total quality management ppt

TOTAL QUALITY MANAGEMENT

GROUP 1

TABLE OF CONTENT

TQM

Total - made up of the whole

Quality - degree of excellence a product or service provides

Management - act, art or manner of planning, controlling, directing,….

“Therefore, TQM is the art of managing the whole to achieve excellence”.

WHAT IS TQM? Defination of TQM, According to JOHN GILBERT: A process designed to focus on customer expectations,

preventing problems, building commitment to quality in the workforce and promoting open decision-making.

Total Quality Management is a comprehensive term not related only to the quality goods and services.

TQM is a preventive approach and not corrective one.

It tries to produce best possible product and services through regular innovation by doing right things every time.

Total Quality Management reflects the culture of

an organization.

It indicates Consumer oriented, Quality oriented,

Management philosophy.

It is a commitment to Quality by all managers

and workers.

It is a philosophy to achieve consumer

satisfaction.

TQM encourages formation of Quality circles.

CONT…

ORIGIN OF TQM The concept of Quality control as a distinct

discipline emerged in the United States in the 1920’s.

TQM concept developed in Japan in 1960’s. The idea of involving all employees not just the quality control staff.

The credit of introducing TQM in Japan goes to two American, Dr. W.EDWARDS DEMING and Dr.J.M.JURAN, with this they become heroes in Japan long before America could realize their importance.

The Deming prize is the highest TQM award in Japan and is given to most respected and successful corporations.

ELEMENTS OF TQM

A Sustained Management Commitment to

Quality.

Focusing on the Customer.

Preventing Rather Than Detecting Defects.

Universal Quality Responsibility.

Quality Measurement.

Continuous Improvement.

Root Cause Corrective Action.

Employee Involvement and Empowerment.

The Synergy of Teams.

Thinking Statistically.

Benchmarking.

Value Improvement.

Supplier Teaming.

Training.

THE THREE ASPECTS OF TQM

Counting

Customers

Culture

Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems.

Quality for the customer as a driving force and central concern.

Shared values and beliefs, expressed by leaders, that define and support quality.

OBJECTIVES OF TQM

TQM stresses on collective effort of all functions

activities and people for improving quality of goods

and services to bring in higher consumer satisfaction.

The aim of TQM is to give maximum satisfaction to

consumer by providing goods which are best in quality

(i.e. zero defect).

TQM aims at educating and training the managers

and employees because these are the integral part of

TQM as it is rightly said “TQM begins with education

and end with education”.

TQM is useful in improving quality as well as

productivity the methods used in this

programmers' are zero defects production this not

only makes ever employee responsible for quality

improvement but also results in higher

productivity.

TQM aims at giving full freedom to express their

suggestion for quality improvement, cost reduction

and elimination of wastages and those who take

active participation should be rewarded.

BENEFITS OF TQM

Customer satisfaction enhanced. A total change in culture is brought about Increased productivity and efficiency Advanced techniques are incorporated in the

organization New products & skills are developed Teamwork is enhanced Improved house-keeping Reduced rework Reduced inventory Increased profitability      

LIMITATIONS OF TQM

TQM is a slow moving process. It requires total change in the outlook of management and employees. It benefits will be available only after a long period of time.

The success of TQM largely depends on existence of participative management. TQM need employee who can take a lead,& trade union are interested in their own benefits rather than quality management.

TQM implementation is not an easy task, specially in a developing country sue to unfavorable attitude of management and employees.

PRINCIPLES OF TQM

Total Quality Management encompasses a set of four principles & eight core concepts.

Principles: Delight the customer Management by fact People-based management Continuous improvement

CONT…..

Eight core concepts: Customer satisfaction Internal customer are real All work is process Measurement Teamwork People make quality Continuous improvement cycle prevention

BENCHMARKING Purpose:

To identify and fill gaps in performance by putting in place best practice, thereby establishing superior performance.

When to Use: As a part of total quality process when taking an independent look at performance by comparing it with that of others.

Example:

CONT…..

DEMING WHEEL (PDCA)

Plan

DoCheck

Act

Deming’s Cycle (1900-1993)

P-D-S-A

Study

Purpose: A management concept suggested by Deming to satisfy the quality requirements of the customer by using the cycle: plan,do,check and action.

When to use: For the development of a new product based on the requirements of the customer.

Example: A company implementing the TQM process used the Deming Wheel for achieving continuous improvement of the various business processes in order to develop quality improvement of the whole organisation.

ERROR PROFFING (POKAYOKE) Purpose: To design an operation in such a

way that specific errors are prevented from causing major problems to the customer.

When to use: It can be used when defects occur and require 100% inspection,immediate feedback and action at the:

Start of production process. Production points where an error may occur. Source of raw material and components. Example: A large steel press is automatically

monitored for wear.If the thickness becomes less than a specified amount,an alarm sounds and action has to be taken to rectify the error.

ISO 9000

Purpose: To demonstrate to yourself,your customers and an independent assessment body that you have an effective quality management system in place.

When to use: When trying to formalize operations to ensure consistency of approach.

Example: A QMS contains two levels of

documentation.They are: A quality policy manual: this is a policy

document, a statement of intent about what you intend to do.

Quality records: these are the proofs that the ‘how's’ have been carried out.

JUST IN TIME

Purpose: To deliver the raw materials or components to the production line to arrive just in time when they are needed.

When to use: When you want to minimize or eliminate stock in order to prevent the organization from incurring unproductive cost.

Example:

KAIZEN

Purpose: A Japanese term meaning ‘change for the better’, the concept implies a continuous improvement in all company functions at all levels.

When to use: The term is so common in Japan that it is used in all aspects of life.

Example:

PARETO ANALYSIS

Purpose: To separate the most important causes of a problem from the many trivial. Also, to identify the most important problems for a team to work on. Pareto Analysis was first used by Wilfredo Pareto, an Italian economist.

When to use: 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.

Example:

QUALITY CIRCLES

Purpose: A special type of small group activity which forms a vehicle for the development of individuals.

When to use: Quality circles are especially useful in the later stages of a total quality process when individuals in their own work areas begin to tackle their own problems. They lead to self-regulation in work groups.

Example: A companies in the Potteries set up quality circles to allow all employees to contribute their own ideas to the benefit of the whole company. In the first year more than 25 circle presentations were made and successfully implemented.

BRAINSTORMING

Purpose: To generate as many ideas as possible without assessing their value.

When to use: In,teams when trying to identify possible root causes or when seeking solutions to a problem.Brainstorming can also be used when deciding what problem or improvement activity to work on,and when planning the steps of a project.

Example: An organization was seeking suggestions to reduce absenteesim.They ran a series of brainstorming sessions to generate ideas for tackling the problem.