing on maximizing efficiency and minimizing
waste. He is credited with developing the "just-in-time" production method, which involves
producing only the amount of goods needed at a given time, and the "kanban" system. This visual
signalling system helps coordinate the flow of materials within a factory. Ohno's ideas have been
widely adopted by companies worldwide and have helped to transform the way goods are
produced.
9. Genichi Taguchi - Taguchi was a Japanese engineer and quality control expert known for his
contributions to the statistics and quality control field. He developed the concept of "loss function,"
which measures the deviation of a product from its target specification. He also introduced the idea
of using "robust design" to create products insensitive to variations in manufacturing
processes. Taguchi's methods are widely used worldwide to improve the quality of products and
reduce manufacturing costs.
 CONTRIBUTION OF DEMING

Deming has given 14 points

Create and Publish the Aims and Purposes of the Organization
 Management must create and publish the aims and purposes of the
organization to investors, customers, suppliers, employees, the community
and a quality philosophy.
 Organization should develop a long term view of business and set goals
according to that.
 In order to achieve these goals resources must be allocated to research,
training and continuing education.
 Innovation must be promoted to ensure that the product or service does
not become obsolete.
Learn the New Philosophy:
 Top management and everyone in the organization must learn the new
philosophy.
 Organization must concentrate on defect prevention rather than defect detection.
 Organizations must give importance to never ending improvement and refuse
to accept nonconformance.
 Customer satisfaction is the number one priority because dissatisfied
customers will not continue to purchase nonconforming products or services.
 Everyone in the organization including the union must be involved in the
quality journey and change his or her attitude about quality.
Understand the Purpose of Inspection:
 Management must understand that the purpose of inspection is to improve
the process and reduce its cost.
 For the most part of the organization, mass inspection is costly and unreliable.
 Where ever the inspection is required it should be applied and replaced by
never ending improvement process.

 It should be clearly understood that mass inspection is for managing failure

and defect prevention is for managing success.
Stop Awarding Business Based on Price Alone:
 The organization must stop awarding business based on the low bid because
price has no meaning without quality.
 The goal is to have single suppliers for each item and to develop a long term
relationship of trust and loyalty, thereby providing improved products and
services.
 They must follow the materials throughout the life cycle in order to
examine how customer expectations are affected and provide feedback to
the supplier regarding the quality.
Improve Constantly and Forever the System:
 Management must take more responsibility in actively finding and correcting
problems, so that quality and productivity are continually and permanently
improved and costs are reduced.
 The focus is on preventing problems before they happen.
 Responsibilities are assigned to the teams to remove the causes of the
problems and continually improve the process.
Institute Training:
 Each employee must be oriented to the organizations philosophy of
never ending improvements.
 Management must allocate resources to train their employees to perform their
jobs in the better manner.
Teach and Institute Leadership:
 Improving Supervision in the organization is the management’s responsibility.
 Management must appoint supervisors with training, so that the new
philosophy can be implemented.
 Supervisors should create a positive and supportive work environment
instead of focusing on negative and fault finding atmosphere.
 All communication must be clear from top management to supervisors to
operators.
Drive out Fear, Create trust and Create a Climate for Innovation:
 Management must encourage open, effective communication and team work.
 Fear is caused because of lack of job security, possible physical harm,
performance appraisals, and ignorance of organization goals, poor
supervision and not knowing the job.
 Driving out fear will lead to success, for this management must concentrate on
workers with adequate training, good supervision, and proper tools to do the
job as well removing physical dangers.

 When people are treated with dignity fear can be eliminated and they will
work for the general well being of the organization.
Optimize the efforts of teams, groups and staff areas:
 Management must optimize the efforts of teams, groups and staff areas to
achieve the aims and purposes of the organization.
 Internally the barriers exist among levels of management, among
departments, within departments and among shifts.
 Externally it exists between the organization and its customers and suppliers.
 The barriers exist because of poor communication, ignorance of organization
mission and it can be overcome by multifunctional team.
Eliminate Exhortations for the Workforce:
 Exhortations that ask for increased productivity without providing specific
improvement methods can handicap an organization.
 They do not produce better product or service because the workers are
limited by the system.
 Improvements in the process cannot be made unless the tools and methods are
available.
a. Eliminate Numerical Quotas for the Workforce:
 Quotas and work standards focus on quantity rather than quality.
 Instead of quotas, management must concentrate on methods of improvement.
 They encourage poor workmanship in order to meet their quotas.
b. Eliminate Management by Objective:
 Instead of management by objective, management must learn the
capabilities of the processes and how to improve them.
 Management by numerical goal is an attempt to manage without knowledge
of what to do.
Remove Barriers that Rob People of Pride of Workmanship:
 Loss of pride in workmanship exists throughout the organization because
 Workers do not know how to relate to organizations mission
 They are being blamed for system problems.
 Poor designs lead to the production of junk.
 Inadequate training is provided.
 Punitive supervision exists.
 Inadequate or ineffective equipment is provided for performing the
required work.

