Professional Documents
Culture Documents
Question Bank
What is TQM? State the objectives and benefits of TQM (ppt 27,29) What are Quality management systems? State eight building blocks of TQM (ppt28)
What is TPM and explain TPM awards (32-34) 14 points of Demings philosophy(chpt7 &39-40 14 points of Crosbys philosophy (chpt 7 &41,42) Explain eight Principles of TQM (ppt17-25) What is Jurans Triology
Question Bank
What are Quality circles and how do they differ from Kaizen? What are 5 S practices? (ppt 30) What is BPR? Why is it necessary to initiate this before we start ISO 9000? What is COQ? How do we bring down the COQ? What is six sigma? (Ppt -10)
Question Bank
Explain Malcolm Baldrige award (ppt74,77) what are the Techniques used in TQM (ppt 57) State the factors affecting product and service Quality seperately (ppt78,79)
Improve Profit
Increase Sales Volume (Increase Market share) Increase Sale Price Reduce Purchase cost of Input Reduce cost of production Improve quality (Reduce cost of Quality) Improve productivity
System is a set of interactive elements corresponding to the given inputs to produce the desired output
Procedure is a set of activities which have to follow in a systematic format without taking any shortcuts
Process is a set of activities/operations which follow the procedures and systems with right RM and intermittent checking to avoid any lapses.
Process
Process is a summation of activities such as operations, inspection, delays, storage, transportation and everything else that happens between the beginning and the end of the process
Six Sigma
Six Sigma- (The statistical Representation) is a process of Quality measurement, which helps the organization in the improvement of their Quality Six Sigma is a systematical process which helps the organization to eleminate the defects which prevent it from reaching perfection Six Sigma ensures the QC, TQM and Zero Defect When a process attains six sigma level it means that there is no room for the product to fail Six sigma is professionalizing of the Quality Management functions
Sigma Level 2 3
% Good
95.45 99.73
4 5
99.9937 99.999943
63 0.57
15 - 25% 5 - 15%
99.999999 8
0.002
Less than 1%
What is TQM ?
Total quality management (TQM) is a business management strategy aimed at embedding awareness of quality in all organizational processes. TQM has been widely used in manufacturing, education, hospitals, call centers, government, and service industries, as well as NASA space and science programs
What is TQM ?
Total Quality Management (TQM) is a structured system for meeting and exceeding customer needs and expectations by creating organization-wide participation in the planning and implementation of improvement (continuous and breakthrough) processes
Total: Involve all functions to have customer focus and give reliable delivery of product+service in line with customers expectations at lowest cost Quality: Design and manufacture the product+service to achieve zero defect and 100% customer satisfaction Management: Lead to achieve quality for customers by communicating the vision, mission and values to all employees and creating continuous improvement culture
Kaizen, Small Group Acitvity, Quality Circles, Key Business Process /Biz Process Re-engineering, customer satisfaction surveys, Training
TQC is aplicable to all functions, use of 7 QC Tools, use of SPC/SQC and PDCA, ISO 9000, Six Sigma, ISO 14000, understand the processes critical to quality (CTQ)
Why TQM ?
In a global marketplace a major characteristic that will distinguish those organizations that are successful will be the quality of leadership, management, employees, work processes, product and service.
This means that products must not only meet customers community needs for value, they must be provided in a continuously improving, timely, costeffective, innovative, and productive manner
Principles of TQM
1. 2. 3. 4. 5. 6. 7. 8. Customer-Focused Organisation Leadership Involvement of People Process Approach System Approach to Management Continual Improvement Factual Approach to Decision Making Mutually Beneficial Supplier Relationships
Understand customer needs and expectations for products, delivery, price, dependability, etc. Ensure a balanced approach among customers and other stake holders (owners, people, suppliers, local communities and society at large) needs and expectations. Communicate these needs and expectations throughout the organisation. Measure customer satisfaction & act on results, Manage customer relationships
2. Leadership
Be proactive and lead by example. Understand and respond to changes in the external environment. Consider the needs of all stake holders including customers, owners, people, suppliers, local communities and society at large. Establish a clear vision of the organisation's future. Establish shared values and ethical role models at all levels of the organisation. Build trust and eliminate fear. Provide people with the required resources and freedom to act with responsibility and accountability. Inspire, encourage and recognise people's contributions. Promote open and honest communication. Educate, train and coach people. Set challenging goals and targets, and Implement a strategy to achieve these goals and targets.
