Unit 2 Total Quality Management.............

Unit 2.
Principles and Philosophies of Quality Management
Syllabus
Overview of the contributions of Deming, Juran Crosby, Taguchi techniques – introduction,
loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality
circle, Japanese 5S principles and 8D methodology.
 TQM Guru:
By definition, a guru is a good person, a wise person and a teacher. A quality guru
should be all of these, plus have a concept and approach to quality within business that has
made a major and lasting impact.
The implementation of TQM has been strongly influenced by the writings of Deming
(1986), Juran (1993), Feigenbaum (1993), Ishikawa (1993) and Crosby (1989) which
helped us to understand concept of TQM.
1. W. Edwards Deming (1900-1993)
 Dr. William Edwards Deming has achieved world-class recognition for his
contributions to quality improvement. He was born in Iowa in October 1900. He
received his Ph.D. in mathematical physics from Yale University, then joined the US
Department of Agriculture as a mathematical physicist. Deming studied under the
eminent statistician R.A. Fisher in London, and he was also influenced by the
originator of statistical process control (SPC), Dr. Walter Shewhart.
 During 1941 Deming lectured in Statistical Methods to American industrialists,
engineers and inspectors primarily involved in the war effort. The programme had a
dramatic effect on productivity and scrap reduction. When the war was over, these
advances were not sustained, which Deming attributed to failure to get the message
through to management.

 Following a visit to Japan, connected with a Japanese census. Deming was invited by
the Japanese Union of Scientists and Engineers (JUSE) to present a lecture course to
Japanese research workers, plant managers and engineers on quality control methods.
Deming, learning from previous experience, requested that he should also give a
presentation to Japan’s Chief Executive Officers. During 1950 he spoke to 100 of the
industrial leaders, in 1951 he presented to a further 400. In the years following, the
widespread adoption of his ideas became fundamental to the Japanese, whose
industries developed to lead the world. In the USA, however, it was not until 1979 that
Deming was listened to, when he was working with the Nashua Corporation. Deming
has been awarded one of Japan’s most distinguished honours, the second order of the
sacred Treasure, for his contribution to Japanese quality. The Deming prize and
Deming price for application are awarded by JUSE in honour of his contribution to
quality.
 Deming has identified the customer as ‘the most important part of the production line.
It will not suffice to have customers that are merely satisfied customers that are
delighted with your products and services will return again and bring new business
with them’. It therefore follows that the supplier should develop products and services
ahead of customer demands and not wait until the customer needs them because by
then it will be too late and competitors will have stolen the market.
 The Deming approach is the systematic improvement of quality. Improved quality
leads to reduce rework fewer delays and better utilization of equipment. As
productivity improves and the company is able to market better quality at a lower
price, the company is in a good position to provide security of employment and
consequently stay in business. Deming’s lectures in the 1950s drew upon his statistical
background, where one of the central themes was variability of process. In each
process whether it be a manufacturing or service operation, there are two contributions
to variability - those attributable to individual machines or operations (’special
causes’), and those related to weakness of the management systems (’common

causes’). It is to the elimination of the common causes that Deming addresses his
‘fourteen points’.
Deming saw the ‘fourteen points’ as the basis for change.
1) Create constancy of purpose towards improvement of product and service, with the aim
to become competitive, to stay in business and to provide jobs.
2) Adopt the new philosophy. We are in a new economic age, created by Japan,
Transformation of Western management style is necessary to halt the continued decline
of industry. We can no longer live with commonly accepted levels of delays, defective
materials and workmanship.
3) Cease dependence on inspection to achieve quality. Eliminate the need for mass
inspection by building quality into the product in the first place using statistical
techniques.
4) End the practice of awarding business on the basis of price tag. Purchasing must be
considered with the design of product, manufacturing and sales to work with the
chosen supplies; the aim is to minimize total cost not merely initial cost.
5) Improve constantly and forever every activity in the company, to improve quality and
productivity and thus constantly decrease costs.
6) Institute training and education on the job, including management.
7) Institute supervision the aim of supervision should be to help people and machines to
do a better job. Supervision must react to adverse conditions.
8) Drive out fear, through effective communication, 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 tackle anything that may be encounter with the
product or service.
10) Eliminate slogans, and targets for the work force asking for zero defects and new
levels of productivity without provision of the methods to achieve this.
11) Eliminate work standards that prescribe numerical quotas for the day. Substitute aids
and helpful supervision, using the methods to be described.

