Soft Concepts of TQM in Total Quality Management

 International Educational Leadership Speaker.
Provides consultation on Lean and leads Kaizen,
TPM, Cellular system & Moonshine set up.
 A multi skill Innovator with Mechanical background
that adopts Green Living and rode 18,290km thru 24
Countries over 5 months from Penang to London on
a 125 CC Kapcai.
 Founder of Tim’s Waterfuel, an alternative HHO gas
supplement using Water that adds power, millage &
reduce Co2 emission on automobiles.
 An NGO Community worker for Prison, Drug
Rehabilitation and Crisis Relieve & Training (CREST)
Malaysia, an organization that respond to Crisis &
Flood.
Timothy Wooi
Add: 20C, Taman Bahagia,
06000, Jitra, Kedah
timothywooi2@gmail.com
Trainer’s ProfileTrainer’s Profile
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.

DELL, Penang 11 Jan 2016
The Importance of Quality in Manufacturing
Dell Asia Pacific Sdn. Bhd.
Plot 76, Kawasan Perusahaan Bukit
Tengah, 14000, Bukit Mertajam, Pulau
Pinang, Malaysia. Tel 04-508 7119

Quality plays a major role in today’s manufacturing
environment.
Understanding Customer
needs and monitoring
process behaviors and
variation to safe guard
Customer from receiving a
defect is key in assuring
Quality.
Superior Quality, reduce Cost
and on-time Delivery (QCD)

Course Objective
This 1 day training program focus on the on the “Soft”
TQM Concepts to provide and equip Participants with
a better understanding TQM and
its practices and to
understand why TQM is so
important as a mechanism to
ensure Quality to Customer,
as well as to comply to
Quality procedures to ensure
Quality being delivered to
Customer.

continuously improve
the organization’s
processes,
products and
services.”
TQM involves ALL employees in using quantitative
methods to:

Class outlines:
The “Soft” Side of TQM resulted in the identification of
nine (9) key principles most commonly found in Quality
management.
1) Total Employee Involvement
2) Continuous Improvement
3) Continuous Training
4) Teamwork
5) Empowerment
6) Top-management Commitment
and Support
7) Democratic Management Style
8) Customer/Citizen Satisfaction
9) Culture Change

2. “Hard” TQM Practices in Quality Management
covers: Techniques,
 tools and systems;
 Statistical Process Control;
ISO 9000 series;
 Pareto Analysis;
 Matrix Diagram;
 Histograms;
Tree Decision Diagram;
Critical Path Analysis;
Fishbone or Ishakawa
Diagram.
Both are philosophy and sets of management guiding
principles for managing an organization.

Benefits
Participants will gain the followings at the completion
of the program:
 allows understanding of Customer needs and to be part
of the team in a total organizational approach responsible
for Quality and..
 to equip Participants with
knowledge to use quantitative
methods to continuously
improve organization’s
processes, products and
services.

The Pencil Parable
Take 5!
Relax &
Watch!

What does the word ‘Quality’ means to you ?
Delighting .. 1st
meet, then exceed and 3rd
make you
happy!

Quality is meeting the required standards of Satisfaction
In 21st
Century, Quality is “ Delighting the Customer by
continuously meeting and improving upon agreed specifications,
also continuous innovation on improvements”

Craft Manufacturing
• Late 1800’s
• Car built on blocks in the barn as workers
walked around the car.
• Built by craftsmen with pride
• Components hand-crafted, hand-fitted
• Excellent quality
• Very expensive
• Few produced
The Wasteful FactoryThe Wasteful Factory

Mass Manufacturing
• Assembly line - Henry Ford 1920s
• Low skilled labor, simplistic jobs, no pride in work
• Interchangeable parts
• Lower quality
• Affordably priced for the average family
• Billions produced – all identical “ You can choose any
color as long as its Black ”
The Wasteful FactoryThe Wasteful Factory

• Cells or flexible assembly lines
• Broader jobs, highly skilled workers, proud of product
• Interchangeable parts,
even more variety
• Excellent quality mandatory
• Costs being decreased through process improvements.
• Global markets and competition.
The Lean FactoryThe Lean Factory
Lean Manufacturing

