Total Quality Management (For ANNA University)

Cover
Contents
Preface to the Revised Edition
Preface
Part One: Principles and Practices
	Chapter 1: Introduction
		Chapter Objectives
		Definition
		Basic Approach
		Gurus of Total Quality Management
			Shewhart
			Ronald Fisher
			Deming
			Juran
			Feigenbaum
			Ishikawa
			Crosby
			Taguchi
		TQM Framework
		Awareness
		Defining Quality
		Historical Review
		Obstacles
			Lack of Management Commitment
			Inability to Change Organizational Culture
			Improper Planning
			Lack of Continuous Training and Education
			Incompatible Organizational Structure and Isolated Individuals and Departments
			Ineffective Measurement Techniques and Lack of Access to Data and Results
			Paying Inadequate Attention to Internal and External Customers
			Inadequate Use of Empowerment and Teamwork
			Failure to Continually Improve
		Benefits of TQM
		TQM Exemplary Organization10
		Summary
		Exercises
	Chapter 2: Leadership
		Chapter Objectives
		Definitions
		Characteristics of Quality Leaders5
		Leadership Concepts
		The 7 Habits of Highly Effective People*6
			Habit 1: Be Proactive*
			Habit 2: Begin with the End in Mind*
			Habit 3: Put First Things First*
			Habit 4: Think Win-Win*
			Habit 5: Seek First to Understand, Then to Be Understood*
			Habit 6: Synergy*
			Habit 7: Sharpen the Saw (Renewal)*
		Ethics7
			Definition
			The Root Causes of Unethical Behavior
			Ethics Management Program
			Final Comment
		The Deming Philosophy8
			1. Create and Publish the Aims and Purposes of the Organization
			2. Learn the New Philosophy
			3. Understand the Purpose of Inspection
			4. Stop Awarding Business Based on Price Alone
			5. Improve Constantly and Forever the System
			6. Institute Training
			7. Teach and Institute Leadership
			8. Drive Out Fear, Create Trust, and Create a Climate for Innovation
			9. Optimize the Efforts of Teams, Groups, and Staff Areas
			10. Eliminate Exhortations for the Work Force
			11a. Eliminate Numerical Quotas for the Work Force
			11b. Eliminate Management by Objective
			12. Remove Barriers That Rob People of Pride of Workmanship
			13. Encourage Education and Self-Improvement for Everyone
			14. Take Action to Accomplish the Transformation
		Role of TQM Leaders
		Implementation
		Quality Council
		Core Values, Concepts, and Framework
			Visionary Leadership
			Customer-Driven Excellence
			Organizational and Personal Learning
			Valuing Employees and Partners
			Agility
			Focus on the Future
			Managing for Innovation
			Management by Fact
			Public Responsibility and Citizenship
			Focus on Results and Creating Value
			Systems Perspective
		Quality Statements
			Vision Statement
			Mission Statement
			Quality Policy Statement
		Strategic Planning
			Goals and Objectives
			Seven Steps to Strategic Planning18
			Annual Quality Improvement Program
		Communications19
			Interactive
			Formal
		Decision Making
		Leadership Survey
		TQM Exemplary Organization21
		Summary
		Exercises
	Chapter 3: Customer Satisfaction
		Chapter Objectives
		Introduction
		Who is the Customer?
		Customer Perception of Quality
			Performance
			Features
			Service
			Warranty
			Price
			Reputation
		Feedback
			Comment Card
			Customer Questionnaire
			Focus Groups
			Toll-Free Telephone Numbers
			Customer Visits
			Report Card
			The Internet and Computers
			Employee Feedback
			Mass Customization20
			The American Customer Satisfaction Index21
			Customer Satisfaction Surveys in India
		Using Customer Complaints
		Service Quality
			Organization
			Customer Care
			Communication
			Front-Line People
			Leadership by Example
			Additional Comments
		Translating Needs into Requirements
		Customer Retention
		Additional Comments
		TQM Exemplary Organization38
		Summary
		Exercises
	Chapter 4: Employee Involvement
		Chapter Objectives
		Introduction
		Motivation
			Maslow’s Hierarchy of Needs
			Herzberg’s Two-Factor Theory
			Employee Wants
			Achieving a Motivated Work Force8
		Employee Surveys9
		Empowerment
		Teams
			Definition
			Why Teams Work
			Types of Teams
			Characteristics of Successful Teams
			Team Member Roles
			Effective Team Meetings
			Stages of Team Development25
			Ten Common People Problems and Their Solutions31
			Common Barriers to Team Progress32
			Training
		Suggestion System35
		Recognition and Reward
		Gainsharing
		Performance Appraisal
		Unions and Employee Involvement
		Benefits of Employee Involvement
		Additional Comments
		TQM Exemplary Organization44
		Summary
		Exercises
	Chapter 5: Continuous Process Improvement
		Chapter Objectives
		Introduction
		Process
		The Juran Trilogy2
			Planning
			Control
			Improvement
		Improvement Strategies4
			Repair
			Refinement
			Renovation
			Reinvention
			Additional Comments
		Types of Problems5
			Compliance
			Unstructured
			Efficiency
			Process Design
			Product Design
		The PDSA Cycle
		Problem-Solving Method
			Phase 1: Identify the Opportunity
			Phase 2: Analyze the Current Process
			Phase 3: Develop the Optimal Solution(s)
			Phase 4: Implement Changes
			Phase 5: Study the Results
			Phase 6: Standardize the Solution
			Phase 7: Plan for the Future
		Kaizen
		Reengineering
		Six-Sigma
			Statistical Aspects
			Other Aspects
			Problems
		TQM Exemplary Organization25
		Summary
		Exercises
	Chapter 6: Performance Measures
		Chapter Objectives
		Introduction
		Basic Concepts1
			Objectives
			Typical Measurements
			Criteria
		Strategy
		Performance Measure Presentation
		Cost of Quality
			What is the Need for Evaluation?
