Total Quality Management (TQM): Principles, Methods, and Applications (Mathematical Engineering, Manufacturing, and Management Sciences)

✍ Scribed by Sunil Luthra, Dixit Garg, Ashish Agarwal, Sachin K. Mangla

• Publisher: CRC Press
• Year: 2020
• Tongue: English
• Leaves: 223
• Edition: 1
• Category: Library

✦ Synopsis

Organisations are now focused on total customer satisfaction. However there is a lack of understanding the requirements and the customer needs. Total Quality Management (TQM) integrates all phases and ensures a defect free quality product. This textbook provides the understanding of all aspects of TQM and the implementation.

This textbook covers all aspects of TQM, discusses quality systems in detail, highlights the importance of the needs of the customer, and presents the concept of Total Productive Maintenance (TPM).

Written as a textbook for students of engineering and management, but also explains all quality systems which will be helpful to all organisations in choosing the correct quality system and helpful to managers in decision making while analyzing any process.

A solutions manual and power point presentations slides are available for qualified adoptions.

✦ Table of Contents

Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Table of Contents
Preface
Acknowledgements
Author Biographies
Chapter 1 Concept of Quality
1.1 Products and Services
1.1.1 Product/Service Features
1.2 Quality of Products
1.3 Service Quality
1.4 Definition of Quality
1.5 Historical Review of Quality
1.6 Quality Gurus
1.6.1 Dr. W. Edwards Deming
1.6.2 Dr. Joseph Juran
1.6.3 Philip Crosby
1.6.4 Genichi Taguchi
1.6.5 Armand V. Feigenbaum
1.6.6 Dr. Kaoru Ishikawa
1.6.7 Shigeo Shingo
1.6.8 Frederick Taylor
1.7 Dimensions of Quality and Their Measure
1.8 Improving Productivity through Quality
1.9 Conclusion
1.10 Case Study on the Motorola Company
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 2 Total Quality Management (TQM)
2.1 Definition of Total Quality Management (TQM)
2.1.1 The Key Principles of TQM
2.1.2 Benefits of TQM
2.1.3 Essential Requirements for Successful Implementation of TQM
2.1.4 PDCA Cycle
2.1.4.1 Planning Phase
2.1.4.2 Doing Phase
2.1.4.3 Checking Phase
2.1.4.4 Acting Phase
2.2 Elements of TQM
2.3 Quality Leadership
2.4 Role of Quality Leaders
2.5 Advantages of TQM
2.6 Implementation Steps of TQM
2.7 Pillars of TQM
2.7.1 Pillar One (P1): Creation of Quality Management Environment
2.7.2 Pillar Two (P2): Development of Teamwork
2.7.3 Pillar Three (P3): Practice of Quality Control Tools and Techniques
2.7.4 Pillar Four (P4): Focus on Customer
2.7.5 Pillar Five (P5): Focus on Supplier Relationship
2.7.6 Pillar Six (P6): Benchmarking
2.7.7 Pillar Seven (P7): Improvement of Processes
2.7.8 Pillar Eight (P8): Involvement of Employee
2.8 Obstacles to Implementing TQM
2.9 Quality Council: Core Values and Vision
2.9.1 Vision Statement
2.9.2 Mission Statement
2.9.3 Quality Policy Statement
2.9.3.1 Customer Needs
2.9.3.2 Customer Preferences
2.9.3.3 Service and Experience
2.9.3.4 Listening
2.9.3.5 Compliance
2.9.3.6 Health and Safety
2.9.3.7 Defects
2.9.3.8 Accuracy
2.9.3.9 Testing
2.9.3.10 Waste
2.9.3.11 Improvement
2.9.3.12 Industry Specific
2.9.3.13 People
2.9.3.14 Privacy
2.9.3.15 Environment
2.9.3.16 Sourcing
2.10 Conclusion
2.11 Case Study: TQM – A Case Study of Sundaram Clayton
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 3 Quality Management Practices
3.1 Quality Management Practices
3.2 Various Approaches to Control and Management of Quality
3.2.1 Check Sheet
