TABLE OF CONTENTS :

Sl.No. PARTICULARS

1. EXECUTIVE SUMMARY

2. METHODOLOGY

3. LIMITATIONS

4. INTRODUCTION

5. TOTAL QUALITY MANAGEMENT

6. PRINCIPLES OF TQM

7. TQM in FORD MOTORS

 INTRODUCTION

Nowadays customers are more quality conscious than the price for purchasing goods or services. Quality
and reliability have become overriding factors for the customers in their buying decision. Meeting
customer’s specifications, dependability of service and speed of delivery are very distinguishing features
for the success of an organization.

TQM is a management philosophy that seeks to integrate all organizational functions (marketing,
finance, design, engineering, and production, customer service, etc.) to focus on meeting customer
needs and organizational objectives.

There are two key philosophies in TQM, one is a never ending push to improve and the other is a goal of
customer satisfaction which involves meeting or exceeding customer expectation
 TOTAL QUALITY MANAGEMENT

The quality movement during the 20th century has led to the evolution of TQM. It originated in the
1950s and has steadily become more popular since the early 1980s. Total Quality is a description of the
culture, attitude and organization of a company that strives to provide customers with products and
services that satisfy their needs. It maintains that organizations must strive to continuously improve
these processes by incorporating the knowledge and experiences of workers. The simple objective of
TQM is “Do the right things, right the first time, every time.”

Although originally applied to only manufacturing operations, and for a number of years used in that
area, TQM is now becoming recognized as a generic management tool, just as applicable in service and
public sector organizations.

TQM is the foundation for activities, which include:

 Commitment by senior management and all employees

 Meeting customer requirements
 Reducing development cycle times
 Just in time/demand flow manufacturing
 Reducing product and service costs
 Systems to facilitate improvement
 Employee involvement and empowerment
PRINCIPLES OF TQM

Management Commitment

 Plan (drive, direct)

 Do (deploy, support, participate)
 Check (review)
 Act (recognize, communicate, revise)

Employee Empowerment

 Training
 Suggestion scheme
 Measurement and recognition
 Excellence teams

Fact Based Decision Making

 SPC (statistical process control)

 DOE, FMEA
 The 7 statistical tools
 TOPS (Ford 8D – team-oriented problem solving)

Continuous Improvement

 Systematic measurement and focus on CONQ

 Excellence teams
 Cross-functional process management
 Attain, maintain, improve standards

Customer Focus

 Supplier partnership
 Service relationship with internal customers
 Never compromise quality
 Customer driven standards
TQM IN FORD MOTOR COMPANY:
Background of the company:
Ford Motor Company is an American automaker based on worldwide vehicles sales. Based in Dearborn,
Michigan, a suburb of Detroit, the automaker was founded by Henry Ford, on June 16, 1903. Ford Motor
Company would go on to become one of the largest and most profitable companies in the world, as well as
being one of the few to survive the Great Depression. The largest family-controlled company in the world,
the Ford Motor Company has been in continuous family control for over 110 years. Ford now encompasses
two brands: Ford and Lincoln. Ford once owned 5 other luxury brands: Volvo, Land Rover, Jaguar, Aston
Martin and Mercury. Over time, those brands were sold to other companies and Mercury was discontinued.

The company manufactures passenger cars, trucks & tractors as well as automotive parts & accessories.
The first commercial car Model T was introduced in 1908. In 1913 the company introduced the world’s
first moving assembly line for cars & in 1914 the company introduced $5 a day wage to improve labor
productivity. By 1923 the company was producing half of America’s automobiles. As times passed, the
company grew more & more. In the flow of time the company’s management style has also changes.

The company is currently the world’s 5th biggest manufacturer of automobiles which require a huge
amount of production. On the other hand the customer demand is continually changing. So, in order to
fulfill customer’s continuous demand the company is following TQM.

TQM in Ford Motor Company:

Twenty years ago, when an invasion of Japanese imports threatened the American automobile industry,
the Ford Motor Company led a quality revival based on the management philosophy of W. Edwards
Deming, who was controversial then and is out of fashion now.