The Origin of Lean Manufacturing
Pioneered by Taichii Ohno and the Toyota Company
in the 1970’s. New paradigm to simultaneously improve
quality reduce cost and reduce delivery time (QCD) from
start of order.
Coined “Lean Manufacturing ” in 1990 by James Womack
and Daniel T. Jones in the book “The Machine that
Changed the World”
Allowed Toyota to penetrate
the American market by
delivering superior quality
at an affordable price.
Toyota Production System
initiated a revolution in
manufacturing strategy

Best Quality - Lowest Cost - Shortest Lead Time
Shortening Production Flow by Eliminating Waste
Just in Time
What is needed
When is needed
exactly right Amount
• Continuous Flow
• Pull System
• Level Production
(Heijunka)
Jidoka
“Built in Quality”
• Manual / Automatic
Line Stop
• Labor-Machine
Efficiency
• Error Proofing
• Visual Control
Flexible, Capable,
Highly Motivated
People
Standardized Work
Total Productive Maintenance
Robust Products & Processes
Supplier InvolvementOperational
Stability
Lean MethodologiesLean Methodologies
TOYOTA PRODUCTION
SYSTEM

21st
Century: Global Competition
The globalization of trade has exposes local
industries to new Competitive pressures.
Old View: Cost + Profit = Price
New View: Price – Profit = Target Cost
Order Qualifiers in a Global Market:
Superior Quality, Competitively Priced, Quick Delivery
Order Winners in a Global Market:
Products and Services that are valued by the customer.

Characteristics of World Class Manufacturers
Delivery
CostQuality
Customer-Value Focused
Lean Production System
L e v e l P r o d u c t i o n
JIT
JIDOKA
5S / V i s u a l M a n a g e m e n t
Relentless R e m o v a l o f W a s t e
LEAN PRODUCTION SYSTEM
Mechanic
Material
Machine
Standard
Work Takt
Time
SWIP
Operational
Availability
1 piece
Flow
Pull
system
Kaizen Methodology
Radical Change – Kaikaku
Kaizen Workshops
Daily Improvements – Standard Work
People Based
System
Cost + Profit = Price
Price – Profit = Target Cost

CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT == KAIZENKAIZEN
IMPROVEMENTIMPROVEMENT
WITHOUTWITHOUT
ENDINGENDING
In Japanese,
KAI
Change
ZEN
Good
KAI ZEN=
Change for
better
The small, gradual, incremental changes
applied over a long period can be add up
for a major impact on business in the
future.
Qualifiers of 21st Century & Skills

Why Kaizen
To continuously eliminate waste without removing the
value added activities in the process
Processing
Transportation
Waiting
Movement
MUDA
Take
all
FOUR
I need
ONE!
DefectsDefects
Over Production
InventoryInventory
Qualifiers of 21st Century & Skills

TQM is the mutual co-operation of everyone in an
organization and associated business processes
to produce products and services, which meet and
exceed the needs and expectations of customers.
Two important aspects
that comprise TQM
management are:
1. Soft TQM Concepts and
2. Hard TQM Practices.

continuously improve
the organization’s
processes, products
and services.”
TQM that involves ALL in using quantitative
methods to:
Soft TQM Concepts

TQM is a holistic approach to long-term success that
views continuous improvement in all aspects of an
organization as a process and not as a short-term goal.
Soft TQM Concepts
It aims to radically
transform the organization
through progressive
changes in the attitudes,
practices, structures and
systems.

Soft TQM Concepts
TQM transcends the product quality approach, involves
everyone in the organization, and encompasses its
every function:
administration,
communications,
distribution,
manufacturing,
marketing,
planning,
training,
etc.

Who wants what...
Customer Needs &
Expectation
Low Cost
High Quality
Availability
Company needs &
expectation
Profit
Repeat Business
Growth
Cash !!Cash !!$
Value !!Value !!
The Money Business Now!The Money Business Now!

Employee Involvement
Employee involvement can be defined as:
The direct participation of staff to help an
organization fulfill its mission and meet its
objectives by:
applying their own ideas
 expertise, and efforts
towards
 solving problems and
 making decisions.

1. “Soft” TQM Concepts in Quality Management
covers:
TQM Concepts;
Total Employee Involvement;
Continuous Improvement:
Continuous Training;
Teamwork Empowerment;
 Top-management
Commitment and Support;
Democratic Management
Style;
Customer/Citizen Satisfaction;
 Culture Change.

