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INTRODUCTION TO TQM

Dr. Tamanna Islam

QUALITY
o The ability of a product or service to consistently meet
or exceed customer expectations
Conforming to specification
Fitness for use
Customer satisfaction
Delighting the customer
Enchanting the customer

DIMENSIONS OF QUALITY
(GOODS)
Performance Main characteristics of the
product
Aesthetics Appearance, feel, smell, taste
Special features Extra characteristics
Conformance How well a product corresponds
to design pattern
Reliability Consistency of performance
Durability The useful life of the product
Perceived quality Indirect evaluation of the
quality
Serviceability Handling of complaints or
repairs

DIMENSIONS OF QUALITY
(SERVICE)
Tangibles The physical appearance of facilities,
equipment,
personnel and communication
materials
Convenience The availability and accessibility of service
Reliability Consistency of performance
Responsiveness The willingness of service providers to
help
customers to deal with problems
Time The speed with which the service is delivered
Assurance The knowledge exhibited by personnel who
come into
contact with customer and their
ability to convey trust
and confidence
Courtesy The way customers are treated by employees

10 PRINCIPLES OF QUALITY
MANAGEMENT

Vision based

Customer focused

Prevention oriented

Scientifically approached

Process given more importance than end results

Data based analysis

Continuous improvement strategies

Cost conscious attempt

Documentation for traceability

Reward / recognition assured

DETERMINANTS OF QUALITY
Quality of design Intension of the designers to include or
exclude features in a product or service (Quality in car
design)
Quality of conformance The degree to which goods or
services conform to the intent of the designer
(Performance of tube light)
Ease of use The determination of quality does not stop
once the product or service has been sold. User
instruction is important (Earlier SIEMENS mobile set)
Service after delivery For a variety of reasons, products
do not perform as expected. It is important to bring the
product or service up to the standard (Replacing
problematic device)

QUALITY STATEMENT

Vision statement a short declaration of what


the organization hopes to be tomorrow.

It creates the commitment, the motivation and the


driver for initiating the mission, objectives, projects,
and tasks necessary to realize the vision.
Mission statement a statement of purpose
who we are? who are our customers? what we do?
How we do it?

QUALITY STATEMENT

Objectives
This will based on why the department exists and
what are its broad expected outcome.

Goals
In planning based on the objectives, it is required
to seat goals.

Targets
Targets make individuals more comfortable with
what he has to do within the time frame.

Action plans
Action plans help in systematic study and
presentation of the process to achieve the targets.

MEANING
What will the organization be in 10 years?

How to reach?
Why the department exists and
what are its broad expected outcomes?

Vision
Mission
Objects

Specific (S), measurable (M), attainable (A), realistic (R)


Goals
and
time-bound (T) breakup of expected outcome of the
Targets
department
Breakup of the above to individual specific, short-term outcome

What to do, how to do and sequencing of actions of everyAction


individual
plan

VISION OF AIUB

AIUB envisions promoting


professionals and excellent
leadership catering to the
technological progress and
development needs of the
country.

MISSION OF AIUB
AIUB is committed to provide quality
and excellent computer-based academic
programs responsive to the emerging
challenges of the time.
It is dedicated to nurture and produce
competent world class professional
imbued with strong sense of ethical
values ready to face the competitive
world of arts, business, science, social
science and technology.

TQM
Total - made up of the whole
Quality - degree of excellence a product or
service provides
Management - act, art or manner of planning,
controlling, directing,.

Therefore, TQM is the art of managing the


whole to achieve excellence.
excellence
Total Quality Management is a philosophy that
involves everyone in an organization in a continual
effort to improve quality and achieve customer
satisfaction
Total Quality Management

TYPES OF CUSTOMER

External and Internal customers

External current, prospective and lost customers

Internal Every person in a process is a customer


of the previous operation. (applies to design,
manufacturing, sales, supplies etc.) [Each worker
should see that the quality meets expectations of
the next person in the supplier-to-customer chain]

TQM is commitment to customer-focus - internal


and external customers.

CUSTOMER - SUPPLIER CHAIN

Inputs from
external customers

Outputs to
external customers

Internal customers

INTERNAL CUSTOMERS

Stude
nt

Technic
al Staf

Teach
er

Ministe
rial
Staf

EXTERNAL CUSTOMERS

Government
Society

Education
al
Institutio
ns

Funding
Organizations

Parents
Industries

Evolution of TQM

EFFECTS OF POOR QUALITY

Low customer satisfaction

Low productivity

Low morale of workforce

Delay in shipping

High repair costs

Higher inventory costs

Greater waste of material

Greater waste of time

DRIVERS OF QUALITY
If quality management principles are to be followed in
industries, one or more of the following drivers are
essential:

Competition

in the market

Knowledge
Threat
Demand

explosion

for survival

from stakeholders

Promise

of greater profit

Desire

to do better

BENEFITS OF TOTAL QUALITY


MANAGEMENT
Many industries, service organizations implemented
TQM systems. The benefits are:

Reduction in complaints from customers, both internal


and external.

Reduction in costs of the product. Higher profit margin

Reduction in production time.

Increased system efficiency and effectiveness.

Increased morale (confidence) of workmen.

Increased customer satisfaction.

BENEFITS

System
efficiency

Increase
in

Decrease
Complai
in
nts

Customer
satisfaction
Morale of
workmen

Costs
Production time

FIG. Benefits of Quality systems

Effect of TQM
Improve System and human component
Increase Productivity (less rejects, faster job)

Improve Quality of Products


Lower Costs and Higher Profit
Business Growth, Jobs, Investment

Quality Gurus
W. Edwards Deming

Developed courses during World War II to


teach statistical quality-control
techniques to engineers and executives
of companies that were military suppliers
After the war, began teaching statistical
quality control to Japanese companies

Phillip Crossby
Joseph M. Juran

Followed Deming to Japan in 1954


Focused on strategic quality planning

Common tips from Quality


Gurus

No shortcut
Commitment of top
Extensive training
participation

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