TQM Final Presentation Rutir & Group

8/17/2019 TQM Final Presentation Rutir & Group

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Total Quality

ManagementGroup MembersSadhana SinghTejal GawandParvati SharmaSunil BahlRutir Gujar

Guided By:Prajwalit Jain


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Continuous Satisfaction of Customer Requirements

hat is !uality"

# $Customer%Centric& 'iew


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hat is

!uality (anagement"

#chievement of !uality at )ow Cost*


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Attainment of Total Quality Through Everyone’s

Commitment on a Daily Basis

hat is Total !uality(anagement"


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TQM is about

+* Total Customer Satisfaction*,* Totality of -unctions*

.* Total Range of Products /r Services*

0* #ll 1imensions of !uality*

2* !uality 3nstilled into 4verything*5* Satisfying Both the 3nternal 6 47ternal Customers*

8* Retain Present Customers9 3mrove Profits and

;* Generate * /rganisational Culture*++* )eadershi and Commitment*


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5

Why do e need !uality"

!uality ma?es customer hay@ Comanies e7ist to Adelight the customer

Poor !uality reduces roductivity and increases costs*@ A3t is not quality that costs9 it is all the things you do ecause

you do not have quality in the first lace* DCrosy +=8=E!uality is no longer an order winner9 it is merely an orderqualifier*

Figh technology and comlicated roducts ma?e qualitya necessity* Comuteriation and automation increases

standardiation and quality levels*@ Ahat technology ma?es ossile today9 it ma?es necessarytomorrow* DHolesar +==+E


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The # Dimensions of Quality

$erforman%e &eatures Conforman%e ''''''''''''''''''''''''''''' (eliability

Durability )ervi%e ''''''''''''''''''''''''''''' (esponse' of Dealer*

Mfgr+ to Customer Aestheti%s , of produ%t (eputation' of

Mfgr+*Dealer

Service Features

Performance

Cost


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Customer )atisfa%tion-rganisational Diagram

CIST/(4RS

-ront%line Staff

-unctional1eartmentStaff

C4/

Sr*(grs


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SO …..

Quality is a state in which value entitlement is realized for thecustomer and provider in every aspect of the business

relationship.

Business quality is highest when the costs are at the

absolute lowest for both the producer & consumer and is

most readily attained when the entirety of the

organization’s human resource is engaged..


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Effe%ts of poor Quality

/o %ustomer satisfa%tion /o produ%tivity0 sales 1 profit /o morale of or2for%e

More re'or20 material 1 labour %osts 3igh inspe%tion %osts Delay in shipping 3igh repair %osts 3igher inventory %osts Greater aste of material


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The Cost -f TQM

(any comanies elieve that the costs ofthe introduction of T!( are far greaterthan the enefits it will roduce* Fowever

research across a numer of industrieshas costs involved in doing nothing9 i*e*the direct and indirect costs of qualityrolems9 are far greater than the costs of

imlementing T!(*


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TQM implementation

Begins ith )r+ Managers and CE-’s Timing of the implementation pro%ess &ormation of Quality %oun%il 4nion leaders must be involved ith

TQM plans implementation Everyone in the organisation needs to

be trained in !uality aareness and

problem solving Quality %oun%il de%ides Q5$ pro6e%ts+


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The Deming $hilosophy

Create and publish the aims andpurposes of the organi.ation

/earn the ne philosophy4nderstand the purpose of inspe%tion

)top aarding business based on pri%ealone+

5mprove %onstantly and forever the)ystem

5nstitute trainingTea%h and institute leadership


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The Deming $hilosophy

Drive out fear0%reate trust0and %reate a %limatefor innovation

-ptimi.e the efforts of teams0groups0and staffareas

Eliminate e7hortations for the or2 for%eEliminate numeri%al !uotas for the or2 for%eEliminate management by ob6e%tives(emove barriers to pride of or2manshipEn%ourage edu%ation and self'improvement for

allTa2e a%tion to a%%omplish the transformation+


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5shi2aa diagram9 in fishone shae9 showing factors of4quiment9 Process9 Peole9 (aterials9 4nvironment and

(anagement9 all affecting the overall rolem* Smaller arrowsconnect the su%causes to major causes*


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+8


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Continuous $ro%ess5mprovement

$ro%ess refers to usiness androduction activities of an organisation

Business pro%esses%(anufacturing91esign9Sales9Purchase9Stores etc*are areas wherenon%conformance can e reduced and

rocesses imroved


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T3E $D)A %y%le

PlanPlan

1oStudy

#ct Plan


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Continuous $ro%ess 5mprovement %y%le

Phase 3 3dentify the /ortunity

Phase ,

#nalye the rocess

Phase .