1) Total Employee Involvement1) Total Employee Involvement
The “total” element of
TQM implies that every
organizational member is
involved in quality
improvement processes in
the “distribution of
intelligence” for resolving
problems.
TQM, involves everyone in an organization.
Increase employees’ participation in the overall quality
strategy brings an increased flow of information and
knowledge.

2) Continuous Improvement2) Continuous Improvement
Organizational output goes with continually improve
performance.
Quality improvement
is continuous, with
emphasis on seeking
improvement
opportunities, not just
holding the status
quo.

The PDCA cycle, a
four-step method for
control and
continuous
improvement of
process and project.
The focus is on
planning,
prevention, and
anticipation.
PDCA (plan – do – check – act) was made popular
by Dr. W. Edwards Deming.

PDCA Cycle step i) Plan
This is again divided into 3 steps
1st
Identifying the problems
in the current process. Find
a countermeasure to
solving problems and not
just finding the solutions.
This avoids future recurrence - the primary goal of
Continuous Improvement.

PDCA Cycle step i) Plan
2nd
Determine the target
Understand the problem and the issues which
occurred in the process. This way, you will determine
what are the improvement points to focus on.
3rd
Define the improvement
actions
These actions should be
gradually improved with
changes at a pace
manageable and not
everything immediately.

PDCA Cycle step ii) Do
After defining the improvement points, Make a plan
to implement them.
Questions to consider:
What steps should be
done to achieve the
plan?
When to finish this
plan?
Once the plan is established, implement it with a
completion time frame.

PDCA Step iii) Check
Evaluate & measure the effectiveness of the
improvement actions.
In this phase, the goal is to check whether the
improvement actions were implemented successfully
as well as to evaluate whether achieved the desired
target.
Does the solution provide
a Countermeasure?
Analyze whether it could
be improved further in
any way.

PDCA Step iii) Check
Use metrics. Metrics are essential to successful
organization management.
Collect data and use
them to measure
parameters such as
productivity, quality…
etc.

PDCA Step iv) Act
When the improvement actions are implemented
successfully as well as the target is met, do the
following-
Review the improvement
activities and take action on
lessons learned.
Standardize the improvement
point in the management process.
Update the Quality documents
as well as the Standard Process
documents
Determine when and where to apply these changes in the
next project.

Later Deming modified PDCA to PDSA "Plan, Do,
Study, Act" (PDSA) so as to better describe the
nature of → continuous improvement.
Study: Evaluate the
new processes and
compare the results
against the expected
results to ascertain
any differences.
Show how the quality
of goods can be
improved. >>>

Act: Analyze the differences to determine their
cause. Each will be part of either one or more of the
P-D-S-A steps. Determine where to apply changes
that will include improvement.
When a pass through
these four steps does
not result in the need
to improve, refine the
scope to which PDSA
is applied until there is
a plan that involves
improvement.

3) Continuous Training
Training, a key to manufacturing success, is
essentially a way of organizing and involving the
whole organization; every department, every activity,
every single person at every level” to be trained on
new tools and methodology.
“ quality training must be
continuous to meet the
changes in technology and
changes involving the
environment in which an
organization operates, its
structure.

“Hard” TQM Practices in Quality Management
focused on Continuous Training which covers:
Techniques,
ISO 9000 series;
 Matrix Diagram;
 Histograms;
Fishbone or Ishakawa Diagram.
3) Continuous Training 3) Continuous Training

Definition: cooperative or coordinated effort on the
part of a group of persons acting together as a team
or in the interests of a common cause.
 to increase performance,
employee unity and
company culture.
Companies that must frequently
develop new ideas or products
using a project-based approach
assemble teams in order to
diffuse responsibility.
4) Teamwork

4) Teamwork4) Teamwork
Teamwork an important outcome and a condition
for continuous improvement are generally viewed
as more powerful and effective work entities than
individuals.
Teams should include
employees from all the
hierarchical levels, layers, and
from all the departments of the
enterprise to make work more
flexibly and to develop mutual
trust among members.

