1. UNIT I
SYLLABUS
Concept of quality and quality control, quality of design, quality of conformance, quality characteristics, cost of quality, value of quality, specification of quality, quality control and inspection.
Concept of TQM And quality Assurance.
Concept of variation, variable and attribute data,friquency distribution, measure of central tendency,
Mean Mode,Median,Range,STD Deviation and variance
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2. Quality
Different meaning could be attached to the word Quality under different circumstances.
The word Quality does not mean the Quality of manufactured product only. It may refer to the Quality of the process (i.e., men, material, machines) and even that of management.
‘‘Quality of product as the degree in which it fulfills the requirement of the customer. It is not absolute but it judged or realized by comparing it with some standards’’
Example : Gear used in sugarcane extracting machine
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3. Control
The process through which the standards are established and met with standards is called control. This process consists of observing our activity performance, comparing the performance with some standard and then taking action if the observed performance is significantly different from the standards.
The control process involves a universal sequence of steps as follows :
(1) Choose the control subject.
(2) Choose a unit of measure.
(3) Set a standard value i.e., specify the quality characteristics
(4) Choose a sensing device which can measure.
(5) Measure actual performance.
(6) Interpret the difference between actual and standard.
(7) Taking action, if any, on the difference.
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4. Quality Control
Quality control can be defined as that Industrial Management technique by means of which product of uniform acceptable quality is manufactured.
Factors Affecting Quality
(1) Men, Materials and Machines
(2) Manufacturing conditions
(3) Market research in demand of purchases
(4) Money in capability to invest
(5) Management policy for quality level
(6) Production methods and product design
(7) Packing and transportation
(8) After sales service
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5. Objectives of Quality Control
To decide about the standard of Quality of a product that is easily acceptable to the customer.
(2) To check the variation during manufacturing.
(3) To prevent the poor quality products reaching to customer.
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6. (5)To reduce the company cost through reduction of the losses.
(4)To improve the company income by making the product more acceptable,
(5)To reduce the company cost through reduction of the losses.
(6)to produce optimum quality at minimum price.
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7. QUALITY CHARACTERISTICS
Quality of Design
Quality of Conformance
Quality Costs
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8. Quality of Design(specification)
Quality design is a technical term. It can be regarded as a composite of 3 separate terms or steps in a common progression of activities.
(i) Identification of what constitutes fitness for use to the user (Quality of market research).
(ii) Choice of concept of product or service to be responsible to the identified needs of the user (Quality of concept)
(iii) Translation of the chosen product concept into a detailed set of specifications which is faithfully executed, will then meet the user’s need (Quality of specification).
The total progression composed of these three activities is called ‘‘Quality of Design 'and it may be said to consist of Quality of market research: Quality of concept and Quality of specification
Example : All automobiles with different features
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9. Types of specification
Standard specification(BIS)
Customer specification
Company specification
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10. Quality of Conformance
The design must reflect the needs of fitness for use, and the products must also confirm to the design. The extent to which the product does confirm to the design is called ‘‘Quality of conformance’’.
This extent of conformance is determined by variables as :
(i) Choice of process i.e., whether they are able to hold the tolerances.
(ii) Training of the supervision and the work force.
(iii) Degree of adherence to the program of inspect, test, audit etc. motivation for quality.
Higher quality of conformance can be attained with an accompanying reduction in cost.
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11. Example of quality conformance
Two scooters both are produced at the same level of time but one may be 100% according to the drawing and specification of the same design; the second scooter may be 90% according to the drawing and specification and probably a few dimensions may be different from those of drawing. Therefore quality of conformance of 1st scooter is better than the 2nd scooter even though both are of same design.
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12. Quality Costs
Quality costs are the incurring in introducing quality and benefits. This is done by identifying and defining the following categories of costs which are associated with making, finding, repairing or avoiding (preventing) defects.
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13. the product prior to shipment to the customer.
(A) Failure costs
Internal failure costs. These are costs which would disappear if no defects exit in
the product prior to shipment to the customer.
External failure costs. These costs would also disappear if there were no defects. They are distinguish from the internal failure costs by the fact that the defects are found at the shipment to the customer.
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14. its progression, in the factory,
(B) Appraisal Costs
These are costs incurred to discover the conditions of the products, mainly during the ‘‘first come through’’. costs include.
Incoming material inspection : The cost of determining the quality of vendor made
products, whether by inspection on receipt or at source or by surveillance method.
Inspection and test : The cost of checking the conformance of the product throughout
its progression, in the factory,
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15. (C) Prevention Costs
These costs are incurred to keep future and appraisal costs at a minimum. It includes :
Quality Planning : This includes the broad array of activities which collectively create quality plan,
New Product review : Includes preparation of bid proposals evaluation of new design, preparation of test and experiment programs.
Training : The costs of preparing training programs for attaining and improving quality performance includes the cost of conducting formal training programs as well.
Process control : Includes that part of process control which is conducted to achieve fitness for use as distinguished from achieving productivity, safety etc.
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16. Total Quality Control
Total Quality Control defined as an effective system for integrating the quality development, quality maintenance and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical level which allow for full customer satisfaction.
It may be classified as a ‘‘Management Tool’’ for many industries outstanding improvement in product quality design and reduction in operating costs and losses.
Product quality is defined as ‘‘The composite product of engineering and manufacture that determine the degree to which the product in use will meet the expectations of the customer’’.
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17. TOTAL QUALITY MANAGEMENT

