SUSTAINABLE DEVELOPMENT OF TOTAL QUALITY MANAGEMENT THROUGH DEMING

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SUSTAINABLE DEVELOPMENT OF TOTAL QUALITY
MANAGEMENT THROUGH DEMINGS PDSA CYCLE

• Author Dr. G. Karuppusami

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Abbreviations
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What is Quality?

• Quality is the totality of features and
  characteristics of a product or service that bear
  on its ability to satisfy implied or stated
  needs.
• ANSI/ASQC STD A3-1987.

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What is Quality?

• Feigenbaum (1951) and Abbott (1955) defined
  quality as value,
• Levitt (1972) as conformance to specifications,
  
• Juran et al. (1974) as fitness for use,
• Crosby (1979) as conformance to requirements,
• Taguchi (1981) as the losses a product imparts
  to the society from the time the product is
  shipped,
• Reeves and Bednar, (1994) as the extent to which
  a product or service meets and/or exceeds a
  customers expectations which reflects a shift
  in focus to customer satisfaction.

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Total quality management

• Ho (1997) defines the term TQM as
• Total everyone associated with the company is
  involved in continuous improvement (including
  its customers and suppliers if feasible)
• Quality customers expressed and implied
  requirements are met fully
• Management executives are fully committed.

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Motivation for the study

• The business units are ever increasingly
  forced to achieve world-class manufacturing
  capabilities in order to compete and, in many
  cases, to achieve in the market. One of the means
  to achieve the world-class manufacturing
  capability is through the practices of Total
  Quality Management (Joseph, et al., 1999)

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Full TQM (OR) Partial TQM?

• The problem with TQM is not whether companies
  have been converted to the philosophy many
  surveys have shown the philosophy being embraced
  by organizations (Yong Wilkinson, 1999). The
  issue relates more acutely to whether these
  supposedly TQM companies are actually practicing
  total or partial TQM (Wilkinson et al., 1998).

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Some obstacles to achieving TQM

• Lack of top management support
• Lack of customer focus
• Lack of employee empowerment
• Lack of training

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Criteria for the study

• Quality is one of the twentieth centurys most
  important management ideas
• (Feigenbaum, 1999)
• You cant manage what you dont measure
• (Wert, 2003)

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Critical Success Factors (CSFs) of TQM

• CSFs are the critical areas of managerial
  planning and action that must be practiced to
  achieve effective quality management in a
  business unit (Saraph et al., (1989)
• CSFs are critical and absolutely essential for
  the success of TQM. The process stands a good
  chance of ending in failure if these factors are
  not part of the management process.

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CSFs reported by Saraph et al., (1989)

• The role of management leadership and quality
  policy
• Role of quality department
• Training
• Product / service design
• Supplier quality management
• Process management
• Quality data and reporting
• Employee relations

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Quality Related Action Programs (QAPs)

• Critical success factors of TQM are latent
  variables, which means they cannot be measured
  directly. Hence Quality-related Action Programs
  (QAPs) are generated that represent
  manifestations of these CSFs. QAPs are the
  quality management prescriptions.

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QAPs of CSF The role of top management
leadership and quality policy

• Top management responsibility for quality
  performance
• Performance evaluation based on quality
• Acceptance of responsibility for quality by major
  dept heads
• Degree of participation by dept heads in quality
  improvement process
• Consideration of quality as first priority
• Discussion of quality related issues in meetings
• Extent to which quality goals and policies are
  understood
• Degree of comprehensiveness of quality plan

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CSFs and QAPs of TQM
TQM
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Sustainable development of TQM

• Quinn (2000) describes sustainability as the
  development that meets present needs without
  compromising the ability of future generations to
  meet their own needs.
• Without sustainability, there is little benefit
  to be gained from TQM (Curry et al., 2002).
• The focus of maintaining competitive advantage
  and performance does not simply emphasize the
  present time, but also the future (Zairi, 2002).

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Sustainable development of TQM

• Sustainability is defined as the ability of an
  organization to adapt to change in the business
  environment to capture contemporary best practice
  methods and to achieve and maintain superior
  competitive performance (Zairi Liburd 2001).

