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TQM (Total Quality Management)

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amarchand
amarchand

Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.

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Total Quality Management-acontinuous improvement processPresented byAMARCHAND . L09MBA02.
QualityQuality is defined as the totality of characteristics & features of a product or process which facilitates realization of given requirements.Quality --A Few Definitions 1. Conformance to requirements --Crosby 2. Fitness for use --Japan 3. I know it when I see it --Guaspari4. Value to someone --Weinberg "Quality has no meaning except as defined by the desires and needs of the customers." Deming
What is Total Quality Management .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.TQM is a comprehensive management system which:Focuses on meeting owners/customers needs, by providing quality services at a reasonable cost.
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.Evolution of TQM
How is customer satisfaction achieved? Two dimensions: Product features and Freedom from deficiencies.Product features Refers to quality of design. Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use etc. Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.Freedom from deficiencies Refers to quality of conformance. Higher conformance means fewer complaints and increased customer satisfaction.5
Quality perspectives Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:PerfectionConsistencyEliminating wasteSpeed of deliveryCompliance with policies and proceduresDoing it right the first timeDelighting or pleasing customersTotal customer satisfaction and service6
Quality levelsAt organizational level, we need to ask following questions:Which products and services meet your expectations?Which products and services you need that you are not currently receiving?At process level, we need to ask:What products and services are most important to the external customer?What processes produce those products and services?What are the key inputs to those processes?Which processes have most significant effects on the organizations performance standards?7
Quality levelsAt the individual job level, we should ask:What is required by the customer?How can the requirements be measured?What is the specific standard for each measure?8
QUALITY MANAGEMENTQuality PlanningQuality controlQuality improvement
QUALITY PLANNINGDetermine who the customers areDetermine the needs of the customerDevelop product features that responds to customers needsDevelop processes that are able to produce those product featuresFail-safing/Foolproofing : PokayokeTransfer the resulting plan to the operating forces
QUALITY CONTROLEvaluate actual quality performanceCompare actual performance to quality goalsTake remedial actions
QUALITY IMPROVEMENTEstablish the infrastructure to achieve annual quality improvementIdentify the improvement projectsProject teamsProvide the resources ,motivation, training - Diagnose the causes - Stimulate establishment of remedy - Establish controls to retain the benefits
QUALITY MANAGEMENT
Process improvement toolsSeven QC ToolsFlow chartsCheck sheetsHistogramsPareto diagramsCause-and-effect diagramsScatter diagramsControl charts14
TQM beliefsFollowing are the universal Total Quality Management beliefs:Owner/customer satisfaction is the measure of qualityEveryone is an owner/customer.Quality improvement must be continuous.Analysis of the processes is the key to quality improvement.Measurement, a skilled use of analytical tools, and employee involvement are critical sources of quality improvement ideas and innovationsSustained total quality management is not possible without active, visible, consistent, and enabling leadership by managers at all levelsIt is essential to continuously improve the quality of products and services that we provide to our owners/customers.
TQM principlesPeople will produce quality goods and services when the meaning of quality is expressed daily in their relations.Inspection of the process is as important as inspection of the product. Probability of variation, can be understood by scientific methods.Workers work in the system to improve the system; managers work on the system to improve the system.Total quality management must be consistently translated into guidelines provided to the whole organization.Envision what you desire , but start working from where you actually are.Cleaner site and safer place to work is also important.Accept the responsibility for quality. Use the principle of get it right, the first time, every time.Understand that quality is a journey, not a destination.
Pitfalls to be avoided in TQMMany companies have started on the road to quality but failed to achieve success due to several factors, these are listed as follows: Lack of top management support.Lack of middle management support.Commitment in only one department.Short-term commitment .Haphazard approach .Failure to acquire the services of a competent statistician.Measure success and guide program.Failure to solicit worker input.
Pitfalls to be avoided in TQM (contd)Over dependence on computerized quality control.Funding failure .No market research. No testing of incoming materials.Overselling hourly workers.Adversarial management.
Cause-and-Effect Diagram Used to identify potential causes for particular quality problem.Steps in implementing TQM1 Obtain CEO Commitment2 Educate Upper-Level Management3 Create Steering Committee4 Outline the Vision Statement, Mission Statement, & Guiding Principles5 Prepare a Flow Diagram of Company Processes6 Focus on the Owner/Customer (External) & Surveys7 Consider the Employee as an Internal Owner/customer8 Provide a Quality Training Program9 Establish Quality Improvement Teams10 Implement Process Improvements11 Use the Tools of TQM12 Know the Benefits of TQM
ADVANTAGES OF TQMHelps to face competitionReduction in Customer complaintsHighly Motivated PersonnelExpansion and Diversification
DISADVANTAGES OF TQMConservative Attitude of Indian ManagementMaster and Servant RelationshipAttitudes of Indian Society
Quality Management Awards and FrameworkISO 9000: 2000Malcolm Baldrige National Quality AwardDeming PrizeSix Sigma
Conclusion : Meeting Customer Requirements.