3.2.1.1 Steps Involved in Making a Check Sheet
3.2.1.2 Advantages of Using a Check Sheet
3.2.1.3 Examples of a Check Sheet
3.2.2 Histogram
3.2.2.1 Advantages of Histogram
3.2.2.2 Example of Histogram
3.2.3 Pareto Diagram
3.2.3.1 Utilisation of Pareto Diagram
3.2.3.2 Advantages of Pareto Analysis
3.2.3.3 Limitations of Pareto Analysis
3.2.3.4 How to a Construct Pareto Diagram
3.2.4 Scatter Diagram
3.2.4.1 Steps of Scatter Diagram
3.2.5 Process Flow Chart
3.2.5.1 How to Construct the Flow Chart
3.2.6 Cause-and-Effect Diagram
3.2.6.1 How to Construct a Fishbone Diagram
3.2.7 Run Chart
3.3 Control Chart
3.3.1 Classification of Control Charts
3.3.1.1 Variables Control Charts
3.3.2 Attributes Control Charts
3.3.2.1 Control Charts for Number of Defects per Unit (C Chart)
3.4 Process Capability
3.5 Failure Mode and Effects Analysis (FMEA)
3.5.1 Design Failure Mode and Effect Analysis
3.5.2 Process Failure Mode and Effect Analysis
3.5.3 Need to Perform Failure Mode and Effect Analysis
3.5.4 The Right Time to Perform Failure Mode and Effects Analysis (FMEA)
3.5.5 Advantages of FMEA
3.6 Quality Function Deployment
3.6.1 Mechanism of Quality Function Deployment
3.6.2 Phases of Quality Function Deployment
3.6.2.1 Product Definition
3.6.2.2 Product Development
3.6.2.3 Process Development
3.6.2.4 Process Quality Control
3.7 House of Quality
3.7.1 Procedure to Develop ‘House of Quality’
3.8 Conclusion
3.9 Case Study: Application of Quality Management Practices to Improve Quality in a Ceiling Fan Manufacturing Company
3.9.1 Flow Chart
3.9.2 Check Sheet
3.9.3 Pareto Chart
3.9.4 Histogram
3.9.5 Cause-and-Effect Diagram
3.9.6 Control Chart
3.9.7 Conclusion of the Case Study
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 4 Customer Involvement
4.1 Customer Perception
4.2 Customer Needs and Requirements
4.3 Customer Satisfaction Model
4.3.1 How to Increase Customer Satisfaction
4.3.1.1 Treat Your Customers as Important to You
4.3.1.2 Create Customer Loyalty to Increase Customer Satisfaction
4.3.1.3 Set Customer Expectations Early
4.3.1.4 Survey Your Customers to Find the Right Direction
4.3.1.5 Track and Monitor Social Media to Help Find Out How to Make Customers Happy
4.4 Kano’s Model for Customer Satisfaction or Customer Delight
4.4.1 Project Activities in Which the Kano Model Is Useful
4.4.2 Other Tools That Are Useful in Conjunction with the Kano Model
4.4.3 Introduction
4.4.3.1 Must Be or Threshold
4.4.3.2 Performance Attributes
4.4.3.3 Excitement Attributes or Attractive Attributes
4.4.3.4 Other Attributes
4.4.4 Application of the Kano Model Analysis
4.5 Customer Perception of Quality
4.6 Factors Affecting the Quality of the Product
4.7 Quality Characteristic of a Product
4.8 Customer Feedback
4.9 Service Quality
4.10 Customer Retention
4.11 Conclusion
4.12 Case Studies
4.12.1 Case Study 1: Customer Satisfaction Survey of ETDC Chennai, India
4.12.2 Case Study 2: Car Owner Satisfaction (Mercedes-Benz)
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 5 Employer Involvement and Supplier Participation
5.1 Employer Involvement and Supplier Partnership
5.2 Improving Quality through Employee Involvement
5.3 Teamwork
5.3.1 Making Teams and Assign Work
5.3.1.1 To Decide the Size of the Members
5.3.1.2 Choosing Team Members
5.4 Suggestion System
5.5 Quality Circles
5.6 Quality Circle Tools
5.7 Effective Recognition and Reward System
5.7.1 Reward
5.7.2 Recognition
5.7.3 Design a Reward Programme
5.7.4 Types of Reward Programmes
5.8 Benefits of Employee Involvement
5.9 Principles of Customer–Supplier Relations
