Professional Documents
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AE 6132 Total Quality Management
AE 6132 Total Quality Management
2.Quality Auditing
Types, Classification, stages of audit, auditing techniques, nonconformity reports.
3.Quality Management Systems
General requirements, documentation requirements, mandatory procedures, management
responsibilities, resource management, product realization, monotoring, measurements
and analysis of data.
4.Control Charts
Charts, R Charts, p - Charts, np - Charts
5.Quality Costs
Prevention costs, Appraisal costs, Internal failure costs, External failure costs.
Bridging
• Video
Objective of today’s lecture
• Importance of TQM
What is Total Quality Management (TQM)?
integrates,
fundamental management techniques, existing
improvement efforts and technical tools.
Quality?
• The banker will answer” service”
• The healthcare worker will answer “quality
health care”
• The hotel employee will answer “customer
satisfaction”
• The manufacturer will simply answer “quality
product”
Benefits of TQM
• Greater customer loyalty
• Market share improvement
• Higher stock prices
• Reduced service calls
• Higher prices
• Greater productivity
Six basic concepts of TQM
1. A committed and involved management to provide
long-term top- to- bottom organizational support.
- Management must participate in the quality program.
- Develop a clear vision, set long term goals and direct the
program.
- Quality goals are included in the business plan.
- An annual quality improvement programme – involved
input from the entire work force.
- Managers act as coaches in quality improvement teams.
- TQM is a continual activity which must be
communicated to all people.
2. An unwavering focus on the customer, both
internally and externally.
- The key to an effective TQM program is its focus on
the customer.
- An excellent place to start is by satisfying internal
customers.
- Listen to the “voice of the customer”
- Emphasize design quality and defect prevention
- Do it right the first time and every time
- Customer satisfaction is the most important
consideration.
3. Effective involvement and utilization of the entire
work force.
-TQM is an organization –wide challenge that is
everyone’s responsibility.
-All personnel must be trained in TQM, statistical
process control(SPC), other appropriate quality
improvement skills
-internal suppliers on project teams as internal
customers
-Changing behavior is the goal
- People must come to work not only to do their jobs,
but also to think about how to improve their jobs.
4. Continuous improvement of the business and
production process.
-There must be a continual attempt to improve all
business and production processes.
-Quality improvement projects ( on-time delivery,
order entry efficiency, billing error rate,
customer satisfaction, cycle time, supplier
management)
-Technical techniques (statistical process control,
benchmarking, quality function deployment,
ISO 9000) good for problem solving.
5. Treating suppliers as partners.
- On the average 40% of the sales is purchased
product or service
-The supplier quality must be outstanding.
-A partnering relationship must be developed.
- Both parties have as much to gain or lose based on
the success or failure of the product or service.
-The focus should be on quality and life cycle costs
rather than price.
- Number of suppliers should be few as it led for true
partnering
6. Establish performance measures for the
processes.
- Performance measures such as uptime, percent
nonconforming, absenteeism and customer
satisfaction should be determined for each
functional area.
-These measurements should be posted for
everyone to see.
- Quantitative data are necessary to measure the
continuous quality improvement activity.
The purpose of TQM
- is to provide a quality product and/or service to
customers, which will, in turn, increase productivity and
lower cost, with a higher quality product and lower
price, competitive position in the marketplace will be
enhanced.
-In addition, the work force will have job security, which
will create a satisfying place to work.
Assignment 01
Critically explain the position of a leader in
Total Quality Management. Discuss about the
characteristics of an effective leader in order
to ensure the quality of products
New and Old cultures
Quality Element Previous state TQM
Definition Product- oriented Customer-oriented
Priorities Second to service and First among equals of
cost service and cost
Decisions Short-term Long-term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality control Everyone
Problem solving Managers Teams
Procurement Price Life-cycle costs,
partnership
Manager’s Role Plan, assign, control and Delegate, coach, facilitate
enforce and mentor
Gurus of TQM
• Shewhart – control chart theory with control limits
• Deming – foundation for the Japanese quality
miracle, theory for management to improve
quality, productivity and competitive position
• Juran- Emphasized the necessity for management
at all levels to be committed to the quality effort
with hands-on involvement.
• Feiganbaum- Quality begins by identifying the
customer’s requirements and ends with a product
or service in the hands of a satisfied customer.
Gurus of TQM
• Ishikawa – total quality control concept adapted for
Japanese and developed the cause and effect
diagram.
• Crosby – “Quality is Free” book published and sold
1.5 million copies and changed the way
management looked at quality. “Doing it right the
first time” is less expensive than the costs of
detecting and correcting.
• Taguchi – developed loss function concept that
combines cost, target and variation into one metric.
TQM framework (concept)
Reliability Consistency of performance over time, average time for the unit to fail
These are independent, therefore product can be excellent in one dimension & poor in other.
Further about 9 dimensions
Therefore, quality can be determined by using a
few of the dimensions of quality.
• Marketing is responsible of identifying the
relative importance of each dimension of
quality.
• Then , these dimensions are then translated into
the requirements for the development of a new
product or the improvement of an existing one.
Awareness
• An organization will not begin the transformation to
TQM until it is aware that the quality of the product or
service must be improved.
- Awareness comes when an organization loses market
share or realizes that quality and productivity go hand-
in-hand.
-TQM is a better way to run a business and compete in
domestic and world markets.
• A new attitude has emerged – quality first among the
equals of cost and service
- To sum it up, the customer wants value.
Historical Review
• Middle ages: Quality was to a large extent controlled by
the long periods of training
• Industrial revolution: the concept of specialization of
labor
- A worker no longer made the entire product, only a
portion.
- In early days quality wasn’t greatly affected.
- As product became more complicated and jobs more
specialized
• In 1924, W.A. shewhart of Bell telephone Laboraties
developed a statistical chart for quality control.
• This was the beginning of statistical quality control.
Historical Review
• In 1946, the American Society for Quality Control was
formed.
• Currently, American Society for Quality (ASQ)
- publications, conferences, training sessions, promoted
the use of quality for all types of production and
service.
• In 1950, W. Edwards Deming, learnt about statistical
quality control from shewhart and gave a lecture on
statistical methods to Japanese engineers on quality.
• Japanese set the quality standards for the rest of the
world to follow.
Historical Review
• In 1960, the first quality control circle was
formed for the purpose of quality
improvement.
• A quality renaissance began to occur in U.S
products and services,
Planby the middle of 1980
the concepts of TQM were being publicized.
Quality
Check Assurance DO
Action
Historical Review
Paying Inadequate
Incompatible inadequate use of
organizational attention to empowerme
Ineffective
structure and internal and nt and team
measurement
isolated external work
techniques and
individuals and customers
lack of access
departments to data and
results Failure to
continually
improve
Lack of Management commitment