Total Quality management unit 1

NOE-072 QUALITY MANAGEMENT
Er. Ramji Tripathi
(Mech. Engg. Depart) Asstt. Professor
QUALITY MANAGEMENT
Management activities and functions involved in
determination of quality policy and its
implementation through means such as quality
planning and quality assurance (including quality
control).
FUNCTIONS OF MANAGEMENT
The following are the four basic functions of
management that make up the management
process:
1. Planning
2. Organizing
3. Directing
4. Controlling.
Planning: Planning involves choosing tasks that
must be performed to attain organizational goals,
outlining how the tasks must be performed, and
indicating when they should be performed.
Planning activity focuses on attaining goals.
Managers outline exactly what organizations
should do to be successful. Planning is concerned
with the success of the organization in the short
term as well as in the long term.
Organizing: Organizing can be assignment of the
tasks developed in the planning stages, to various
individuals or groups within the organization.
Organizing is to create a mechanism to put plans
into action.
People within the organization are given work
assignments that contribute to the company’s goals.
Tasks are organized so that the output of each
individual contributes to the success of
departments, which, in turn, contributes to the
success of divisions, which ultimately contributes
to the success of the organization.
Directing: Directing is also referred as motivating,
leading or influencing. It can be defined as guiding
the activities of organization members in the
direction that helps the organization move towards
the fulfilment of the goals.
The purpose of influencing is to increase
productivity. Human-oriented work situations
usually generate higher levels of production over
the long term than do task oriented work situations
because people find the latter type distasteful.
Controlling: Controlling referred to the following
roles played by the manager:
1. Gather information that measures performance
2. Compare present performance to pre
established performance norms.
3. Determine the next action plan and
modifications for meeting the desired
performance parameters.
Controlling is an ongoing process.
QUALITY CONCEPT
Quality of product signifies the degree of its
excellence and fitness for the purpose. The quality
of product means all those activity which are
directed to maintain and to improve. Such as
setting of quality targets, appraisal of conformance,
taking corrective action where any deviation is
noticed and planning for improvements in quality.
Quality is a measure of the user satisfaction
provided by a product. It includes functional
efficiency, appearance, ease of installation and
operation, safety reliability, maintainability,
running and maintenance cost.
DEFINITIONS OF QUALITY
1. Quality is conformance to requirements
2. Quality is fitness for use
3. Quality is the degree to which performance
meets expectations
4. Quality denotes an excellence in goods and
services
QUALITY CONTROL
Quality Control (QC) may be defined as: The
operational techniques and activities that are used
to fulfil the requirements for quality. Following are
the three steps for QC:
1. Evaluate actual operating performance
2. Compare actual performance to goals
3. Act on the difference

