MNS University of Engineering and Technology Multan

Total Quality Management

Mechanical Engineering Technology
MET – 523TQM
 Objectives
• To enable the students understand the principles of
Quality Management
• To provide students details of quality planning and TQM
techniques
• To provide in depth knowledge of reliability and
maintainability
 Course Outline
• Unit I Principle of Quality Management Definition of quality – Deming, Miller –
Crosby Theories – Service and Product quality – Customer orientation.
Evaluation of Total quality Management – Inspection – Quality Control – TQM
System – Human component, Introduction to Six Sigma concepts.
• Unit II Quality Planning Planning – SMART Goal setting – Designing for Quality
– Manufacturing for Quality – Process control – CPK – Process capability.
Scientific Approach to TQM – Data based approach – Quantification –
Statistical tools – Quality control tools – New 7 tools, Sampling and Control
Charts.
• Unit III TQM Techniques Benchmarking Definition – Types – Steps – Metrics –
Case studies – Quality Function Deployment – Definition – steps – Case studies
– Corrective Techniques – Preventive techniques – Failure Mode and Effect
Analysis – 5S. Continuous Improvement Techniques – Different techniques
such as POKA YOKE etc. – Deming wheel – Case studies
• Unit IV Reliability Definition Control Charts Theory of control charts,
measurement range, construction and analysis of R charts, process capability
study, use of control charts. Attributes of Control Charts Defects, construction
and analysis off-chart, improvement by control chart, variable sample size,
construction and analysis of C-chart.
• Unit V Defects Diagnosis and Prevention Defect study, identification and
analysis of defects, corrective measure, factors affecting reliability, MTTF,
calculation of reliability, Building reliability in the product, evaluation of
reliability, interpretation of test results, reliability control, maintainability, zero
defects, quality circle.
 TQM system

• Total quality management (TQM) is the continual process of detecting and

reducing or eliminating errors in manufacturing, streamlining supply chain
management, improving the customer experience, and ensuring that
employees are up to speed with training.
• The focus of the process is to improve the quality of an organization's outputs,
including goods and services, through continual improvement of internal
practices.
• Total quality management aims to hold all parties involved in the production
process accountable for the overall quality of the final product or service.
• Executive Management: Top management should act as the main driver for
TQM and create an environment that ensures its success.
• Training: Employees should receive regular training on the methods and
concepts of quality.
• Customer Focus: Improvements in quality should improve customer
satisfaction.
• Decision Making: Quality decisions should be made based on measurements.
• Methodology and Tools: Use of appropriate methodology and tools ensures
that non-conformance incidents are identified, measured, and responded to
consistently.
• Continuous Improvement: Companies should continuously work
toward improving manufacturing and quality procedures.
• Company Culture: The culture of the company should aim at developing
employees ability to work together to improve quality.
• Employee Involvement: Employees should be encouraged to be pro-active in
identifying and addressing quality related problems.
 Cost of TQM System
• The American quality expert, Phil Crosby, wrote that many companies chose to
pay for the poor quality in what he referred to as the “Price of Nonconformance.”
The costs are identified in the Prevention, Appraisal, Failure (PAF) Model.

• Prevention costs are associated with the design, implementation, and

maintenance of the TQM system. They are planned and incurred before actual
operation, and can include:
• Product Requirements: The setting specifications for incoming materials,
processes, and finished products/services
• Quality Planning: Creation of plans for quality, reliability, operational, production,
and inspections
• Quality Assurance: The creation and maintenance of the quality system
• Training: The development, preparation, and maintenance of processes
 Appraisal costs

• Appraisal costs are associated with the vendors and customers evaluation of
purchased materials and services to ensure they are within specification. They
can include:
• Verification: Inspection of incoming material against agreed upon
specifications
• Quality Audits: Check that the quality system is functioning correctly
• Vendor Evaluation: Assessment and approval of vendors
 Failure Cost
• Failure costs can be split into those resulting from the internal and external failure.
Internal failure costs occur when results fail to reach quality standards and are detected
before they are shipped to the customer. These can include:

• Waste: Unnecessary work or holding stocks as a result of errors or poor organization or

communication
• Scrap: Defective product or material that cannot be repaired, used, or sold
• Rework: Correction of defective material or errors
• Failure Analysis: This is required to establish the causes of internal product failure
• External failure costs occur when the products or services fail to reach quality standards
but are not detected until after the customer receives the item. These can include:

• Repairs: Servicing of returned products or at the customer site

• Warranty Claims: Items are replaced or services re-performed under warranty
• Complaints: All work and costs associated with dealing with customers' complaints
• Returns: Transportation, investigation, and handling of returned items
 Introduction to Six Sigma
• Six Sigma's aim is to eliminate waste and inefficiency, thereby increasing
customer satisfaction by delivering what the customer is expecting.
• Six Sigma follows a structured methodology, and has defined roles for the
participants.
• Six Sigma is a data driven methodology, and requires accurate data collection
for the processes being analyzed.
• Six Sigma is about putting results on Financial Statement
Six Sigma is a business-driven, multi-dimensional structured approach for
• Improving Processes
• Lowering Defects
• Reducing process variability
• Reducing costs
• Increasing customer satisfaction
• Increased profits
• Key Concepts of Six Sigma: At its core, Six Sigma revolves around a few key concepts.

