TOTAL QUALITY MANAGEMENT GROUP 1
T ABLE OF CON ONTE NT TEN
TQM
Total - made up of the of the whole
Quality - degree of excellence of excellence a produ roduct or service rovides provides
Managem Management - act, art or manner of p of planning, controlling, directing,«.
´Therefore, TQM is the art of managing the whole to achieve excellenceµ.
WH AT
IS TQM?
GILBER RT: Defination of TQM, of TQM, According According to JOHN GILBE ustom mer ex pectations A p A process rocess de dessigned to focus focus on custo exp ectations, preventing problems roblems,, building comm commit itm ment to quality quality in the workforce and prom romoting open decis decision-m ion-making. aking. Total Quality Managem Management is a comp comprehen rehenssive term term not related only quality goods to the quality goods and services ervices. TQM is a preventive approach pproach and not corrective one. It tries tries to produ roduce bes best poss ssible ible produ roduct and services ervices throu through regu regular innovation by doing right things things every tim time.
CONT«
Total Quality Managem Management reflects reflects the cultu lture of an organization.
indicates Con er oriented, Quality oriented, It indicates Consum sumer Managem Management philos hilosophy.
commit itm anagers and It is a comm ment to Quality by all managers workers orkers.
It is a philos hilosophy to achieve consum consumer er satis atisfaction.
TQM encou encourages rages form formation of Quality circles circles.
ORIGIN OF TQM
The concep concept of Q of Quality control as a dis distinct dis discip cipline emerged in the United States tates in the 1920·s. 1920·s.
TQM concep concept develop developed in Japan in 1960·s. 1960·s. The idea of involving of involving all employee mployeess not just just the quality quality control staff.
The credit of introd of introdu goes to two ucing TQM in Japan goes A merican, Dr. W.EDW A RDS DEMING DEMING and Dr.J Dr.J.M.JUR .M.JUR A N, with this this they becom become heroes heroes in Japan long before A before A merica cou could realize their mportance. importance. ming prize is the highes The De Dem highest TQM award in Japan and is given to most resp success ssf respected ected and succe f ul corp corporations orations.
ELEME NTS OF TQM LEMEN
A Sus A Sustained tained Managem Management Comm itm mmit ment to Quality.
ocusing ing on the Custo Focus Custom mer.
Defects. Preventing Rather Than Detecting Defects
niversal Quality Resp onssibility. Univers spon
Quality Measu Measure rem ment.
ontinuous Improve Continu Improvem ment.
Root Cause use Corrective Action. orrective Action.
mployee Involvem mpowerm Employee nvolvement and Empo erment.
ms.. The Synergy of Tea of Teams
Thinking Statis tatistically.
Benchm Benchmarking.
Valu Value Improve Improvem ment.
Teaming. Supplier Supplier Team
Training.
THE THREE A SPE SPECTS OF TQM
Counting
Tools Tools, techniqu technique es, and training in their use use for analyzing, unders nderstanding, and solving quality quality problems roblems..
Customers
Quality for the custo ustom mer as a driving force and central concern.
Culture
Shared valu values and belief s, ex exp press ressed ed by leaders leaders, that define and support support quality. quality.
VES S OF TQM OBJECTI VE
TQM stress tresse es on collective effort of all f unctions nctions activities activities and peo eop goods and ple for improving mproving quality quality of goods ervices to bring in higher consum consumer er satis atisfaction. services
The aim aim of TQM is to give maximum aximum sati satissfaction to consum consumer er by providing goods goods which best in quality which are bes quality (i.e. zero defect).
ucating and training the managers TQM aims aims at ed edu anagers and employee because e thes these are the integral part of TQM mployeess becaus as it is rightly said ´TQM begins begins with edu with ed ucation and end with ed ucationµ. edu
TQM is usef usef ul in improving mproving quality quality as well well as produ used in this programm mmer s' roductivity the methods ethods used this progra ers' are zero defects defects prod this not only makes akes ever produ uction this employee respon onssible for quality mployee resp quality improve mprovem ment but als also resu result ltss in higher produ roductivity.
TQM aims aims at giving f ull freedom freedom to ex exp ress their press cost redu reduction sugge suggesstion for quality quality improve mprovem ment, cos and elim elimination of wastages tages and thos those who take active particip articipation shou hould be rew rewarded.
BEN BE NEFI FIT TS OF TQM
atisfaction enhanced. Custo Custom mer satis
A total A total change in cultu lture is brou brought abou about
ncreased produ roductivity and efficiency Increas
Advanced techniqu technique es are incorp incorporated in the organization
cts & skill developed New prod produ ucts skillss are develop
Teamw Teamwork ork is enhanced
Improved Improved hous house e-keep keeping
edu rework Red uced rew
edu Red uced inventory
ncreased profitability Increas
LIMITAT TATIIONS OF TQM TQM is a slow low moving rocess.. It requ require iress total moving process change in the outlook of m of managem anagement and employee benefits will mployeess. It benefits will be available only after me. a long period of ti of tim of TQM largely de dep ends on exis existence The succe success ss of TQM pends of p of particip articipative managem anagement. TQM need employee lead,& trade union are mployee who can take a lead,& interes interested in their own benefits benefits rather than anagement. quality quality managem easy tas task, mplem mentation is not an eas TQM imple ecially in a develop developing cou country sue specially sp sue to unfavorable attitu attitude of m of managem anagement and employee mployeess.
