TOTAL QUALITY MANAGEMENT Unit-2 Principles and philosophies of quality management Presented by N.Vigneshwari

Review of last class Overview of the contributions of crosby

Today’s topic Overview of the contributions of Crosby

Overview of the contributions of Crosby About Crosby Crosby is another of the American quality gurus who rose to international fame mainly thanks to his teachings on quality management. He is best known for the concepts of ‘zero defects’ He has authored many books, including “quality is free”, “quality without tears”, and “let’s talk quality and leading : the art of becoming an executive”.

Crosby’s contributions Four absolutes of quality Fourteen steps to quality management Crosby’s quality vaccine

Four absolutes of quality First absolute: The definition of quality is conformance to requirements, not goodness Second absolute: The system for causing quality is preventive, not appraisal Third absolute: The performance standard must be zero defect, not “that’s close enough” Fourth absolute: The measurement of quality is the price of non-conformance, not indexes

Crosby’s fourteen steps for quality improvement Establish management commitment Form a quality improvement team Establish quality measures Evaluate the cost of quality Establish quality awareness Instigate corrective action Zero defect planning Employee education Hold a zero-defect day Employee goal setting Error cause removal Establish recognition Establish and hold Do it all over again

Establish management commitment: Managers must believe in the importance of quality and demonstrate a real commitment to improvement throughout the organisation by aligning their actions, policies and procedures with the principles of TQM. Form a quality improvement team: With representatives from each department, the team should play a role in establishing all educational and quality oriented policy activities, leading to larger work co-ordinating and supervising the change in corporate culture. Establish quality measures: For each activity throughout the company. For example a measure of the operations management function might state the per centage of production time lost due to inadequate operator training or poor equipment maintenance. Evaluate the cost of quality: By providing an indication of where corrective action will be profitable for a company Establish quality awareness: Of employees by training supervisors and communicating through booklets, films and posters.

Instigate corrective action: By encouraging working people to identify and set right the defects or pass on defects to the next supervisory level who have authority to deal with them. Zero defect planning: Establish the committee for the “zero defect” program to investigate the ZD concept and ways to implement the program Employee education: Undertake supervisor and employee training so that all managers understand and can explain each step in the quality improvement program. Hold a zero-defect day: To establish the new attitude. This day signals to every one that their work must meet a new, higher standard of performance and that expectations have risen significantly. Employee goal setting: These goals guide performance measurement and evaluation and that keep quality in its necessary place at the forefront of organisational priorities.

Error cause removal: Should follow the identification of problems that prevent error-free work from being achieved. All employees should accept responsibility for identifying problems, correcting them and preventing them from occurring Establish recognition: For those who meet goals or perform outstandingly by the non-financial award program. This recognition motivates others in the firm and sets example for all to imitate. Establish and hold: Regular meetings of quality councils composed of quality professionals and team chair persons, to communicate with each other and to determine action necessary to improve the quality program. Do it all over again: Because the march towards quality is a never-ending journey, the final step returns the program to the beginning to repeat the entire process. This action reviews everyone’s commitment to quality and identifies a new round of opportunities for improvements.

Crosby’s quality vaccine Integrity Communication Systems and operations

Integrity Integrity represents an honest attempt by the management to eliminate bureaucracy, improve performance and satisfy customers in the most effective manner possible. It reflects the importance of the firm’s commitment to offer products that are right the first time, every time Communication Communication represents the flow of information, both between functional departments (internal communication) and between the firm and its customers and suppliers (external communication). The vaccine requires regular exchange of information about quality problems, performance on quality characteristics, progress towards quality goals and opportunities for quality improvement. Systems and operations Systems and operations designed to maintain the firm’s new quality environment.

References Total quality management-V.Jayakumar Total quality management-K.Shridhara Bhat

Thank you