Chapter: 13

Total Quality Management

The term Total Quality Management (TQM) has become a buzz-word now- a-days.
➢ It refers to organization wide effort to achieve quality.
➢ It can accurately be described as a philosophy about quality that suggests for involving
everyone in the organization in a quest for quality.
➢ It extends to suppliers as well as to customers.
➢ In fact, in TQM, the customer is the focal point, as the business is driven by customers.
As such, customer satisfaction is the main driving force.
➢ Everyone in the organization, from the top most chief executive, up to the bottom most
worker, has to take part in this endeavor. The top management additionally must have
sincere and utmost commitment towards achieving quality.
➢ It is a proven technique to guarantee survival in world class competition.
➢ TQM can be analyzed by the following three words:

• Total – Made up of whole

• Quality- Degree of excellence a product or service provides
• Management - Act, art, or manner of controlling and directing

Therefore, TQM is the art of managing the whole to achieve excellence.

TQM approach can be described as follows:

▪ Find out what customers want. This might involve the use of surveys focus groups,
interviews, or some other techniques that integrate the customer's voice in the
decision-making process.
▪ Design a product or service that will meet (or exceed) what customers want. Make it
easy to use, and easy to produce.
▪ Design a production process that facilitates doing the job gets right in the first time.
Determine where mistakes are likely to occur and try to prevent them. When mistakes
do occur, find out why so that they are less likely to occur again. Strive to "mistake-
proof" the process.
▪ Keep track of results, and use those to guide improvement in the system. Never stop
trying to improve.
▪ Extend these concepts to suppliers.

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Effect of TQM (Quality Improvement)
Improve Quality (Product/Service)

Increase Productivity (less rejects, faster job)

Lower Costs and Higher Profit

Business Growth. Competitive. Jobs. Investment

Six basic concepts of TQM

1. Participation of management
2. Customer satisfaction

3. Employee involvement
4. Continuous process improvement
5. Supplier partnership
6. Performance measures

1. Participation of management
Management must participate in the quality program. A quality management must be
established to develop a clear vision and set long term goals. An annual quality improvement
program is established and involves input from the entire workforce. TQM is a continual activity
that must be entrenched in the program- it is not just a one short program. TQM must be
communicated to all people.

2. Customer Satisfaction
The key to an effective TQM program is its focus on the customer. An excellent place to start is
by satisfying internal customers. We must listen to the "voice of customer" and emphasize
design quality and defect prevention. Do it right in the first time and every time, for customer
satisfaction is the most important consideration.

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3. Employee involvement
TQM is an organization wide challenge that is everyone's responsibility. All personnel must be
trained in TQM. Effective participation of the employees is required. Changing behavior is the
goal. People must come to work not only to do their jobs, but also to think about how to
improve their jobs. People must be empowered at the lowest possible level to perform
processes in an optimum manner.

4. Continuous process improvement

There must be a continual striving to improve all business and production processes. Quality
improvement projects, such as customer satisfaction, cycle time, scrap reduction and supplier
management are good places to begin. Improvement can be done in five ways; (a) Reduce
resources (b) Reduce errors (c) Meet expectations of downstream customers (d) Make process
safer (e) Make process more satisfying to the person doing.

5. Supplier partnership
Large portion of product cost comes from purchased materials; therefore the supplier quality
must be outstanding. A partnering relationship rather than an adversarial one must be
outstanding. Both parties have much to gain or lose based on success or failure of the product
or service. The focus should be on quality rather than price. Suppliers should be few in numbers
so that true partnering can occur.

6. Performance measures
Effective management requires performance measuring. Performance measures such as
percent nonconforming, absenteeism, customer satisfaction, on time delivery should be
determined for each functional area. These measures should be posted for everyone to see.
Quantitative data are necessary to measure the continuous quality improvement activity.

Some points to remember.

TQM requires a cultural change. Table-1 compares the previous state with the TQM state for
typical quality elements. This change is substantial and will not be accomplished in a short
period of time. Small organizations will be able to make the transformation much faster than
large organizations.