Encourage Education and Self Improvement for Everyone:

 When an organization needs is people who are improving with education, a
long term commitment to continuously train and educate people must be
made by management.
Take Action to Accomplish the Transformation:

 Management has to accept the primary responsibility for the never ending
improvement of the process.
 A cultural change is required from the previous “business as usual” attitude.
 Management must be committed, involved and accessible if the
organization is to succeed in implementing the new philosophy.
 CROSBY'S CONTRIBUTIONS

Philip Crosby, author of Quality is Free. Crosby emphasized meeting customer requirements
by focusing on prevention rather than correction.

His "Absolutes" are:

(1) Quality is defined as conformance to requirements, not goodness;
(2) The system for achieving quality is prevention, not appraisal;
(3) The performance standard is zero defects, not that's close enough; and
(4) The measure of quality is the price of non-conformance, not indexes.
14 Principles

1. Management commitment, that is, top level management must be convinced and
committed and communicated to the entire company.
2. Quality improvement team composed of department heads to oversee improvements.
3. Quality measurement is established for every activity.
4. Cost of quality is estimated to identify areas of improvement.
5. Quality awareness is raised among all employees.
6. Corrective action is taken.
7. Zero defects are planned for.
8. Supervisor training in quality implementation.
9. Zero defects day is scheduled.
10. Goal setting for individuals.
11. Error causes are removed by having employees informed management of problems.
12. Recognition is given, but it is non-financial, to those who meet quality goals.
13. Quality councils meet regularly.
14. Do it all over again (i.e., repeat steps one through thirteen).
 CONTRIBUTION OF
JURAN
Juran’s Triology

 Quality Planning
 Quality Control
 Quality Improvement
Quality Planning:
 The planning component begins with external customers.
 Once the quality goals are established, marketing determines the external
customers and all organizational personnel (managers, members of
multifunctional teams or work groups) determine the internal customer.
 Once the customers are determined, their needs are discovered.
 Customer needs has to be stated in their own words, however real needs may differ
from stated needs.
 Internal customers may not wish to voice real needs out of fear of the consequences.
 The customer needs which are stated in their view point should be translated to
requirements that are understandable to the organization and its suppliers.
 The next step is to develop the product/service features that respond to customer
needs, meet the needs of organization and its suppliers.
 The fourth step is to develop the processes able to produce the product or service
features.
 Transferring plans to operations is the final step of the planning process.
Quality Control:
 Control is used by operating forces to help meet the product, process and service
requirements.
Steps:
 Determine items/subjects to be controlled and their units of measure.
 Set goals for control and determine what sensors need to be put in place to measure
the product, process or service.
 Measure actual performance.
  Compare actual performance to goals.
 Act on the difference.
Quality Improvement:
 Aim is to attain the levels of performance that are significantly higher than current
levels.
 Process improvements begin with the establishment of quality council.
 Two duties of quality council
 Identify the improvement projects
 Establish the project teams with a project owner.
 Quality council needs to provide the teams with resources to determine the
causes, create solutions and establish controls to hold the gains.
 In the figure juran provides a distinction between sporadic waste and chronic waste
 Sporadic waste can be identified and corrected through quality control.

 Chronic waste requires an improvement process.

 As solution is found through the improvement process, lessons learned are brought
back to the quality planning process, so that new goals may be established for
organization.