12) a) Remove the barriers that job the hourly workers of the right to pride of
workmanship. The responsibility of the supervisor must be changed from total
numbers to quality.
b) Remove the barriers that job people in management and in engineering of their
right to pride of workmanship. This means, inter merit rating and of management by
objective.
13) Institute a dynamic programme of education and retraining. New skills are required
for changes in techniques, materials and service.
14) Put everybody in the company to work, to accomplish the transformation. Define top
management’s commitment to improving quality and productivity.
In addition to the fourteen points, Deming has highlighted common obstacles to
achieving quality.
These are the seven deadly diseases of which the first four are :
 lack of constancy of purpose.
 emphasis on short-term profits.
 mobility of management.
 running a company on visible figures alone.
 Philip B. Crosby (1926-2001)
 Philip B. Crosby has obtained world recognition for his consultancy and approach to
quality improvement.
 After serving in the navy in the Korean War, Corsby become quality manager on the
first Pershing Missile Programme. It was here that the concept of zero defects was
born. He worked his way up through ITT and for fourteen years was corporate vice-
president with worldwide responsibilities for quality. Following, the success of his
book ‘Quality is Free’, published in 1979.
 Crosby advocates a top down approach, this is because, like other gurus, he believes
that over 80% of problems are management caused and fewer than 20% are caused by

workers. For this reason executives and managers are the first to be educated under a
Crosby programmes.
 They then cascade the ‘four absolutes’ are the cornerstones of the Crosby philosophy.
They are :
1. Quality is defined as conformance to requirements. Quality does not mean goodness
or excellence; we should all concentrate on identifying requirements and improving
them.
2. The system for causing quality is prevention, not appraisal.
3. The performance standard must be zero defects, not ‘that’s close enough.
4. The measurement of quality is the price of non-conformance. Crosby estimates that
manufacturing companies spend 25% of turnover on doing things wrong or reworking
and service companies spend up to 40% on non-conformance.
 The improve quality (and to reduce the price of non-conformity) Crosby has proposed
a fourteen-step approach. This is as follows :
1) Management commitment
To make it clear where management stand on quality. A policy statement should be
agreed by operating management and implemented.
2) Quality improvement team
The team is set up to manage the quality improvement programme. Members of the
team should be drawn from across the company.
3) Quality measurement
– The method is to display current and potential non conformance problems in a manner
which can be readily understood and evaluated. The objective is to evaluate trends,
identify problems and develop corrective actions.
4) Cost of quality
– To define and measure the cost of quality. This is the sum of failure, appraisal and
prevention costs and according to Corsby it should be less than 2.5% of sales turnover.
5) Quality awareness

– Quality awareness should be a low key activity and comprise two activities, regular
management/employee communication meetings and published information through
posters and house magazines.
6) Corrective action
– As problems are identified by previous steps they should be tackled to prevent
recurrence. Problems should be solved by local work groups if possible, if they are
complex or long range they can be referred to a task team specially established by
management.
7) Zero defect planning
– Zero defects (ZD) is a central plank in the strategy and therefore planning how to
launch and how to gain employee commitment to this phase is important.
8) Employee education
– Training, particularly of supervisors is essential if the ZD launch is to succeed.
9) ZD day –
The ZD day is an event which ensures all employees know there has been a change. It is
frequently accompanied by celebrations and show business razzmatazz.
10) Goal setting –
Supervisors encourage their work groups to set improvement goals eg. reduction in
defectives and publish results of improvements.
11) Error cause removal –
Employee are encouraged to submit problems. Management has to react to these
suggestions to maintain the momentum of the programme.
12) Recognition –
All individuals should receive appreciation for their contribution, the most effective
recognition is not financial but peer group oriented.
13) Quality councils –
Quality professionals should meet on a regular basis to develop themes for
improvements.
14) Do it all over again –

The quality improvement programme of never-ending improvement.
 Joseph M. Juran (1904-2008)
Juran suggests an organizational approach which focuses on management of two
levels. A first level, oriented towards top management, emphasizes quality as the
fitness for use by consumers, while a second level consists of a breakdown of first
level quality missions into missions oriented towards departments in the firm. For these
departments, it is then necessary to work in accordance with specifications designed to
achieve the fitness for use, the key aspects of the first quality level involve, according
to Juran.
 Product design
 Conformance to specification
 Availability
 Reliability
 Maintainability and
 Serviceability.
To achieve it, however, Juran recommends that we also follow an unending cycle
which is given by
1) Market research
2) Product development
3) Design
4) Manufacture and planning
5) Purchasing
6) Production process control
7) Inspection
8) Tests
9) Sales and finally feedback through market research.