1evelo the otimal solutionLsM

Phase 0 3mlementationPhae 2 Study the results

Phase 8

Plan for the future

Phase 5

Standardise the solution

#ct Plan

1oStudy

Phase 3 3dentify the /ortunity

Phase ,

#nalye the rocess

Phase .

1evelo the otimal solutionLsM

Phase 0 3mlementationPhae 2 Study the results

Phase 8

Plan for the future

Phase 5

Standardise the solution


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,,

The $ro%ess 5mprovement Cy%le

Implement the

Improved process

Select a

process

Study/document

Seek ways to

Improve it

Design an

Improved process

Evaluate

Document


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8ai.en Te%hni!ue

8ai.en' defines the managements role in%ontinuously en%ouraging and implementingsmall improvements in the individual 1organi.ation+

Brea2 the %omple7 pro%ess into sub'pro%esses and then improve the sub'pro%esses+

Continuous improvements in smallin%rements ma2e the pro%ess moreeffi%ient 0%ontrollable and adaptable+

Does not rely on more e7pense0orsophisti%ated e!uipment and te%hni!ues+


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+ 5nventor of )i7 )igma

(otorola is ?nown for its cool cell hones9ut the comanyNs more lasting contriutionto the world is the quality%imrovementrocess called Si7 Sigma* 3n +=;5 anengineer named Bill Smith9 sold then%Chief47ecutive Roert Galvin on a lan to strivefor error%free roducts ==*===8O of thetime* 3t is the origin of $Si7 Sigma&*


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,2

)i7 )igma

# usiness rocess for imroving quality9reduce cost and increasing customersatisfaction*

Statistically@ Faving no more than .*0 defects er million

Concetually@ Program designed to reduce defects

@ Requires the use of certain tools and techniques

4: (otorola9 Hoda?9 General 4lectric


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,5

)i7 )igma $rograms

Si7 Sigma rograms@ 3mrove quality@ Save time@ Cut costs

4mloyed in@ 1esign@ Production@ Service

@ 3nventory management@ 1elivery


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,8

)i7 )igma Management %omponents9

Providing strong leadershi1efining erformance meritsSelecting rojects li?ely to succeedSelecting and training aroriate eole

• Improving process performance

• Reducing variation

• Utilizing statistical models

• Designing a structured improvement strategy

Six Sigma Technical components:


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,;

Basi% QualityTools-lowcharts

Chec? sheets

Fistograms

Pareto ChartsScatter

diagrams

Control charts

Cause%and%effect diagrams

Run charts


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,=

(e%ent Quality Trends9 5)- )eriesQuality Certifi%ation9 5)- #:::

Set of international standards on quality managementand !uality assurance9 critical to international Business

3S/ =>>> series standards9 riefly9 require firms todocument their quality%control systems at every ste sothat they&ll e ale to identify those areas that arecausing quality rolems and correct them*

3S/ =>>> requires comanies to documenteverything they do that affects the quality of goods

and services*@ Fierarchical aroach to documentation of the !uality

(anagement System


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.>

5)- #::: (egistration $ro%ess

hen an organiation feels that its quality system isgood enough9 it may as? an accredited registrar orother third arty audit team for re%assessment*

The final audit egins with a review of the comanyNs

quality manual9 which the accredited registrar orthird arty audit team tyically uses as its guide*The audit team chec?s if the documented qualitysystem meets the requirement of 3S/ =>>>*

hen the registrar is satisfied with the favoralerecommendation of the audit team9 it grantsregistration and issues a registration document to thecomany*


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THANKYOU

TQM Final Presentation Rutir & Group

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