Improvement Strategies:
 Repair
 Refinement
  Renovation
 Reinvention
Repair:
 This strategy is simple; if anything is broken it must be fixed so that it functions as
designed.
 If a customer receives a damaged product, a quick fix is required.
 The second level is to identify and eliminate the root causes of the problem
and effects a permanent solution.
 Repair strategy does not make the process better than the original design.
Refinement:
 Improvements to processes, products and services are accomplished on an incremental
basis.
 Refinement improves efficiency and effectiveness.
 The change may be so gradual that there is no appearance of change.
 The primary benefit of gradual change is that it produces little resistance from
employees.
Renovation:
 This strategy results in major or breakthrough improvements.
 Innovation and technological advancements are key factors in this approach.
 Eg: Rechargeable batteries
Reinvention:
 Renovation is the most demanding improvement strategy.
 It is preceded by the feeling that the current approach will never satisfy customer
requirements.

 A new product, service, process or activity is developed using teams based on a

complete understanding of the customer requirements and expectations.

Types of Problems:
 Compliance
  Unstructured
 Efficiency
 Process design
 Product design

GENICHI TAGUCHI

Taguchi is known for applying a concept called design of experiments to product design. This
method is an engineering approach that focuses on developing robust design that enables products
to perform under varying conditions. He believed that it was more difficult to control the
environmental conditions.
Taguchi’s approach focuses on a statistical method that zeros in rapidly on the variations in a
product that distinguish the bad parts from the good. He advocated that all factors that can hamper
uniformity between products and their long-term stable performance must be studied, and
safeguards must be built in the product design stage itself. He called it the concept of robust
design. Robust design results in a product that can perform over a wide range of conditions .

Taguchi’s Approach
1. Identify the main functions, side effects and failure modes.
2. Identify noise factors and the testing conditions for evaluating loss of quality.
3. Identify the quality characteristics to be observed and the objective functions to be optimized.
4. Identify the control factors and their alternate levels.
5. Design the matrix experiment and defi ne the data analysis procedure.
6. Conduct the matrix.
7. Analyse the data, determine optimum levels for the control factors and predict performance
under these levels.
8. Conduct the verification experiment and plan future actions.

Advantage of DOE Using Taguchi’s Approach

Th e application of DOE requires careful planning, prudent layout of the experiment and expert
analysis of results. Based on years of research and applications, Dr Genichi Taguchi standardized
the methods for each step of the DOE application. Th us, DOE using the Taguchi approach has
become a much more attractive tool to practising engineers and scientists.

Overall Application Goals

• Optimize product and process designs
• Study the eff ects of multiple factors (variables, parameters, ingredients, etc.) on performance
• Solve production problems by objectively laying out the investigative experiments
Specific Objectives
• Infl uence of individual factors on the performance
• Deciding which factor has more infl uence and which ones have less
• Deciding which factor should have tighter tolerance and whose tolerance should be relaxed
• Deciding which factor’s infl uences are signifi cant and which are not
• How to allocate quality assurance resources based on objective data
• Whether a supplier’s part causes problems or not (ANOVA data)
• How to combine diff erent factors in their proper settings to get the best results
• How can one substitute a less expensive part to get the same performance
• How much money can one save if one improves the design
• How can one determine which factor is causing most of the problems
• How can one set up a process that is insensitive to uncontrollable factors
• Which factors have more infl uence on the mean performance
• What one needs to do to reduce performance variation around the target
• How can one adjust factors for a system whose response varies proportional to signal factor
(dynamic
response)
• How to combine multiple criteria of evaluation into a single index
• How can one adjust factors for overall satisfaction of criteria of evaluations
• How uncontrollable factors aff ect the performance