5.10 Supplier Selection
5.10.1 Supplier Selection Criteria and Strategies
5.11 Supplier Certification
5.12 Supplier Rating
5.13 Conclusion
5.14 Case Study: A Case Study at Tecumseh Products Company
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 6 Cost of Quality
6.1 Productivity and Quality Relationship
6.2 Cost of Quality
6.3 Cost of Conformance
6.4 Cost of Prevention
6.5 Appraisal Cost
6.5.1 Appraisal Approach
6.6 Failure Cost
6.6.1 Internal Failure Cost
6.6.2 External Failure Cost
6.7 Quality Cost Estimation in Engineering and Service Industries
6.7.1 Cost Estimating Methods and Best Practices
6.7.2 Methods for Estimating Cost
6.8 Conclusion
6.9 Case Study: A Foundry Shop
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 7 Organising for Quality
7.1 Continuous Improvement
7.1.1 Example of Continuous Improvement
7.2 Joseph M. Juran Philosophy
7.3 The Plan–Do–Study–Act Cycle
7.3.1 Example of the PDSA Cycle
7.4 Six Sigma
7.4.1 How to Use It?
7.4.2 Benefits of Six Sigma
7.4.3 Examples of Six Sigma
7.5 Approaches to Quality – Kaizen
7.5.1 Kaizen and Innovation
7.5.2 Kaizen and People
7.5.3 Examples of Quality Kaizen
7.6 Awards in Quality Management
7.6.1 Japanese Deming Prize
7.6.2 Malcolm Baldrige National Quality Award – US
7.6.3 The Rajiv Gandhi National Quality Award (RGNQA) 1994
7.7 Conclusion
7.8 Case Study: The School for Quality Education in America
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 8 Human Aspect in Quality Management
8.1 Human Role in an Organisation
8.2 Commitment
8.2.1 Five Steps to Increasing Commitment
8.3 Motivation
8.3.1 Characteristics of Motivation
8.3.2 Intrinsic Motivation
8.3.3 Extrinsic Motivation
8.3.4 Theory of Motivation
8.4 Management and Worker Participation in Quality Management
8.4.1 Salient Features of TQM
8.4.2 Employee Involvement
8.4.3 Principles of TQM
8.4.4 Key Barriers in Implementation of Employee Involvement
8.5 Top Management Commitment
8.5.1 Top Management Responsibilities
8.6 Quality Circle
8.6.1 Salient Features of a Quality Circle
8.6.2 Objectives of a Quality Circle
8.6.3 Benefits of a Quality Circle
8.7 Zero Defects
8.7.1 Principles of Zero Defects
8.7.2 Zero Defects Theory
8.8 Small Group Activity
8.8.1 Continuous Improvement
8.8.2 Cause-and-Effect Diagram
8.8.2.1 How to Construct a Fishbone Diagram
8.9 Structural Approach
8.10 Conclusion
8.11 Case Studies
8.11.1 Case Study 1: Aerospace Manufacturing Company
8.11.2 Case Study 2: Quality Circles Programme at Hughes Aircraft17
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 9 Total Productive Maintenance (TPM)
9.1 Total Productive Maintenance
9.2 Need of TPM
9.3 TPM Benefits
9.3.1 TPM – Direct Benefits
9.3.2 TPM – Indirect Benefits
9.4 Objectives of TPM
9.5 The Relationship between TPM and TQM
9.6 Overall Equipment Effectiveness (OEE)
9.7 Types of Maintenance
9.7.1 Breakdown Maintenance (BM)
9.7.1.1 Advantages of Breakdown Maintenance (BM)
9.7.1.2 Disadvantages of Breakdown Maintenance (BM)
9.7.2 Preventive Maintenance (PM)
9.7.2.1 Advantages of Preventive Maintenance (PM)
9.7.2.2 Disadvantages of Preventive Maintenance (PM)
9.7.3 Periodic Maintenance (PerM)
9.7.4 Predictive Maintenance (PreM)
9.7.4.1 Advantages of Predictive Maintenance (PreM)
9.7.4.2 Disadvantages of Predictive Maintenance (PreM)
9.7.5 Corrective Maintenance (CM)
9.7.6 Maintenance Prevention (MP)
9.7.7 Reliability Centred Maintenance (RCM)
9.7.8 Productive Maintenance (ProM)
9.7.9 Total Productive Maintenance (TPM)
9.8 Pillars of TPM
9.8.1 History of TPM Pillars
9.8.2 Salient Features of TPM
