tqm tools & techniques by dr. nawar
TRANSCRIPT
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IS MANAGEMENT ART OR SCIENCE?
SCIENTIFIC BASE
ART
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TOOL?
TOOL ENHANCE INDIVIDUALS CAPABILITIES.
ENGINEERING TOOLS
MANAGEMENT TOOLS
EXAMPLES
ENGINEERING TOOLS
TURNING A NUT ON A BOLT TO TIGHT IT/ LOOSE IT.
TOOL USED = SPANNER
PRINCIPLE USED = TORQUE
POWER ASSISTED STEARING & BRAKES ETC. PRINCIPLES USED = HYDRAULIC/ PNEUMATIC
PRESSURE THROUGH DIFFERENTIAL AREA.
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AMPLIFIER = AMPLIFICATION
THROUGH CURRENT/VOLTAGE.
ENGINEERING TOOLS CAN BEEITHER ELECTRICAL, ELECTRONIC,
MECHANICAL, HYDRAULIC OR
PNEMENTIC ETC.
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MANAGEMENT TOOLS
MANAGEMENT AS A SCIENTIFIC FIELD
ALSO REQUIRES TOOLS TO ENHANCE
MANAGER CAPABALITY TO EXECUTE
MANAGEMENT FUNCTIONS EFFICIENTLY
& EFFECTIVELY.
MANAGEMENT TOOLS HAVE BEEN
CATEGORISED ACCORDING TO USE IN
THE FIELD OF MANAGEMENT LIKEPLANNING, STRATEGY, PROBLEM
SOLVING, AND IMPROVEMENT ETC.
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Tools are an important part of every profession.Having the right tools, knowing how to use them,marks out the professional from the amateur,enabling the professionals to be better, faster
and more competent. Management is exception.Indeed management consultants rally heavily ontools, often once they have developedthemselves and which constitute valuableintellectual property. If managers want toprofessional at what they do and not just giftedamateurs, they need to have tools.
THE ROLE OF TOOLS IN MANAGEMENT
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HOW TOOLS WORK
Tools increase individuals power, some times
marginally, some times enormously. Just as physicaltools can help to bang nails or build bridges,management tools can help to solve small localprograms or re-engineer the whole business. Whatevertheir level of operation, tools enable people tounderstand, shape and control situations which aretoo complex to manage through individual effort orinsight. For all the complexity of human minds, andtheir supremacy in many areas of perception andcognition, people have great difficulty in rememberingand processing large amounts of information. Withouttools, the complexity of modern system andorganizations may take them intractable and notsusceptible to control.
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WHAT TOOLS ACHIEVE
Management tools focus or direct
information for a particular purpose. Theimpact chart is based on:
Some tools bring information together.
Other begin to analyze and shape it.A few of the more sophisticated are for
analyzing and shaping the organization itself.
By selecting and presenting information in
particular way, the tools provide route ways
through complexity.
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SELECTING THE RIGHT TOOLS
There are, of course, a lot of tools tochoose from. However, a small selection is
presented here. However, it is realistic to
be aware of the kind of tools there are,
and what they achieve. Here an affinity
diagram is used to show the viewpoint of
how group the tools group together.
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STATISTICAL QUALITY CONTROL TOOLS
These are for collecting and analyzing
quantitative information about processes.
They are derived from manufacturing, but
are now increasing applied to serviceindustries as well. The core tools in this
category are known are statistical process
control.
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These are tools, which are built into the
system, to make sure management processes
and procedure work properly.
GRAPHICAL TOOLS
These are tools of all kinds that use graphic
presentation to show dimension of the
information, which are not otherwise evident orvisible.
QUALITY MANAGEMENT SYSTEM TOOLS
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PROBLEM SOLVING TOOLS
These identify key characteristics of problems,and their implications. They help top focusenergy on particular issue, one at a time.
DATA CAPTURE TOOLS Data capturing is the first step to
understanding and controlling selected aspectsof organization. These tools identify what
information is important for particularpurposes, and set up appropriate ways ofcollecting it.
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PRIORITISATION TOOLS
Prioritization is an essential aspect of many of the
tools. When there is a lot of information to deal with,it is important to prioritize it in order to simplify the
problem without distorting it.
CONSENSUS TOOL This deal with the difficulties involved in reconciling
different viewpoints and provides rational ways of
reaching agreement.
