presentation on tqm system
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8/7/2019 PRESENTATION ON TQM SYSTEM
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` GUIDED BY
PROF. SIDDHI M
` PREPARED BY
` PRAVINKUMAR
SAVEKAR
` PRAVIN PATIL` VISHNU DESAI
` AMIT VARMA
` VIVEKANAND THOKAL
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Quality can be defined asthe totalityofthefeaturesorstate ofthe productsand/orservicesthatsatisfiesthe stated and impliedneed ofthe customers.
5 common definitionsinclude Conformance tospecifications
Fitness foruse Value forprice paid
Supportservices
Psychological criteria
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Conformance tospecifications Does product/service meettargetsand tolerances defined by
designers?
Fitness foruse Evaluates performance forintended use
Value forprice paid Evaluationofusefulnessvs. price paid
Supportservices Qualityofsupportaftersale
Psychological e.g. prestige, friendlystaff
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Qualityaffectsallaspectsofthe organization
Qualityhas dramatic costimplicationsof;
Quality control costs
Prevention costs
Appraisal costs
Quality failure costs
Internal failure costs
External failure costs
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TQM can be defined as an organized scientificapproach towards continuous improvement of qualityinvolving everyone in the organization covering every
function aim towards TOTAL CUSTOMERSATISFACTION.
GOALS
Customer delightment/satiscation in totality Continuos improvement Total employee involvement & empowerment Optimization of resources Do it right the first time
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` SEIRI - ORDERLINESS
` SEISO - CLARITY
` SEITON - TIDINESS
` SEIKETSU - CLEANLINESS
` SHITSUKE - DISCIPLINE
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Plan Evaluate current process
Collect procedures, data, identify problems
Develop animprovement plan, performanceobjectives
Do Implementthe plan trial basis
Study Collect dataand evaluate againstobjectives
Act Communicate the results fromtrial
Ifsuccessful, implementnew process
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Cause-and-Effect Diagrams
Flowcharts
Checklists
Control Charts
ScatterDiagrams
Pareto Analysis
Histograms
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Called Fishbone Diagram
Focused onsolvingidentified quality problem
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Used to documentthe detailed stepsina process
Oftenthe firststep in Process Re-Engineering
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Simple data check-off sheet designed to identify
type of quality problems at each work station; per
shift, per machine, per operator
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Importanttoolused inStatistical Process
Control Chapter6
The UCL and LCL are calculated limitsused toshow when processisinoroutof control
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A graph that shows how two variables are relatedto one another
Data can be used in a regression analysis toestablish equation for the relationship
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Technique that displaysthe degree ofimportance foreach element
Named afterthe 19th century Italian economist
Often called the 80-20 Rule
Principle isthat quality problemsare the resultofonlya few
problems e.g. 80% ofthe problems caused by 20% of causes
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A chartthatshowsthe frequency distributionofobserved valuesofavariable like service time
ata bank drive-up window
Displays whetherthe distributionissymmetrical(normal)orskewed
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` A quality circle isagroup of employees fromthesame work areaand doingsimilartype of workvoluntarilymeet foranhourperiodically eitherevery week or fortnightlytoidentity, analyzed and
resolve work related problemsinthere own workarea.
` The philosophyof quality circle respectshuman
dignityand motivates employeesatgrassrootleveltouse theirbrain poweralong withtherephysical effort.
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` Problemidentification
` Problemselection bymembers
` 1) Problemanalysisand discussalternatives
2) Data fromspecialistifneeded` Arrive at bestsolution
` Presentationtomanagement
` Review ofrecommendationapproval by
management
` Implementation
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` GEMBA means workplace & KAIZEN means improvement.
` The systematic organized effort to continuously improve the
performance at the work area by individual efforts in a group who
assemble periodically to discuss their work related problems.
x KAIZEN is the way of living in JAPAN wherein an individualbelieves that with his/her age he/she gain experience and that
should be reflected in his/her work area by his/her better
performance & a better way of doing things.
x The same principle applies to a department or an organization.
As the organization becomes older, it should do thingsdifferently & in a better manner with continuous small
improvement in the product, process & overall performance.
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BOTH THE KAIZEN GEMBA & QUALITY CIRCLE AREQUALITY IMPROVEMENT ACTIVITIES IN THE WORKAREA.
The benefitsoutof qualityimprovement effortsin
QUALITY CIRCLE isshared equally betweenthe workers,management & customers whereasin KAIZEN GEMBAthe entire benefitsgoestothe management.
ParticipationinQUALITY CIRCLE activityisvoluntarywhereasin KAIZEN GEMBA itis compulsory.
The benefitsin KAIZEN GEMBA are quantified &published alloverthe organizationtosatisfythe workersegoneeds, nosuchactivitymaytake place intheQUALTY CIRCLE.
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PROF SIDDHI
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