For Juran, top management is important as it is an essential actor in the everlasting
process of market research to manufacture to sales. For the quality management
process, Juran proposes three phases –
a) The Control Sequence, which seeks to solve sporadic problems. This is in essence
the function of quality control. Here statistical techniques as well as tolerance fool
proofing are used.
b) The Breakthrough sequence, which consists of quality improvement by solving
chronic problems. To do so, Juran recommends that we use the ‘Universal process’ for
quality improvement, consisting of study the symptoms, Diagnose the causes and
Apply remedies. In this sequence, Juran advocates a project-by-project improvement.
At any time, many such projects are ongoing simultaneously. The breakthrough
sequence requires a breakthrough in attitudes.
c) Institutionalization of the review process over the quality management process. In
such a program, short and long-term goals are made explicit, priorities are set up and
relationships between the firm and the quality strategy are drawn.
Throughout these phases, Juran recommends that training be given a top priority.
 Genichi Taguchi (1924-2012)
 Dr. Genichi Taguchi is executive director of the American Supplier Institute Inc, and
also director of the Japan Industrial Technology Institute. Born in 1924, he graduated
from Kiryu Technical College and received a doctorate in science from Kyushu
University in 1962.

 Taguchi joined the Electrical Communications Laboratory (ECL) of Nippon and
Telegraph Company in 1949 and worked there until 1961 to improve the productivity
of the ECL’s research and development activities. He went to the USA in 1962 and
visited Princeton University as a research associate. He returned to Japan and was a
Professor at Aoyama Gakuin University in Tokyo until 1982. During which time he
served as a consultant to major Japanese corporations such as Toyota Motors, Fuji
Film and Nippondenso.
 His major contribution has involved combining engineering and statistical methods to
achieve rapid improvements in costs and quality by optimizing product design and
manufacturing processes.
 Taguchi’s techniques aim to go a stage further than the principles of eliminating
causes of problems, by Total Quality Management allowing the user to design products
or processes that are insensitive to causes.
Taguchi Loss Function
In 1960 Taguchi had shown that if the design intent of the target value was the
value at which the design, whether product or process, functioned best, then any
deviation from that value meant an incremental deterioration of performance and
incurred a loss. This loss was passed on to the next customer, whether internal or
external, so that ultimately both the company and society would experience that loss in
some way.
Close to the target value, the loss is minimal, but loss increase parabolically as the
deviation increases to a point where the customer would find the product no longer
acceptable and go for sourcing elsewhere. This concept is shown in Fig.
It can be seen that any deviation from target value of a critical characteristic may now
be evaluated not only in dimensional terms but also in financial ones.

where
L = cost incurred as quality deviates from the target
y = performance characteristic
τ = target
k = quality loss coefficient
 Parameter and Tolerance Design:
Parameter design and tolerance design are integral components of Total Quality
Management (TQM), contributing significantly to the achievement of high-quality
products and processes. These concepts, often associated with the work of Dr. Genichi
Taguchi, focus on optimizing the design and manufacturing processes to ensure robust
performance and customer satisfaction.
 Parameter Design
Parameter design involves optimizing the values of controllable factors or
parameters in a product or process to achieve the desired performance characteristics.
The objective is to design products that are robust, meaning they can withstand
variations in factors that are difficult to control.
1. Orthogonal Arrays:

Taguchi introduced the use of orthogonal arrays to efficiently conduct experiments
and analyze the effects of multiple parameters simultaneously. This helps identify the
optimal combination of factors for improved performance.
2. Signal-to-Noise (S/N) Ratio:
The S/N ratio is a key metric used in parameter design. It represents the
relationship between the mean performance and the variability. Maximizing the S/N
ratio implies minimizing the impact of variability on performance.
Benefits:
a. Robustness:
Parameter design aims to create products and processes that are insensitive to
variations, ensuring consistent performance in the face of external factors.
b. Efficiency
The use of orthogonal arrays allows for the exploration of multiple factors in a
systematic and resource-efficient manner.
 Tolerance Design:
Tolerance design involves setting acceptable limits or ranges for key product
characteristics to ensure that the product functions reliably under normal variations in
manufacturing and usage conditions.
1. Loss Function:
Taguchi introduced the Loss Function to quantify the loss or cost associated with
deviations from the target value. The goal is to minimize this loss by optimizing
tolerances.
2. Nominal-the-Best and Smaller-the-Better Approaches:
Depending on the specific requirements and context, tolerance design may focus on
achieving a target value (nominal-the-best) or minimizing the deviation from a target
(smaller-the-better).
Benefits:
1. Reduced Variation:

