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TOTAL QUALITY MANAGEMENT:Determinants of Quality, Responsibility for Quality

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Production and Operations Management ­MGT613
VU
Lesson 25
TOTAL QUALITY MANAGEMENT
Total Quality Management is a philosophy that involves each and every individual in an organization in
a continual effort to improve quality and achieve customer satisfaction.
The TQM Approach
TQM is not called philosophy for nothing. It is that common viewpoint as well as attitude shared by the
whole organization that helps the organization achieves its prime objective of increase in revenue as
well as a continuous relationship with the customer, by providing a quality based service which fulfills
the customer's needs and requirements.
If we apply the TQM approach we can identify the role played by various departments and interfaces of
the organization. These roles at the functional and departmental levels if not in line with the
organizational strategy would not allow the organization to pursue TQM.
Sr. #
TQM Approach
Department
1
Find out what the customer wants
Marketing
2
Design a product or service that meets or exceeds
Design Dept
customer wants
3
Design processes that facilitates doing the job right
Operations Dept
the first time
4
Monitor and Audit (Keeping track of) results
Senior/GM Managers
5
Extend these concepts to suppliers
SCM
/
Logistics/Warehouse
/Materials
TQM CRITICISMS
TQM Philosophy is often criticized for reasons which show weak implementation or poor management
perspective. The common criticism against TQM is:
1. TQM program not linked to overall Organizational Strategy : This is the weakness of top
management not a weakness in the TQM philosophy.
2. Quality based decisions not attached to revenue or marketing strategies: Quality concept should
be included in the functional side and not treated as separate and distinct from the functional
departments.
3. Incomplete planning with no clear cut road map for TQM implementation: A weak implantation
strategy that does not identify the milestones, goals and step by step objectives.
4. Rigid and impractical TQM goals: An absence of managerial skill, TQM goals should be
achievable and tangible.
5. Non training of employees about TQM philosophy. Employees if not trained wont be able to
make best use of TQM philosophy.
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Production and Operations Management ­MGT613
VU
Elements of TQM
TQM is a philosophy so its elements consist of the various strategies, tactics which includes the
following:
Continual improvement
Competitive benchmarking
Employee empowerment
Team approach
Decisions based on facts
Knowledge of tools
Supplier quality
Champion
Quality at the source
Suppliers
Of the elements described above, we should also focus our attention on the idea of continuous
improvement as well as Quality at the Source.
Continuous Improvement: Philosophy that seeks to make never-ending improvements to the process of
converting inputs into outputs. The Japanese manufacturer as well as service providers have longed used
this concept. Kaizen is the Japanese word for continuous improvement.
Quality at the Source: The philosophy of making each worker responsible for the quality of his or her
work.
Determinants of Quality
The various Determinants associated with the quality concept in general and TQM philosophy in
particular is:
1. Quality of design: Intension of designers to include or exclude features in a product or service
2. Quality of conformance: The degree to which goods or services conform to the intent of the
designers
3. Quality of Ease of Use: Ease of use and instructions to use increase the chances but do not
guarantee that a product will be used for intended purpose and function properly and safely.
4. Quality of Service after Delivery: The degree to which goods or services can be recalled and
repaired, adjustment, replacement or buyback or reevaluation of service all come under this
category.
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Production and Operations Management ­MGT613
VU
The Consequences of Poor Quality
The common consequences of Poor Quality are:
1. Loss of business: Loss in sales, revenues and customer base.
2. Liability: A poor quality product or service comes with the danger of the organization being
taken to court by an unhappy or affected customer.
3. Productivity: Loss in productivity as more time is spend in rectifying the errors or short coming
then producing more.
4. Costs: Increase in costs as a poor quality product is repaired or replaced or made new.
Responsibility for Quality
Quality Control Department cannot be held responsible for Quality alone. Quality is the responsibility
of each and every individual working for the organization. If we look into any organization be it a
manufacturing or service provider we can see the following departments working diligently for
achievement of Quality.
1. Top management
2. Design Department
3. Procurement Department
4. Production/operations Department
5. Quality assurance Department
6. Packaging and shipping Department
7. Marketing and sales Department
8. Customer service Department
Costs of Total Quality Management
There is a difference in opinion amongst experts when they analyze costs with respect to TQM. Few
experts feel that failure costs should be taken up as internal and external separately and others feel they
should be taken as one single entity of failure cost.
1. Failure Costs - costs incurred by defective parts/products or faulty services. Experts are of the
opinion that on average an organization loses 20 to 30% of its revenue because of poor quality
or costs associated with the failure of the product or service. Failure costs are of two types
internal and external:
a. Internal Failure Costs are the Costs incurred to fix problems that are detected before the
product/service is delivered to the customer.
b.  External Failure Costs are all costs incurred to fix problems that are detected after the
product/service is delivered to the customer.
