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TQM-UNIT-1

TQM-UNIT-1

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Published by Muthuvel M

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Published by: Muthuvel M on Apr 09, 2009
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GE406 TOTAL QUALITY MANAGEMENTUNIT IINTRODUCTIONDefinition of Quality, Dimensions of Quality, Quality Planning, Quality costs –Analysis, Techniques for Quality Costs, Basic concepts of Total QualityManagement, Historical Review, Principles of TQM, Leadership – Concepts, Role of Senior Management, Quality Council, Quality Statements, Strategic Planning,Deming Philosophy, Barriers to TQM Implementation.
Total Quality Management (TQM) is an enhancement to the traditional way of doing business.
It is a proven technique to guarantee the survival in the world class competition.
Only by changing the actions of the management the culture and actions of anentire organization will be transferred.TQM is for the most part common sense.
v
Total =Made up of the whole
v
Quality =Degree of excellence a product or service provides.
v
Management =Act, art or manner of handling, controlling, Directing etc.
v
Therefore, TQM is the art of managing the whole to achieve excellence.
v
The golden rule is a simple but effective way to explain it, do unto others as youwould have them do unto you.
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TQM is defined as both a philosophy and a set of guiding principles that representthe foundation of a continuously improving organization.
v
It is the application of quantitative methods and human resources to improve allthe processes with in an organization and exceed customer needs now in thefuture.
v
TQM integrates fundamental management techniques, existing improvementsefforts and technical tools under a disciplined approach.
Gurus of TQM
v
W.Edwards Deming
: Statistical process control, 14 points provide a theory formanagement to improve quality and competitive position
v
Walter A.Shewhart
: Control charts theory with control limits assignable andchances causes of variation and rational sub groups. He also developed
PDSA
(plan, do, study and act) cycle for learning and improvement.
 
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v
Joseph M.Juran:
Recommended project improvements based on return oninvestment to achieve break through results.Juran Trilogy –planning, controland improvements.
v
Feigaubaun: Total
quality control to achieve productivity, market penetrationand competitive advantage.
v
Ishikawa:
Cause and effect diagram, he developed quality circle concept inJapan.
v
Crosby:
Quality is free, doing it right the first time, quality without tears.
v
Taguchi: Quality
loss function-concept that combines cost, target and variationinto one metric. Robust design parameters and tolerances.
Basic approach:
TQM requires six basic concepts:
v
A committed and involved management to provide long term top to bottomorganizational support.
v
An unwavering focuses on the customer both internally and externally.
v
Effective involvement and utilization of the entire work force.
v
Continuous improvement of the business and production process.
v
Treating supplier as partners.
v
Establishing performance measures for the process.
v
The above concepts outline an excellent way to run an organization.
Management must participate in the quality program
v
A quality council must be established to a clear vision set long term goals and directthe program.
v
An annual improvement program is established and involves input from the entirework force.
v
Managers must participate on quality improvement teams and also acts coaches toother teams and TQM must be communicated to all people.
TQM program is to focus on the customer
We must listen to the voice of the customer and emphasize design, quality anddefect prevention.
Do it right the first time and every time.
Customer satisfaction is the most important consideration.
All persons must be trained in TQM, statistical process control (SPC) and otherappropriate improvement skills so that they can effectively participate on projectteams.
Involving internal suppliers in developmental activities is an excellent approachand they understand the process better than any one else.
People must be given empowerment to perform.
 
3
Basic Approach
TQM requires six basic concepts:1.A committed and involved management to provide long-term top-to-bottomorganizational support.2.An unwavering focuses on the customer, both internally and externally.3.Effective involvement and utilization of the entire work force.4.Continuous improvement of the business and production process.5.Treating suppliers as partners.6.Establish performance measures for the processes.These concepts outline an excellent way to run an organization. A brief paragraph oneach of them is given here. The next six chapters cover these concepts in greater detail.1. Management must participate. in the quality program. A quality council must beestablished to develop a clear vision, set long-term goals, and direct the program.
Quality goals are included in the business plan. An annual quality improvementprogram is established and involves input from the entire work force.
Managers participate on quality improvement teams and also act as coaches toother teams.2. The key to an effective TQM program is its focus on the customer. An excellent placeto start is by satisfying internal customers.
v
We must listen to the "voice of the customer" and emphasize design quality anddefect prevention.
v
Do it right the first time and every time, for customer satisfaction is the mostimportant consideration.3. TQM is an organization-wide challenge that is everyone's responsibility.
All personnel must be trained in TQM, statistical process control (SPC) and otherappropriate quality improvement skills so they can effectively participate onproject teams.
Including internal customers and, for that matter, an internal supplier on projectteams is an excellent approach.4. There must be a continual striving to improve all business and production processes.
v
Quality improvement projects, such as on-time delivery, order entry efficiency,billing error rate, customer satisfaction, cycle time, scrap reduction, and suppliermanagement, are good places to begin.5. On the average 40% of the sales dollar is purchased product or service; there- fore, thesupplier quality must be outstanding.
v
A partnering relationship rather than an adversarial one must be developed. Bothparties have as much to gain or lose based on the success or failure of the productor service.

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