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Er. Ramji Tripathi
EVOLUTION OF QUALITY CONTROL
 The quality movement started from medieval
Europe.
 Craftsmen organized unions called guilds in
the late thirteenth century.
 The product inspection started in Great Britain
in the mid 1750s and brought Industrial
Revolution in the early nineteenth century.
 The concept of producing interchangeable
parts to simplify assembly was introduced in
1798.
 World War II gave birth to quality in
manufacturing industries and military
application. A quality revolution in Japan
followed World War II. The Japanese became
leader in quality by the 1970s.
 Japanese manufacturers penetrated in
American markets which affected the United
States. The emphasis became not only on
statistics but approaches which involved the
entire organization.
 This movement led to Total Quality
Management (TQM). Several quality standards
followed and one of them is ISO 9000 quality
system standards published in 1987.
CONCEPT CHANGE
A change concept is a general notion or approach
to change that has been found to be useful in
developing specific ideas for changes that lead to
improvement. There are several individuals who
made significant contributions to quality control
and improvement. The philosophy of W. Edward
Deming, the best known quality expert, was
summarised in the following fourteen points:
1. Create constancy of purpose toward
improvement of product and service, with
the aim to become competitive and to stay in
business, and to provide jobs.
2. Adopt the new philosophy. We are in a new
economic age. Western management must
awaken to the challenge, must learn their
responsibilities, and take on leadership for
change.
3. Cease dependence on inspection to achieve
quality. Eliminate the need for inspection on a
mass basis by building quality into the product
in the first place.
4. End the practice of awarding business on
the basis of price tag. Instead, minimize total
cost. Move toward a single supplier for any
one item, on a long-term relationship of loyalty
and trust.
5. Improve constantly and forever the system
of production and service, to improve quality
and productivity, and thus constantly decrease
costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision
should be to help people and machines and
gadgets to do a better job. Supervision of
management is in need of overhaul as well as
supervision of production workers.
8. Drive out fear, so that everyone may work
effectively for the company
9. Break down barriers between departments.
People in research, design, sales, and
production must work as a team, to foresee
problems of production and in use that may be
encountered with the product or service.
10. Eliminate slogans, exhortations, and targets
for the work force asking for zero defects and
new levels of productivity. Such exhortations
only create adversarial relationships, as the
bulk of the causes of low quality and low
productivity belong to the system and thus lie
beyond the power of the work force.
11. Eliminate work standards (quotas) on the
factory floor.
Eliminate management by objective.
Eliminate management by numbers, numerical
goals.
12. Remove barriers that rob the hourly worker
of his right to joy of workmanship. The
responsibility of supervisors must be changed
from sheer numbers to quality.
Remove barriers that rob people in
management and in engineering of their
right to joy of workmanship. This means
abolishment of the annual merit rating and of
management by objective
13. Institute a vigorous program of education
and self-improvement.
14. Put everybody in the company to work to
accomplish the transformation. The
transformation is everybody's job.
TQM MODERN CONCEPT
Total Quality Management (TQM) is the new
concept on Quality Control. TQM deals with the
product in its totality. Quality is determined by the
combined effects of various departments such as
Design, Engineering, Purchase, Production and
Inspection. This is basically an integrated system
covering all quality control activities during various
phases of product development.
Dimensions of Quality
1. Performance
2. Features
3. Durability
4. Reliability

Er. Ramji Tripathi
5. Serviceability
6. Appearance
7. Uniformity
8. Consistency and conformance
9. Safety
10. Time
11. Customer service
12. Comparability
TQM involves all the aspects of the firm in
satisfying a customer. TQM involves:
1. Customer-supplier relationship based on
mutual trust and respect.
2. Firm in-house requirements by the customer.
3. Suppliers are partners in achieving zero-defect
situation.
4. Regular monitoring of supplier processes and
products by the customer.
Objectives of TQM
a. Customer focus, customer delight/satisfaction.
b. Continuous improvement of culture of the
organization.
c. Focused, continuous and relentless cost
reduction.
d. Focused, continuous and relentless quality
improvement.
e. To create an organization whereby everyone is
working towards making their organization the
best business, and to capitalize on the sense of
achievement and working in a world-class
organization.
An Integrated TQM Model
QUALITY BY DESIGN
Product quality is created by design. There should
be consideration of quality in design of a product
which meets customers need at a price acceptable
to him.
GENERAL CONSIDERATION FOR A GOOD
DESIGN
1. Appearance
2. Functional Efficiency
3. Safety
4. Reliability
5. Maintainability
6. Ease of Production
7. Standardization
8. Review of Design
EVALUATION OF THE PROTOTYPE
1. Manufacturing Drawing
2. Product Specification
3. Design Changes during Production
CONTROL ON PURCHASED PRODUCT
An organization needs to purchase a variety of raw
materials and products for further processing or
consumption. The quality of product is important
and given due consideration at the time of purchase
because it can affect the quality of the end product.
While deciding the quantity that is to be purchased,
consideration is also given to the economy. Many
times, it is more economical to get some of the
components as per their own design manufactured
by ancillary companies.
PROCUREMENT PROCESS
 Procurement process is known as purchasing
through the purchasing department.
 It starts with a requisition from an employee
and ends with the payment of supplier.
EVALUATION OF SUPPLIERS
 It is the process of evaluating and approving
potential suppliers by factual and measureable
assessment.
 It ensures a portfolio of best-in class suppliers
is available for use.
 It is a process to measure and monitor the
performance of suppliers for reducing cost,
reducing risk and for continuousimprovement.

