tqm 1.ppt

UGC / TRIEA / UNOM / DOMS / MRS TQM / L 1 / S 1

TOTAL QUALITY MANAGEMENT


CHAPTER 1

INTRODUCTION TOTOTAL QUALITY MANAGEMENT


ONE MUST STRIVE FOREVER EXCELLENCE OR

EVEN PERFECTIONIN ANY TASK,

HOWEVER SMALL, AND NEVER BE SATISFIED WITH THE

SECOND BEST

- J R D TATA


WHAT IS QUALITY?

• Fitness for use - Joseph Juran• Quality is customer determination -

Armand Feigenbaum• Conformance to specifications - Crosby• Excellence in goods and services, especially to

the degree they conform to requirements and

satisfy customers -

American Society for Quality


WHAT IS QUALITY?

• The totality of characteristics of an entity that bear on its ability to satisfy the stated and implied needs - ISO

• That which causes minimum loss to the society - Taguchi

• Capacity to satisfy wants -

Corwin D Edwards


WHAT IS QUALITY?

• The essential and distinguishing trait

why product X may not be replaced by product Y

• Achieving excellence in a product / service by meeting / exceeding the requirements of the customer


WHAT IS QUALITY?

• A refined process in which products are assessed, improved, ensured, and confirmed

• Reduction of variation around the “Mean”


DIMENSIONS OF QUALITY

PRODUCTPRODUCT

TangibleTangible IntangibleIntangible


DIMENSIONS OF QUALITY of aTangible Product

• Performance• Reliability and consistency• Conformance to specifications• Durability• Serviceability• Features• Aesthetics• Perceived Quality


DIMENSIONS OF QUALITY of anIntangible Product

• Time to serve• Timeliness of the service• Completeness of the service• Consistency• Courtesy• Responsiveness• Accuracy – first time right• Convenience – easy to obtain


PerformanceQuality = ----------------- Expectations


Quality Control

• a process to ensure whether a product meets predefined standards and requisite action taken if the standards are not met


Quality Assurance

• A planned and systematic pattern of all actions necessary to provide adequate confidence that the product optimally fulfills customer expectations


What is Total Quality Management?

• TOTAL : made up of the whole

• QUALITY : degree of excellence a

product or service

provides

• MANAGEMENT : act, art or manner of

handling, controlling,

directing, etc.


What is Total Quality Management?

• a philosophy and methodology for

managing organizations• a set of principles, tools, and procedures

that provide guidance in the affairs of

running an organization• involves all members of the organization

in controlling and continuously improving

the work in the organization


Definition of TQM

• “The process of integration of all activities, functions, and processes within an organization in order to achieve continuous improvement in cost, quality, function, and delivery of goods and services for customer satisfaction”


Basic concepts of TQM

• A committed and involved management to

provide long-term top-to-bottom

organizational support

• An unwavering focus on the customer

both internally and externally

• Effective involvement and utilization of

the entire work force


Basic concepts of TQM

• Continuous improvement of the business

and production process

• Treating suppliers as partners

• Establish performance measures for the

processes


Committed Management

• Participate in the quality program

• Establish a quality council

• Develop a clear vision, set long term goals, and direct the program

• Establish an annual quality improvement

with inputs from all the work force


Customer Focus

• Satisfy the internal customer

• Listen to the voice of the customer

• Emphasize design quality and defect

prevention

• Do it right for the first time and every time


Involvement of the work force

• TQM is everyone’s responsibility

• Ensure the participation of all by training

them in TQM, SPC (statistical process

control) and other quality improvement

skills

• Include internal customers and internal

suppliers on project teams


Involvement of the work force

• Involve them in the development and implementation of the quality plans

• People must come to work not only to do their jobs, but also think about how to improve their jobs

• Empower people at the lowest possible level to perform processes in an optimum manner


Continuous Improvement

• Focus on quality improvement in areas such as on-time delivery,

order entry efficiency,

billing error rate,

customer satisfaction,

cycle time,

scrap reduction etc.


