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• Total – Made up of the whole(or) Complete. • Quality – Degree of Excellence a product or service provides to the customer in present and future. • Management – Act , art, or manner of handling , controlling, directing, etc.
TQM is the art of
Total Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes.
Guru’s of TQM
Walter A . Shewhart TQC & PDSA W . Edward Deming - 14 Points & PDCA Joseph M . Juran Juran ’ s Trilogy A . Feiganbaum Customer requirement , CWQC , Emplo yee Involvement , TQC .
Zero Defects & Measure of NC . • • Taguchi . Crosby .Req . TQC in Japan . G .Disciple of Juran & Feigenbaum . SPC .Quality . B . • • Philips . QC .Loss Function .Guru’s of TQM • Kaoru Ishikawa . Prevention of NC . Cause & Effect Diagram . Four Absolutes .
Benefits of TQM • Improved Quality Awareness • Employee Participation & Externa • Internal Customer Satisfaction • Improved Productivity • Improved Communication • Cost Saving & Marke • Profitability Share • .
. We all can contribute to making it better.Team building & team work "Quality is everyone's business" We all contribute to the success of our business.
”These are known as Quality Improvement Teams.improvement. . quality. team building & INNOVATION "We find new ways of doing things." Groups of people are trained and are continuously working to find better ways of doing thing.
now we start to build the house.Quality systems "New standards become new ideas" Once we have found new ways of doing things. ISO 9001 was the foundation. we incorporate them in our Quality Systems. .
Training for quality "Training for quality" Training course are being carried out that will provide us all with the necessary skills to identify and eliminate waste .
customer services-continuous improvement "Quality improvement is a continuous process" The journey on the road to total quality is one of continuous improvement. As we get better. so does our competition. .
rewards and greater security to all of us. .Total customer satisfaction "Total customer satisfaction" Being the best in the business will bring satisfaction.
Total quality management .
Obstacles • • • • • • • • Top management commitment Changing Organization Culture Improper planning Continuous Training & Education Empowerment & Teamwork Continuous Improvement Organization Structure & Departments .
INTRODUCTION: • Quality as a competitive weapon. and ISO wanted to convey the idea of equality . • And that is the reason for the growing move to ISO 9000 certification. • iso in Greek means equal.
was founded in 1946 to develop a common set of standards in manufacturing. • . trade and communications. in Geneva. • It is composed of the national standards institutes and organizations of 97 countries worldwide. Switzerland.• The International Standards Organization (ISO). including the American National Standards Institute (ANSI).
• E . g . • ISO 9000 is important because of its international orientation. • ISO is also important because of its systemic orientation .Why is ISO 9000 Important? • ISO 9000 is important because of its orientation . . ITC Hotel Maurya Sheraton was the first hotel in India to get ISO 14001.
kaizen KAI C hange ZEN ( for the better ) G ood KAIZEN = Continual Improvement .
KAIZEN Umbrella-Continuous Improvement • • • • • • • • • Customer Orientation 5S TQC Zero Defect TPM QC’s JIT Quality Improvements .
( 4 ) Total quality management stage .Stages of Total Quality Management • • • • The development of quality management can be defined in four stages (Dale and Plunkett. ( 2 ) Quality control stage . 1990) : ( 1 ) Quality inspection stage . • . ( 3 ) Quality assurance stage .
Stages of Total Quality Management • • 1) Quality Inspection stage : Quality management started with simple inspection .based systems . one or more characteristics of a product are examined . Under such a system . measured or tested and compared with specified .
• • 2) Quality Control Stage : Under a system of quality control . product testing and documentation control became the ways to ensure greater process control and reduced non .conformance . .
an organization sets up a system for controlling what is being done and the system is audited to ensure that it is adequate both in design and use .• • 3) Quality Assurance Stage : In this stage . .
involving the application of quality management principles to all aspects of the business .• • 4) Total Quality Management Stage : Total quality management stage is the highest level . Total quality management requires that the principles of quality management be applied in every branch .
Elements for Success • • • • • • • • • • Management Support Mission Statement Proper Planning Customer and Bottom Line Focus Measurement Empowerment Teamwork / Effective Meetings Continuous Process Improvement Dedicated Resources .