18. Introduction
Competition is getting harder and becoming global. Companies now have to be more responsive, offer a better product and keep improving. Total quality management (TQM) increases customer satisfaction by boosting quality. It does this by motivating the workforce and improving the way the company operates. In an increasingly competitive market, firms with a continuous improvement culture and external focus are more likely to survive and prosper. TQM is considered an important catalyst in this context.

19. What is Total Quality Management ?
TQM is an approach to improving the effectiveness and flexibilities of business as a whole. It is essentially a way of organizing and involving the whole organization, every department, every activity and every single person at every level. TQM ensures that the management adopts a strategic overview of the quality and focuses on prevention rather than inspection.

20. Objectives of TQM
Meeting the customer's requirements is the primary objective and the key to organizational survival and growth.
The second objective of TQM is continuous improvement of quality. The management should stimulate the employees in becoming increasingly competent and creative.
Third, TQM aims at developing the relationship of openness and trust among the employees at all levels in the organisation.

21. Significance of TQM
The importance of TQM lies in the fact that it encourages innovation, makes the organization adaptable to change, motivates people for better quality, and integrates the business arising out of a common purpose and all these provide the organization with a valuable and distinctive competitive edge.

22. Elements of TQM Be customer focused
It requires the company to check customers' attitudes regularly and includes the idea of internal customers as well as external ones.
Do it right the first time
This means avoiding rework, i.e., cutting the amount of defective work.

23. Constantly improve
Continuous improvement allows the company gradually to get better.
Quality is an attitude
Every one has to be committed to quality. That means changing the attitude of the entire workforce, and altering the way the company operates.
Telling staff what is going on
This involves improved communication. Typically, it includes team briefing.

24. Educate and train people
An unskilled workforce makes mistakes. Giving more skills to workers means they can do a wider range of jobs, and do them better. It also means educating staff in the principles of TQM, which is a whole new style of working.
Measure the work.
Measurement allows the company to make decisions based on facts, not opinion. It helps to maintain standards and keep processes within the agreed tolerances.
Top management must be involved
If senior management is not involved, the programme will fail.

25. Make it a good place to work
Many companies are full of fear. Staffs are afraid of the sack, their boss and making mistakes. There is no point in running a TQM program unless the company drives out fear.
Introduce team work
Team work boosts employees' morale. It reduces conflict and solves problem by hitting them with a wider range of skills. It pushes authority and responsibility downwards and provides better, more balanced solutions.
Organize by process, not by function
This element of TQM seeks to reduce the barriers that exist between different departments, and concentrates on getting the product to the customer.

26. The Deming philosophy 14 points for management:
Create and publish to all employees a statement of the aims and purposes of the company. The management must demonstrate their commitment to this statement.
Learn the new philosophy.
Understand the purpose of inspection – to reduce the cost and improve the processes.
End the practice of awarding business on the basis of price tag alone.
Improve constantly and forever the system of production and service.
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27. Teach and institute leadership.
Institute training
Teach and institute leadership.
Drive out fear. Create an environment of innovation.
Optimize the team efforts towards the aims and purposes of the company.
Eliminate exhortations for the workforce.
Eliminate numerical quotas for production.
Remove the barriers that rob pride of workmanship.
Encourage learning and self-improvement.
Take action to accomplish the transformation.
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28. Reasons for FAILURE TQM fails because:
Top management sees no reason for change.
Top management is not concerned for its staff.
Top management is not committed to the TQM programme.
The company loses interest in the programme after six months.

29. The workforce and the management do not agree on what needs to happen.
Urgent problems intervene.
TQM is imposed on the workforce, which does not inwardly accept it.
No performance measure or targets are set, so progress cannot be measured.
Processes are not analyzed, systems are weak and procedures are not written down.