Continuous Improvement

• Techniques such as

statistical process control,

benchmarking,

quality function deployment,

ISO 9000,

design of experiments

are excellent for problem solving


Suppliers as partners

• on an average 40% of the sales is purchased product or service

• so supplier quality must be outstanding • develop partnering relationship• focus on quality and life-cycle costs rather

than price• limit the suppliers to ensure true and

lasting partnership


Performance measures

• apply performance measures for each functional area– uptime,– percent nonconforming,– absenteeism, and– customer satisfaction

• communicate these measures to all


Elements of TQM

• Commitment

• Customer focus

• Competency

• Communication

• Continuous improvement

• Concern for society


Principles of TQM

• Customer focused approach – winning customer satisfaction

• Strategic planning and leadership

• Restructuring of vertical processes to “cross functional” horizontal processes – a new approach to change the work culture to team work


Principles of TQM

• Creating a working culture through “internal customer” system, where each stage in the process, and each person in the process can be linked as customers

• Continuous improvement of all processes and activities, leading to total customer satisfaction and competitive advantage


Principles of TQM

• Training and development of people• Empowerment and team work of the

people - an opportunity to learn, apply, and practice their skills, creativity, and knowledge

Team approach to work and cross-functional process management is an important aspect of TQM work culture


Gurus of TQM

• Walter A. Shewhart – developed control chart theory

• W. Edwards Deming – 14 point theory• Joseph M. Juran – The Juran Trilogy• Armand V. Feigenbaum – Total quality

control• Kaoru Ishikawa – developed cause and

effect diagram


Gurus of TQM

• Philips B. Crosby – known for his four absolutes of quality management. Also said “doing it right the first time” is less expensive than the cost of detecting and correcting nonconformities

• Genichi Taguchi – developed loss function concept that combines cost, target, and variation into one metric


Deming’s 14 points

• Create and publish the Aims and Purposes of the organization

• Learn the New Philosophy• Understand the Purpose of Inspection• Stop Awarding Business Based on Price

Alone• Improve Constantly and Forever the

System



• Institute Training

• Teach and Institute Leadership

• Drive Out Fear, Create Trust, and Create a Climate of Innovation

• Optimize the Efforts of Teams, Groups, and Staff Areas

• Eliminate Exhortations for the Work Force



• Eliminate Numerical Quotas for the Work Force• Eliminate Management by Objective• Remove Barriers that Rob People of Pride of

Workmanship• Encourage Education and Self-Improvement for

Everyone• Take Action to Accomplish the Transformation


Joseph M. Juran’s “Quality Trilogy”

• Quality planning – a process for presetting the quality goals, and preparations to meet these goals

• Quality control – the process for ensuring that those goals are achieved in operation

• Quality improvement – the process of breaking through to higher levels of quality and meeting the needs of customers for superior performance


Juran’s ten steps for Quality Improvement

• Build awareness

• Set goals for improvement in all areas of work

• Organize to reach the goals

• Carryout improvement

• Provide training

• Recognize quality work


Juran’s ten steps for Quality Improvement

• Report progress – review and communication of progress towards the goal for improvement

• Communicate results

• Keep the score – measure the improvements

• Maintain momentum


Philips Crosby’s “Absolutes of Quality”

• Conformance to requirements

• System of prevention and not appraisal of quality

• “Zero Defect” as the ideal performance standard

• Price of non-conformance as a measure of quality


Obstacles in implementing TQM

• Lack of Management Commitment• Inability to Change Organizational Culture• Improper Planning• Lack of Continuous Training and

Education• Incompatible Organizational Structure and

Isolated Individuals and Departments• Ineffective Measurement Techniques and

Lack of Access to Data and Results


Obstacles in implementing TQM

• Paying Inadequate Attention to Internal and External Customers

• Inadequate Use of Empowerment and Teamwork

• Failure to Continually Improve


Benefits of TQM - Direct

• Greater customer loyalty and retention• Improved market share and market

standing• Greater productivity and lower quality cost• Higher potential for price realization and

profitability• Reduced warranty costs• Better business results and stock prices


Benefits of TQM - Indirect

• A positive work culture and value system throughout the organization

• Revitalized people with high employee morale

• Transparent and flexible organization

• Social respect


Features of a TQM organization

• Strategically planned Vision, Mission, and Goals

• Leadership and Management to lead from the front

• Customer and Market focused business strategy

• Focus on development, involvement, and empowerment of people


Features of a TQM organization

• Innovative and creative process management with focus on customer satisfaction

• Culture of management by facts through data management and analysis

• Respect for society and environment


Tools and Techniques for TQM(Tools for Quality Planning)

• Quality Function Deployment

• Concurrent Engineering

• Failure Mode and Effect Analysis (FMEA)

• Seven Management and Planning Tools


Tools and Techniques for TQM(Tools for Continuous Improvement)

• Statistical tools – 7 QC tools• Cost of quality - measurement• Kaizen, Poka-yoke system, Zero defect etc.• Just-in-time manufacturing• Benchmarking• Re-engineering of business process• Six-sigma practice

tqm 1.ppt

Documents

jurans ten

statistical

total quality

customer satisfaction

team work

tqm

basic concepts

improvement