Presentation on tqm

ENAMUL HAQUE RAKIB

(3-13-26-049)

MILTON KUMARGURIA

(3-13-25-076)

Md. Anwar Hossain

(3-14-25-075)

Presenters

With Due Regards to

Asst. Professor Manika Chakraborty

Department of Management (EMBA)

University of Dhaka

The Evolution of Total Quality Management

Evolution

1900-1950s

1920s Some of the first seeds of quality management were planted in the U.S. industry.

The Hawthorne experiments in the late 1920s showed how worker productivity could be impacted by participation.

1930s Walter Shewhart developed the methods for statistical analysis and control of quality.

1950s

W. Edwards Deming taught methods for statistical analysis and control of quality to Japanese engineers and executives.

Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.

Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies.

1950-Today

1968 The Japanese named their approach to total quality companywide quality control.

Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.

Today

TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality.

Quality standards such as the ISO 9000 series and quality award programs such as the Deming Prize and the Malcolm Baldrige National Quality Award specify principles and processes that comprise TQM.

TQM GURUS

Thoughts of some American quality gurus

• The Deming method: Changes the relationship with customers; It changes the relationship with suppliers; It changes the relationship with employees.

• Juran the next quality guru defines quality as “fitness for use,”. Five major dimensions: quality of design, quality of conformance, availability, safety, and

field use.

• Juran focused on “quality planning, quality control, and quality improvement” which is famous for the Juran Trilogy.

• Juran does not say quality is easy; he says that it often fails because top management does not appreciate how much work is necessary to make it a successful strategy.

• Achievement: Juran Trilogy

Thoughts of some American quality gurus

• Philip Crosby’s view to Quality Crosby says quality does not mean goodness, shininess, luxury or weight. He

spoke of quality as “conformance to requirements. “Conformance to requirements” must be clearly stated so that it cannot be

misunderstood. Crosby focused on prevention over detection and changing corporate culture. The goal should always be “Zero Defects”.At 98 percent accuracy, the American Postal Service will mishandle 15,000 shipments every day. With a 1% error rate, there would be 15,000 fatal plane crashes.At 99.9 percent accuracy , 20,000 drugs would be incorrectly dispensed each year, and there would be 26,000 bad operations carried out each year. Federal Express guarantees 100 percent accuracy. Achievement: Zero Defects Philosophy

Traditional management to quality management

• A traditional management focus to a quality management. Where as total quality management is an extension of quality management.

• Traditional management view their company through financial targets, departmental structure, and operational measurements. Where as TQM incorporates what customers think is important to meet their needs.

• In fact total quality management is an endless journey for a company.

The quality revolution in the West

• The quality revolution in the West was slow to follow, and did not begin until the early 1980’s.

• The British Standard (BS) 5750 for quality systems had been published in 1979, and the National Quality Campaign was launched in 1983.

• Europe adopted “Business Excellence” framework for quality.• Promoted by the European Foundation for Quality Management

(EFQM) and in the UK by the British Quality Foundation (BQF)

ISO 9001:2000 Quality Management Systems: Requirements

ISO 9004:2000 Quality Management Systems: Guidelines for Performance Improvements

ISO 9000:2000 Quality Management Systems: Fundamentals and Standards

Created to meet five objectives:• Achieve, maintain, and seek to continuously improve product quality• Improve the quality of operations to continually meet customers’ and

stakeholders’ needs.• Provide confidence to internal management that quality requirements

are being met.• Provide confidence to the customers that quality requirements are

being met.• Provide confidence that quality system requirements are fulfilled.

Awards for Total Quality Management

• Deming Prize Two categories of awards are made annually

WINNERS OF INDIVIDUAL AWARD WINNERS OF APPLICATION PRIZE

• Malcolm Baldrige National Quality Award • Malcolm Baldrige criteria

Leadership Strategic planning Customer and market focus Information and analysis Human resource focus Process management Business results

European Quality Award (EQA)

• European Foundation for Quality Management (EFQM)– Stimulate and assist European organizations

in quality improvement activities.– Support managers in the adoption of TQM.

• EFQM Excellence Model– A non-prescriptive frame work based on

nine criteria that recognizes that there are many approaches to achieve sustainable excellence.

TQM in USA vs Japan

• 20 percent of U.S. businesses don’t regularly review the consequences of quality performance. Where only 2 percent of Japanese businesses fail to review.

• The pay system in the United States and Western Europe is based on merit (to motivate people by money alone).

Japan uses a system of seniority and ranking.

• High turnover rates and layoffs are found in the West; Japan has a lifetime employment system.

• Old-style capitalism vs. democratization of capital: short-term profits vs. long-term profits.”