9.8.3 12 Steps of TPM Implementation
9.8.4 Pillars of TPM
9.8.4.1 Pillar-1: Jishu Hozen
9.8.4.2 Pillar 2 – Continuous Improvement (Kaizen)
9.8.4.3 Pillar 3 – Planned Maintenance
9.8.4.4 Pillar 4 – Quality Maintenance
9.8.4.5 Pillar 5 – Education and Training
9.8.4.6 Pillar 6 – Safety, Health, and Environment
9.8.4.7 Pillar 7 – Office TPM
9.8.4.8 Pillar 8 – Early Equipment Management
9.9 Status of TPM in Indian Manufacturing Industries
9.9.1 TPM Award-Winning Indian Organisations
9.10 Conclusion
9.11 Case Studies
9.11.1 Case Study 1: The Automotive Sector
9.11.2 Case Study: Food Processing Sector
Points to Remember
Self-Assessment Questions
Bibliography
Chapter 10 Quality Management Systems
10.1 Quality Management Systems
10.2 Military Quality System
10.3 ISO 9000 Quality System
10.3.1 ISO 9000 vs ISO 9001
10.4 Evolution of the ISO 9000 Quality Management Standards
10.4.1 ISO 9001:1987 Edition
10.4.2 ISO 9001:1987 Model
10.4.3 ISO 9002:1987 Model
10.4.4 ISO 9003:1987 Model
10.4.5 ISO 9000:1994 Edition
10.4.6 ISO 9000:2000 Edition
10.4.7 ISO 9000: 2008 Edition
10.4.8 ISO 9000: 2015 Edition
10.5 Principles of Quality Management of ISO 9000 Series
10.5.1 Customer Focus
10.5.2 Leadership
10.5.3 Engagement of People
10.5.4 Process Approach
10.5.5 Improvement
10.5.6 Decision-Making Based on Evidence
10.5.7 Relationship Management
10.6 Implementation of ISO 9001
10.6.1 Phase 1: Planning and Designing
10.6.1.1 Decision-Making and Commitment
10.6.1.2 Implementation Team and Management Representative
10.6.1.3 Quality System Maintenance
10.6.1.4 Reporting on Quality System Performance
10.6.1.5 Promoting Customer Requirements
10.6.1.6 Employee Awareness Training
10.6.1.7 Perform a Gap Assessment
10.6.1.8 Implementation of Planning
10.6.2 Phase 2: Documentation Development
10.6.2.1 Documentation Development
10.6.2.2 Analysis and Release Documents
10.6.3 Phase 3: Implementation
10.6.3.1 Implementation and Employee Training
10.6.3.2 Quality System Registrar Selection
10.6.3.3 Internal Auditor Training and Commence Internal Audits
10.6.3.4 Management Review
10.6.4 Phase 4: Assessment and Registration
10.6.4.1 Stage 1 Registration Audit
10.6.4.2 Corrective Actions
10.6.4.3 Stage 2 Registration Audit
10.6.4.4 Continual Improvement
10.7 Case Studies Based on Adoption of ISO 9001
10.7.1 US Air Force Earns High Flying Results
10.7.2 ORKIN Results
10.8 Other Quality Systems
10.8.1 QS/TS 16949 Quality System for the Automotive Industry
10.8.2 ISO 13485 Quality System for Medical Devices
10.8.3 AS 9100 Quality System for the Aerospace Industry
10.8.4 ISO 14000: Environmental Management System
10.8.4.1 Benefits for Compliance with an ISO 14000 EMS
10.8.4.2 ISO 14000 Registration
10.8.4.3 Principles behind the ISO 14000 Series
10.9 Major Groups of ISO 14000 Series
10.9.1 Organisation-Oriented Standards
10.9.1.1 ISO 14001:2004
10.9.1.2 ISO 14004:2004
10.9.1.3 ISO 14010:1996
10.9.1.4 ISO 14011:1996
10.9.1.5 ISO 14012:1996
10.9.1.6 ISO 14031:1999
10.9.1.7 ISO/TR 14032:1999
10.9.1.8 ISO/TR 14061:1998
10.9.2 Product-Oriented Standards
10.10 Benefits of Environmental Management Systems
10.11 ISO 26000: Quality System for Ensuring Social Responsibility
10.11.1 Principles of ISO 26000
10.11.1.1 Accountability
10.11.1.2 Transparency
10.11.1.3 Ethical Behaviour
10.11.1.4 Respect for Stakeholder Interests
10.11.1.5 Respect for the Rule of Law
10.11.1.6 Respect for International Norms of Behaviour
10.11.1.7 Respect for Human Rights
10.12 Conclusion
Points to Remember
Self-Assessment Questions
Bibliography
Index