PRODUCT AND PROCESS DESIGN TOOLS These help to ensure that, particularly in
manufacturing organizations, processes are
designed logically to derive the right products in the
right way.
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THE FORMS TOOLS TAKE
Management tools use a numbers of
forms to achieve their purpose. Theseincludes:
GRAPHICS FORMS
Majorities of the tools shown use graphicsform either for a part or for whole of the
tool. Graphic forms include diagrams,
tables, forms, questionnaires and lists.They are particularly important for data
capture and for showing relationships.
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TEMPLATES. These are organizational
patterns or designs, which can be used to
organize or reorganize activities. Strategic toolsoften take this form.
PHILOSOPHIES. Sometimes the tools is a
philosophy- a set of ideas and beliefs whichhelp to interpret and shape the data
PROCESSES
Tools can be processesfixed sequences ofactivities, which can be introduced in the
organization
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TEAMS
Teamwork is particularly associated with TQM.
At their best teams provide a way of movingbeyond individual capacity
PHYSICAL ORGANIZATION
A small number of tools work through physicallyreorganizing the environment in which people
are working in order to highlight or differentiate
activities.
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IMPLEMENTING THE TOOLS
For the most parts, the business ofunderstanding the tools, and deciding whichones to use and how, forms parts of what isthought of as a hard approach to management;a tinkering with mechanics of management andorganization. However the tools areimplemented in a complex organizationalframework where the softer aspects ofmanagement are extremely important issues of
motivation, culture, management style.Leadership and communication will have a directbearing on how successfully the tools can beused/implemented.
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1. THE CULTURE OF ORGANIZATION
People
cantbe expected to adapt to the toolsstraight away. Even simple tools can seem
unnatural and unwieldy the first time round. Oftenthe tools ask people to think in ways in which astrange to them and which impose a discipline,
which they may resent. Typical reactions are toignore or sabotage the tool, proving it wasnt anygood any way. Cultures where management toolsare effective are cultures where results are moreimportant than politics, and where staffs are sure
that management wants to know the truth, and notjust an acceptable version of it. Cultures dontchange overnight, of the effectiveness with whichthey can solve programs, or compelling once it just
underway.
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2. FACILITATION
Weve actually called it a tool. Facilitation
is a skill full and demanding role, which
can often be taken by an outside
consultant. Facilitation not only provides
the hard supportknowledge of the tool,
the equipment for making it work and so
on. But also control softer implementationissues, making sure the saboteurs are
identified and kept at bay, for example.
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3. TRAINING
Training can take various forms
sometimes practice is all thats needed, or
reading a book. For other tools, intensivetraining will be needed, and it might be best
to use specialist consultants rather than
trying to go it alone.
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AFFINITY DIAGRAM OF TQM TOOLS
STATISTICAL QUALITY CONTROL
Acceptance sampling
C chartControl chart
Cusum chart
Design of experiment
Multi-vari chart
np chart
p Chart
Pre-control
Process capability analysis
R chart
Regression analysis
Reliability prediction and analysisScattered diagram
Statistical process control
Stratification
Trend chart
U chart
X chart
STRATEGY
Bench marking
Business process reengineeringBusiness simplification
Departmental purpose analysis
Hoshin
Job redesign
Just in time
Kaizen
Management by objectives
Mission statement
Preventative maintenance
Quality circle
Quality councilTeam briefing
Total productive maintenance
Training need analysis
Zero defects
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AFFINITY DIAGRAM OF TQM TOOLS
CHANGE MANAGEMENT
Activity analysisBarrier analysis
Cross functional teams
End point state analysis
Facilitation
Family teams
Fishbowl meetings
Focus group
PROBLEM SOLVING
Affinity diagramAttributes analysis
Cause and effect diagram
Clean sheet analysis
Decision analysis
Fault tree analysis
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AFFINITY DIAGRAM OF TQM TOOLS
QUALITY MANAGEMENT
SYSTEM
AuditCompany wide quality
improvement
Corrective action
Fagan inspection-documents
Fagan inspection-software
Feedback loop
Inspection
Quality improvement teamsQuality objectives
Self inspection
GRAPHIC TOOLS
Band graph
Bar chart
Block diagram
Concentration diagram
Data flow diagram
Fault tree analysis
Flow charts
Gantt chartsHistogram
Line graph
Matrix diagram
Pie chart
Process model
Quality function deployment
Radar chart
Relations diagram
Relevance tree
Spider diagram
Tree diagram