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intro to total-quality-management

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Owel&Co.
Owel&Co.

Total Quality Management (TQM) is defined as both a philosophy and set of principles that directs continuous improvement in a business. The key concepts of TQM include commitment from top management, a focus on customers, involvement of employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. TQM requires changing the organizational culture to be customer-oriented, focus on prevention over detection, and make quality improvement everyone's responsibility through teams. Continuous improvement comes from quality projects, benchmarking, and using data to measure outcomes.

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Total Quality Management
Total Quality Management
Total Quality Management Defined as both philosophy and a set of principles that directs the foundation of a continuously improving business organization
Basic Concepts of TQM (B. Creech) 1. A committed and involved management to provide long term top to-bottom organizational support 2. An unwavering focus on the customer , both internally and externally 3. Effective involvement and utilization of the entire work force
4. Continuous improvement of the business and production process 5. Treating suppliers as partners 6. Establish performance measures for the processes
Concept outline an excellent way to operate business organization 1. A management must participate in the quality program Quality Council- develop a clear vision ,long term goals and direct program Managers- must participate in quality improvement teams and also act as adviser to other team
2. The key to effective program must be directed to customers satisfaction 汲Voice of the Consumers 汲Do it right the first time and everytime
3. TQM an organizational challenge that is everyones responsibility. changing behavior is the goal
4. There must be continuous improvement of all business and production processes. Quality improvement projects On time delivery Order entry efficiency Billing error rate Customer satisfaction Scrap reduction Supplier management
5. A partnering relationship rather than adversarial one must be developed The focus should be on quality and life cycle costs rather than price
6. Performance measures such as uptime ,percent non conforming , absenteeism and customer satisfaction should be determined for each functional area Quantitative data necessary to measure the continuous quality improvement output
Quality Element Old culture New Culture (TQM) Definition Product- Oriented Customer -Oriented Priorities Second to service cost First among equals of service and cost Decisions Short term Long term Emphasis Detection Prevention Errors Operations System Responsibility Quality control Everyone Problem solving Managers Teams Procurement Price Life Cycle Cost Managers role Plan assign control and enforce Delegate ,advice facilitate and mentor
Meaning of quality Excellent product or service that satisfies or exceed our expectation Q=P/E Where : Q= quality P= performance E =expectations
The dimensions of quality Dimensions Meaning and example Performance Primary product characteristics (brightness of the picture) Features Secondary characteristics, added features( remote control) Dimensions Meeting specifications or industry standards workmanship Reliability Consistency of performance overtime (average time for the unit to fail) Durability Useful life (repair) Services Resolution of problems and complaints (ease of repair) Response Human to human interface (such as courtesy of dealer) Aesthetics Sensory characteristics (exterior finish)
The Deming Philosophy 1. Create and publish the aims and purposes of the organization 2. Learn the new philosophy 3.Understand the purpose of inspection
4. Stop awarding business based on price alone 5. improve constantly and forever the system 6. Institute training 7. Teach and institute leadership
8. Drive out fear ,create trust and create a climate for innovation 9.Break down barriers between staff areas. 10.Eliminate slogans, exhortations and targets for the workforce.
11.Eliminate numerical quotas for the workforce and numerical goals for management. 12.Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
13.Institute a vigorous program of education and self- improvement for everyone. 14.Put everybody in the company to work accomplishing the transformation