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Er. Ramji Tripathi
Evaluation Process
It is the pre-qualification step within the purchasing
process on the basis of which a supplier is
approved or not approved. It is also known as
Supplier Performance Management. This includes
approval of various aspects of the supplier business
including:
 Capacity
 Financials
 Organization Structure, and
 Performance
Benefits
 Suppliers provide high standard of products
and services
 Suppliers offer sufficient capacity and business
stability
 Identification and removal of hidden cost in
supply chain
Drawbacks
 Include resources and cost commitments in
establishing and maintaining an effective
system
 Without going through the root cause of
supplier’s problem or inconsistent scoring may
result in inaccurate assessment.
CAPACITY VERIFICATION
For capacity verification, following points need to
be verified:
General Requirement
1. Whether the organisation has established,
documented, implemented, maintained and
continually improves a quality management
system (QMS) in accordance with the
requirements of ISO 9000-2000?
2. Whether the organisation has identified the
processes needed for the quality management
system, determined the sequence and
interaction of these processes, criteria and
methods required to ensure the effective
operation and control of these processes,
ensure the availability of information
necessary to support the operation and
monitoring of these processes, measures,
monitors and analyses these processes and
implements action necessary to achieve
planned results and continual improvement.
Management Responsibilities
1. Management Commitment: Whether the top
management is committed to the development
of the quality management system.
2. Customer Focus: Whether the top
management ensures that customer needs and
expectations are determined considering
obligations related to product including
regulatory and legal requirements, converted
into requirements and fulfilled with the aim of
achieving customer satisfaction.
3. Quality Policy: Has the top management
defined its Quality policy? Is it appropriate to
the purpose of the organisation, committed to
meeting requirements of customers and to
continual improvement, provides a framework
for establishing and reviewing quality
objectives, communicated and understood at
appropriate levels in the organisation, reviewed
for continuing suitability and controlled?
4. Provision of Resources: Has the organisation
determined and provided in a timely manner
the resources needed to implement and
improve the processes of the quality
management system and to address customer
satisfaction?
5. Assignment of Personnel: Whether the
Personnel assigned responsibilities defined in
the quality management system are competent
on the basis of applicable education, training,
skills and experience.
6. Training, Awareness and Competency:
Whether the organisation has established a
system for identifying competency needs of
personnel and provides training, Evaluate the
effectiveness of the training provided, and
maintains appropriate records of education,
experience, training and qualifications of its
personnel?
7. Facilities: Has the organisation identified,
provided and maintained facilities such as
Workspace, Equipment, hardware and software
and supporting services it needed to achieve
the conformity of product?
8. Work Environment: Whether the
organisation has a system for identification and
management of human and physical factors of
the work environment needed to achieve
conformity of product.
9. Planning of Realization Processes: Whether
the organisation has determined Quality
objectives for the product, project or contract,
processes and documentation, resources and
facilities specific to the product verification
and validation activities, the criteria for
acceptability, and records that are necessary to
provide confidence of conformity in the
process planning for product realization.