Tolerance design aims to minimize the variation in product characteristics, leading to
a higher degree of consistency in product performance.
2. Cost Savings:
By setting optimal tolerances, organizations can avoid unnecessary costs associated
with rework, scrap, and warranty claims.
 Signal-to-Noise (S/N) Ratio:
The Signal-to-Noise (S/N) Ratio is a fundamental concept in quality engineering
and statistical analysis, particularly associated with the work of Dr. Genichi Taguchi.
This ratio serves as a crucial metric for assessing the performance and quality of a
product or process by examining the relationship between the signal (desired output or
target) and the noise (variability or undesired deviation).
The S/N ratio is a statistical measure used to quantify the quality of a product or
process by comparing the magnitude of the signal (desired output or target) to the
magnitude of the noise (variability or deviation from the target). In the context of
quality engineering, a higher S/N ratio is indicative of better performance and
increased robustness against variations.
1. Signal (S):
- The signal represents the desired output or target value that a product or process
aims to achieve.
- It is the measurable characteristic or parameter that reflects the primary objective
of the system.
2. Noise (N):
- Noise refers to the variability or undesired deviation from the target value.
- It represents factors that introduce randomness or inconsistency into the system.
- The S/N ratio is calculated by taking the ratio of the mean of the signal to the
standard deviation of the noise.
- Different variations of the S/N ratio exist, depending on the context and the nature
of the measurement (e.g., smaller-the-better, larger-the-better, nominal-the-best).
Types of S/N Ratios:

1. Larger-the-Better (S/NL):
Used when a larger output or response is considered desirable. The third S/N ratio is
larger-the-better. It is used where the largest value is desired, such as weld strength,
gaso-line mileage, or yield. From a mathematical viewpoint, the target value is 00.
Like the loss function, it is the reciprocal of smaller-the-better.
The equation is
2. Smaller-the-Better (S/NS):
Applicable when a smaller output or response is preferable. The S/NS ratio for
smaller-the-better is used for situations where the target value (τ) is zero, such as
computer response time, automotive emissions, or corrosion.
The equation is
The negative sign is used to ensure that the largest value gives the optimum value for
the response variable and, therefore, robust design. Mean standard deviation (MSD) is
given to show the relationship to the loss function.
3. Nominal-the-Best (S/NN):
Used when the aim is to achieve a specific target value. It is used wherever there is
a nominal or target value and a variation about that value, such as dimensions,
voltage, weight, and so forth. The target (τ) is finite but not zero. For robust (optimal)
design, the S/N ratio should be maximized.
The nominal-thebest S/N value is a maximum when the average is large and the
variance is small. When the average is off target on the high side, the S/NN value can
give more favorable information; when off target on the low side, the value can give
less favorable information. Taguchi’s approach is to reduce variation and then bring

the average on target. Another S/NT ratio, called target-the-best, eliminates these
problems provided the target is known.
 Quality Circles in Total Quality Management (TQM)
Total Quality Management (TQM) is a comprehensive approach to improving
the quality of products and services within an organization. One of the key
components of TQM is the concept of Quality Circles, which plays a crucial role in
fostering continuous improvement and employee involvement.
Quality Circles are small groups of employees who voluntarily come together to
identify, analyze, and solve work-related problems. This collaborative approach
empowers employees to actively contribute to the organization's overall quality
enhancement.
Principles of Quality Circles:
1. Employee Involvement:
Quality Circles emphasize the active participation of employees in decision-making
processes. This involvement not only enhances employee morale but also taps into the
diverse skills and experiences of the workforce.
2. Problem Identification and Analysis:
Members of Quality Circles are encouraged to identify and analyze problems within
their work areas. This involves a systematic approach to understanding the root causes
of issues, promoting a deeper understanding of processes.
3. Continuous Improvement:
Quality Circles are instrumental in promoting a culture of continuous improvement.
By addressing small-scale issues regularly, organizations can prevent these problems
from escalating into larger, more complex challenges.
4. Teamwork and Collaboration:

