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Total Quality Management

Vivek kr. Upadhyay

Raj Kr. Agrawal

Manish KumarMohammed

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Presentation Outline

Philosophy of TQM

TQM Concepts and Principles

TQM Initiatives

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Basic Objectives

For any contemporary business enterprise,

the basic objectives are:

1. Survival

2. Profitability

3. Leadership

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Quality

Fitness for use

Conformance to requirements

Meeting customers expectations

Fulfilling customers expressed and implied

needs

Providing extraordinary customer satisfaction

Customer delight 4


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Evolution of Quality Management

Inspection

Quality

Control

Quality

Assurance

TQM

Salvage, sorting, grading, blending, corrective

actions, identify sources of non-conformance

Develop quality manual, process performance

data, self-inspection, product testing, basic

quality planning, use of basic statistics,

paperwork control.

Quality systems development, advanced quality

planning, comprehensive quality manuals, use of

quality costs, involvement of non-production

operations, failure mode and effects analysis, SPC.

Policy deployment, involve supplier & customers,

involve all operations, process management,

performance measurement, teamwork, employee

involvement. 5


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What is TQM?

Constant drive

for continuousimprovement and

learning.

Concern for

employee

involvement anddevelopment

Management

by Fact

Result Focus Passion to delivercustomer value /

excellence

Organisation

responseability

Actions not just

words(implementation)

Process

Management

Partnership

perspective(internal /

external)

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BASIC PRINCIPLES OF TQM

Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

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TQM Certification

Deming Award - Japan

Malcolm Balridge Award - USA

European Foundation of

Quality Management (EFQM) - UK

CII Business Excellence Model - India (1994)

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Organizational Quality

Means of ensuring Organizational Quality:

Employees : QC, PC, ESSWorkplace : 5S

Processes : ISO 9001

Environment : ISO 14001OHSAS 18001

Performance : Benchmarking

Six Sigma 9


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QUALITY OF EMPLOYEES

QUALITY CIRCLES

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Concept of Quality Circles

It is a small group of workers

From the same work place

Voluntarily working together

Development of infinite self potential

Solving their work related problems

Sense of ownership

Brings them to the mainstream

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QUALITY OF WORK PLACE

5S

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5S

Takashi Osada gave five tips

Seiri - Segregation

Seiton - Place for everything

Seiso - Cleaning

Seiketsu - Standardization

Shitsuke - Discipline

For a well organized work place.

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5S implementation

1S Seiri (Segregation) Distinguish between needed and not needed

Need Necessary, Required

Want Desire, Wish

-Get rid of un-necessary items by:

Sending to a place where it can be used

Returning to store

Scrap 14


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5S implementation

2S Seiton (Systematic arrangement)

Decide a layout so that retrieval is easy Arrange items neatly

Use tags and labels for easy identification

Use arrows / color coding

Use standard nameplates / tripods Do not paste anything on wall

Do not keep many displays on table top, it may distractattention

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5S implementation

3S Seiso (Cleaning)

Eliminate foreign matter, trash, filth, dust etc. Clean everything including equipment, machines,

floors, walls, ceiling, items in the rooms, corridors,galleries, drains etc.

Adopt suitable type of cleaning

Brooming, Dusting, blowing

scrapping

Wiping, Mopping

Washing with detergent

Cleaning with solvents 16


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5S implementation

4S Seiketsu (Standardisation)

Maintain state of cleanliness Identify parking areas, wash rooms, drinking water

areas

Provide adequate nos. of fire extinguishers

Conduct self audits

Take corrective steps

Display audit scores

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5S implementation

5S Shitsuke (Discipline)

Internalize the practice of 5S

Educate all employees on 5S

Use of PPE as per job requirement

Inter departmental competitions

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5S - Benefits

Well organized work place

Less inventory, Waste reduction

Freedom of movement

Ease of retrieval

Productive use of time

Less stress on body and mind

Healthy workplace

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QUALITY OF PROCESSES

ISO 9000

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ISO 9001

It is a formal system to bring commonality andconsistency in large organizations to ensure

quality of product / service

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ISO 9001 Approach

It ensures that:

Technical

Administrative and

Human

Factors affecting quality are under control

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Benefits of ISO 9001

Reduction of quality cost

Job clarity, Less confusion

Job satisfaction

More productive work hours

Prestigious recognition

Competitive advantage

Increased profitability

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ISO 9001 - Kaniha

NTPCKaniha was certified to ISO 9002:1994

with effect from 01.07.2000 for a period of three

years by M/s EAQA

We have upgraded to ISO 9001:2000 with effect

from 30.09.2003 and have obtained certification

from M/s IRQS for three years

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KaizenIf you are content with what you have

done,

you will never do the best you can do

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Voice of Complacency

We have done enough

Hold performance at this level

Let us stop

Are foundations for future failure

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Reality is

Everything deteriorates with time

Maintenance can only check decline

It can not improve processes

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Kaizen

Kaizen means continuous improvement

It generates process oriented thinking

Philosophyour work life and social life

deserves to be continuously improved

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Kaizen

Challenge every existing process

Is this the only way

Are there other ways

Is it a better way

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SUCCESS STORIES

FROM

INTERNATIONAL ARENA

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Case Study : GE, USA

1991- Six Sigma

launched in GE 31


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GE, USA (Contd)

GE WAY Lean, tough and more competitive through- Reduction of manpower (4 lakhs to

2.29lakhs)

- Restructuring (thro delegation of decisionmaking)

- Work Out- shop floor improvement in

daily operations

- Learning culture

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Case Study : GE, USA(contd.)

Six Sigma at GE

1997

Spent $300 million and benefited by $600 million

11,000 projects---80% reduction in defects generating

av. $70,000-100,000 savings1998

Spent $450 million and completed 37,000 projects and

saved $1 billion

1999

47,000 projects and savings of $1.5 billion

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Learning from GE

Shared vision across GE Right Environment for Decision Making

Work Outs --- Employee Involvement

Exchange Information---- Communicate Training & Education: Jack Welch

Empowerment

Stretch Goals with Improvements

Quantum Leaps

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NTPC Journey

toBusiness Excellence

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NTPC Success So far

Indias Premier Power utility

More than 1/4 generation by 1/5 capacity

High level of Power Plant Performance

Continuous Reduction in project cycle time

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Challenges for NTPC

To realise its Vision

Sustenance of Performance levels already achieved

Assessment & Review of all Systems& Processes

To further bring down the cost of power

To maintain the motivation level of employees

To work in emerging competitive scenario

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WHY TQM?

Structured Continuous Process Improvement

Better Alignment with Vision & Strategy

Involvement and Empowerment of

Employees

Excellence in all facets of Business

Cultural Transformation of Organisation

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CUSTOMER

FOCUS

COST

TIME

PRODUCTIVITY

SAFETY

SUSTENANCE

COMPETITIVE

NESS

INNOVATIO

CREATIVITY

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Total Quality Management

is a Journey,not a Destination

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For your patient listening

Any Questions Please

???.......

Thank you

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