The Continuous Improvement Process Measurement Empowerment/ Shared Leadership Measurement Measurement Customer Satisfaction Business Results Team Management Process Improvement/ Problem Solving Measurement .
20 chart used to identify the “ vital few ” that cause the most problems – helps to focus the improvement studies • Histogram – shows stratification in production • Scatter Diagram – used to identify relationships .7 Tools of Quality Improvement • Check sheets used to gather information on problem under investigation – where and how much • Pareto Diagram – the so called 80 .
Allows teams to focus on problem areas and structural issues • Cause . • Control Chart – charts of SPC to that assess status of the problem under study . the process under study . visually .and .effect diagrams – also called fishbone diagrams relates relationships between various factors influencing the problem under study .• • Flow Charts – describes .
DEMINGS CYCLE .
or abandon it .The Deming Cycle or PDCA Cycle PLAN ACT Adopt the change as a permanent modification to the process . Plan a change to the process . . Predict the effect this change will have and plan how the effects will be measured DO CHECK Implement the change on a small scale and measure the effects Study the results to learn what effect the change had . if any .
Juran's Trilogy Quality Planning vIdentify the Customers vDetermine the customer ’ needs vDevelop a process vProve process capability Quality Control vChoose control Subjects ( What to Control ) vChoose Units of measurements vEstablish Measurement vEstablish Standards of performance vMeasure actual performance vInterpret the difference vTake action on the difference .
Quality Improvement vProve need for improvement vIdentify specific projects for Improvements vOrganize to guide & Diagnosis vTo find causes vProvide Remedies vProve remedies for effective in operating conditions vControl the gains .
reduce waste . reduce cost . increase equipment availability and improve maintenance state .TOTAl PRODUCTIVE MAINTENANCE (TPM) • TPM – Meaning : TPM is a partnership between the maintenance and production organization to improve product quality .
in .TYPES OF MAINTENANCE • Corrective ( or ) breakdown maintenance It implies that repairs are made after failure of machine or equipment • Scheduled ( or ) Routine maintenance It is a stitch .time procedure aimed to avoiding .
• . E . g . • • Predictive maintenance Equipment Condition evaluated periodically and maintenance carried out . Overhauling & Periodic upkeep .• • • Preventive maintenance It is carried out before the failure arises ( or ) prior to the equipment actually breakdowns .
OBJECTIVES OF TPM Improve Equipment Effectiveness Achieve Autonomous Plan Maintenance To Train all staff in maintenance skills To Zero Breakdowns • .
.Statistical process control (spc) • What is a process ???????? • Inputs PROCESS Outputs A process can be described as a transformation of set of inputs into desired outputs .
classifying . interpreting and analyzing numerical data.WHY STATISTICS? THE ROLE OF STATISTICS ……… µ LSL T USL Statistics is the art of collecting . . presenting . as well as making conclusions about the system from which the data was obtained .
& interpreting data • Objective : Regulate product quality • Used to – Control the process as products are produced – Inspect samples of finished products .. e . organizing .Statistical Process Control (SPC) • Measures performance of a process • Uses mathematics ( i . statistics ) • Involves collecting .
CONTROL CHART Functions of a Process Control System are : Ø Ø To signal the presence of assignable causes of variation Ø Ø To give evidence if a process is operating in a state of statistical control • .
CONTROL CHART Essential features of a control chart : Upper Control Limit Central Line Lower Control Limit Time Variable Values .
trends • Make corrections before process is out of control • Show causes of changes in data – Assignable causes • Data outside control limits or trend in data – Natural causes • Random variations around average . g .Essential features of a control chart • Show changes in data pattern – e ..
Control Chart Types Control Charts Variables Charts R Chart `X Chart P Chart Attributes Charts C Chart .
FEEDBACK ØComment Card ØCustomer Questionnaire ØFocus Group ØToll .Free Telephone ØCustomer Visit ØReport card ØInternet & Computers • .
Requirements in Design ØImprovements in Every Stage ØCustomer Retention • .Benefits of Feedback ØCustomer Dissatisfaction ØQuality Priorities ØPerformance Appraisal ØCustomer Needs .
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