The results of the movement, known as Total Quality Management, were stunning at Ford. After racking
up $3 billion in losses between 1979 and 1982, Ford hit a series of home runs, including the
aerodynamic Taurus-Sable cars, and by 1986 had become the most profitable American auto company.
Ford motor company tries to use all the application of TQM to ensure the overall quality of their
product.

Product design & continuous improvement:

Product design is one of the most important things for a company to have satisfied customers. Ford
motor company always tries to provide the best quality product to their customers. They always come
up with something new & advanced. For example- fuel efficiency, high speed, attractive look, advanced
safety system, entertainment facilities etc. Every car goes through multi-level of inspection before going
to the market.
Problem solving:
Ford Motor Company is currently using the 8D problem solving tool. It is a disciplined way to solve a
problem.

The Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process, and published it in
their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional
discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D.

Ford created the 8D Process to help teams deal with quality control and safety issues; develop
customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D
Process was initially applied in the manufacturing, engineering, and aerospace industries; it's useful and
relevant in any industry.

Steps in applying this method are-

0. Plan
1. Build the team
2. Describe the problem
3. Implement a temporary fix
4. Identify and Eliminate the Root Cause
5. Verify the solution
6. Implement a permanent solution
7. Prevent the Problem from Recurring
8. Celebrate team success.

Employee engagement:
Their employees are also their customers, and they can be strong ambassadors for their products. In
Michigan, information sessions called “Go Further Employee Events” are held to give employees the
opportunity to view, learn about and test drive yet-to-be-released vehicles. This lets the employees see
how our products are meeting the needs of customers, while providing factual information about the
vehicles. Their employees can then promote the vehicles to their friends and families, which, in turn, can
increase sales and help to strengthen the Ford brand.
Our Employee Resource Groups also conduct a number of events and initiatives each year to engage our
employees, provide product insights and reach out to the community.

The company believes it’s important to engage their people within the communities in which they
operate. Each year, Ford offer ways for thousands of their employees and retirees to participate in
volunteer programs. They see these programs as not only critical to helping those in need, but pivotal to
inspiring and the company believes it’s important to engage their people within the communities in
which they operate. Each year, Ford offer ways for thousands of their employees and retirees to
participate in volunteer programs. They see these programs as not only critical to helping those in need,
but pivotal to inspiring and energizing our employees around volunteerism and community service.
Through these community initiatives, they support teamwork and build a sense of shared purpose and
commitment.

Process design:
In the process design Ford faces many challenges. Such as-

Modern automotive vehicles use a large number of stamped sheet metal parts in their construction.
Understanding the dynamic behavior of sheet metals during transfer from one die station to another
becomes an urgent task in the tooling design phase to achieve optimum transfer motion, avoid high cost
equipment damage and improve overall production uptime.

To get a better understanding of this critical process and to improve the productivity of the tooling
design and stamping process, Ford looked for external input to complement its own internal experience
and expertise.

Solution to these problems are-

Having worked on many previous projects together, Ford selected Altair Product Design to assist in this
process. The newly developed Altair Hyper Die Dynamics (HDD), a unique tool to analyze sheet metal
transfer and dynamic behavior, was implemented within Ford's design process. By introducing flexible
body blank representations and a virtual model of the stamping press line, Altair Product Design and
Ford users could easily conduct a panel transfer dynamic analysis, visualizing the in-motion blank
deflections, accelerations, and resultant forces.

To fully understand the complex nature of the stamping process, Altair Product Design created a
reduced model representing a single press station along with several types of real parts to be simulated
in order to validate the virtual press model and improve the robustness of the solution.

Result of this method is-

The implementation of the highly customized software and newly formulated design process in
partnership with Altair Product Design had a number of positive results for Ford: Ford engineers could
successfully predict dynamic panel transfer behavior (displacement, forces, stresses, etc. faster and
crucially more accurately than was previously possible. Material behavior could be predicted with
greater accuracy thus avoiding interference during panel transfer and reducing part or die damage.