Er. Ramji Tripathi
DEVELOPMENT OF SOURCES
 The main thing is to ensure that the potential
suppliers who show interest in the product, has
the minimum essential plant equipment and
skilled manpower.
 Quality engineers can set up necessary controls
to ensure the quality of product to be
maintained at acceptable level.
 Condition of supply should be put down in
writing that clearly explains the vendor the
submission of preproduction sample or a
particular type of packaging etc.
 The following details should be considered:
o Any national or international standard
specification should be clearly mentioned
o Materials to be approved by the purchaser
before taken into use
o Size of the sample, made of dispatch and
test to be conducted on the sample should
be known to the vendor
o Deviations from drawing and
specifications or concessions on certain
quality requirements should be clearly
defined
o Method of acceptance should be clarified
to the vendors
o Product nomenclature, part number and
other details should be specified
o Warranty clauses and procedure for claims
should be clarified in details
MANUFACTURING
Manufacturing involves making products from raw
material by various processes or operations. It is a
complex activity, involving people having broad
range of disciplines and skills and a wide variety of
machinery, equipments etc.
Considerations in Manufacturing
i. Design must fully meet requirements and
specifications of the product
ii. Manufacturing must be by the most
economical methods in order to minimize cost
iii. Quality must be built into the product at each
stage from design to assembly
iv. Production methods must be flexible to
changing demands, types of product,
production rates, production quantities and on-
time delivery to customer
v. Strive for higher productivity by optimum use
of the resources (material, machine, energy,
capital, labour and technology)
MANUFACTURING STEPS
1. Pre-production Activity
a. Selection of supplier
b. Develop pilot-run plan
c. Develop manufacturing strategy
2. Pilot run
a. Validate manufacturing process against:
i. Objectives in product specification
ii. Cost
iii. Quality
iv. Documentation
v. Tooling
vi. Training
vii. Process control
viii. Supplier plan and contract
ix. Internal failure analysis
3. Production run
a. Produce high quality product on time
b. Continue to tune the process
c. First order manufacture
d. Verification of product cost
4. Delivery to customer
a. Deliver first production unit to the
customer
b. Refine manufacturing process based on:
i. First built
ii. Monitor field unit performance
METHODS OF MANUFACTURING
There is a variation in the production system as per
the need of the product. Generally, production
volume is the most important issue. There are three
methods of the manufacturing:
1. Job Shop Production,
2. Batch Production, and
3. Mass Production.
Characteristics of Job Shop Production
i. To meet a particular customer’s needs
ii. Lot size is small
iii. Variety is high
iv. Equipments used are general purpose and
flexible to meet specific customer needs
v. Labour should be highly skilled
vi. Eg., grinding, gear manufacturing, fabrication
etc.
Characteristics of Batch Production
i. For repeated customer orders
ii. Lot size is medium and in batches
iii. For moderate variety
iv. Machines and equipments are general purpose

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Er. Ramji Tripathi
v. Labour should be high skilled
vi. Eg., bakery items, sports shoes, t-shirts etc.
Characteristics of Mass Production
i. For high demand items
ii. Lot size is very large
iii. Variety may be one of its kind
iv. Special machines, tools and equipments are
used
v. Labour skill level is moderate
vi. Entire plant is designed to cater a few special
varieties of products
vii. Eg., oil refinery, chemical processing unit etc.
TECHNIQUES OF MANUFACTURING
1. Just-in-Time (JIT) Manufacturers
a. To keep the process moving and schedule
supplies to arrive at the factory just-in-
time for them to be used in production
2. Kanban
a. An automatic request for new supplies to
the suppliers when supplies are running
short
3. Just-in-Sequence (JIS)
a. Supplies arrive at the factory at the exact
moment they are needed within the
manufacturing sequence
4. Total Productivity Maintenance (TPM)
a. To repair minor issues with the machines
to avoid stopping production
5. Quick Response Manufacturing (QRM)
a. To short the time period elapsed between
customer’s request for a product and its
delivery
6. Cellular Manufacturing
a. Factory floor is divided into different
sections or cells
b. Machines are placed in the order that
facilitate the material flow to the
completion of the product
7. Single-minute Exchange of Die (SMED)
a. Reduce waste time when there is some
change in the process from old product to
new product
8. DMADV Methodology
a. Design, Measure, Analyze, Design and
Verify methodology based on the analysis
of customer demand
b. Manufacturers plan ahead and try to
design ways to avoid defects in the first
place
9. SIPOC Methodology
a. Suppliers, Inputs, Process, Outputs,
Customers methodology to allow
manufacturers to trace the life cycle of the
products from supplier to customer and
identify problem areas
10. Accelerate production
a. Computer-aided-Design (CAD)
b. Computer-aided Manufacturing (CAM)
c. Computer-controlled Machines (CCM)
d. Computer-integrated Manufacturing
(CIM)
STEPS FOR QUALITY MANUFACTURING
1. Actual Process
a. Name of the process
b. Starting and ending points
c. Inputs and outputs
d. Customers and suppliers
2. Areas of Improvements
a. Durability
b. Material
c. Toxicity
d. Disintegration of parts
3. Solution for the problems
a. Brainstorming
b. Consultation through specialists
c. Feedback from those who work on the
process regularly
4. Detailed Solution
a. The personnel necessary for making
improvements
b. Project cost analysis
c. Time frame for completing the overall
improvements
d. How the improvement will affect rest of
the plant
5. Put Plan into Action
a. Involve everyone who utilize the process
in implementing the action plan
6. Evaluate
a. The process should have desired
effect
b. The problem is fixed
c. Waste eliminated
d. Improvement within budget and time
frame