Empowerment gives people the ability, confidence,
and commitment to take responsibility and
ownership to:
 improve the process and
 initiate necessary steps
to satisfy customer
requirements within well-
defined boundaries to
achieve organizational
values and goals.
5) Empowerment

Empowerment supports an organization's efforts by
placing the responsibility in the hands of those who
know these processes best,…
… to participate
directly in the
organization's
mission or purpose.
1.Delegate: Entrust (a task or responsibility) to another person, typically
one who is less senior than oneself. "he delegates routine tasks"
5) Empowerment 5) Empowerment

Top managers “have to take charge personally,
lead the process, provide direction, exercise forceful
leadership, including dealing with those employees
who block improvement and maintain the impetus.
“Senior managers need to
define the quality objectives
of the organization to
provide direction and clarity
and to communicate these
continually within the
organization”
6) Top-management Commitment and Support

6) Top-management Commitment and Support 6) Top-management Commitment and Support
Companies with high top management commitment
have the ability to produce high quality products, in
contrast with firms with low top management support.

Importance of TQM management style is Open and
Democratic/Participative Style.
The fundamental TQM
management approaches
“is that it is more
democratic and
participative, which
“…involves soliciting
input from empowered
employees”
7) Democratic Management Style

7) Democratic Management Style7) Democratic Management Style
Democratic leadership
style always involves
participative decision-
making.
It empowers employees to
have a strong hand
in managing organizations.
The democratic leadership style is based on mutual
respect. It is often combined with participatory
leadership as it requires collaboration between
leaders and the people they guide.

7) Democratic Management Style7) Democratic Management Style

Managers vs Leaders
Take 5!
Relax &
Watch!

Customer satisfaction, a frequently used marketing
term is a measure of how products and services
supplied by a company meet or surpass customer
expectation. Customer satisfaction is
defined as "the number of
customers, or percentage of
total customers, whose
reported experience with a
firm, its products, or its
services (ratings) exceeds
specified satisfaction goals
8) Customer/Citizen Satisfaction

8) Customer/Citizen Satisfaction8) Customer/Citizen Satisfaction
A happy (or satisfied) customer
often doesn’t say anything or
tells just a few friends, but an
unhappy (or dissatisfied)
customer tells many more
people to warn them.
“A happy customer tells a friend; an unhappy
customer tells the world”
The exact words (and number of people told) vary, but the
adage became popular in the mid-1980s, when the
American Management Association conducted a business
study of the phenomenon.

8) Customer/Citizen Satisfaction8) Customer/Citizen Satisfaction
Customer satisfaction is the driving force for an
organization to improve its performance to both
Customers: external (clients, government regulatory
bodies, the public) and internal (employees,
different departments)
Both external and internal
Customers have needs.
TQM stresses the
importance of satisfying
those needs.

A supportive organizational culture is the common
denominator of all the “soft” aspects of TQM.
Quality culture binds together all of aforementioned
TQM concepts.
It nurtures high-trust social
relationship, and develops a
shared sense of membership
as well as a belief that
continuous improvement is for
the good of everyone within
the organization.
9) Culture Change

9) Culture Change9) Culture Change
Change
… defined as making a
difference in something
compared to an earlier state,
transforming or converting
something, or simply
becoming different.
Culture
…. is a way of life of a group of people - the behaviors,
beliefs, values, and symbols that they accept, generally
without thinking about them, and that are passed along
by communication and imitation from one generation to
the next.

Culture Change
…..modification of a society through innovation,
invention, discovery, or contact with other societies

Organizational culture affects and alters employees’
actions and perceptions of all aspects of their work in
order to include quality.
Culture acts as a force for
cohesion in organizations
and therefore can support
or inhibit the process of
change towards TQM
application.

Next after this, “Hard” TQM Practices
Techniques,
ISO 9000 series;
 Matrix Diagram;
 Histograms;
Fishbone or Ishakawa
Diagram.
Both are philosophy and sets of management guiding
principles for managing an organization.
……which covers:

What to Expect in the Future
• Training
• Communication
• Elimination of Waste (NVA)
• Continuous Improvement
• Visual Factory
• More efficient layouts
• Roles & Responsibilities
• More involvement / ownership
• Long term GROWTH!!

The Trainer
This training course is developed and conducted by Timothy
Wooi who has 30 over years of practical Industrial Engineering
work in different industries, both overseas and Malaysia.
He is the Course Focal for the Team Building & Lean Production
Training Course Series and a certified Kaizen Leader driving
Lean & Kaizen Improvement Projects.
Timothy Wooi is the Principal Consultant for LEAN. He also
provides Technical Consulting services on Lean Production
System, TPM, Kaizen, Quick Changeover, Cellular system set
up, Production Line Balancing, Factory Layout Planning and
Small Group Activities.

Soft Concepts of TQM in Total Quality Management

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