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 Quality Element Previous State TQM
Definition Product oriented Customer oriented
Decisions Short-term Long-term
Emphasis Detection Prevention
Errors System
Responsibility Quality control Everyone
Problem solving Managers Teams
Manager's role Plan, assign, control and Delegate, coach,
enforce facilitate and mentor

Obstacles to Implement TQM

Organization can encounter a number of difficulties in implementing TQM. Some common
obstacles are:

Lack of management commitment:

When management talks about TQM, but if its actions fail to support the effort, it will
ultimately fail to meet expectations. For implementation to succeed, management must clearly
and frequently communicate the reasons for adopting TQM.

Top management should, therefore, embrace quality improvement programs no matter how
far reaching the programs may appear the monetary implications therein.

Inability to change Organizational culture:

Changing an organization's culture is extremely difficult and time-consuming. Individuals resist
change as they become accustomed to do a particular process and it becomes the preferred
way. Management must understand and utilize the basic concepts of change. They are –
▪ People change when they want to and to meet their own needs.
▪ Never expect anyone to engage in behavior that serves the organization's values unless
adequate reason has been given
▪ For change to be accepted, people must be moved from a state e fear to trust.

Improper planning:
All constituents of the organization must be involved in the development of the
implementation plan and modifications that occur as the plan evolves. The absence of a sound
strategy has often contributed to ineffective quality improvement. Perhaps the root cause of
poor plans and specifications is that many owners do not understand the impact that poor
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drawings have on a project's quality, cost, and time. Regardless of the cause, poor plans and
specifications lead to a project that costs more, takes longer to complete, and causes more
frustration than it should. Companies using TQM should always strive towards impressing upon
owners the need to spend money and time on planning. If management took reasonable time
to plan projects thoroughly and invest in partnering to develop an effective project team, a lot
could be achieved in terms of product performance as these investments in prevention
oriented management can significantly improve the quality of the goods or services offered by
an organization.

Lack of continuous training and education:

Training and education is an ongoing process for everyone in the "organization. TQM has the
problem of proper training, lack of continuous training & education. Training and education are
most effective when senior management conduct the training on the principles of TQM. For a
company to produce a quality product, employees need to know how to do their jobs. For TQM
to be successful, organizations must commit to training employees at all levels. TQM should
provide comprehensive training, including technical expertise, communication skills, small-team
management, problem-solving tools and customer relations.

Ineffective measurement techniques and lack of access to data and resuits .

TQM relies on data-based decision making. To improve need to measure the effect of
improvement ideas. Access to data and quick retrieval is needed o effective processes. A
process to succeed in building and sustaining a environment, data must be accurate, timely and
reliable. Decision makers must be trained in data analysis and interpretation.

Paying inadequate attention to customers:

Organization needs to understand the changing needs and expectations of customers. To avoid
or overcome this obstacle is to find out the right way for direct access to the customer. Most
strategic plans of organizations are for direct access to the customer. Most strategic plans of
organizations are not customer driven. They tend to concentrate much on profit-oriented
objectives within a given time frame. Little (if any) market research is done to ascertain the
product or service performance in the market relative to its quality. Such surveys are regarded
by most organizations as costly and thus little concern is shown to quality improvement for
consumer satisfaction.

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Inadequate use of empowerment and teamwork:
Employees and workers need to have proper training at least in the beginning. Whenever
possible, team recommendations should be followed. Individuals should be empowered to
make decisions that improve the efficiency of their process or the satisfaction of their
customers.

Incompatible organizational structure and isolated individuals and departments:

Differences between departments and individuals can create implementation problems. The
use of multi-functional teams will help to break down long- standing barriers. Restructuring to
make the organization more responsive to customer needs may be needed. Individuals who do
not embrace the new philosophy can be required to leave the organization.

Failure to continually improve:

It is tempting to sit back and rest on your laurels. However, a lack of continuous improvement
of the processes, product, and or service will even leave the leader of the pack in the dust. Will
Rogers said it best, "Even if you're on the right track, you'll get run over if you just sit there".