3. Involvement of People
Accept ownership and responsibility to solve problems. Actively seek opportunities to make improvements, and enhance competencies, knowledge and experience. Freely share knowledge & experience in teams. Focus on the creation of value for customers. Be innovative in furthering the organisations objectives. Improve the way of representing the organisation to customers, local communities and society at large. Help people derive satisfaction from their work, and Make people enthusiastic and proud to be part of the organisation.
4. Process Approach
Define the process to achieve the desired result. Identify and measure the inputs and outputs of the process. Identify the interfaces of the process with the functions of the organisation. Evaluate possible risks, consequences and impacts of processes on customers, suppliers and other stake holders of the process. Establish clear responsibility, authority, and accountability for managing the process. Identify internal and external customers, suppliers and other stake holders of the process When designing processes, consider process steps, activities, flows, control measures, training needs, equipment, methods, information, materials and other
Define the system by identifying or developing the processes that affect a given objective. Structure the system to achieve the objective in the most efficient way. Understand the interdependencies among the processes of the system. Continually improve the system through measurement and evaluation, and Estimate the resource requirements and establish resource constraints prior to action.
6. Continual Improvements
Make continual improvement of products, processes and systems an objective for every individual in the organisation. Apply the basic improvement concepts of incremental improvement and breakthrough improvement. Use periodic assessments against established criteria of excellence to identify areas for potential improvement. Continually improve the efficiency and effectiveness of all processes. Promote prevention based activities. Provide every member of the organisation with appropriate education and training, on the methods and tools of continual improvement such as the Plan-Do-Check-Act cycle , problem solving , process re-engineering, and process innovation. Establish measures and goals to guide and track improvements,and Recognise improvements.
Take measurements and collect data and information relevant to the objective. Ensure that the data and information are sufficiently accurate, reliable and accessible. Analyse the data and information using valid methods. Understand the value of appropriate statistical techniques, and Make decisions and take action based on the results of logical analysis balanced with experience and intuition.
8. Supplier Relationship
Identify and select key suppliers. Establish supplier relationships that balance short-term gains with long-term considerations for the organisation and society at large. Create clear and open communications. Initiate joint development and improvement of products and processes. Jointly establish a clear understanding of customers' needs. Share information and future plans, and Recognise supplier improvements and achievements.
Set company strategy, values and culture Identify the customers and understand their expectations Define their specific needs Build the quality in the process from the begining(advocate prevention & not correction) Reduce chronic waste Reduce variation All levels of the organization must be involved/trained Continually improve the quality of product or service Use structured methodology for process improvement Use a balanced approach
Objectives of TQM
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3. 4. 5. 6. 7. 8.
Benefits of TQM
Ability to be more competitive Improved market share Cost reduction Increased flexibility and responsiveness Simplified processes Improved communications More satisfaction among the workforce
5 S Practices
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retrieval (fix place for each item) 3. Seison: sweeping/cleaning around work area 4. Seiketsu: keep everything clean for constant state of readiness 5. Shitsuke: Everyone must understand and practice the rules in the plant
Seiri : separate out needed items Seiton: organize workplace for faster
Maintenance
Maintenance is done on the equipments to keep them running as efficiently as possible for as long as possible There are three types of maintenance : 1. Breakdown maintenance (unplanned) 2. Preventive maintenance (planned) 3. Predictive maintenance ( High tech analysis )
TPM Awards
Effective 1971, the factories which displayed remarkable achievement in plant maintenance were given this award Effective 1989, the factories which have achieved company-wide efficiency & productivity by adopting company-wide TPM are given this award
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3. 4. 5. 6. 7.
