57025788 total quality management tqm
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Total Quality Management - TQM
Standards in Actionwww.bsieducation.org/standardsinaction
Total Quality Management - TQM
The quality journey continues..
By : Avinash kumarAbhay sinha
DanishHizam
Monika senger
http://www.uwe.ac.uk/?page=0 -
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Session Plan Introduction to concepts of TQM Standards and TQM TQM Reasons for failure Measurement of Quality
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Total Quality Management TQM is a philosophy which applies equally to all parts of the
organization. TQM can be viewed as an extension of the traditional approach
to quality. TQM places the customer at the forefront of quality decision
making. Greater emphasis on the roles and responsibilities of every
member of staff within an organization to influence quality. All staff are empowered.
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Total Quality ManagementDoing things right..
.FIRST time.
Internetix (2005)
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British Standards on TQMBS 7850-1:1992 Total quality management.
Guide to management principles.
BS 7850-2:1994,
ISO 9004-4:1993 Total quality management. Guidelines for quality
improvement.
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Elements of TQM Leadership
Top management vision, planning and support.
Employee involvement
All employees assume responsibility for the quality of their work. Product/Process Excellence
Involves the process for continuous improvement.
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Elements of TQM Continuous Improvement
A concept that recognizes that quality improvement is a journeywith no end and that there is a need for continually looking for newapproaches for improving quality.
Customer Focus on Fitness for Use Design quality
Specific characteristics of a product that determine its value in themarketplace.
Conformance quality The degree to which a product meets its design specifications.
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A fundamental concept of TQMfrom BS 7850 - a Process
A set of inter -related resources and activities which transform inputs into outputs. (ISO 8402) .
Any activity that accepts inputs, adds values to theseinputs for customers, and produces outputs for these customers. The customers may be either internal or external to the organization. (BS 7850)
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Controls
Process OutputsInputs
Resources
"The Simple Process"
(Source: BS 7850: 1992, Total Quality Management)
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Changing Role of the Process Owner
As customer
Process owner
As customer As supplier
Process owner
As supplier
Process 1
Process 1
InputOutput
Output tocustomer
Input fromsupplier
(Source: BS 7850: 1992, Total Quality Management)
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TQM & organizational Cultural ChangeTraditional ApproachLack of communication
Control of staff
Inspection & fire fighting
Internal focus on rule
Stability seeking
Adversarial relations
Allocating blame
TQM
Open communications
Empowerment
Prevention
External focus on customer
Continuous improvement
Co-operative relations
Solving problems at their roots
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Gap
Perceived qualityis poor
Perceived quality isgood
Expectations >perceptions
Expectations =perceptions
Expectations