Concept and Definitions of Leadership
D.H. Besterfield People paradoxically need security and independence People are sensitive to external rewards and punishments and strongly self motivated People are like to hear kind of word of praise
People can process only a few facts at a time ,leaders need to keep things simple People thrust their gut reaction more than statistical data People distrust a leaders rhetoric if the words are inconsistent with leaders action or deeds
Leadership
Leadership defined as: L- Loyalty to God, country and people E- Enthusiasm and Effort to help and secure other A- Advocacy ,action and accomplishment D- dediocation ,discipline ,dignity decency,devotion E- excellence ,exemplary works for others to follow and emulate
R- reliability , responsibility, respect for the law and rights of others and reconciliation of peace and unity S- Sincerity ,service self sacrifice ,social justice, to make life better for mankind H- Humility ,honesty, honor ,helpfulness and hard work for accomplishment and fulfillment I- Integrity, interest ,initiative ,ideolism P- Patience ,perseverance ,peace ,progress and prosperity to mankind
The Role of Management Chief Executive Officer- provide leadership to achieve results should participate in implementation process Participate in the quality council and perform all the duties Management by Wandering Around (MBWA) Must talk to the people or stakeholders Able to know what is happening with particular supplier or project It will substantially reduce paperwork
managers Must be informed on the topic of quality improvement by reading books and articles ,attending seminars and taking to other TQM leader Must find to celebrate the success of their business organizations quality efforts by personally participating in award and recognition programs Must be visibly and actively engaged in the quality effort by serving on teams,advising team and teaching seminars Listening to internal and external customers and suppliers through visits, focus groups and surveys Communication ,to create awareness of the importance of TQM
Some of internal communication techniques Newsletters and other publications Posters TQM bulletin board Emergency department information meetings Memoranda General meetings
Quality Council of TQM Develop with input from all personnel ,the core values ,vision statement and quality policy statement Develop the strategic long term plan with goals and annual quality improvement program with objectives Crete the total education and training and development plan Determine and continually monitor the cost of poor quality Determine the performance measures for the business organization ,approve for the functional areas and monitor them Continually determine those project and departmental or work group teams and monitor their progress Establish multifunctional project and departmental or work group teams and monitor their progress Establish or revise the recognition and reward system to account for the new way of doing business
Once the TQM program is well organized ,a typical meeting agenda may be followed: Progress report on team Customer satisfaction report Progress on meeting goals New project teams Recognition dinner Benchmarking report
Core values of TQM Customer Driven Quality Leadership Continuous Improvement The approach of improvement needs to be included in the way the organizational function, being included means . Improvement is a part of the daily work of all work units Improvement processes seek to eliminate problems at their source Improvement is driven by opportunities to do better as well as by problems that must be corrected
Opportunities for improvement have 4 major sources 1. employees ideas 2. research and development 3. Customer input 4. benchmarking of their comparative information on processes and performance
Types of Improvements: 1. Enhancing value to customers through new and improved products and services 2.Reducing errors ,defects and waste 3. Improving responsiveness and cycle time performance 4 .Improving productivity and effectiveness in the use of all resources 5. Improving the organizations performance and leadership position in fulfilling its public responsibilities and serving as a role model in corporate citizenship
Employee participation and development Fast response Design quality and prevention Long range outlook management by fact Partnership development Corporate responsibility and citizenship

