TQM (Total Quality Management)

Total Quality Management,[object Object],-acontinuous improvement process,[object Object],Presented by,[object Object],AMARCHAND . L,[object Object],09MBA02.,[object Object]

Quality,[object Object],“Quality is defined as the totality of characteristics & features of a product or process which facilitates realization of given requirements.”,[object Object],Quality --A Few Definitions ,[object Object],1. Conformance to requirements --Crosby ,[object Object],2. Fitness for use --Japan ,[object Object],3. I know it when I see it --Guaspari,[object Object],4. Value to someone --Weinberg ,[object Object],"Quality has no meaning except as defined by the desires and needs ,[object Object],of the customers." Deming ,[object Object]

What is Total Quality Management,[object Object], .TQM is a approach to improve the effectiveness & flexibility of business as a whole.TQM is way of organizing by involving everyone. A comprehensive, organization-wide effort to improve the quality of products and services, applicable to all organizations.,[object Object],TQM is a comprehensive management system which:,[object Object],[object Object]

Focuses on continuous improvement.

Recognizes role of everyone in the organization.

Views organization as an internal system with a common aim.

Focuses on the way tasks are accomplished.

Emphasizes teamwork.,[object Object]

How is customer satisfaction achieved?,[object Object], Two dimensions: Product features and Freedom from deficiencies.,[object Object],Product features – Refers to quality of design.,[object Object], Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use etc.,[object Object], Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.,[object Object],Freedom from deficiencies – Refers to quality of conformance.,[object Object], Higher conformance means fewer complaints and increased customer satisfaction.,[object Object],5,[object Object]

Quality perspectives,[object Object], Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:,[object Object],Perfection,[object Object],Consistency,[object Object],Eliminating waste,[object Object],Speed of delivery,[object Object],Compliance with policies and procedures,[object Object],Doing it right the first time,[object Object],Delighting or pleasing customers,[object Object],Total customer satisfaction and service,[object Object],6,[object Object]

Quality levels,[object Object],At organizational level, we need to ask following questions:,[object Object],Which products and services meet your expectations?,[object Object],Which products and services you need that you are not currently receiving?,[object Object],At process level, we need to ask:,[object Object],What products and services are most important to the external customer?,[object Object],What processes produce those products and services?,[object Object],What are the key inputs to those processes?,[object Object],Which processes have most significant effects on the organization’s performance standards?,[object Object],7,[object Object]

Quality levels,[object Object],At the individual job level, we should ask:,[object Object],What is required by the customer?,[object Object],How can the requirements be measured?,[object Object],What is the specific standard for each measure?,[object Object],8,[object Object]

QUALITY MANAGEMENT,[object Object],Quality Planning,[object Object],Quality control,[object Object],Quality improvement,[object Object]

QUALITY PLANNING,[object Object],Determine who the customers are,[object Object],Determine the needs of the customer,[object Object],Develop product features that responds to customer’s needs,[object Object],Develop processes that are able to produce those product features,[object Object],Fail-safing/Foolproofing : Pokayoke,[object Object],Transfer the resulting plan to the operating forces,[object Object]

QUALITY CONTROL,[object Object],Evaluate actual quality performance,[object Object],Compare actual performance to quality goals,[object Object],Take remedial actions,[object Object]

QUALITY IMPROVEMENT,[object Object],Establish the infrastructure to achieve annual quality improvement,[object Object],Identify the improvement projects,[object Object],Project teams,[object Object],Provide the resources ,motivation, training,[object Object], - Diagnose the causes,[object Object], - Stimulate establishment of remedy,[object Object], - Establish controls to retain the benefits ,[object Object]

QUALITY MANAGEMENT,[object Object]

Process improvement tools,[object Object],Seven QC Tools,[object Object],Flow charts,[object Object],Check sheets,[object Object],Histograms,[object Object],Pareto diagrams,[object Object],Cause-and-effect diagrams,[object Object],Scatter diagrams,[object Object],Control charts,[object Object],14,[object Object]

TQM beliefs,[object Object],Following are the universal Total Quality Management beliefs:,[object Object],Owner/customer satisfaction is the measure of quality,[object Object],Everyone is an owner/customer.,[object Object],Quality improvement must be continuous.,[object Object],Analysis of the processes is the key to quality improvement.,[object Object],Measurement, a skilled use of analytical tools, and employee involvement are critical sources of quality improvement ideas and innovations,[object Object],Sustained total quality management is not possible without active, visible, consistent, and enabling leadership by managers at all levels,[object Object],It is essential to continuously improve the quality of products and services that we provide to our owners/customers.,[object Object]

TQM principles,[object Object],People will produce quality goods and services when the meaning of quality is expressed daily in their relations.,[object Object],Inspection of the process is as important as inspection of the product. ,[object Object],Probability of variation, can be understood by scientific methods.,[object Object],Workers work in the system to improve the system; managers work on the system to improve the system.,[object Object],Total quality management must be consistently translated into guidelines provided to the whole organization.,[object Object],Envision what you desire , but start working from where you actually are.,[object Object],Cleaner site and safer place to work is also important.,[object Object],Accept the responsibility for quality. ,[object Object],Use the principle of get it right, the first time, every time.,[object Object],Understand that quality is a journey, not a destination. ,[object Object]

Pitfalls to be avoided in TQM,[object Object],Many companies have started on the road to quality but failed to achieve success due to several factors, these are listed as follows: ,[object Object],Lack of top management support.,[object Object],Lack of middle management support.,[object Object],Commitment in only one department.,[object Object],Short-term commitment .,[object Object],Haphazard approach .,[object Object],Failure to acquire the services of a competent statistician.,[object Object],Measure success and guide program.,[object Object],Failure to solicit worker input. ,[object Object]

Pitfalls to be avoided in TQM (contd…),[object Object],Over dependence on computerized quality control.,[object Object],Funding failure .,[object Object],No market research. ,[object Object],No testing of incoming materials.,[object Object],Overselling hourly workers.,[object Object],Adversarial management. ,[object Object]

Cause-and-Effect Diagram,[object Object],[object Object],[object Object]

ADVANTAGES OF TQM,[object Object],Helps to face competition,[object Object],Reduction in Customer complaints,[object Object],Highly Motivated Personnel,[object Object],Expansion and Diversification,[object Object]

DISADVANTAGES OF TQM,[object Object],Conservative Attitude of Indian Management,[object Object],Master and Servant Relationship,[object Object],Attitudes of Indian Society,[object Object]

Quality Management Awards and Framework,[object Object],ISO 9000: 2000,[object Object],Malcolm Baldrige National Quality Award,[object Object],Deming Prize,[object Object],Six Sigma,[object Object]

Conclusion :,[object Object],[object Object]

TQM (Total Quality Management)

TQM (Total Quality Management)

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