PRINCIP RINCIPLE S OF TQM LES
Total Quality Managem Management encomp encompa ass es a set of sse fou four princip rinciples les & eight core concep concepts.
rinciples les: Princip
Delight the custo ustom mer
Managem Management by fact
eop le-bas based managem anagement Peo ple-
Continu mprovem ment ontinuous improve
CON ONT T«..
Eight core concep concepts:
atisfaction Custo Custom mer satis
Internal custo ustom mer are real
All work is proce process ss
ment Measu Measure rem
Teamw Teamwork ork
Peo ple make quality quality eop
ontinuous improve Continu mprovem ment cycle
prevention
BENCHMA RKING BENC RKING
Purpose:
To identify and fill gaps gaps in perform erformance by putting putting in place bes best practice, thereby establis tablishing superior superior perform erformance. to Use: Use: A s a part of total of total quality quality process rocess when when taking an indep independent look at perform erformance by comp comparing aring it with that of others others.
W W hen hen
Example:
CON T«.. ONT
DEMING DEM ING
WHEEL
Act
(PD (P DC A)
Plan
Check Study
Do
Deming·s Cy Cycle cle (1900-1993) P-D-S-A
Purpose:
A managem anagement ent conc conce ept sugge suggessted by ming to satis quality requ ments Dem De atisfy the quality require irem ents of the ustom mer by usin using custo g th the e cycl cycle: e: plan,do,ch lan,do,check eck and action. hen to use: For the developme pment of a new roduct based on the require ents of the produ quirem ments custo ustom mer.
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mplem menti A comp compa any imple enting ng the TQM TQM rocess used the Deming Wheel heel for achi achiev evin ing g proces continu continuous improve various busine mprovem ment of the various usiness ss rocesse es in order to develop process quality quality mprovem ment of the whole organis improve organisation. Example:
ERROR PROFFING (POK AY OK OK E) E) To de dessign an operation in such such a way that sp ecific errors errors are prevented from from caus causing ing specific ma jor jor problems ustom mer. roblems to the custo used when defects hen to use: It can be used defects occu occur W hen and requ require ire 100% insp inspection,i ection,imm ediate feedback mmediate and action at the: of produ roduction process rocess.. Start of p roduction points oints where occur. Produ where an error may occu Source of ra w material material and comp of raw component onentss. A large steel press ress is auto tom matically Example: A large ear.If the f the thickness thickness becom becomes less less monitored for wear.I specified sounds than a sp ecified amount,an alarm alarm so nds and action has has to be taken to rectify the error.
Purpose:
ISO 9000
Purpose:
To de dem onstrate to yo you elf,your mons urself,you custo ers and an indep independent ass essment ustom mers sse ssment body that yo you anagement u have an effective quality quality managem tem syste m in place. hen hen to use: When trying to form formalize pproach. operations erations to ensu ensure re cons consistency of a of approach.
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Example:
A QM A QMS contains two levels levels of S contains docum documentation.They entation.They are:
A qu A quality ality policy manu anual: this this is a policy docum document, ent, a statem tatement of intent of intent abou about what yo you u intend to do.
Quality records records: thes these are the proof s that the how's· have been carried out. ¶how's·
JUST JUS T IN TIME
Purpose:
To deliver the raw raw material materialss or just comp component onentss to the produ roduction line to arrive just in tim time when they are needed. hen hen to use: When yo you inimize or u want want to minim elim eliminate stock in order to prevent the organization from from incu incurring unprodu roductive cos cost.
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Example:
K A IZE IZEN
Purpose: A rpose: A J anese Japanes
term term meaning meaning ¶change for mpliess a continu the better· better·, the concep concept implie continuous mprovem ment in all comp improve company any f unctions nctions at all levels levels. so comm hen hen to use: The term term is so common on in Japan that it is used ectss of life. of life. used in all asp spect
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Example:
P A RET ETO O A N ALY SIS SIS
Purpose:
To separate the most important cause es mportant caus of a of a problem roblem from from the many trivial. Al trivial. Alsso, to identify the most important roblems for a team team mportant problems was firs used by to work on. Pareto Analy areto Analyssis wa first used Wilfredo Pareto, an Italian econom economist.
When to use:
Example:
When the team is analyzing data relating to a problem to decide which are the most important factors to be tackled first to have the most impact on the problem.
QU AL ALIITY CIRC CIRCLE LES S
Purpose:
A sp A special ecial ty typ of small all group group activity pe of sm forms a vehicle for the developm development ent of which forms individu individuals als. hen hen to use: Quality circles circles are esp ecially specially usef usef ul in the later stages quality tages of a of a total quality process when individu rocess when individuals als in their own work areas areas begin to tackle their own problems roblems.. They lead to regulation in work groups groups.. self -regu
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xample: A co comp aniess Example: A mpanie
in the Potteries otteries set set up circles to allow allow all employee quality quality circles mployeess to contribu contribute their own ideas ideas to the benefit of the of the whole comp company. any. In the firs first year more than 25 were made and succe success ssf circle pres resentations entations were f ully imple mplem mented.
BR A INST INSTOR ORM MING
Purpose:
To generate as many ideas as po ible many ideas poss ssible withou sse ssing ithout ass ess ing their valu value.
hen hen to use: In,teams n,teams when when trying to identify ible root caus cause es or when seeking solu olutions tions to poss ssible a problem roblem.Brains .Brainstorm torming can als also be used used when deciding what problem roblem or improve mprovem ment activity to work on,and when planning the ste teps of a ps of a pro ject. ject.
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xample: An Example: An
organization was seeking seeking sugge suggesstions tions to redu reduce abs absentees enteesim.They ran a series ssion eries of brain of brainsstorm torming sess ionss to generate ideas ideas for tackling the problem roblem.
