total quality managment tqm evolution and history
TRANSCRIPT
TOTAL QUALITY MANAGMENT
TQM EVOLUTION AND HISTORY
TQM Evolution
Code of Hammurabi (2150BC) Quality terms (Total Quality Control, Total
Quality Improvement, Service Quality Improvement – or titles that relate to their particular area (Quality Maintenance System, Software Quality Assurance
Quality Control
Industrialization (Mass production) Inspection W.Shewhart (1924): Statistical Process
Control (SPC)
Quality Assurance
George Edwards (inventor of the term) Assuring quality Standardization Policies Division of responsibility
Quality Improvement
Utilizing SPC Improving processes Reducing waste. Individual Improvement projects Monitoring variations
Quality Management
Improvement Plan at all levels of organization
Internal Motivation Preventive practice
Total Quality Management
All aspects of organization adopting continuous improvement
Change of organizational culture (shift from internal measures of efficiency towards assessment and improvement of value to the customers
Stages of TQM
Quality Control
Quality Assurance
Quality Management
Quality Improvement
Total Quality Management
Monitoring variations
Standards based
Process oriented
Internally motivated
Changed organizational culture
Managing TQM
What Does the TQM manager Need to Know?
1. Systems Thinking
2. Understanding Variations
3. Organizational Psychology
Systems Thinking
Effective Management
Understanding
VariationsOrganizational Psychology
Systems Theory
ProcessSupplies
Feedback Loop
Customers
Inputs Outputs
Understanding Variations
Special cause variation Common cause variation Interpretation errors Process capability Example of probability (coin flipping)
Control Chart
Individual and Organizational Psychology
Efficiency Work place harmony Characteristic requirements of a person for a
specific job
What Does the TQM Manager Need To Do?
Deming’s 14 points 1. Create constancy of purpose towards improvement of product
and service, with a plan to become competitive and to stay in business.
2. Adopt the new philosophy. 3. Cease dependence on mass inspection. 4. End of the practice of awarding business on the basis of price
tag alone. 5. Improve constantly and forever the system of production and
service. 6. Institute training.; 7. Institute leadership. 8. Drive out fear
Cont. Deming’s 14 points
9. Bread down barriers between department 10. Eliminate slogans, exhortations and numerical
goals that ask for new levels of productivity without providing methods.
11. Eliminate numerical quotas. 12. Remove barriers to pride of workmanship. 13. Institute a vigorous program of educations and
retraining. 14. Take action to accomplish the transformation.