Collaboration is at the core of Quality Circles. Team members bring different
perspectives to the table, fostering creativity and innovation in problem-solving. This
collaborative environment helps build strong team dynamics.
5. Employee Empowerment:
Quality Circles empower employees to take ownership of their work and contribute
to the improvement of processes. This empowerment leads to increased job
satisfaction and a sense of responsibility.
6. Communication and Feedback:
Effective communication is vital within Quality Circles. Members share insights,
ideas, and feedback openly, creating an environment where information flows freely,
contributing to a culture of continuous learning.
Steps in the Quality Circle Process:
1. Selection of Members:
Employees with diverse skills and knowledge are chosen to form a Quality Circle.
This ensures a variety of perspectives are considered during problem-solving.
2. Identification of Problems:
The team identifies specific problems or challenges within their work area that
require attention. These could range from process inefficiencies to quality issues.
3. Analysis of Problems:
Quality Circles use various problem-solving tools and techniques to analyze the root
causes of identified issues. This analysis helps in developing effective solutions.
4. Generation of Solutions:
Team members work together to brainstorm and generate potential solutions to the
identified problems. This collaborative effort often leads to innovative and practical
ideas.
5. Implementation of Solutions:

Once solutions are agreed upon, the Quality Circle takes steps to implement the
changes. This phase involves close monitoring and evaluation to ensure the
effectiveness of the implemented solutions.
6. Review and Feedback:
After implementation, the Quality Circle reviews the outcomes and gathers
feedback. This step is crucial for learning from the process and making further
improvements.
Quality Circles, as an integral part of Total Quality Management, contribute
significantly to organizational success. By fostering employee involvement, problem-
solving, and continuous improvement, Quality Circles create a workplace culture that
values collaboration and innovation. Through these small yet impactful initiatives,
organizations can enhance overall quality, efficiency, and employee satisfaction,
ultimately leading to sustained success in a competitive business environment.
 Importance of Quality Circles
Total Quality Management (TQM) is a holistic approach to organizational
management that aims to enhance the quality of products and services through
continuous improvement initiatives. One of the key components that significantly
contribute to the success of TQM is the establishment and utilization of Quality
Circles. These small, employee-driven groups play a pivotal role in fostering a culture
of collaboration, problem-solving, and continuous improvement within an
organization.
1. Employee Involvement and Empowerment :
Quality Circles provide a platform for employees at all levels to actively participate
in decision-making processes. This involvement not only empowers employees by
giving them a sense of ownership but also taps into their diverse skills, knowledge,
and experiences.
2. Problem Identification and Resolution:
Quality Circles serve as a dedicated forum for identifying, analyzing, and solving
problems at the grassroots level. By encouraging employees to address issues within

their work areas, organizations can prevent the escalation of problems and foster a
proactive approach to quality improvement.
3. Continuous Improvement Culture:
Quality Circles promote a culture of continuous improvement by addressing small-
scale issues on an ongoing basis. This approach prevents the accumulation of
problems and encourages a mindset of constant innovation and enhancement
throughout the organization.
4. Enhanced Communication and Collaboration:
The collaborative nature of Quality Circles fosters improved communication and
teamwork among employees. As team members share insights and ideas, they
contribute to a positive and open communication culture, enhancing overall
organizational cohesion.
5. Skill Development and Knowledge Transfer:
Participation in Quality Circles provides employees with opportunities to develop
problem-solving, analytical, and interpersonal skills. Additionally, it facilitates the
transfer of knowledge and best practices among team members, contributing to overall
organizational learning.
6. Increased Employee Morale and Satisfaction:
The active involvement of employees in Quality Circles boosts morale and job
satisfaction. When employees feel that their opinions are valued and their
contributions make a difference, it leads to a more engaged and motivated workforce.
7. Cost Reduction and Efficiency Improvement:
Quality Circles contribute to cost reduction by addressing inefficiencies and process
bottlenecks. The continuous improvement efforts of these circles result in streamlined
processes, reduced waste, and increased operational efficiency.
8. Customer Satisfaction:
Through the identification and resolution of quality issues, Quality Circles play a
crucial role in meeting or exceeding customer expectations. Satisfied customers
contribute to long-term success and sustainability for the organization.