• Critical to Quality − Attributes most important to the customer.

• Defect − Failing to deliver what the customer wants.
• Process Capability − What your process can deliver.
• Variation − What the customer sees and feels.
• Stable Operations − Ensuring consistent, predictable processes to improve what the
customer sees and feels.
• Design for Six Sigma − Designing to meet customer needs and process capability.

Our process variation and then on improving the process capability Customers Feel the
Variance, Not the Mean. So Six Sigma focuses first on reducing
• Benefits of Six Sigma: Six Sigma offers six major benefits that
attract companies
• Generates sustained success
• Sets a performance goal for everyone
• Enhances value to customers
• Accelerates the rate of improvement
• Promotes learning and cross-pollination
• Executes strategic change
• The aim of Six Sigma is to make a process effective with - 99.99996 % defect
free. This means a six sigma process produces in 3.4 defects per million
opportunities or less as a result.
• Six Sigma is a structured problem-solving methodology. Problem-solving in
Six Sigma is done using the DMAIC framework. There are five stages in this
framework. They are
• Define,
• Measure,
• Analyze,
• Improve,
• Control.
• Define process goals in terms of key critical parameters (i.e. critical to quality or
critical to production) on the basis of customer requirements or Voice Of
Customer (VOC)
• Measure the current process performance in context of goals
• Analyze the current scenario in terms of causes of variations and defects
• Improve the process by systematically reducing variation and eliminating
defects
• Control future performance of the process
 Define Phase
• In this stage, project objectives are outlined. A project charter is an
important component of this phase. A project charter is a blueprint
document for a six sigma project. A typical charter contains the
following information:
• Business case
• Problem statement
• Goal statement
• Project scope
• Resources
• Timelines
• Estimated benefits
This charter gives an overview of a six sigma project and is approved
by top management to give a go-ahead to six sigma project.
 Process variables are measured at this stage. Process data is
Measure collected. The baseline is obtained and metrics are compared
with final performance metrics. Process capability is obtained.

Root cause analysis is done at this stage. Complex analysis tools

are utilized to identify the root causes of a defect. Tools like
histograms, Pareto charts, fishbone diagrams are used to
Analyse
identify the root causes. Hypotheses tests are conducted to
verify and validate root causes, Viz Regression test, ANOVA test,
Chi-square etc.
 Once final root causes are identified, solutions need to be formed to
improve the process. Steps to identify, test and implement the solutions
Improve to eliminate root causes are part of this stage. Simulation studies,
Design of experiments, Prototyping are some of the techniques used
here to improve and maximize process performance.

After implementing the solutions, the performance of the

solutions must be recorded. A control system must be in place to
monitor the performance post improvement. And a response plan
is developed to handle solution failure. Process standardization
Control through Control plans & work instructions is typically a part of
this phase. Control charts show the process performance. Project
benefits are discussed and verified against estimated one. The
main purpose of this phase is to ensure holding the gains
The second focuses on process design using Design For Six
Sigma (DFSS) approach. DFSS typically requires IDOV:

• Identify process goals in terms of critical parameters, industry

& competitor benchmarks, VOC
• Design involves enumeration of potential solutions and
selection of the best
• Optimize performance by using advanced statistical modeling
and simulation techniques and design refinements
• Validate that design works in accordance to the process goals
• Define the problem, improvement activity, opportunity for improvement, the
project goals, and customer (internal and external) requirements.
• Project charter to define the focus, scope, direction, and motivation for the improvement
team
• Voice of the customer to understand feedback from current and future customers
indicating offerings that satisfy, delight, and dissatisfy them
• Value stream map to provide an overview of an entire process, starting and finishing at
the customer, and analyzing what is required to meet customer needs
• Measure process performance.
• Process map for recording the activities performed as part of a process
• Capability analysis to assess the ability of a process to meet specifications
• Pareto chart to analyze the frequency of problems or causes
• Analyze the process to determine root causes of variation and poor performance
(defects).
• Root cause analysis (RCA) to uncover causes
• Failure mode and effects analysis (FMEA) for identifying possible product, service, and
process failures
• Multi-vari chart to detect different types of variation within a process
• Improve process performance by addressing and eliminating the root causes.
• Design of experiments (DOE) to solve problems from complex processes or systems where
there are many factors influencing the outcome and where it is impossible to isolate one
factor or variable from the others
• Kaizen event to introduce rapid change by focusing on a narrow project and using the ideas
and motivation of the people who do the work
• Control the improved process and future process performance.
• Quality control plan to document what is needed to keep an improved process at its current
level
• Statistical process control (SPC) for monitoring process behavior
• 5S to create a workplace suited for visual control
• Mistake proofing (poka-yoke) to make errors impossible or immediately detectable