7 Basic Tools of TQM

1. Flow Chart
2. Check Sheet

3. Cause & Effect Diagram

4. Histogram
5. Pareto Chart
6. Scatter Diagram
7. Control Chart

Flow Chart
▪ A flowchart is a pictorial or graphical representation of a process.
▪ It is a diagram that uses graphic symbols to depict the nature and flow of the steps in a
process.
▪ It can therefore be used to define and analyze processes, provides overview, better
communication, check program logic etc.
▪ It is alternatively known as "Route sheet" or "Process map".
▪ It is useful tool for examining how various steps are related to each other.

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 Symbols Used in Flowcharts

Start / End
process Step
Decision
Connector
Measurement

Process Flowchart of making a garment from fiber:

Fiber
!
Yarn
!
Fabric
!
Garment

Benefits of using flowchart:

▪ Communication: Flowchart is the best way to represent communication of all
logics of a system to all concerned.
▪ Proper documentation: Program flowchart serves as a good program
documentation which is needed for various purposes.
▪ Effective analysis: By using flowchart, distinct problems can be analyzed in more
effective way.
▪ Easy understanding: Everyone can understand the process easily in a flowchart.

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 Limitations of flowchart:
▪ Complex logic: Sometimes, processes consists some complex logics that are
quite complicated and messy in representation. In that case, flowchart becomes
very complex and clumsy.
▪ Alteration and modification: After completion of flowchart process, if any
alterations and modification are required then flowchart may require redrawing
completely that is high time consuming process.

Check Sheet
▪ Check sheet is also called a "Defect Concentration Diagram".
▪ It is a data collection sheet and a simple tool used to record data for further
processing.
▪ The data collection sheet should be printed and highly systematic and
structured so that identification of problem becomes much easier.
▪ It can be adapted for a wide variety of purposes, although mainly for identifying
frequency or patterns of events, problems, defects, defect location, defect
causes etc.

When to Use a Check Sheet

• When data can be observed and collected repeatedly by the same person or at
the same location.
• When collecting data on the frequency or patterns of events, problems, defects,
defect location, defect causes, etc.
• When collecting data from a production process.

Advantages of using a check sheet:

• Effective way of displaying data
• Easy to use
• Can identify the root cause of a problem
• A first step in the construction of other graphical tools
• Provides a structure for uniform data collection

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 How to construct a check sheet:
• Clearly define what events (problem or process) are to be recorded.
• Define the period for data recording. The time period should be representative
(that is, a one day sample on Monday may not be representative of a typical
day).
• Design the check sheet to be used during data recording, allocating space for
recording.
• Develop a check sheet that is easy to understand. All columns should be clearly
labeled.
• Perform the data collection during the agreed period, ensuring that everyone
understands the tasks and the events to be recorded.
• Analyze the data to identify events with unusually high or low occurrences.
• Train all those involved on gathering data. A uniform data collection is vital.
• Plot the information on a check sheet

Check sheet for Fabric Inspiration

Style no ASDF32016 Roll No 1

Inspector Name Mr. Khaled Hossain Colour Black

Mr.monir

Approved By Mr. Shakhawat Fabric width 56”

Date 20/05/2016 Inspection type 4 point system

Inspection Result Ok Points/100yds

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Type of defects Penalty points

1 2 3 4
Slub yarn
Missing yarn
Foreign yarn
Hole mark

Total Defects
Total penalty
points

Inspected By Approved By

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Cause and Effect Diagram
• A graphic tool that helps identify, sort, and display possible causes of a
problem.
• It is also called "Ishikawa diagram", "Fishbone diagram".

Benefits of Using Cause-and-Effect Diagram:

• Helps to determine root causes
• Encourages group participation
• Uses an orderly, easy-to-read format
• Indicates possible causes of variation
• Increases process knowledge
• Identifies areas for collecting data
When to Use Cause and Effect Diagram:
• To identify the root cause of any problem.
• Easy to understand for everyone
• To reach a shared understanding
• Relationship between the causes of a problem.
How to construct a cause and effect diagram:
• Write down the problem in the right side of the diagram and draw a box
around it.
• Brainstorm the major categories causes of the problems. The cause could
be like:
✓ Methods
✓ Machines/Equipment's
✓ People / Manpower
✓ Materials
✓ Measurement
✓ Management
✓ Environment etc.