9. Organizational Learning and Adaptability:
Quality Circles facilitate organizational learning by encouraging a systematic
approach to problem-solving. This learning culture enhances the organization's
adaptability to changing market conditions and customer needs.
10. Alignment with TQM Principles:
Quality Circles align with the core principles of TQM, emphasizing customer focus,
continuous improvement, and employee involvement. As an integral part of the TQM
framework, Quality Circles contribute to the overall success of the organization in
achieving its quality objectives.
The significance of Quality Circles in Total Quality Management cannot be
overstated. These circles create a dynamic and collaborative environment where
employees actively contribute to the improvement of processes, products, and
services. By fostering a culture of continuous improvement, employee empowerment,
and problem-solving, Quality Circles play a key role in the successful implementation
of TQM, leading to enhanced organizational performance and sustained success in a
competitive market.
 Advantages of Quality Circles:
1. Employee Involvement:
Quality Circles promote active participation and involvement of employees in
decision-making processes, leading to increased employee morale and a sense of
ownership.
2. Enhanced Problem-Solving:
By addressing issues at the grassroots level, Quality Circles contribute to more
effective problem identification, analysis, and resolution, preventing problems from
escalating.
3. Continuous Improvement:
Quality Circles instill a culture of continuous improvement, ensuring that even
small issues are addressed regularly, contributing to overall organizational efficiency
and effectiveness.

4. Skill Development:
Participation in Quality Circles provides employees with opportunities to develop
problem-solving, communication, and interpersonal skills, fostering personal and
professional growth.
5. Improved Communication:
The collaborative nature of Quality Circles enhances communication and teamwork
among employees, breaking down silos and promoting a more cohesive organizational
culture.
6. Cost Reduction:
Quality Circles contribute to cost reduction by identifying and eliminating
inefficiencies, reducing waste, and optimizing processes.
7. Customer Satisfaction:
Through the identification and resolution of quality issues, Quality Circles play a
role in improving products and services, ultimately leading to higher customer
satisfaction.
8. Employee Satisfaction:
The empowerment and recognition that come with participation in Quality Circles
contribute to increased job satisfaction and a positive work environment.
 Disadvantages of Quality Circles
1. Resistance to Change:
Some employees may resist the changes proposed by Quality Circles, especially if
there is a lack of understanding or fear of job insecurity.
2. Time-Consuming:
The process of identifying, analyzing, and implementing solutions through Quality
Circles can be time-consuming, potentially affecting productivity in the short term.
3. Lack of Management Support:

Without strong support from management, Quality Circles may struggle to
implement their proposed solutions, limiting their effectiveness.
4. Limited Scope:
Quality Circles may focus on specific work areas, and their impact may be limited
to those areas, potentially neglecting broader organizational issues.
5. Skill and Resource Constraints:
In some cases, the skills and resources required for effective problem-solving
within Quality Circles may be lacking, hindering their ability to address certain issues.
6. Inconsistent Results:
The success of Quality Circles may vary depending on the commitment and
enthusiasm of the team members. Inconsistent results may be observed if there is a
lack of motivation or engagement.
7. Overemphasis on Quantity:
In pursuit of continuous improvement, there might be a risk of overemphasizing
quantity over quality, leading to superficial solutions rather than addressing the root
causes of problems.
8. Difficulty in Measuring Impact:
It can be challenging to quantify the direct impact of Quality Circles on
organizational performance, making it difficult to assess their overall effectiveness.
 5S Principles
The 5S framework was originally developed by just-in-time expert and international
consultant Hiroyuki Hirano. The 5S framework is an extension of Hirano's earlier
works on justin-time production systems.
The 5Ss represent a simple "good housekeeping" approach to improving the work
environment consistent with the tenets of Lean Manufacturing System. It promotes
daily activity for continuous improvement. It fosters efficiency and productivity while
improving work flow. It encourages a proactive approach that prevents problems and
waste before they occur.

