TOTAL QUALITY MANAGEMENT (TQM), AN OVERVIEW DTIC

AD-A242 594

RL-TR-91-305

In-House Report September 1991

TOTAL QUALITY MANAGEMENT (TQM), AN OVERVIEW

DTIC

Anthony Coppola

NOV 1 8 10,91

D

APPROVED FORPUBLIC RELEASE, DISTRIBUTION UNLIMITED

91-15748

Rome Laboratory Air Force Systems Command Griffiss Air Force Base, NY 13441-5700

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RL-TR-91-305 has been reviewed and is approved for publication.

APPROVED: ANTHONY J. FEDUCCIA, Chief Systems Reliability Division

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ISeptember 1991

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4. TITLE AND SUBTITLE

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TOTAL QUALITY MANAGEMENT (TQM), AN OVERVIEW

PE - 62702F PR - 2338

6. AUTHOR($)

Anthoy

CopolaWU

Top-o0a - TK

7. PERFORMING ORGANIZA-TION NAME(S) AND ADDRESS(ES) Rome Laboratory (ERSS) Griffiss AFB NY 13441-5700

8. PERFORMING ORGANIZATION REPORT NUMBER

RL-TR-91-305

9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) Rome Laboratory (ERSS) Griffiss AFB NY 13441-5700

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11. SUPPLEMENTARY NOTES Rome Laboratory Project Engineer: Anthony Coppola/ERSS/(315) 3304758. Report will also be published in Tutqrial Notes of 1992 Annual Reliability and Maintainability Symposium.

12a-DISTRIBUTION/AVAiLABIU1TY STATEMENT

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Approved for public release; distribution unlimited.

13. ABSTRACT(maxk- 2w -or)

This report is essentially a slight modification of a tutorial paper prepared by the author for the 1992 Annual Reliability and Maintainability Symposium, providing a comprehensive overview of Total Quality Management (TQM). It discusses the reasons TQM is a current growth industry, what it is, and how one implements it. it describes the basic analytical tools, statistical process control, some advanced analytical tools tools used by process improvement teams to enhanice their own operations, and action plans for making improvements. The final sections discuss assessing quality effort-, and measuring the quality of knowledge work.

14. SUBJECT TERMS

Iaty, hdoil oIi

ty M[og~tiQM,

Tutor iol , Overvijew

15 NUMBER CF Z'A-ES 1

6 PRICECODE

17, SECURITY CLASSIFICATION

ORFEPCORAS ORFE*P'* ORT

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18. SECURITY CLASSIFICATION

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TINHII.APSA

19. SECURITY CLASSIFICATION 120. LIMITATION OF AIS I IJAC I

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TABLE OF CONTENTS INTRODUCTION ............................................................... i

WHY TQM? .............................................................. I WHAT IS TQM? .......................................................... I IMPLEMENTING TQM ...................................................... TQM TOOLS ................................................................. I0 BASIC ANALYTICAL TOOLS ............................................... Id STATISTICAL PROCESS CONTROL .......................................... 16 ADVANCED ANALYTICAL TOOLS ............................................ 2U TEAM TOOLS ................................................................ Z/ TEAM DYNAMICS ..................................................... 28 TEAM PROCESS EVALUATION TOOLS ........................................ 1U TEAM PROCESS TOOLS ................................................... j1 GETTING STARTED ...................................................... ACTION PLANS ......................................................... 34 ASSESSING QUALITY EFFORTS ................................................. 16 MEASURING THE QUALITY OF KNOWLEDGE WORK ....................................i CONCLUSION ................................................................ 43

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INTRODUCTION

This report is essentially a slight modification of a tutorial paper prepared by the author for the the 1992 Annual Reliability and Maintainability Symposium. Since it provides a comprehensive overview of Total Quality Management (TQM), it was decided to publish it as a technical report so that it would be available to all interested parties, rather than just tne symposium attendees. It will discuss the reasons TQM is a current growth industry, what it is, and now one implements it. It will then describe the basic analytical tools, statistical process control, some advanced analytical tools, tools used by process improvement teams to enhance tneir own operations, and action plans for making improvements. The final sections will discuss assessing quality efforts and measuring the quality of knowledge work.

WHY TQM?

"If we don't change directions soon, we are doomed to end up where we are headed," states an ancient Chinese adage. In 197U, 17 U.S. firms produced televisions; today there is only one. Most sets are imported because of higher quality and lower cost. In 1975, five of the six largest semiconductor manufacturers were U.S. companies; today six of the largest seven are Japanese. Are we heading where we want to go?

"If you always do what you always did, you will always get what you always got." Which is not good enough, as American auto maKers found out when they lost market share to imports, again because of quality and cost.

"There ain't no more money," says George Butts, formerly of Chrysler Corp. He hastens to add that there is plenty of money around; there just is not any new source. So new profits must come from the same sources of income as present profits. However, since about 25% of manufacturing costs are absorbed by scrap, rework and waste, there is plenty of opportunity there.

Total Quality Management promises to improve quality and lower costs. It is therefore a means for survival, a way of increasing profits, and an insurer of jobs. It is also a way of enhancing job satisfaction by increasing a worker's pride in his product, and has an appeal to morality because through quality, the customer will be getting good value, the manufacturer enjoys a fair profit, and the worker will have a secure and satisfying job. Everyone wins.

WHAT IS TQM?

To clarify the concept of Total Quality Management, we will discuss the work of the best known quality "gurus," and examine some definitions used oy various agencies. From these we will extract some common principles and some points of disagreement.

The most famous names in TQM are: Deming, Juran, Crosby, Fiegenbaum, Ishikawa, and Taguchi. In the author's opinion, however, TQM practitioners should also be acquainted with some works of Townsend, Augustine, and Drucker.

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