OCTOBER 19-20, 2012 - YMCA University of Science & Technology

Proceedings of the National Conference on
Trends and Advances in Mechanical Engineering,
YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
TOOLS AND TECHNIQUES FOR QUALITY MANAGEMENT IN
MANUFACTURING INDUSTRIES
Mohit Singh 1 , I.A. Khan 2 , Sandeep Grover 3
1 Research Scholar, Dept. of Mech Engg., Faculty of Engg. & Tech., Jamia Millia Islamia, New Delhi, India
2 Professor, Dept. of Mech. Engg., Faculty of Engg. & Tech., Jamia Millia Islamia, New Delhi, India.
3 Professor & Head, Chariman-Mech. Engg. Dept., YMCA University of Sci. & Tech., Faridabad (HR), India.
e-mail: sinmohit@gmail.com
Abstract:
Globalization, intense competitive environment, customer awareness etc. forces the manufacturing industries to offer
higher product quality which is the main requirement to gain global market share. Satisfying the customer with high
quality products in the shortest time possible at lowest cost is the key to success of any organization in the market.
To cope up and retain the position in this environment, it is a necessary requirement for any manufacturing industry
to keep focusing on quality management. Managing well quality management within the industry is not possible
without adequate knowledge of quality tool and techniques. The main aim of this paper is to highlight all major
quality tools and techniques used for quality management in a manufacturing industry. The tools and techniques are
segregated under four headings and explained briefly.
1. Introduction:
Manufacturing Industries are under increasingly diverse and mounting pressures due to more sophisticated markets,
changing customer choice and global competition. The market for products is becoming increasingly international
(Dangayach and Deshmukh, 2003). They must understand how changes in their competitive environment are
unfolding. Industries should actively look for opportunities to exploit their strategic abilities, adapt and seek
improvements in every area of the business, building on awareness and understanding of current strategies and
successes (Papulova & Papulova, 2006). Accordingly, measures of modern quality management aiming for
sustainable success do not only mean to avoid the delivery of defective products to the customer but seek to establish
maximum efficiency in the performance of all processes of the company. With such optimized procedures, products
of high quality can be provided with minimum effort of time and costs (Werner & Weckenmann, 2012). To achieve a
positive ranking and thus assure a high level of perceived quality, the company has to find a suitable position in the
triangle of conflicting requirements on quality, costs and time (W. Geiger, 1994).
Quality management theory has been influenced by the contributions made by quality leaders (Crosby, 1979;
Deming, 1982; Ishikawa, 1985; Juran, 1988; Feigenbaum, 1991). Table 1 shows the empirical studies leading to a
scale of Quality management (Juan José Tarı́& Vicente Sabater, 2004).
Table 1. Empirical research of quality management
Authors Purpose Critical factors identified
Saraph et al.
(1989)
Flynn et al.
(1994)
Badri et al.
(1995)
Black and Porter
(1995)
Ahire et al.
(1996)
Grandzol and
Gershon (1998)
Develop an instrument for measuring critical
factors of quality management
Develop an instrument based on empirical and
practitioner literature
Additional assessment of instrument proposed
by Saraph, Benson and Schroeder
Identify a set of critical factors of TQM
Identify constructs of TQM and develop scales
for measuring these constructs
Develop and test an instrument for use in TQM
research
853
8 factors with 66 items
7 major dimensions with 48 items
8 factors with 66 items
10 factors with 32 items
12 factors with 50 items
7 exogenous factors with 39 items
and 6 endogenous factors with 23