The Project is Presented By

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THE PROJECT IS PRESENTED BY

Name Roll No.

Tejal Darde 04Smita Gujar 10

Aruna Gujarathi 11

Kavita Jadhav 14

Sonal Jethi 15Praneela Patil 24


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INTRODUCTION OF TOTAL QUALITY

MANAGEMENT (TQM)

Total Quality Management (or TQM) is a management

concept coined by W. Edwards Deming.

TQM can be defined as follows: TQM is a management

approach that place emphasis on continuous

improvement in quality, in the interest of the organization

and that of its customers.


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What is TQM?What is Quality?

Quality is generally defined as conformance to

requirements. It is also conformance to a standard that is

required.

What is Total Quality?

Total quality refers not only to the product but also to the

way the product is made as well as presented to the

customer.What is TQM?

TQM is a people driven process. It involves changes in

peoples attitudes primarily.


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FEATURES OF TQM

Customer focus.

Continuous process.

Defect-free approach.Employees involvement.

Recognition and rewards.

Synergy in team work.

Techniques.System approach.


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NEED OF TQM

Customer satisfaction.

Helps to face completion.

Goodwill.Highly motivated personnel.

Reduction in customer complaints.

Better facilitates to employees.

Expansion and diversification.


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PRINCIPLES OF TQM

The customer is the ultimate determiner of quality.

Quality should be built into the process from thebeginning.

Quality management requires the involvement of all staff

and partners.

Achieving quality requires continuous improvements.


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BENEFITS OF TQM

Increased pride of workmanship among individual workers.

Increased readiness.

Improved sustainability caused by extended time between equipmentfailures.

Greater mission survivability.

Better justification for budgets because of more efficient operations.

Streamlined maintenance and production processes.


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ELEMENTS OF TQM

Customer Focus

Employee involvement

Universal ResponsibilityContinuous Improvement

A Sustained Management Commitment to Quality

Addressing Deficiencies

Benchmarking

Quality Measurement


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INTRODUCTION OF QUALITY

CIRCLEA quality circle is a volunteer group composed

of workers (or even students), usually under the

leadership of their supervisor (but they can elect a

team leader), who are trained to identify, analyse

and solve work-related problems and present their

solutions to management in order to improve the

performance of the organization, and motivate and

enrich the work of employees.


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Quality circles were first established in Japan in1962; Kaoru Ishikawa has been credited with theircreation.

The first circles were established at the Nippon Wirelessand Telegraph Company but then spread to more than 35other companies in the first year.

There are now Quality Circles in most East Asiancountries; it was recently claimed that there were morethan 20 million Quality Circles in China.

HISTORY OF QUALITY CIRCLE


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NEED OF QUALITY CIRCLE

The need for public and private businesses to improvequality of services is no longer an option but a necessity.

Since the early 1960s businesses across the Globe havebeen searching for ways to improve overall operationalefficiency.

Some organisations have successfully implemented theuse of quality circles as part of an ongoing improvementprogramme.


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OBJECTIVES OF QUALITY

CIRCLEa) The problem solving capability of the workers;

b) Team work;

c) The cultivation and assimilation of positive values and work ethics;

d) Involvement and interest in work;

e) High motivation for work; and

f) Awareness of responsibility towards oneself, the group, thedepartment / office and the nation.


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FUNCTIONS OF QUALITY

CIRCLEA group of employees who perform similar duties and

meet at periodic intervals, often with management, todiscuss work-related issues and to offer suggestions and

ideas for improvements, as in production methods orquality control.

The ideal size of a quality circle is from eight to tenmembers.

Quality circles are also commonly known as workimprovement or quality teams, but no matter the name,their functions share similar characteristics.


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STRUCTURE OF QUALITY

CIRCLE

Non Qc - Members

Members

Leader

Facilitator

Co-ordinator

Steering committee

Top Management


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ROLE AND

RESPONSIBILITIESTOP MANAGEMENT:

The success of the quality circles depends solely on theattitude of the Top management and plays an important

role to ensure the success of implementation of qualitycircles in the organization.

STEERING COMMITTEE:

Steering committee called middle management consistsof chief executive heads of different divisions or acoordinator plays a positive role in quality circles activitiesfor the success of the efforts.


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ROLE AND

RESPONSIBILITIESCO-ORDINATOR:

Co-ordinator also acts as facilitators is an individual responsible forcoordinating and directing the quality circles activities.

FACILITATOR:

Facilitator also acts as a catalyst, innovator, promoter and teacherand is nominated by the management.

LEADER:

Leader of the quality circles is chosen by the members amongthemselves and they may decide to have a leader by rotation since

the members are the basic elements of the structure of quality circle.


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ROLE AND

RESPONSIBILITIESMEMBERS:

Members of the quality circles are the small group of

people from the same work area or doing similar type of

work whereas non-members are those who are not

members of the quality circle but may be involved in the

circle recommendation.


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INTRODUCTION OF QUALITY

ASSURANCEQuality assurance refers to planned and systematic

production processes that provide confidence in aproduct's suitability for its intended purpose.

It is a set of activities intended to ensure that products(goods and/or services) satisfy customer requirements ina systematic, reliable fashion.

QA cannot absolutely guarantee the production of qualityproducts, unfortunately, but makes this more likely.


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within the PDCA model stand

for:

Plan: Establish objectives and processes required to deliverthe desired results.

Do: Implement the process developed.

Check: Monitor and evaluate the implemented process bytesting the results against the predetermined objectives.

Act: Apply actions necessary for improvement if the resultsrequire changes.


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PRODUCT QUALITY ASSURANCE

Introduction

Growth

Maturity

Decline


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QUALITY ASSURANCE PROCESS

Define the Objectives.

Understanding Customer Needs.

Designing the Product.

Product Pilot Testing.

Process Development.

Start Manufacturing.

Life Cycle Management.


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QUALITY ASSURANCE IN

SERVICE INDUSTRY

Quality assurances are very important for the service industry in order todeliver services in accordance to the expectation of the customers.

With so much competition in the market today, the importance of deliveringquality service cannot be overlooked.

Steps To Implement QA in Service Industry Identify the Expectations of the CustomersDetermine the StandardsMeasure and Compare Performance

AnalyzePlanControl


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QUALITY ASSURANCE AUDIT

System Audit.

Product or Service Audit.

Department Audit.

Process Audit.

Conformance Audit.

Compliance Audit.

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