2. “ The will to win, the desire to succeed, the urge to reach your full potentials are the keys to unlock the doors to the personal excellence” Confucius

35. What is Quality? * “The totality of characteristics of an entity that bear on its ability to satisfy stated & implied needs.”

36. Quality means Pleasing consumers not just protecting them from annoyances

37. What is Quality Customer Expectations Meet/exceed Freedom from deficiency Features Doing the right thing Doing the things right

38. Basic Quality Function 2. COMPLAINTS 3. CONSISTENCY 4. PRECISION 5. ACCURACY 6. VARIATION 1. DEFECTS / REJECTS

54. VALUE-BASED CRITERIA Cont…. Gales Model of the Purchase Decision Value Quality Price Product Service

61. Quality Evolution in Japan Fitness to Use Fitness to Cost Fitness to Latent Requirements Fitness to Standards Determining the customer’s needs before the customer becomes aware of them Obtain high quality & low cost by effective designing of both the product & processes. To build a product that meets the needs of customer. To build a product that meets the specifications set by the designer.

66. What is Total Quality Total Quality means: quality of work, quality of service, quality of information, quality process, quality of organization, quality of people, quality of company and quality of objectives.

76. A Manager Who Fails To Provide Resources And Time For Prevention Activities Is Practicing False Economy Concentrate on Prevention, Not Correction Prevention has more leverage when improving quality Prevention Correction Quality

77. Results of Total Quality Management Lower Cost High Revenue Empowered Employers Delighted Customer

82. Looking at your organization from you customers’ point of view and improving processes to enable you to meet and exceed your customers’ expectations is the only way to achieve quality, because quality is defined by the customer.

84. Conventional Wisdom Deming’s Approach Quality is meeting conformance standards. Quality is an intangible good. Quality is meeting & exceeding customer expectation. Quality is defined by the customer. Finding and Fixing problems results in improvements, which may or may not be sustainable. Making changes to the system to prevent problems results in sustainable improvements. Effectiveness & efficiency are achieved by meeting acceptable defect levels. Effectiveness & efficiency are achieved by continually improving. Crisis management is the dominant management mode. Preventative management. Performance standards & quotas improve productivity. Changes in the process improve productivity. Decisions are made by “superiors.” Decisions are made through collaboration between staff & management.

85. Top management evaluates the organization on financial performance. Top management focuses on process performance & customer satisfaction as well as on financial performance. Process improvement is expensive. Process improvement leads to lower costs. Only managers are capable of identifying & making Workers know the process best & will suggest excellent ways to improve it when given a chance. Managers command functions & are concerned with directing & controlling. Team leaders guide cross-functional improvement teams & are concerned with planning & prevention. Employees receive instruction & information from above, as deemed appropriate by management. Management shares information with employees on a routine basis & on request. Leadership for an improvement effort can be delegated to outside expert. Leadership for an improvement effort is provided by executives within the org, who are accountable for results. Reviews are necessary only when things go wrong. Regularly scheduled performance-improvement reviews are a key to improved processes.

89. The Scope of Total Quality Management Infrastructure Tools & Techniques PRINCIPLES Customer Focus Continuous Improvement & Learning Participation & Teamwork

90. The Scope of Total Quality Management Principles Practices Infrastructure Tools & Techniques Participation and Teamwork Customer focus Continuous improvement And learning

96. Data & Info Mgmt Modern Business depends on measurement & Analysis of Performance to support a variety of purposes: Planning, reviewing Company profile, Improving operations, and comparing company’s strategy with competitors. Statistical Reasoning with factual data provide basis for problem solving & CI.

101. THE QUALITY CHALLENGE INDIVIDUAL CRAFTSMAN FOREMAN INSPECTION STATISTICAL CONTROL QUALITY ASSURANCE TOTAL QUALITY CONTROL ORGANIZATION WIDE TOTAL QUALITY MANAGEMENT 1900 1920 1940 1960 1980 THE EVOLUTION OF QUALITY MANAGEMENT

103. “ Quality is never an accident, it is always the result of an intelligent effort” John Ruskin

105. “ Quality is never an accident, it is always the result of an intelligent effort” John Ruskin

110. What makes people Sweat for Quality? What Is Quality Sweating Theory Theory Of Driving Force For Quality

112. Sense of Crisis + Leadership Vision + Leadership VLSQ Approach Two Approaches in Quality Sweating Theory CLSQ Approach

114. Someone has to “pull” people in same direction so that this sense of crisis will materialize effectively as a moving force for the entire organization. Crisis consciousness pushes leadership pulls organization to motivate people to sweat for quality . “ C risis Consciousness & L eadership Make People S weat for Q uality CLSQ Approach vision approach for TQM promotion needs to conduct an aggressive public relations activity so that people fully understand integrity of the vision.

115. The lesson Learnt The Enemy for Quality, that is complacent.

116. That’s a good idea. But Our Quality has already achieved at a certain high level. Hence, we need not do so to such a extent. We Are Complacent, Aren’t We?

117. THANK U!