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tools and techniques of TQM.pptx

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tools and techniques of TQM.pptx

  1. 1. Tools and techniques of TQM SUBMITTED TO- Dr. MANPREET SUBMITTED BY- RAHUL KUMAR ROLL NO. - 21011022 CLASS - M.Sc. (Hons.)BIOTECHNOLOGY SEMESTER - 3rd
  2. 2. Total quality management ● TQM is a process of achieving and sustaining quality improvement . ● It essentially involve the whole organization, every department and every single person at every level. ● Total quality management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing, improving the customer experience, and ensuring that employees are up to speed with training. ● Aiming at long term success through customer satisfaction and benefits to society.
  3. 3. 4 Important parameter ● TQM Involving Everybody in the organization. ● Creating & understanding that success of organization depends upon every individual participation. ● Providing an opportunity for complete participation by every one. ● Providing an opportunity for everyone to do their job properly .
  4. 4. TQM TOOLS AND TECHNIQUES /PROBLEM SOLVING TOOLS
  5. 5. 4 MAIN CATEGORIES  Organizational techniques 1. Quality circle  Quality cost measurement 1. failure costs : a. Internal failure costs b. external failure costs 2. Appraisal costs 3. Prevention costs
  6. 6.  System modeling techniques 1.Processed flow chart 2. Soft system analysis 3. Cause and effect diagnosis  Statistical tools 1. Quality control charts 2. Histogram 3. Scattered diagrams 4. Pareto analysis
  7. 7. 4. Organizational techniques 1. Quality circle Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily meet together on a regular basis to identify improvements in their respective work areas using proven techniques for analysing and solving work related problems coming in the way of achieving and sustaining excellence leading to mutual upliftment of employees as well as the organisation. It is "a way of capturing the creative and innovative power that lies within the work force.
  8. 8. CONCEPT ● It is based upon the human resource management considered as one of the key factors in the improvement of product quality & productivity. ● Quality Circle concept has three major attributes:  Quality Circle is a form of participation management.  Quality Circle is a human resource development technique.  Quality Circle is a problem solving technique.
  9. 9. OBJECTIVE ● The objectives of Quality Circles are multi- faced  Change in Attitude I. From "I don’t care" to "I do care" Continuous improvement in quality of work life through humanisation of work.  Self Development Bring out I. ‘Hidden Potential’ of people People get to learn additional skills.  Development of Team Spirit (Individual Vs Team) I. "I could not do but we did it"Eliminate inter departmental conflicts  Improved Organizational Culture I. Positive working environment. II. Total involvement of people at all levels. III. Higher motivational level. IV. Participate Management process
  10. 10. Quality cost measurement ● failure costs 1. Internal failure costs :( iso 8902) defined as those cost arising with in the manufacturing organization of failure to achieve the quality specified . 2. External Failure Cost iso 8402 are the first arrising the manufacturing organization of failure to achieve the quality specified. /cqe-body-of-knowledge/quality-system/cost-of-quality/
  11. 11. ● Appraisal Cost Appraisal costs are associated with any activity specifically designed to measure, inspect, evaluate or audit products to assure conformance to quality requirements. ● Prevention Cost Prevention Costs are those costs or activities that are specifically designed to prevent poor quality in products. I. Correct impementation of qms II. By caliberation of machinery III. Staff training /cqe-body-of-knowledge/quality-system/cost-of-quality/
  12. 12. Quality Cost Curve.
  13. 13. system modeling techniques 1. Processed flow chart o Pictures, symbols or text coupled with lines, arrows on lines show direction of flow. o Enables modelling of processes; problems/opportunities and decision points etc.
  14. 14. 2. Soft system analysis 3. Cause and effect diagnosis  The diagram's purpose is to relate causes and effects.  Helps organise and relate factors, providing a sequential view.  Deals with time direction but not quantity.
  15. 15. 3. Statistical tools 1. Quality control chart  Control charts are a method of Statistical Process Control, SPC. (Control system for production processes).  They enable the control of distribution of variation rather than attempting to control each individual variation.  The plotted line corresponds to the stability/trend of the process.  Action can be taken based on trend rather than on individual variation.  This prevents over-correction/compensation for random variation, which would lead to many rejects.
  16. 16. 2. Histogram  A histogram is an easy-to-use tool for visualizing the distribution of data points in a dataset.  It can quickly identify outliers, find patterns and spot trends.  Histograms are useful for detecting patterns and trends in data. They also provide insight into the nature of the data.  Five Good Features of a Histogram 1. Easy to Understand and Interpret 2. Quickly Visualized 3. Helps You Detect Trends  Tools for creating a histogram I. . Manual II. 2. Microsoft Excel
  17. 17. 3. Scattered Diagrams  Simple graphical device to depict the relationship between two variables.  Composed of a horizontal axis containing the measured values of one variable and a vertical axis, representing the measurements of the variable.  Displays the paired data as a cloud of points.  The density and direction of the cloud indicate how the two variables influence each other.  A Scatter Diagram can be very useful for identify ing relationships between variables, for example, the relationship between price and quality rating.
  18. 18. 4. Pareto analysis ● A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or money), and are arranged with longest bars on the left and the shortest to the right. ● In this way the chart visually depicts which situations are more significant.  WHEN TO USE A PARETO CHART A. When analyzing data about the frequency of problems or causes in a process B. When there are many problems or causes and you want to focus on the most significant C. When analyzing broad causes by looking at their specific components D. When communicating with others about your data
  19. 19. ● Customer complaints
  20. 20. References ● https://www.ifm.eng.cam.ac.uk/research/dstools/tqm-tools/ ● https://asq.org/quality-resources ● https://cqeacademy.com/cqe-body-of-knowledge/quality-system/cost-of- quality/ ● https://kanchiuniv.ac.in/coursematerials/ECE_COURSE_MATERIAL_ODD%20 SEMESTER/ECE_COURSE%20MATERIAL_ODD%20SEMESTER/Mrs.V.UMA_T OTAL%20QUALITY%20MANAGEMENT.pdf
  21. 21. Thank you

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