Of the two, Internal Failure Costs are less painful and can help an organization to register increase in
revenue and not compromising its product or service in the eye of its customers as well as its
competitors.
2. Appraisal Costs are the Costs of activities designed to ensure quality or uncover defects
3. Prevention Costs include all TQM training, TQM planning, customer assessment, process
control, and quality improvement costs to prevent defects from occurring
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Production and Operations Management ­MGT613
VU
Quality and Ethics
Quality is closely associated with Ethics. A good service would always be able to fulfill customer needs
if it is able to follow Ethics in its true spirit. A service or product that has been poorly designed carries
liability. On the other hand if the organization has followed ethics to manufacture a product or service, it
would be able to provide a quality product or service to its customer.
TQM is an important concept and is followed by various departments of the organization. Accounting
department measures the costs associated with a poor quality based service or product, Finance
department measures the cash flows associated with various departments, Human Resources employees
workforce which is able to turn out quality based work, Management Information Systems design TQM
based systems to ensure increased productivity, similarly marketing department uses TQM techniques to
increase its market share and customer base. And last but not the least Operations department which
designs and implements TQM strategies.
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Table of Contents:
  1. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT
  2. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT:Decision Making
  3. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT:Strategy
  4. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT:Service Delivery System
  5. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT:Productivity
  6. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT:The Decision Process
  7. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT:Demand Management
  8. Roadmap to the Lecture:Fundamental Types of Forecasts, Finer Classification of Forecasts
  9. Time Series Forecasts:Techniques for Averaging, Simple Moving Average Solution
  10. The formula for the moving average is:Exponential Smoothing Model, Common Nonlinear Trends
  11. The formula for the moving average is:Major factors in design strategy
  12. The formula for the moving average is:Standardization, Mass Customization
  13. The formula for the moving average is:DESIGN STRATEGIES
  14. The formula for the moving average is:Measuring Reliability, AVAILABILITY
  15. The formula for the moving average is:Learning Objectives, Capacity Planning
  16. The formula for the moving average is:Efficiency and Utilization, Evaluating Alternatives
  17. The formula for the moving average is:Evaluating Alternatives, Financial Analysis
  18. PROCESS SELECTION:Types of Operation, Intermittent Processing
  19. PROCESS SELECTION:Basic Layout Types, Advantages of Product Layout
  20. PROCESS SELECTION:Cellular Layouts, Facilities Layouts, Importance of Layout Decisions
  21. DESIGN OF WORK SYSTEMS:Job Design, Specialization, Methods Analysis
  22. LOCATION PLANNING AND ANALYSIS:MANAGING GLOBAL OPERATIONS, Regional Factors
  23. MANAGEMENT OF QUALITY:Dimensions of Quality, Examples of Service Quality
  24. SERVICE QUALITY:Moments of Truth, Perceived Service Quality, Service Gap Analysis
  25. TOTAL QUALITY MANAGEMENT:Determinants of Quality, Responsibility for Quality
  26. TQM QUALITY:Six Sigma Team, PROCESS IMPROVEMENT
  27. QUALITY CONTROL & QUALITY ASSURANCE:INSPECTION, Control Chart
  28. ACCEPTANCE SAMPLING:CHOOSING A PLAN, CONSUMER’S AND PRODUCER’S RISK
  29. AGGREGATE PLANNING:Demand and Capacity Options
  30. AGGREGATE PLANNING:Aggregate Planning Relationships, Master Scheduling
  31. INVENTORY MANAGEMENT:Objective of Inventory Control, Inventory Counting Systems
  32. INVENTORY MANAGEMENT:ABC Classification System, Cycle Counting
  33. INVENTORY MANAGEMENT:Economic Production Quantity Assumptions
  34. INVENTORY MANAGEMENT:Independent and Dependent Demand
  35. INVENTORY MANAGEMENT:Capacity Planning, Manufacturing Resource Planning
  36. JUST IN TIME PRODUCTION SYSTEMS:Organizational and Operational Strategies
  37. JUST IN TIME PRODUCTION SYSTEMS:Operational Benefits, Kanban Formula
  38. JUST IN TIME PRODUCTION SYSTEMS:Secondary Goals, Tiered Supplier Network
  39. SUPPLY CHAIN MANAGEMENT:Logistics, Distribution Requirements Planning
  40. SUPPLY CHAIN MANAGEMENT:Supply Chain Benefits and Drawbacks
  41. SCHEDULING:High-Volume Systems, Load Chart, Hungarian Method
  42. SEQUENCING:Assumptions to Priority Rules, Scheduling Service Operations
  43. PROJECT MANAGEMENT:Project Life Cycle, Work Breakdown Structure
  44. PROJECT MANAGEMENT:Computing Algorithm, Project Crashing, Risk Management
  45. Waiting Lines:Queuing Analysis, System Characteristics, Priority Model