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intro to total-quality-management

  • 3. Total Quality Management Defined as both philosophy and a set of principles that directs the foundation of a continuously improving business organization
  • 4. Basic Concepts of TQM (B. Creech) 1. A committed and involved management to provide long term top to-bottom organizational support 2. An unwavering focus on the customer , both internally and externally 3. Effective involvement and utilization of the entire work force
  • 5. 4. Continuous improvement of the business and production process 5. Treating suppliers as partners 6. Establish performance measures for the processes
  • 6. Concept outline an excellent way to operate business organization 1. A management must participate in the quality program Quality Council- develop a clear vision ,long term goals and direct program Managers- must participate in quality improvement teams and also act as adviser to other team
  • 7. 2. The key to effective program must be directed to customers satisfaction 汲Voice of the Consumers 汲Do it right the first time and everytime
  • 8. 3. TQM an organizational challenge that is everyones responsibility. changing behavior is the goal
  • 9. 4. There must be continuous improvement of all business and production processes. Quality improvement projects On time delivery Order entry efficiency Billing error rate Customer satisfaction Scrap reduction Supplier management
  • 10. 5. A partnering relationship rather than adversarial one must be developed The focus should be on quality and life cycle costs rather than price
  • 11. 6. Performance measures such as uptime ,percent non conforming , absenteeism and customer satisfaction should be determined for each functional area Quantitative data necessary to measure the continuous quality improvement output
  • 12. Quality Element Old culture New Culture (TQM) Definition Product- Oriented Customer -Oriented Priorities Second to service cost First among equals of service and cost Decisions Short term Long term Emphasis Detection Prevention Errors Operations System Responsibility Quality control Everyone Problem solving Managers Teams Procurement Price Life Cycle Cost Managers role Plan assign control and enforce Delegate ,advice facilitate and mentor
  • 13. Meaning of quality Excellent product or service that satisfies or exceed our expectation Q=P/E Where : Q= quality P= performance E =expectations
  • 14. The dimensions of quality Dimensions Meaning and example Performance Primary product characteristics (brightness of the picture) Features Secondary characteristics, added features( remote control) Dimensions Meeting specifications or industry standards workmanship Reliability Consistency of performance overtime (average time for the unit to fail) Durability Useful life (repair) Services Resolution of problems and complaints (ease of repair) Response Human to human interface (such as courtesy of dealer) Aesthetics Sensory characteristics (exterior finish)
  • 15. The Deming Philosophy 1. Create and publish the aims and purposes of the organization 2. Learn the new philosophy 3.Understand the purpose of inspection
  • 16. 4. Stop awarding business based on price alone 5. improve constantly and forever the system 6. Institute training 7. Teach and institute leadership
  • 17. 8. Drive out fear ,create trust and create a climate for innovation 9.Break down barriers between staff areas. 10.Eliminate slogans, exhortations and targets for the workforce.
  • 18. 11.Eliminate numerical quotas for the workforce and numerical goals for management. 12.Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
  • 19. 13.Institute a vigorous program of education and self- improvement for everyone. 14.Put everybody in the company to work accomplishing the transformation
  • 21. D.H. Besterfield People paradoxically need security and independence People are sensitive to external rewards and punishments and strongly self motivated People are like to hear kind of word of praise
  • 22. People can process only a few facts at a time ,leaders need to keep things simple People thrust their gut reaction more than statistical data People distrust a leaders rhetoric if the words are inconsistent with leaders action or deeds
  • 24. Leadership defined as: L- Loyalty to God, country and people E- Enthusiasm and Effort to help and secure other A- Advocacy ,action and accomplishment D- dediocation ,discipline ,dignity decency,devotion E- excellence ,exemplary works for others to follow and emulate
  • 25. R- reliability , responsibility, respect for the law and rights of others and reconciliation of peace and unity S- Sincerity ,service self sacrifice ,social justice, to make life better for mankind H- Humility ,honesty, honor ,helpfulness and hard work for accomplishment and fulfillment I- Integrity, interest ,initiative ,ideolism P- Patience ,perseverance ,peace ,progress and prosperity to mankind
  • 26. The Role of Management Chief Executive Officer- provide leadership to achieve results should participate in implementation process Participate in the quality council and perform all the duties Management by Wandering Around (MBWA) Must talk to the people or stakeholders Able to know what is happening with particular supplier or project It will substantially reduce paperwork
  • 27. managers Must be informed on the topic of quality improvement by reading books and articles ,attending seminars and taking to other TQM leader Must find to celebrate the success of their business organizations quality efforts by personally participating in award and recognition programs Must be visibly and actively engaged in the quality effort by serving on teams,advising team and teaching seminars Listening to internal and external customers and suppliers through visits, focus groups and surveys Communication ,to create awareness of the importance of TQM
  • 28. Some of internal communication techniques Newsletters and other publications Posters TQM bulletin board Emergency department information meetings Memoranda General meetings
  • 29. Quality Council of TQM Develop with input from all personnel ,the core values ,vision statement and quality policy statement Develop the strategic long term plan with goals and annual quality improvement program with objectives Crete the total education and training and development plan Determine and continually monitor the cost of poor quality Determine the performance measures for the business organization ,approve for the functional areas and monitor them Continually determine those project and departmental or work group teams and monitor their progress Establish multifunctional project and departmental or work group teams and monitor their progress Establish or revise the recognition and reward system to account for the new way of doing business
  • 30. Once the TQM program is well organized ,a typical meeting agenda may be followed: Progress report on team Customer satisfaction report Progress on meeting goals New project teams Recognition dinner Benchmarking report
  • 31. Core values of TQM Customer Driven Quality Leadership Continuous Improvement The approach of improvement needs to be included in the way the organizational function, being included means . Improvement is a part of the daily work of all work units Improvement processes seek to eliminate problems at their source Improvement is driven by opportunities to do better as well as by problems that must be corrected
  • 32. Opportunities for improvement have 4 major sources 1. employees ideas 2. research and development 3. Customer input 4. benchmarking of their comparative information on processes and performance
  • 33. Types of Improvements: 1. Enhancing value to customers through new and improved products and services 2.Reducing errors ,defects and waste 3. Improving responsiveness and cycle time performance 4 .Improving productivity and effectiveness in the use of all resources 5. Improving the organizations performance and leadership position in fulfilling its public responsibilities and serving as a role model in corporate citizenship
  • 34. Employee participation and development Fast response Design quality and prevention Long range outlook management by fact Partnership development Corporate responsibility and citizenship