Total Quality Management
Presented by: Neha Singh – 11 Nitish Kohli – 12

Quality is a Journey, not a Destination

Total Quality Management

An emphasis on Quality that encompasses the entire company……  Continuous Improvement  Employee empowerment, quality circles  Benchmarking - best at similar activities, even if in different industries  Just In Time - requires quality of suppliers  TQM Tools - allow you to measure progress

Total Quality Management

Doing things right…..

….FIRST time.

Quality Circle 5 Organization 8-10 members Same area Supervisor/moderator Presentation Implementation Monitoring Training Group processes Data collection Problem analysis Solution Problem results Problem Identification List alternatives Consensus Brainstorming Problem Analysis Cause and effect Data collection and analysis .

6 Fundamental Concepts   Customer focus Continuous improvement  Value of every Associate .

all organizations only exist to provide goods 7 and services to customers. Thus.Customer Focus The goal is to make the product work. Customers are the ones who ensure it. .

.  Improvements are being made everywhere.  Rapid change has become a way of life.Continuous Improvement 8  Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs.

The Deming Cycle or PDCA Cycle 9 Performance Plan Act Do Check “Continuous” improvement Time .

analysis and improvement Satisfaction Input Key: Value adding activity information flow Product realisation Product Output Source: BS EN ISO 9001:2000 .Continual improvement of the quality management system Continual improvement of the quality management system 10 Customers (and other interested parties) Management responsibility Customers (and other interested parties) Resource management Requirements Measurement.

and making changes to the system. creating ideas. .  Hence. challenging authority. empowerment of employees leads to success.Value of every Associate 11  It is an idea to have each person     thinking.

12 Three Strong Forces   Alignment Linkage (Process Management or Systems Thinking)  Replication .

Alignment 13  There has been a new understanding of the importance of strategy.  This strategy must include:    A clear vision of where the company is going Clear definitions of the small number of key objectives that must be achieved Translation of these key objectives throughout the entire organization .

 With this critical emphasis on linkage (or process management) the worlds of total quality management and re-engineering converge.Linkage(Process Management) 14  Linking activities across all functions and departments in the company is critical for TQM. .

.Replication 15 The results of quality improvement projects are made known widely throughout the organization. Those with similar problems or opportunities will hear about the project. obtain the information they need. and act.

16 Critical Processes .

Quality planning consists of a universal sequence of events—a quality planning roadmap. .Quality Planning 17 The logical place to start is quality planning.

Quality Control 18  Quality control relies on five basics:      a clear definition of quality a target. to adjust the process if necessary. a clear goal a sensor. a way to measure actual performance a way to interpret the measurement and compare with the target a way to take action. .

The quality improvement process questions whether this is the best that can be attained. .Quality Improvement 19 The quality improvement process is directed at long- standing performance levels.

. the quality system is a critical building block for total quality management.The Quality System 20 Best defined by ISO Standard 9004-1.

TQM & Organizational Cultural Change Traditional Approach  Lack of communication  Control of staff  Inspection & fire fighting  Internal focus on rule  Stability seeking  Adversarial relations  Allocating blame   21 TQM  Open communications  Empowerment  Prevention  External focus on customer  Continuous improvement  Co-operative relations  Solving problems at their roots   .

22 The Evolution of Total Quality .

.Product Quality 23 All organizations began their quality management efforts with a focus on product quality.

In this way product quality could be improved and costs driven down at the same time.Product Process Quality 24 It was the creation of the control chart that made it clear how easily process control could be transferred to the operating forces. . This would reduce the reliance on final inspection and free up numerous people for productive work.

the customer was no longer just 25 interested in the quality of the car. the sales experience. and so on.Service Quality  At the third stage. financing. roadside assistance. leasing. . availability of parts.  Other important issues came up       Service provided by the dealers.

Pioneered by IBM. companies started focusing on the costs of providing the quality of these services —or business process quality management or improvement.Service Quality Process 26 In the 1980s a new focus on quality occurred. .

Business Planning 27  In the past few years it has been observed that many companies are starting to integrate quality management into their business planning cycles.  Recently this integration was listed as the major effort currently underway by the respondents to the Business Roundtable survey on TQM. .  This integration of the quality goals with the financial goals has been a major thrust of the leading companies.

28 Results of Total Quality .

and  reducing non-value-added work.  reducing rework.Lower Costs Higher quality can mean lowering costs by 29 reducing errors.  .

 improved customer retention.  more loyal customers.  increased market share. .Higher Revenues 30 Higher quality can mean  better satisfied customers.  and even premium prices.

 customers who check you first when they shop. .  customers who advertise your goods and services.Delighted Customers 31 “Delighted” customers are  customers who buy over and over again.

and  take action. .  they measure their own work processes.  compare these measurements to goals.  interpret the measurements.Empowered Employees 32 Empowered employees  are in self-control.

Implementing TQM 33  Successful Implementation of TQM  Requires total integration of TQM into day-to-day operations.  Causes of TQM Implementation Failures     . Lack of focus on strategic planning and core competencies. outdated organizational cultures. Obsolete.

 Lack of real employee empowerment.  Lack of a customer focus.  Drive for short-term financial results.  Lack of a formalized strategic plan for change. .  Lack of employee trust in senior management.  View of the quality program as a quick fix.Obstacles to Implementing TQM 34  Lack of a company-wide definition of quality.  Poor inter-organizational communication.  Politics and turf issues.

Six Sigma 35  A process for developing and delivering near perfect products and services  Measure of how much a process deviates from perfection  3.4 defects per million opportunities  Champion  an executive responsible for project success .

Black belts & Green Belts 36 Black Belt  project leader Master Black Belt  a teacher and mentor for Black Belts Green Belts  project team members  .

000 DPMO cost = 25% of cost = 25% of sales sales 3.4 DPMO 3.4 DPMO .Six Sigma: DMAIC 37 DEFINE DEFINE MEASUR MEASUR E E ANALYZ ANALYZ E E IMPROV IMPROV E E CONTRO CONTRO L L 67.000 DPMO 67.

Baldrige Award 38 Created in 1987 to stimulate growth of quality management in the United States Categories Leadership  Information and analysis  Strategic planning  Human resource  Focus  Process management  Business results  Customer and market focus   .

The integrated framework of the Baldrige award criteria 39 .

Feigenbaum Medal Deming Medal E.Other Awards for Quality  National individual awards  40  International awards          Armand V. Jack Lancaster Medal Edwards Medal Shewart Medal Ishikawa Medal   European Quality Award Canadian Quality Award Australian Business Excellence Award Deming Prize from Japan .

Summary 41  TQM – a way of working  Involves everyone  High prominence on ‘customer’  Awards based upon TQM .

cartoonstudio.com/college/sc/reid/chap5.aspx/TOTAL-QUALITY-MA  http://www.Bibliography 42  Joseph M. McGraw Hill Publications  http://en.co.scribd.pdf  http://www.wiley.com/doc/7480319/TOTAL-QUALITY-MANAG  http://www. 5th Edition.slideworld.com/Presentation/surn-78153-total-qua  http://www. Juran & A.uk/Pages/kmeters1.html . Blanton Godfrey.authorstream.scribd.com/doc/6613383/TQM-NOTES  http://www. Juran’s Quality Handbook.org/wiki/Total_quality_management  http://www.wikipedia.com/pptslides.

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