It provides a practical method for dealing with the real problems that workers face
every day. And it fits with a facility's other efforts, such as total preventive
maintenance, just-in-time manufacturing, pollution prevention, safety initiatives, and
lean manufacturing efforts.
1) SEIRI / SORT / CLEANUP:
The first step of the "5S" process, Seiri, refers to the act of throwing away all
unwanted, unnecessary, and unrelated materials in the workplace. People involved in
Seiri must not feel sorry about having to throw away things.
The idea is to ensure that everything left in the workplace is related to work. Even
the number of necessary items in the workplace must be kept to its absolute minimum.
In performing SEIRI, this simple guideline is a must:
1. Separate needed items from unneeded items.
2. Remove unneeded items from working areas.
3. Discard the items never used.
4. Store items not Item not needed now.
5. Remove all excess items from working areas, including work pieces, supplies,
personal items, tools, instruments, and equipment.
6. Use red tag to get rid of unneeded items.
7. Store items needed by most people in a common storage area.
8. Store items only needed by each individual in his/her own working area.
9. Organize working / storage area.
2. SEITON / SET IN ORDER / ARRANGING
SEITON, or orderliness, is all about efficiency. This step consists of putting
everything in an assigned place so that it can be accessed or retrieved quickly, as well
as returned in that same place quickly. If everyone has quick access to an item or
materials, work flow becomes efficient, and the worker becomes productive.
Every single item must be allocated its own place for safekeeping, and each
location must be labelled for easy identification of what it's for. Its objective includes;

the needed items can be easily found, stored and retrieved, supports efficiency and
productivity, First-in first-out (FIFO), and save space and time.
In performing SEITON, follow these guidelines:
1. A place for everything and everything in its place.
2. Place tools and instructional manual close to the point of use.
3. Store similar items together. Different items in separate rows.
4. Don't stack items together. Use rack or shelf if possible.
5. Use small bins to organize small items.
6. Use color for quickly identifying items.
7. Clearly label each item and its storage areas (lead to visibility).
8. Use see-through cover or door for visibility.
9. Use special designed cart to organize tools, jigs, measuring devices, etc., that are
needed for each particular machine.
3. SEISO / SHINE / NEATNESS SEISO,
The third step in "5S", says that 'everyone is a janitor.' SEISO consists of cleaning
up the workplace and giving it a 'shine'. Cleaning must be done by everyone in the
organization, from operators to managers. It would be a good idea to have every area
of the workplace assigned to a person or group of persons for cleaning.
SEISO is not just cleaning, but a whole attitude that includes ensuring everything is
in perfect condition. Everyone should see the 'workplace' through the eyes of a visitor -
always thinking if it is clean enough to make a good impression. Its objective includes;
cleanliness ensures a more comfortable and safe working place, cleanliness will lead to
visibility so as to reduce search time and cleanliness ensures a higher quality of work
and products.
Follow these guidelines in performing SEISO:
1. Use dust collecting covers or devices to prevent possible dirt or reduce the amount
of dirt.
2. Investigating the causes of dirtiness and implement a plan to eliminate the sources
of dirt.

3. Cover around cords, legs of machines and tables such that dirt can be easily and
quickly removed.
4. Operators clean their own equipment and working area and perform basic
preventive maintenance.
5. Keep everything clean for a constant state of readiness.
4. SEIKETSU / SYSTEMIZE / DISCIPLINE
The fourth step of "5S", or SEIKETSU, more or less translates to 'standardized
clean-up'. It consists of defining the standards by which personnel must measure and
maintain 'cleanliness'.
SEIKETSU encompasses both personal and environmental cleanliness. Personnel must
therefore practice 'SEIKETSU' starting with their personal tidiness. Visual management
is an important ingredient of SEIKETSU.
Color-coding and standardized coloration of surroundings are used for easier visual
identification of anomalies in the surroundings. Personnel are trained to detect
abnormalities using their five senses and to correct such abnormalities immediately.
The guidelines include:
1. Removing used, broken, or surplus items from the work area
2. Making safety a prime requirement by paying attention to noise, fumes, lighting,
cables, spills, and other aspects of the workplace environment
3. Checking that items are where they should be
4. Listening to the "voice" of the process and being alert to things such as unusual noises
5. Ensuring that there is a place for everything and that everything is in its place
6. Wearing safe working apparel and using safe equipment
7. Minimizing all waste and the use of valuable resources such as oil, air, steam, water,
and electricity
5. SHITSUKE / SUSTAIN / ON-GOING IMPROVEMENT
The last step of "5S", SHITSUKE, means 'Discipline.' It denotes commitment to
maintain orderliness and to practice the first 4 S as a way of life.