Er. Ramji Tripathi
INSPECTION AND CONTROL OF PRODUCT
Product Quality Inspections will help to protect the
brand and the company’s reputation by minimizing
defective merchandise, customer complaints, non-
compliant products, and late shipments. Quality
Inspections can help manufacturers:
 Ensure product safety prior to shipping
 Minimize the amount of defective
merchandise
 Reduce customer complaints due to
inferior products
 Detect merchandise containing non-
standard or non-compliant components
 Eliminate late shipments
Based on your specific needs throughout the
manufacturing process, there are a wide variety of
quality inspection services.
Pre-Production Inspections
 Inspection of raw materials and
components before production begins.
 After product samples are provided, verify
that the factory has ordered the correct
materials, components, and accessories.
 Also randomly select and inspect a sample
of partially produced products for
potential defects, then report findings.
 The technical advice necessary to improve
product quality and to minimize the
chance of defects during production.
During Production Inspections
 They are ideal for:
o Shipments of substantial quantities;
o Product lines with continuous production;
o Strict requirements for on-time shipments;
and
o As a follow-up if poor results were found
during Pre- Production Inspection.
o Normally, it is carried out when
10-15% of the merchandise is completed.
 At this point deviations are identified.
 If any, take advice on corrective measures
that will ensure uniformity of product and
quality.
 Re-check any defects discovered during
Pre-Production Inspection and confirm
that they have been rectified.
Final Random Inspections
 It can begin only after production has been
completed and all merchandise is ready
and packed for shipment.
 Through a statistical method set by
industry standards, sample products to
verify product safety, quantity,
workmanship, function, colour, size,
packing, and more.
 This ensures that the product is consistent
and compliant with all country, industry,
or otherwise-specified requirements and
that no critical major or minor defects
appear.
Loading Supervision
 Closely monitor the loading process
 Verify product quantity, and
 Ensure proper handling of the cargo.
 Seal the container(s) tape as proof of
compliance.
 This significantly reduces the risk
associated with importing cargo.
QUALITY IN SALES AND SERVICES
 Customer’s relationship with the company
may have begun with the sale, but it’s the
service experience that really cements the
deal.
 Customers begin to see value in the
product only after they have tasted the
entire pie of service.
 An efficiently managed and utilized team
of after sales field technicians can
positively impact the.
 They have the potential to systematically
nurture customer loyalty, since service
quality has a direct relationship with
customer intent to repurchase.
 Successful cross sell and up sell of related
products is also easier if existing
customers are satisfied with the support
they have received.
 Team of after sales field technicians have
the potential to directly contribute to
organization’s revenue stream.
 Methods for establishing a quality
reputation:

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Er. Ramji Tripathi
 Only those product should be sold which
fully meet the customer’s requirement
 Adjustments of warranty claims
 Effective after sales service
GUARANTEE
 A promise or assurance, especially in
writing, that something is of specified
quality, content, benefit, etc., or that it will
perform satisfactorily for a given length of
time.
 An undertaking by the selling company
that it will replace the product free of cost
or refund the money if the defect is due to
improper material or faulty manufacture.
 It convinces the customer about the
quality of the product.
 It is a powerful sales tool.
 Following information included in
guarantee card:
o Validity period
o Manufacturer’s liability
o Claim procedure
o Invalidation conditions
ANALYSIS OF CLAIMS
 Claims analysis is a technique for
examining the positive and negative
consequences of design features that are
described in current or future scenarios of
use.
 A “claim” is a statement of the
consequences of a specific design feature
or artifact on users and other stakeholders.
 Investigation of claims involves thorough
technical knowledge of the product.
 Guarantee claims may be investigated by
quality control department.
 The minor claims can be settled by
regional service centres and the major
ones may be referred to the company.
 Procedure for claim should be simple.

Total Quality management unit 1

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