Lack of consistency of purpose Emphasis on short term profits MBO and performance Appraisal system Job hopping by managers Using only visible data for decision making Excessive medical costs Excessive cost of liability
Deming Wheel
Sales <<<<<<<< < Production I I Research Design I I Design Research I I Production>>>>>>>>>>>SALES
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Create and publish statement of the aims and purpose for improvements Adopt new philosophies Do not depend on inspection for quality End the practice of contract to lowest bidder Continuously improve the system of production and service Institute training on the job Teach and institute leadership
Dr Demings 14 points
8. Drive out fear, create trust and climate for innovation 9. Direct all efforts to aims and purposes of co. 10. Estimate targets for workforce 11. Eliminate quotas and institute methods of improvements 12. Eliminate annual rating and merit system 13. Encourage education and self improvement 14. Action to accomplish the transformation
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Commitment of top Management Quality improvement teams Establish Quality measurement Estimate Cost of quality Spread Quality Awareness Identify opportunities for improvement Committee for Zero defect monitoring
Crosbys 4 Absolutes of QM
Crosbys philosophy: Do it right the first time The Four absolutes are: Quality conformance to requirements System for causing quality- prevention Performance standard- zero defect Measurement of quality- price of nonconformance (COQ)
Jurans Philosophy(1904-2008)
Quality = fitness for use by the customer Jurans Triology: (Quality oriented Principles) Quality Planning Quality Control Quality improvement
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3.
Setting Quality standards Apraising conformance to these standards Acting when standards are exceeded Planning for improvements in standards
Quality Assurance
Definition : For the customer to buy the product/service with confidence and use it for a long time with ease and satisfaction, the manufacturer has to give assurance and also give evidence that the product will not fail
Concepts of Quality
Variation is the main reason of poor Quality There is no such thing as Quality Problem, it is an opportunity to improve There is nothing like economics of Quality,it is cheaper to do the job right , the first time The only performance measurement is the cost of Quality The only Performance standard is ZERO DEFECT
Cost Of Quality
Prevention Cost.investment cost Appraisal CostInspection & Analysis Internal CostScrap and rework External CostCustomer Complaints Product Recalls and Returns
Cost of Quality
Audit of COQ
Set an annual target of COQ Monitor the actual expenses of COQ All departments to control COQ Evaluate COQ every month/Quarter Compute COQ as a percentage of Sales At the start of TQM activity COQ and COQ as % of Sales is high, but gradually this comes down if TQM is implemented in the scientific manner Revise the annual target of COQ downwards year after year
Repeat Orders
Why customers Quit ?
1% die natural death 3% relocate 5% move away due to friends contact 9% due to competitive reasons 14% poor quality of product 68% indifferent attitude towards customers
Definition Of TQM
Techniques of TQM
Total Quality Control: TQC is applicable to all functions, use of 7 QC Tools, use of SPC/SQC and PDCA
Training : Team Leaders, Facilitators and other employees Decision Style : Democratic firm decision Vision : Long Term Dream Mission : Short term objectives to achieve vision Quality Policy : Culture to be followed TQM Team Structure : Team Leader, Facilitator Steering Committee : For Pain Areas Shared Leadership : Develop the company objectives
Communication : Annual Reward Policy :
collectively Throughout the organisation Annual apraisals and recognition to performers
Elements of TQM
Commitment by senior management and all employees Meeting customer requirements Reducing development cycle times Just In Time/Demand Flow Manufacturing Improvement teams Reducing product and service costs Systems to facilitate improvement Line Management ownership Employee involvement and empowerment Recognition and celebration Challenging quantified goals and benchmarking Focus on processes / improvement plans Specific incorporation in strategic planning
Vision Statement
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Bill Gates:There will be a personal computer on every desk running microsoft software Vision Statement should answer: Why did I start this business When I move on from this business, what do I leave behind What am I providing for my customers beyond product/service If my business could be everything I dreamed how would it be
Mission Statement
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3.