More Related Content

TQM (Total Quality Management)

  • 1. Total Quality Management-acontinuous improvement processPresented byAMARCHAND . L09MBA02.
  • 2. QualityQuality is defined as the totality of characteristics & features of a product or process which facilitates realization of given requirements.Quality --A Few Definitions 1. Conformance to requirements --Crosby 2. Fitness for use --Japan 3. I know it when I see it --Guaspari4. Value to someone --Weinberg "Quality has no meaning except as defined by the desires and needs of the customers." Deming
  • 3. What is Total Quality Management .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.TQM is a comprehensive management system which:Focuses on meeting owners/customers needs, by providing quality services at a reasonable cost.
  • 4. Focuses on continuous improvement.
  • 5. Recognizes role of everyone in the organization.
  • 6. Views organization as an internal system with a common aim.
  • 7. Focuses on the way tasks are accomplished.
  • 9. How is customer satisfaction achieved? Two dimensions: Product features and Freedom from deficiencies.Product features Refers to quality of design. Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use etc. Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.Freedom from deficiencies Refers to quality of conformance. Higher conformance means fewer complaints and increased customer satisfaction.5
  • 10. Quality perspectives Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:PerfectionConsistencyEliminating wasteSpeed of deliveryCompliance with policies and proceduresDoing it right the first timeDelighting or pleasing customersTotal customer satisfaction and service6
  • 11. Quality levelsAt organizational level, we need to ask following questions:Which products and services meet your expectations?Which products and services you need that you are not currently receiving?At process level, we need to ask:What products and services are most important to the external customer?What processes produce those products and services?What are the key inputs to those processes?Which processes have most significant effects on the organizations performance standards?7
  • 12. Quality levelsAt the individual job level, we should ask:What is required by the customer?How can the requirements be measured?What is the specific standard for each measure?8
  • 13. QUALITY MANAGEMENTQuality PlanningQuality controlQuality improvement
  • 14. QUALITY PLANNINGDetermine who the customers areDetermine the needs of the customerDevelop product features that responds to customers needsDevelop processes that are able to produce those product featuresFail-safing/Foolproofing : PokayokeTransfer the resulting plan to the operating forces
  • 15. QUALITY CONTROLEvaluate actual quality performanceCompare actual performance to quality goalsTake remedial actions
  • 16. QUALITY IMPROVEMENTEstablish the infrastructure to achieve annual quality improvementIdentify the improvement projectsProject teamsProvide the resources ,motivation, training - Diagnose the causes - Stimulate establishment of remedy - Establish controls to retain the benefits
  • 18. Process improvement toolsSeven QC ToolsFlow chartsCheck sheetsHistogramsPareto diagramsCause-and-effect diagramsScatter diagramsControl charts14
  • 19. TQM beliefsFollowing are the universal Total Quality Management beliefs:Owner/customer satisfaction is the measure of qualityEveryone is an owner/customer.Quality improvement must be continuous.Analysis of the processes is the key to quality improvement.Measurement, a skilled use of analytical tools, and employee involvement are critical sources of quality improvement ideas and innovationsSustained total quality management is not possible without active, visible, consistent, and enabling leadership by managers at all levelsIt is essential to continuously improve the quality of products and services that we provide to our owners/customers.
  • 20. TQM principlesPeople will produce quality goods and services when the meaning of quality is expressed daily in their relations.Inspection of the process is as important as inspection of the product. Probability of variation, can be understood by scientific methods.Workers work in the system to improve the system; managers work on the system to improve the system.Total quality management must be consistently translated into guidelines provided to the whole organization.Envision what you desire , but start working from where you actually are.Cleaner site and safer place to work is also important.Accept the responsibility for quality. Use the principle of get it right, the first time, every time.Understand that quality is a journey, not a destination.
  • 21. Pitfalls to be avoided in TQMMany companies have started on the road to quality but failed to achieve success due to several factors, these are listed as follows: Lack of top management support.Lack of middle management support.Commitment in only one department.Short-term commitment .Haphazard approach .Failure to acquire the services of a competent statistician.Measure success and guide program.Failure to solicit worker input.
  • 22. Pitfalls to be avoided in TQM (contd)Over dependence on computerized quality control.Funding failure .No market research. No testing of incoming materials.Overselling hourly workers.Adversarial management.
  • 23. Cause-and-Effect Diagram Used to identify potential causes for particular quality problem.Steps in implementing TQM1 Obtain CEO Commitment2 Educate Upper-Level Management3 Create Steering Committee4 Outline the Vision Statement, Mission Statement, & Guiding Principles5 Prepare a Flow Diagram of Company Processes6 Focus on the Owner/Customer (External) & Surveys7 Consider the Employee as an Internal Owner/customer8 Provide a Quality Training Program9 Establish Quality Improvement Teams10 Implement Process Improvements11 Use the Tools of TQM12 Know the Benefits of TQM
  • 24. ADVANTAGES OF TQMHelps to face competitionReduction in Customer complaintsHighly Motivated PersonnelExpansion and Diversification
  • 25. DISADVANTAGES OF TQMConservative Attitude of Indian ManagementMaster and Servant RelationshipAttitudes of Indian Society
  • 26. Quality Management Awards and FrameworkISO 9000: 2000Malcolm Baldrige National Quality AwardDeming PrizeSix Sigma
  • 27. Conclusion : Meeting Customer Requirements.
  • 29. Demand Flow Manufacturing
  • 30. Reducing Product and Service Cost
  • 31. Improving Administrative System TrainingQuality is a Journey, not a Destination