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PDSA Cycle for sustainable development of TQM
Step 1 Plan for TQM
ACT
PLAN
Step 4 Take necessary actions to improve the
less developed programs of TQM
Step 2 Implement TQM
DO
STUDY
Step 3 Study and measure the level of TQM
implementation
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TQM Implementation Index (TQMII)

• TQM Implementation Index (TQMII) can be
  interpreted as the level of TQM implementation
  of a company on a unit scale. Input is the
  companys total quality effort. Output is the
  level of the performance of the plant. TQMII
  measures how well a company has implemented its
  TQM.

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Framework for TQMII calculation

• The set of CSFs and QAPs implemented by the
  company.
• The list of departments involved in the quality
  programs.
• The level of quality consciousness of the
  departments.
• The degree to which critical quality factors and
  quality action programs applied.

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TQM Implementation space

• Department, m

TQMIIimk

• Quality Consciousness, k

• Critical success factor, QAP i

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Notations

• i Index of QAPs
• Dm Departments
• m Index of departments
• Zm Ideal weight factor assigned department
• Wm Revised normalized weight of department
  
• Vim Actual performance of quality-related
  action programme i in department m

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TQMII Algorithm

• Algorithm developed by Kumar et.al.(2004) is
  adopted. TQMII algorithm for the firm (or) CSF is
  as follows.
• i 1, 2, 3..I m 1, 2, 3 . M,
• I Total number of QAPs of the firm or CSF

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• Presentation of a Case Study to illustrate TQMII

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Case Study

• The suggested PDSA model for TQM implementation
  was applied to an automotive ancillary company
  located in South India.
• The company is the largest manufacturer of
  automotive horns in India and has ISO 9002, ISO
  14001, ISO/TS 169491999 certifications.
• Thirteen CSFs and 85 QAPs were selected by the
  expert committee.

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Case Study CSFs selected

• Role of top management and quality policy
• Supplier quality management
• Customer focus
• Process management
• Product / service design
• Quality data and reporting
• Training
• Employee relations
• Role of quality department
• Benchmarking
• Information technology analysis
• Lean manufacturing
• Continuous improvement

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TQMII Calculation Step 1 (Table 1)

• 1. Compute each departments normalized quality
  consciousness weight
• The calculation for the first the department
  D1 is as follows
• W1 10(0.52 14 2.56 38 310) 7.4
• 1010

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TQMII Calculation Step 2 (Table 1)

• 2. Compute each departments quality
  consciousness state efficiency.
• The calculation for the first the department
  D1 is as follows
• QCSE1 (0.52 14 2.56 38 310) 0.74
• 1010

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TQMII Calculation Step 3 (Table 2)

• 3. Compute TQMII of QAPs
• i 1, 2, 3..I m 1, 2, 3 . M

TQMII of QAP 1 is as follows (97.4 106
75.81 105.46 107.92 107.7 85.22
94.74 56.86) 10(10
10 7 7 9 10 9 6 7) 0.65
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TQMII Calculation Step 4 (Table 2)

• 4. Calculate TQMII of the CSF or firm as a whole.

I Total number of QAPs of the firm or CSF, i
1, 2, 3..I m 1, 2, 3 . M,
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Table 1 Department consciousness matrix
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Table 2. TQMII Calculation
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Table 2. TQMII Calculation contd
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TQMII of the selected organization
The combined level of TQM implementation index in
the selected organization was assessed as 0.460
on a unit scale
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• Recommendations as a result of the Study

• Link the department quality consciousness state
  efficiency of TQM implementation program to
  annual incentive scheme.
• Arrange training program for all the least
  developed QAPs.
• Encourage exchange of information and data among
  departments regarding TQMII.
• Obtain expert advice about the list of CSFs and
  QAPs selected for the TQMII analysis.
• Integrate the TQM programs with the procedures of
  ISO 9002, ISO 14001, ISO/TS 169491999
  certifications.

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Conclusions

• The problem areas of TQM implementation correctly
  identified by the proposed PDSA method.
• The model allows tracking of TQM programs and
  departments that are substantially impacting the
  TQM implementation in the company.
• Specific recommendations were proposed to bring
  about improvements in those least developed TQM
  programs.

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References
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References contd
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Quality is a Journey, not a Destination
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• Thanks