WALTER SHEWART
Walter Shewart1 (1891–1967) was a statistician at Bell Labs and is considered by many to be
the founder of the modern quality movement, and an innovator in the application of statistics to
quality.
His seminal contributions were based on his work at Bell Telephone Laboratories during the
1920s and the 1930s and were compiled in two books; Economic Control of Quality of
Manufactured Product in 1931 and Statistical Method from the Viewpoint of Quality Control in
1939.
Shewart is often referred to as the “grandfather of quality control.” He studied randomness and
recognized that variability existed in all manufacturing processes. He developed what came to
be known as the Shewart cycle; Plan-Do-Study-Act (PDSA) or Plan-Do-Check-Act (PDCA) to
manage the effects of variation.
Some of his key contributions include:
1. Statistical Process Control (SPC): Shewhart developed the concept of Statistical
Process Control (SPC) in the 1920s while working at Bell Telephone Laboratories. He
introduced the idea of using statistical methods to monitor and control processes, helping
to distinguish between natural variations and variations caused by assignable or special
causes.
2. Control Charts: One of Shewhart's most notable contributions is the development of
control charts. Control charts are graphical tools used to monitor the stability and
performance of a process over time. By plotting sample measurements on a chart with
control limits, managers can determine whether a process is in control (i.e., operating
predictably) or out of control (i.e., exhibiting unusual variation), and take appropriate
actions to maintain or improve its performance.
3. Concept of Variation: Shewhart emphasized the importance of understanding variation
in processes. He distinguished between common cause variation (inherent to the process)
and special cause variation (due to external factors or assignable causes), laying the
foundation for modern understanding of process variability and control.
4. Theory of Economic Control: Shewhart developed the Theory of Economic Control,
which provided a framework for optimizing processes and minimizing costs while
meeting quality requirements. This theory helped organizations balance the trade-offs
between the cost of quality and the cost of process improvement.
5. Statistical Theory and Methods: Shewhart made significant contributions to statistical
theory, including the development of probability distributions, hypothesis testing
techniques, and the theory of estimation. His work laid the groundwork for many
statistical methods used in quality control and process improvement.
 6. Quality Improvement Philosophy: Shewhart's work laid the foundation for a systematic
approach to quality improvement, emphasizing the importance of understanding and
managing variation, setting achievable goals, and continuously improving processes. His
ideas influenced later quality management pioneers such as W. Edwards Deming and
Joseph M. Juran.
Overall, Walter A. Shewhart's contributions to statistical quality control and management have
had a profound and lasting impact on industry practices, helping organizations improve product
quality, reduce costs, and achieve higher levels of customer satisfaction.

PDCA Cycle—Description
Th e PDCA (or PDSA) cycle was originally conceived by Walter Shewart in the 1930s, and
later adopted by W. Edwards Deming. Th e model provides a framework for the improvement
of a process or system. It can be used to guide the entire improvement project, or to develop
specific projects once the target areas requiring improvement have been identified.

Applications of the PDCA Cycle:

It is used to satisfy the quality requirements of the customer. It may be used for the development
of a new product based on the quality requirements of the customer. It develops teamwork
between the company’s various functions and aids in product design and development,
production, sales and market research.

TQM KITEMARKS:

TQM kitemarks are nationally or internationally recognized quality standards that provide
discipline, external assessment and a clear process for moving towards TQM. Th ey also have
tremendous potential publicity value within the organization and with the general public. TQM
kitemarks are useful because their underlying core quality values and principles as stipulated in
the requirements of the particular awards are commonly perceived as being benefi cial and
relevant to the development of most organizations. Achieving TQM kitemarks entails making a
decision on the most appropriate TQM award to adopt, and its eff ective implementation according
to the requirements. Th e implementation of TQM kitemarks consists of two stages. Th e fi rst
stage requires a decision on the most TQM Kitemarks appropriate kitemark to achieve, and the
second stage requires implementation of the chosen TQM award according to the requirements,
eff ectively
When an organization receives a TQM award, it conveys the important message to actual and
potential shareholders that it takes quality seriously and that its policies and practices conform to
national and nternational standards of quality. Th is can enhance the pride and reputation of the
organization. Th ese awards are models that can be used:
• As tools for self-assessment
• As ways to benchmark with other organizations
• As guides to identify areas for improvement
• As the basis for a common vocabulary
• As structures for the organization’s management system
Th e best known TQM awards are as follows:
1. Japan’s Deming Prize
2. USA’s Malcolm Baldrige National Quality Award (MBNQA)
3. Th e European Quality Award (EQA)
JAPAN’S DEMING PRIZE
Th e Deming Prize is one of the highest awards given for TQM initiatives. Th e Union of Japanese
Scientists and Engineers (JUSE) established it in December 1950 in honour of W. Edwards
Deming (1900–1993).
Deming contributed greatly to Japan’s proliferation of statistical quality control aft er World War
II. One of the foremost experts on statistical quality control in the United States, Dr W. E. Deming
was invited to Japan by JUSE in July 1950 for a series of lectures. His message that quality
improvement would reduce expenses and improve productivity helped Japanese companies build
a strong foundation based on quality.
The Deming Prize was originally designed to reward Japanese companies for major advances in
quality improvement.
The Deming Prize for quality has grown under the guidance of JUSE to allow non-Japanese
companies to participate and has also accorded recognition to individuals for having made major
contributions to the advancement of quality.

Categories of the Deming Prize

Criteria and Checklist for Demings Prize: