TQM LECTURE # 1..pdf

7/29/2019 TQM LECTURE # 1..pdf

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Introduction to Quality andTotal Quality Management (TQM)

Lecture # 1

By Syed Shahwar Hasan


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Definitions (Quality)

ISO 9000:2000Quality is the degree to which a set of inherentcharacteristics fullfils requirements.

Q=P/E P-Performance

E-Expectations

Joseph M. Juran

Quality is fitness for use or purpose


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Continue

Philips B CrosbyQuality is Conformance to requirements

. war s em ngA predictable degree of uniformity and dependabilityat low cost and suited to market


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Dimensions of Quality

Product-Performance Primary Characteristics, such as brightness

,

Conformance Meeting Specifications or Standards

Reliability Consistency of Performance over time-fail

Durability Useful life ,include Repair. Service


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Dimensions of Quality

DurabilityUseful life ,include repair.

ServiceResolution of problems, ease of repair.

ResponseHuman relations with Customers.

AestheticsSensory Features.

ReputationPast performance, Company Image.


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Quality Cost

Prevention CostPlanning, Document, Control, Training

Appraisal CostInspection & Tests, Installation, Calibration, M/c

De reciation Re orts & Re ects.

Internal Failure Cost Scraps, Repair Rework, Design Changes,

Defect Failure Analysis, Retests & ReInspection, Downgrading,

Down Time.

External Failure Cost Complaints, Goodwill, Failures, Services& Replacement, Guarantee & Warranty, Compensation, Recall,

Loss of Sales, Seconds Sales.


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Economics of Quality of Conformance

Prevention & Appraisal Cost

Optimum Total Cost

Total Cost

Internal & External Failure Cost


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Obstacles in Quality

Top management commitment

Changing Organization Culture

Improper planning

Continuous Training & Education


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Obstacles in Quality

Organization Structure & Departments

Datas & Facts For Effective Decisions

Internal & External Customers-Dissatisfaction

Empowerment & Teamwork

Continuous Improvement


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Benefits of Quality

Improved Quality

Employee Participation

Team Work

Internal & External Customer Satisfaction

Productivity ,Communication

Profitability & Market Share


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Total Quality Management


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Introduction (TQM)

Total Made up of the whole(or) Complete.

Quality Degree of Excellence a product or servicerovides to the customer in resent and future.

Management Act , art, or manner of handling ,controlling, directing, etc.

TQM is the art of managing the whole system toachieve excellence.


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Total Quality Management (TQM) is a

Definition

awareness of quality in all organizationalprocesses.


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Total quality management is a systemic approach toproductivity improvement using qualitative and

Continue

quantitative methods and involving all stakeholdersto continuously improve the quality of all productsand services.


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"TQM is a management approach for an organization, centeredon quality, based on the participation of all its members andaiming at long-term success through customer satisfaction, and

"

Continue

.

Definition

TQM is composed of three paradigms:

Total: Organization wide

Quality: With its usual Definitions, with all its complexities (External Definition)

Management: The system of managing with steps like Plan, Organize, Control,

Lead, Staff, etc.


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ExplanationTQM requires that the company maintain this

Continue

.

This requires ensuring that things are doneright the first time and that defects and wasteare eliminated from operations.


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Various Prospects of TQM

TQM is the set of Management process and systems that create delightedcustomers through Empowered Employees, Leading to higher revenues &lower cost.

THE JURAN INSTITUTE, Inc.

TQM is the process of individual & organizational development the purposeof which is to increase the level of satisfaction of all the stakeholders

Pike, R J Barnes

TQM IS PURE PRAGMATISM

(HUTCHINS, ACHIEVE TOTALQUALITY,1992)

TQM IS NOT A DESTINATION BUT A JOURNEY TOWARDSIMPROVEMENT

(HUNT, MANAGING FORQUALITY,1991)


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Evolution of quality Era

Evolution

TQM

TQC & CWQC

1900 1920 1940 1960 1980 1990 2000

Craftsman

Foreman

Inspection

SQC

Years


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B/C IT IS FOR BENEFIT OF ALLSTAKEHOLDERS

INTERNAL SATKEHOLDER

EXTERNAL STAKEHOLDER


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Important TQM Decision

What is the purpose of our organization? What is our vision?