Mission statement describes the WHAT of your business, it states why your organization is in business and what you are hoping to achieve Components of Mission Statement: The overall purpose of your business What is your business: product/service What is important for your businessthe values your business lives by
Quality Plan (Quality Assurance Plan) A Quality plan is a document specifying the quality management system elements and the resources to be applied in a specific case Product spec,quality and delivery requirements, how the product/service is created and resources required,quality verification and records to be kept to demonstrate conformity
Identify who the customers are Determine the needs of those customers Translate those needs into our language Develop a product that can respond to those needs Optimise the product features so as to meet our needs and customers needs Optimise the process Prove that the process can produce the product under operating conditions Transfer the process to operation
Any organization in any business field can make application to the certifying agencies e.g. BVQI for obtaining ISO 9000 certificate They guide the organization to make the quality manual of inhouse procedures and systems Management representatives are appointed to look after ISO requirements Any deviation is termed as NC and recorded in NCR (non conformity report) which needs to be resolved Then the certifying agency awards ISO 9000 certificate
Quality Manual
1. Management responsibility 2. Quality system 3. Contract review 4. Purchasing 5. Product identification and traceability 6. Process control 7. Inspection and test equipments
8. Control of non conforming products 9. Storage, packing and delivery 10. Quality records 11. Internal quality audits 12. Training 13. Statistical techniques
ISO 9001 covers product design, Mfg, marketing, installation and services ISO 9002 covers Mfg and Mktg ISO 9003 covers installation and testing
ISO 14000
ISO 14001-1996 is a part of Quality Management system pertaining to environment management. All organizations have to control the impact of their activities, products and services on the environment Most countries have stringent norms for control on pollution The company has to audit to assess their performance and ensure that it is within limits This system needs to be integrated with overall quality management system of the organization
Steps of BPR
Develop the business Vision and process objectives such as cost reduction, time reduction, output quality imrovement etc. Identify the business processes to be redesigned (challenge old processes) Evaluate old processes to avoid repetition of old mistakes Identify IT levers: awareness of IT capabilities can influence BPR process Design and build new process
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This annual award was introduced in US in 1987 to recognize US companies for Business Excellence and Quality achievement. The objectives were : To promote awareness of Quality To understand requirements for Performance Excellence Sharing of successful practices with other companies
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Steps for Examination Write the application with the overview of co , the vision and mission, strategic plans and trends of improvements in last 5 years in all areas of criteria (categories) The application shall be assessed and marks will be given to individual company The site visits shall be made by the examiners to verify the trends and practices
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Men Materials Machines Manufacturing conditions Manufacturing process Capability to invest money Management commitment to Quality Product design (Tangible and *Intangible) After sales service (*Safety and Reliability)
Service Quality
Service quality has high level of intangibility Most services are intangible as there are performances and not objects Services are perishable , they can not be inventoried, saved and resold later The actual performance of service differs from provider to provider
Quality Circles
QC is a small group of employees working on similar jobs, mostly at worker level to perform quality control and improvement activities within their workplace These groups work on continuous improvements as a part of company wide activity This was started in Japan in 1962 in line with the conviction of Ishikawa that the workers can significantly contribute to improve quality and productivity Japan attributes phenomenal growth in 19601970 to QC
Quality Circles
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Basic Objectives: Wider contribution towards improvement and development of the enterprise Respecting humanity and building a happy and cheerful workplace Exploiting human capabilities fully and drawing out infinite possibilities
Decide on the theme Establish the goals Clarify reasons and their importance Access the current situation Probe the causes and analyze them Establish corrective measures Implement the measures Evaluate results Standardize to prevent slipups Reflection of the results
Sequence of TQM
Operational Management 5 S BPR Quality Management QC ( Quality Circles) ISO TPM ( Total Productive Maintenance) Six Sigma ( For Processes CTQ )