			Categories of Quality Cost
			Data Collection and Reporting
			Relating Quality Cost to Business Measures
		Analysis
		Improvement Action Strategy and Plan
		Limitations of Quality Cost
		Malcolm Baldrige National Quality Award4
			Criteria for Performance Excellence
			Key Characteristics of the Criteria
			Criteria for Performance Excellence
			Scoring System
			Sample Self-Evaluation5
		Rajiv Gandhi National Quality Award
		Balanced Score Card
			Comments
		TQM Exemplary Organization7
		Summary
		Exercises
Part Two: Tools and Techniques
	Chapter 7: Benchmarking
		Chapter Objectives
		Introduction
		Benchmarking Defined
		Reasons to Benchmark
		Process
		Deciding What to Benchmark
		Understanding Current Performance
		Planning
		Studying Others
		Learning from the Data
		Using the Findings
		Pitfalls and Criticisms of Benchmarking
		TQM Exemplary Organization7
		Summary
		Exercises
	Chapter 8: Quality Management Systems
		Chapter Objectives
		Introduction
		Benefits of ISO Registration
		ISO 9000 Series of Standards
		Sector-specific Standards
			AS9100
			ISO/TS 16949
			TL 9000
		ISO 9001 Requirements9
			1. Scope
			2. Normative Reference
			3. Terms and Definitions
			4. Quality Management System (QMS)
			5. Management Responsibility
			6. Resource Management
			7. Product Realization
			8. Measurement, Analysis, and Improvement
		Implementation
			1. Top Management Commitment
			2. Appoint the Management Representative
			3. Awareness
			4. Appoint an Implementation Team
			5. Training
			6. Time Schedule
			7. Select Element Owners
			8. Review the Present System
			9. Write the Documents
			10. Install the New System
			11. Internal Audit
			12. Management Review
			13. Preassessment
			14. Registration
		Documentation
			Policy
			Procedure
			Work Instructions
			Records
			Document Development
		Writing the Documents
		Internal Audits
			Objectives
			Auditor
			Techniques
			Procedure
			Additional Comments
		Registration
			Selecting a Registrar18
			Registration Process
		Closing Comments
		TQM Exemplary Organization23
		Summary
		Exercises
	Chapter 9: Environmental Management System
		Chapter Objectives
		Introduction
		ISO 14000 Series Standards
			Organizational Evaluation Standards
			Product Evaluation Standards
		Concepts of ISO 14001
		Requirements of ISO 140012
			4.1 General Requirements
			4.2 Environmental Policy
			4.3 Planning
			4.4 Implementation and Operation
			4.5 Checking and Corrective Action
			4.6 Management Review
		Benefits of EMS
			Global4
			Organizational
		Integrating ISO 14000 with ISO 9000
		Relationship to Health and Safety
		Additional Comments
		TQM Exemplary Organization15
		Summary
		Exercises
	Chapter 10: Quality Function Deployment
		Chapter Objectives
		Introduction
		The QFD Team
		Benefits of QFD
			Improves Customer Satisfaction
			Reduces Implementation Time
			Promotes Teamwork
			Provides Documentation
		The Voice of the Customer
		Organization of Information
			Affinity Diagram
		House of Quality
		Building a House of Quality
			Step 1—List Customer Requirements (WHATs)
			Step 2—List Technical Descriptors (HOWs)
			Step 3—Develop a Relationship Matrix Between WHATs and HOWs
			Step 4—Develop an Interrelationship Matrix Between HOWs
			Step 5—Competitive Assessments
			Step 6—Develop Prioritized Customer Requirements
			Step 7—Develop Prioritized Technical Descriptors
		QFD Process
		Examples
		TQM Exemplary Organization3
		Summary
		Exercises
	Chapter 11: Quality by Design
		Chapter Objectives
		Introduction
		Rationale for Implementation
		Benefits
		Design for Six Sigma
		Teams
			Examples of Teams
		Communication Models
		Implementation
		Tools
			Chronology of Quality by Design Tools
			Organizational Tools
			Product Development Tools
			Production Tools
			Statistical Tools
			Pitfalls of Quality by Design Tools
			Examples of Tools
		Misconceptions and Pitfalls
		TQM Exemplary Organization31
		Summary
		Exercises
	Chapter 12: Failure Mode and Effect Analysis
		Chapter Objectives
		Introduction
		Reliability
		Reliability Requirements
		Failure Rate
		Intent of FMEA
		FMEA Team
		FMEA Documentation
			Block Diagram
			Boundary Diagram
