topic 1 of 2 quality management & process control

8/10/2019 Topic 1 of 2 Quality Management & Process Control

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QUALITY MANAGEMENT

AND PROCESS CONTROL(MEM778)

Quality Management &

Process Control

Lecturer: Prof Ir Dr Ahmed Jaffar (Deans Office, 03 55435159

12/4/2011

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Total Quality Management Philosophy

Inspect ion

Ident i fy ing non -con formit ies

Salvaging

End of p ipe approach

End ju st i f ies means

Quali ty Contro l

Process performance data

Quali ty p lanning

Stat ist ical too ls

Contro l inst rum entat ion

Evolution of TQMThe evolution of TQM started with Inspection (INS), followed by Quality Control

(QC), Quality Assurance (QA) and then Total Quality Management (TQM)


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Quali ty assu rance

Quali ty manuals System cert i f icat ion

Quali ty co sts

Documentat ion

Total Quali ty Management

Customer focus

Employ er involvement

Cont inuous improvement

Performance measurement

Evolution of TQMThe evolution of TQM started with Inspection (INS), followed by Quality Control

(QC), Quality Assurance (QA) and then Total Quality Management (TQM)


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A tota l approach to pu t qual i ty in every aspect of m anagement

Bill Creech

TQM is an evolv ing system of pract ices, tools and tra in ing methods for

managing c ompanies to p rovide custom er sat is fact ion in a rapid ly

chang ing wor ld

Alan Graham , David Walden

TQM is an approach to bu siness wh ich look s cr i t ical ly at the produ cts and

serv ices a com pany pro duc es in re lation to the processes i t takes to

create them and the people who do the work to m ake cer tain that outpu ts

ful ly sat isfy agreed cus tom er requirements

John Bank

TQM is an att i tude of m ind and a journ ey no t a dest inat ion. It means

bui ld ing qual i ty into everyth ing in every area design, produc t ion,

pu rchasin g, vendor relat ion s, inspect io n, service after sales, market

research, development, f inancial con trol , person nel rewards, trainin g and

educat ion

Aggarw al, sum er

Defining TQM


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There are var ious stages that exist in an organisat ion dur ing TQM

implementat ion.

First Stage: There are few people wh o cons tant ly wo rk (achievers) represented by

arrows, whi le there are several others who relax by do ing very m inimal work

represented by dots. This is no t a healthy s i tuat ion for o rganizat ions.

Second Stage: There are no dots meaning that no one is relax ing. Arrows are al lfocus d in di f ferent direct ions . There is no single focus for the organisat ion. Every

achiever performs in his/her own w ay. Contain no relaxing people.

Third Stage: Has all the arrows and al l the arrow s are point ing towards the same

direct ion. There is a comm on g oal or vis ion for the inst i tut ion and every indiv idu al

is mo t ivated to focus on th e same vis ion. This is the best . Nine arrows represent ing

nine people.

Fourth Stage: Number has been mu lt ipl ied. There are 68 representat ions . Ninepeople working towards a common g oal . Al l people workin g as a team. When

people work as a team, synergic ef fects sets in and there is always f ive t imes

greater ef fect as comp ared to p eople working as a group. As n umber of people

remain the same, it can be said that the fourth stage indicates a tremendou s

increase in prod uct iv i ty,i .e. the input remaining same, the output has increased.

Stages in TQM Implementation


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There are various mo dels adopted by di f ferent c ompanies for imp lement ing

TQM:

TQM Transit ion Model

TQM Models

Vision

Customer focus

P1

P2

P3

BenchmarkingStrategic planning

Long term perspective

EvaluationAppraisal

Admin.Audit

Preventive mechanism

Index for quality

Scientific method

Continuous improvement Involvement of all

PDCA

Creativity

5S

Team

Attitude

Reward


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There are var ious m odels adopted by dif ferent companies for

implement ing TQM:

In tegrated TQM Model

TQM Models

Management

leadership

Product/process

excellence

Human Resource

excellence

Customer focus


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Management leadersh ip

Proper vis ion

100% comm itment f rom m anagement

\Mot ivat ion to employ ees

Strategic plannin g

Produc t/proc ess excel lence

Cont inuous improvement

Prevent ive m easures

Documentat ion

Data based app roach

Integrated TQM Model


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Human resou rce excellence

Training

Team bui ldin g

In formation f low/communicat ion

Cross func tional s t y le

Integrated TQM Model

TQM is not a strategy or concept. It is a way of life. Organizations needto understand this while implementing TQM. It advocates norms and

guidelines to be followed. It is clear that the principles and characteristics

highlighted for successful implementation of TQM in organization have to

be understood and redefined from an organizations point of view.

topic 1 of 2 quality management & process control

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