TECHNIQUES OF TOTAL

QUALITY MANAGEMENT
Techniques of TQM

Joint problem solving
Brainstorming
Data collection
Methods of analysis
Planning for just-in-time (JIT) management
Aims of JIT
The operation of JIT


Joint Problem Solving
The key to success in introducing total
quality within an organisation, involving
task groups and quality circles in seeking
ways of continuous improvement to quality,
is based on a systematic approach to joint
problem solving. While details often vary,
the principles are based on:
Joint problem solving
depersonalizing conflicts by diluting
emotions and do systematic approach
P providing a logical framework which
encourages the facts come to the surface so
that the facts rather than the individuals
determine the solution
integrating the objectives of the
organization and the people working in it.
Action-oriented problem solving process
To achieve this an action-oriented problem solving
process can used as set out with the following
main components:
1. problem identification - using brainstorming, a
full list of current operating problems including
quality problems should be identified. In selecting
a project to work on, groups should take account
of factors such as:
is the problem in their own area?
does it affect the whole group?
does it occur frequently?
will it save man hours and time?
will it improve quality - reduce waste?

2. establish a goal : On the principle of continuous
improvement, whatever goal is set to be reviewed
continuously. The importance of setting is that it
provides a basis for focusing the group's activity
establishing whether success has been achieved.
3. priorities and plan - this should provide an
indication to the group of the priorities in
achieving a goal and the plan of action which is
developed in order to enable them to achieve it.
4. brainstorm the current conditions and likely
causes of particular problems
5. gather statistical data
6. organise the data
7. analyse causes
8. discuss alternative solutions
9. make the decision
10. implement
11. use preventive practice
BRAINSTORMING
Brainstorming is a way of getting as many ideas as
possible on a problem or a solution in the shortest
possible time. Brainstorming works most
effectively when there is a group of people
responding within the following framework:
v dont discuss - just concentrate on writing up
ideas as quickly as possible without criticising
anything that is said


Brainstorming 2
v build on others suggestions - by using the
thoughts of others to trigger ones own thought
processes - the classic lateral thinking approach
v go for quantity - by trying to write up as
many ideas as possible within a period of time, say
five or ten minutes
v be imaginative - quite often the most creative
solutions come from initially daft ideas; avoid
creating an environment where people are
inhibited from putting forward ideas because
others criticize or laugh at them.

Brainstorming 3
It is based on the principle that
discussion can be helpful not only in
solving problems but in changing
attitudes, obtaining commitment and,
perhaps most important, in developing
ideas.
Brainstorming-Data Collection
Analysis of quality problems in order to determine
solutions needs to be based on data collected on
quality performance whether it be simple, such as
the number of rejects and the reason for the rejects
on a particular line, or a more complex cost
analysis. The process of collecting data is based
first on brainstorming a list of all the factors likely
to contribute to a particular situation
METHODS OF ANALYSIS
Once all the data has been collected, it needs to be
analysed so that it is possible to identify the most
important causes of a problem or the key features
of a particular situation. There is mainly 3 types of
method of anaysis:
v Pareto analysis
v Paired comparison
v Cause and effect diagrams
v Matrix
Pareto Analysis
Pareto analysis (sometimes referred to as the
80/20 rule and as ABC analysis) is a method
of classifying items, events, or activities
according to their relative importance. It is
frequently used in inventory management
where it is used to classify stock items into
groups based on the total annual expenditure
for, or total stockholding cost of, each item.
Organisations can concentrate more detailed
attention on the high value/important items.
Pareto analysis is used to arrive at this
prioritisation.

Pareto Analysis 2
Pareto analysis is named after the Italian
economist Vilfred Pareto, who in 1897
investigated the distribution of wealth an
income in Italy and discovered that a very
large percentage were in the hands of a very
small percentage of the population. Vilfredo
Pareto was a 19th century economist who
observed that 80% of Italy's wealth was
owned by 20% of the population. He applied
the same logic to business

Pareto Analysis 3
Pareto analysis is therefore no more than a
simple system identify the vital few and
trivial many causes of particular problems
based on the principle that 20 per cent of the
problems 80 per cent of the trouble. Using
the information about customer complaints
collected, it is possible to carry out a Pareto
analysis to identify the vital few facts about
customer complaints the eight-week period
analysed.
Example to Pareto Analysis
Control of travel costs : again, typically,
20% of journeys will account for 80%
of total travel costs - and should be
closely monitored and controlled.

Paired Comparison
One method that is found useful is taken from job
evaluation techniques. Paired comparison is a method of
establishing priorities from a list of possible causes of a
problem by comparing each cause in pairs. Scoring is
allocated on basis that the most important problem scores
two points, if two problems are of broadly similar
importance score one each and a problem which is of less
importance scores nothing totalling up the scores a rank
order is produced. The disadvantage the method are that at
times it can be difficult to justify why any particular
problem is considered more important than another, there
is a restriction on the number of comparisons that made
and the method relies on a teams ability to come to a
consensus which is not always easy to achieve.

Cause and effect diagrams
Ishikawas method. In preparing the
cause and effect diagram it is important
to show on the diagram all probable
causes of a problem even if some are
rejected at a later stage in the analysis.
This enables a problem-solving group to
get a clear picture of the particular
situation, which has been identified.
Cause and effect diagrams 2
Once a cause and effect diagram has been
completed it is necessary to identify the key
causes of the problem which appear on the
diagram and d necessary carry out a further
paired comparison or collect data order to
establish more information.

Matrix
Another useful form of analysis is to use
the matrix, which is simple form either
in a table or a chart of demonstrating a
number of different variables at the
same time. For instance, it can be used
to demonstrate the people, the error
types and how many errors of each
type are made by each person.
JUST-IN-TIME
Definition
A strategy for inventory management in
which raw materials and components
are delivered from the vendor or
supplier immediately before they are
needed in the manufacturing process

JIT 2
Basically JIT is a program directed towards
ensuring that the right quantities are
purchased or produced at the right time, and
that there is no waste. Anyone who perceives
it purely as a material-control system,
however, is bound to fail with JIT. JIT fits
well under the TQM umbrella, for many of the
ideas and techniques are very similar and,
moreover, JIT will not work without TQM in
operation.
JIT 3
JIT is:
v A series of operating concepts that
allows systematic identification of
operational problems.
v A series of technology-based tools for
correcting problems following their
identification.

Advantages of JIT
An important outcome of JIT is a disciplined
program for improving productivity and
reducing waste. This program leads to
cost-effective production or operation and
delivery of only the required goods or
services, in the correct quantity, at the right
time and place. This is achieved with the
minimum amount of resources - facilities,
equipment, materials, and people.