			Parameter Diagram or P-Diagram
			Interface Matrix
			Other Documentation
		Stages of FMEA
		The Design FMEA Document
			FMEA Number
			System, Subsystem, Component, Model Year/Number
			Design Responsibility
			Prepared By
			Key Date
			FMEA Date
			Core Team
			Item/Function
			Potential Failure Mode
			Potential Effect(s) of Failure
			Severity (S)
			Classification (CLASS)
			Potential Cause(s)/Mechanism(s) of Failure
			Current Design Control Prevention
			Occurrence (O)
			Current Design Control Detection
			Detection (D)
			Risk Priority Number (RPN)
			Recommended Actions
			Responsibility and Target Completion Dates
			Actions Taken
		The Process FMEA Document
			Process Function/Requirements
			Potential Failure Mode
			Potential Effect(s) of Failure
			Severity (S)
			Classification (CLASS)
			Potential Cause(s)/Mechanism(s) of Failure
			Current Process Controls Prevention
			Occurrence (O)
			Current Process Controls Detection
			Detection (D)
		Other Types of FMEA
		Example of FMEA Document Preparation
		TQM Exemplary Organization7
		Summary
		Exercises
	Chapter 13: Total Productive Maintenance
		Chapter Objectives
		Introduction
		The Plan
		Learning the New Philosophy
		Promoting the Philosophy
		Training
		Improvement Needs
		Goal
		Developing Plans
		Autonomous Work Groups
		Examples
		TQM Exemplary Organization8
		Summary
		Exercises
	Chapter 14: Management Tools
		Chapter Objectives
		Introduction
		Why, Why
		Forced Field Analysis
		Nominal Group Technique
		Affinity Diagram
		Interrelationship Digraph1
		Tree Diagram
		Matrix Diagram
		Prioritization Matrices
		Process Decision Program Chart
		Activity Network Diagram
		TQM Exemplary Organization3
		Summary
		Exercises
	Chapter 15: Statistical Process Control1
		Chapter Objectives
		Introduction
		Pareto Diagram
		Process Flow Diagram
		Cause-and-Effect Diagram
		Check Sheets
		Histogram
			Ungrouped Data
			Grouped Data
			Histogram Shapes
		Statistical Fundamentals
			Measures of Central Tendency
			Measures of Dispersion
			Population and Sample
			Normal Curve
		Introduction to Control Charts
			Variation
			Run Chart
			Control Chart Example
		Variable Control Charts
			Quality Characteristic
			Subgroup Size and Method
			Data Collection
			Trial Central Lines and Control Limits
			Revised Central Lines and Control Limits
			Achieving the Objective
		State of Control
		Out-of-Control Process
		Process Capability
		Process Performance
		Different Control Charts for Variables
		Control Charts for Attributes
			Objectives of the Chart
			Use of the Chart
			Subgroup Size
			Data Collection
			Trial Central Lines and Control Limits
			Revised Central Line and Control Limits
			Achieving the Objective
		Measurement System Analysis (MSA)5
			Importance of Measurement
			Where Do We Use Measurement Systems?
			Measurement Terminology
			Process and Measurement Variation
			Repeatability and Reproducibility (R & R)
			Measurement Systems Analysis for Attribute Data
		Scatter Diagrams
		TQM Exemplary Organization6
		Summary
		Exercises
	Chapter 16: Taguchi’s Quality Engineering
		Chapter Objectives
		Introduction
		Loss Function
			Nominal-the-Best
			Average Loss
			Other Loss Functions
			Summary of the Equations
		Orthogonal Arrays2
			Degrees of Freedom
			Selecting the Orthogonal Array
			Interaction Table
			Linear Graphs
			Interactions
		Signal-to-Noise (S/N) Ratio
			Nominal-the-Best
			Smaller-the-Better
			Larger-the-Better
		Parameter Design
			Introduction
			Parameter Design Example
			Case I: Iron Casting
			Case II: Grille4
			Case III: Tube5
			Treating Noise
			Case IV: Metal Stamping6
		Tolerance Design
			Percent Contribution
			Case I: TV Power Circuit7
			Case II: Butterfly8
			Case III: Control Circuit9
		Dr. Taguchi’s Latest Thinking10
		TQM Exemplary Organization11
		Summary
		Exercises
Appendix
	Table A: Control Chart Factors
	Table B: Critical Values of t Distribution
	Table C–1: Critical Values of F Distribution
	Table C–2: Critical Values of F Distribution
	Table C–3: Critical Values of F Distribution
	Table D: Orthogonal Arrays, Interaction Tables, and Linear Graphs
References
Model Question Paper