The emphasis of SHITSUKE is elimination of bad habits and constant practice of good
ones.
Once true SHITSUKE is achieved, personnel voluntarily observe cleanliness and
orderliness at all times, without having to be reminded by management.
The characteristic of 5S tends to overlap significantly rather than cover very different
subjects. Rather than worry about what fits into SEIRI and what fits into Seiton, use them
to reinforce each other and implement the whole thing.
 8D Methodology
8D is a problem-solving methodology for product and process improvement. It
is structured into eight disciplines, emphasizing team synergy. The team as whole is
better and smarter than the quality sum of the individuals. Each discipline is supported
by a checklist of assessment questions, such as "what is wrong with what", "what,
when, where, how much etc”
The output of an 8D process is the 8D report, the format of which follows the steps
of the 8D process. Below is the basic outline of an 8D process/8D report.
Discipline 1. Form the Team
This is the first step of the 8D process and the first part of the 8D report. This step
defines the composition of the 8D team. The team should be cross-functional and
should include as members the process owner, a member from QA, and others who
will be involved in the containment, analysis, correction and prevention of the
problem. The names of the members as well as their positions in the company
organization must be enumerated in this part of the report.
Discipline 2. Describe the Problem
This step involves a detailed assessment of the problem highlighted by the
customer. Under this step, the 8D report provides background information on and a
clear picture of the problem being highlighted by the customer.
It should include the following details:
a) the identity of the customer;

b) a description of the customer application;
c) device information (device, package, lot #, date code, etc.;
d) when the problem was encountered;
e) where the problem was encountered;
f) a specific description of the failure mode; and
g) failure rate.
Discipline 3. Contain the Problem
This discipline explains the extent of the problem and bounds it. Based on initial
problem investigation, all lots that are potentially affected by the same problem must
be identified and their locations pinpointed. If possible, specific lot #'s and/or date
codes of potentially affected lots shall be enumerated in this portion of the report. Lots
that are still in the factory must be put on hold until their reliability has been properly
assessed.
They must only be released if the lots are either proven to be clean or the failures
may be effectively screened. If the problem has an extremely high reliability risk and
the application of the product is critical (e.g., failure of the product is life-threatening),
lots already in the field may need to be recalled. However, recall must only be done
under extreme cases wherein the impact of reliability risk is greater than the impact of
recall.
Discipline 4. Identify the Root Cause
This 8D process step consists of performing the failure analysis and investigation
needed to determine the root cause of the problem. The corresponding portion in the
8D report documents the details of the root cause analysis conducted.
A detailed description of the actual failure mechanism must be given, to show that
the failure has been fully understood. The root cause is then presented, showing how it
triggered the failure mechanism identified.
All events emanating from the root cause and leading to the failure mechanism must
be included in the explanation.

As much evidence as possible must be provided to show that the root cause is the
real culprit behind the problem. The root cause must also be correctively actionable.
Discipline 5. Formulate and Verify Corrective Actions
This next discipline identifies all possible corrective actions to address the root
cause of the problem. The owners of the corrective actions and the target dates of
completion shall be enumerated in this section of the report.
It is also suggested that the rationale behind each corrective action be explained in
relation to the root cause. Sometimes, identification of the best corrective action(s) for
the root cause requires preliminary evaluations and studies before they can be
implemented. This is referred to as 'verification of the corrective actions.' This must be
done especially in cases wherein the affected volume is very large, since an incorrect
solution deployed over a large inventory will result in wastage of crucial time and
money.
Discipline 6. Correct the Problem and Confirm the Effects
The sixth discipline of the 8D process involves the actual implementation of the
identified corrective actions, details of which must be documented in the
corresponding portion of the 8D report. The dates of completion and owners of the
corrective actions must be shown in this section. Data showing that the corrective
actions are effective in preventing the root cause of the problem must be presented.
Any deficiency in the effectiveness of the corrective actions must be addressed by
improvements in or additions of corrective actions.
Discipline 7. Prevent the Problem
This next discipline should not be confused with 'correcting' the problem.
Prevention of the problem entails the identification of devices or packages that are
similarly vulnerable to the same problem highlighted by the customer, even if not
affected under the current situation. Actions necessary to prevent these from being
affected by a similar problem in the future are called preventive actions. All
preventive actions must be enumerated, along with their owners and target dates of
completion. An important aspect of this discipline is the standardization and

deployment of corrective actions or process improvements to all products that may
possibly be subjected to the same issue.
Discipline 8. Congratulate the Team
The last step of the 8D process and the last portion of the 8D report consists of an
acknowledgement from management of the good work done by 8D team. Approvals
for the 8D report are also shown in this last discipline.

Unit 2 Total Quality Management.............

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