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

Description

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. 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