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 • Write the categories of causes as branches from the main arrow. These
branches are known as "twigs".
How to construct a cause and effect diagram:
Ask why the causes are happening. If anything is found, use as a sub-branch
of the individual twig and this will continue.
For example, different causes are responsible for late shipment of garments
in RMG industry. It is showed in a cause and effect diagram:

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Histogram
• A histogram is a graphical representation of the distribution of numerical
data.
• In the most common form of histogram, the independent variable plotted
along the horizontal axis &the dependent variable is plotted along the
vertical axis.

Parts of a Histogram

1. Title: The title briefly describes the information that is contained in the
Histogram.
2. Horizontal or X-Axis: The horizontal or X-axis shows the scale of values into
which the measurements fit. These measurements are generally grouped
into intervals to help summarize large data sets. Individual data points are
not displayed.

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3. Bars: The bars have two important characteristics-height and width.
The height represents the number of times the values within an interval
occurred. The width represents the length of the interval covered by the
bar. It is the same for all bars.
4. Vertical or Y-Axis: The vertical or Y-axis is the scale that shows the number
of times the values within an interval occurred. The number of times is also
referred to as "frequency."
5. Legend: The legend provides additional information that documents
where the data came from and how the measurements were gathered.
Advantages of Histogram:
• Huge data set can be plotted
• Visually it looks very strong
Disadvantages of Histogram:
• Cannot read exact values because data is grouped into categones
• Only applicable for numerical values
Example :

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 Pareto Chart/Pareto Analysis
• It looks like a cumulative bar graph.
• Bar chart arranged in descending order of height from left to right (longest
bars are placed on the left and the shortest on the right)
• Bars on left are relatively more important than those of right.
• The longest bar represents the most vital cause.
• Separates the "vital few" from the "trivial many".

Why to Use Pareto Chart

• Breaks big problems into smaller pieces
• Identifies most significant factors
• Shows where to focus efforts

Pareto Principle
Italian economist Vilfredo Pareto (1848-1923) invented this principle. It
states that- "20% of the population has 80% of the wealth".

This principle was adopted by Joseph Juran, an American born engineer

and he came to a decision that, "approximately 80% of the problems are
created by approximately 20% of the causes.

Example:
Suppose, the following defects (in inch) are found after
inspecting 5 rolls of fabric.
Thick& Thin Yarn: 9,9.8,6,9.5,3.5,21,10,11,12
Slub Yam: 2.8,3,1.5,3.9,6,1.5
Hole Mark: 1,0.5,2,1.5,0.8,1.8,1.7,1.6,2.5,3
Foreign Yan: 2.6,1,3,2.4,1.2,1.3,2.2,0.8
Show the vital few causes according to Pareto Principle and
make a Pareto chart.
Solution:

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Scatter Diagram
Scatter Diagrams are used to study and identify the possible
relationship between the changes observed in two different sets of
variables.
Constructing a Scatter Diagram
1 Collect two sets of data and create a summary table of the data.
2. Draw a diagram labelling the horizontal and vertical axes.
3. It is common that the "cause" or "independent" variable be labelled
on the X-axis and the "effect" or "dependent" variable be labelled on
the Y-axis
4. Plot the data pairs on the diagram.
Suppose, hourly defects in a sewing floor have been detected as below:
Hours of Work No. of defects
1 35
2 30
3 25
4 20
5 18
6 28
7 25
8 30

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To show these defects, we may make a scatter diagram as below:

Control Chart
A control chart is a simple graph or chart with time on X-axis vs. the
quality characteristics measured on a Y-axis. In other words, a control
chart is a continuous graphic indication of the state of a process with
respect to a quality characteristics being measured. Let us say you are
performing the final inspection of garments. You go out in the
production floor and just before shipping pull a number of samples,
inspect them and note the number of defects and calculate percentage
defective units.

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