What are our overall organizational objectives?

What values do we hold dear to us as an

organization?


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Organizational Structure

Customer

Line Employee

CEO

MiddleManagement

Supervisor

MiddleManagement

CEO

Supervisor

Line Employee

Customer

Traditional base

Management

TQM base

Management


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Basic Principles of TQM

Leadership Commitment

Total Involvement by employee empowerment & Mgmt.

Continuous Improvement. Total Customer Satisfaction.

Training & Education.

Ownership. Reward & recognition.

Co-operation & Team Work.

Prevention of Error.


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Components of TQM

1) Price Reduction

2) Customer Satisfaction

3) Involvement of Everyone

4) Continuous Quality Improvement

5) Leadership(ROVER GROUP)


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TQM Implementation Process

1) Understanding Quality2) Commitment & Leadership

3) Design For Quality

4) Planning For Quality

5) System For Quality

6) Measurement

7) Cost of Quality

8) Tools & Techniques For Improvement

9) Capability & Control

10) Organization For Quality

11) Communication For Quality

12) Team Work For Culture Change

13) Training For Quality

14) Implementation For TQM


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Who determines quality?

THE CUSTOMERIf the customer does

not perceive you asoffering quality service

you are not.


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Customer Focus

CUSTMER IS GOD(CHINESE SAYING)


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PERCEPTION

ISTRUTH


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INVOLVEMENT OF


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Improve each and everyday - Donot focus on problems, focus onimprovements.

IF YOURE NOT PART OF THESOLUTION, YOURE PART OFTHE PROBLEM.


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Customers are not interested inexcuses, theyre interested in results.

-


someone else will.

Ishikawa Says The organization

which does not make a change in the06 months is a dead organizations


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KAIZEN JAPANESE SYNONYM


DESTROYED WHOSE PAST WASNOT BETTER THAN HIS

YESTERDAY


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Leadership

NO EFFORT FOR QUALITYIMPROVEMENT CAN SUCCEED

MANAGEMENT

A NATION WITHOUT LEADERSHIP IS

THE HERD OF SWINE

EINSTEIN


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Evolution of quality Means & Focus

1975

Quality Productivity QualityTotal

QualityTQC/TQM

1980 1985 1990 1995 2000

Operation Customers Innovations

Quality of

Work life

Circle

Employee

Involvement

Employees

Empowerment

Self DirectedTeams

Self

Directed/Managed

Teams


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Kanos Model


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Umbrella Model of TQM

SPC

JITQA

Kaizen

QualityAssurance

Problem-Solving tools

CustomerSatisfaction

Taguchi Methods


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Basic Approach

A committed and involved managementto provide long-term top - to - bottomr anizati nal u rt.

An unwavering focus on the customer,both internally and externally.

Effective involvement and utilization ofthe entire work force.


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Basic Approach

Continuous improvement of thebusiness and production process.

Treating supplier as partners.

Establish performance measures for theprocesses.


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New and Old Cultures

Quality Element OLD TQM

Definition- Product Customer

Priorities - Service &Cost Quality

Decisions- Short Long

Emphasis- Detection Prevention


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New and Old Cultures

Quality Element OLD TQM

Errors- O erations S stem

Responsibility- QC Every Body Problem Solving - Managers Teams

Procurement- Price Partners/JIT

Managers Role- Plan DelegateAssign Coach

Enforce Mentor


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Real Life Examples

TQM has being implemented in

TVS Group.

Boeing Aircraft

Reliance Tata

ITI


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Gurus of TQM

Walter.A.Shewhart -TQC &PDSA

W.Edwards Deming- 14 Points & PDCA

Joseph.M.Juran-Jurans Trilogy A.Feiganbaum-Customer

requirement,CWQC,Employee

Involvement, TQC.


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Gurus of TQM

Kaoru Ishikawa-Disciple of Juran &Feigenbaum. TQC in Japan, SPC,

ause ect agram, . Philips.B.Crosby. Four Absolutes-

Quality-Req, Prevention of NC,Zero

Defects & Measure of NC. Taguchi.G-Loss Function.

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