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TOTAL QUALITY MANAGEMENT

(TQM)

GUIDED BY MADE BY

RESP GAURAV SIR BHAVYA PANDE


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TQM

(TOTAL QUALITY MANAGEMENT)

.

TQ may be defined as managing theentire organization so that it excels onall dimensions of products and servicesthat are important to the customer. TOTAL QUALITY MANAGEMENT IS A -

1. methodology and

2. set of techniquesthat focuses companies and enterprisesin the role of customersatisfaction on their business success


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1. W .EDWARDS DEMING UNIFORMITY AND DEPENDEBILITY AT LOWCOST AND SUITED TO MARKET

2. JOSEPH JURAN DEFINES QUALITY AS FITNESS FOR USE..

3. FEIGENBAUM PROPOSED THE CONCEPT OF TOTAL QUALITYCONTROL AND ADVOCATED THE IDEA OF A WORK ENVIRONMENT .

4. PHILIP B. CROSBYDEVELOPED THE PHRASE DO IT RIGHT THE FIRSTTIME AND THE NOTION OF ZERO DEFECTS,

5. KAORU ISHIKAWA IS BEST KNOWN FOR THE DEVELOPMENT OF

QUALITY TOOLS CALLED CAUSE-AND-EFFECT DIAGRAMS,

6. AGGARWAL,SUMMER -TQM IS AN ATTITUDE OF MIND AND AJOURNEY NOT ADESTINATION.

7. KIT SADGROVE- TQM MEANS SATISFYING CUSTOMERS FIRST TIME

EVERYTIME.8 BILL COMPANY- TQM IS DEVELOPING, MANUFACTURING,

ADMINISTERING LOW COST PRODUCTS AND SERVICES TOCUSTOMERS.

9. JAMES W CORTADA- TQM IS STRATEGIC LONG TERM PRACTICE

FOR CONTINOUS IMPROVEMENT.

.


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PRINCIPLES OF MANAGEMENT

Executive Management Top management shouldact as the main driver for TQM and create anenvironment that ensures its success.

Training Employees should receive regular trainingon the methods and concepts of quality.

Customer Focus Improvements in quality shouldimprove customer satisfaction.

Decision Making Quality decisions should be madebased on measurements.

Methodology and Tools Use of appropriatemethodology and tools ensures that non-conformances are identified, measured and

responded to consistently.


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Continuous Improvement Companiesshould continuously work towardsimproving manufacturing and qualityprocedures.

Company Culture The culture of thecompany should aim at developing

employees ability to work together toimprove quality.

Employee Involvement Employees

should be encouraged to be pro-activein identifying and addressing qualityrelated problems.


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Measurement

Measurement

Measurement

MEASUREMENT

THE CONTINOUS IMPROVEMENT PROCESS

Empowerment/

Shared Leadership

Process

Improvement/

Problem

Solving

Team

Management

CustomerSatisfaction

Business

Results

. . .


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TQ: Transforming an Organization

From

Motivation through fear and loyalty

To

Motivation through shared vision

Attitude: Its their problem Ownership of every problemaffecting the customer

Attitude: the way weve always doneit Continuous improvement

Decisions based on assumptions/judgment calls

Decisions based on data and facts

Everything begins and ends with

management

Everything begins and ends with

customers

Crisis management and recovery Doing it right the first time


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Evolution of Quality Management

Inspection

Quality

Control

Quality

Assurance

TQM

Salvage, sorting, grading, blending, correctiveactions, identify sources of non-conformance

Develop quality manual, process performance

data, self-inspection, product testing, basic

quality planning, use of basic statistics,

paperwork control.

Quality systems development, advanced quality

planning, comprehensive quality manuals, use of

quality costs, involvement of non-production

operations, failure mode and effects analysis, SPC.

Policy deployment, involve supplier & customers,

involve all operations, process management,

performance measurement, teamwork, employee

involvement.


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TQM TRANSITION MODEL BENCHMARKING VISION EVALUATION

STATEGIC APPRAISAL

PLANNING AUDIT

P1 P3

CONTINOUS IMPROVEMENT P2 INVOLVEMENT OF ALL

PDCA TEAM CREATIVITY ATTITUDE

REWARD

CUSTOMER

FOCUS


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In the figure customer delightment has been termedas the key factor in the model.

To achieve this three corner stones are there-

1.Vision 2.Continous improvement 3.involvement ofeveryone.

Vision statement is formulated with subsidiaries suchas mission, objective, goals targets and action plans.

Continuous improvement strategy has been identifiedas the corner stone for representing the systemcomponent.

The system component includes technologies,procedures, resources such as machines etc.

Continuous improvement is identified as the criticalconstituent.


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CONT.....

It is based on current needs on industries. The

industries are required to produce better qualityproducts at reduced costs in future.

It includes-

5Spave way for conductive ambience for

continuous improvement.

creativity-there should be enough opportunitiesprovided for introducing creative ideas into the

system.PDCA cycle- help in sustaining the continuousimprovement process.


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Involvement -1)Team work

2)Attitude

3)Reward

There are three processes indicated in the

model-

P1- Planning process

P2-Doing process

P3-Checking process


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INTEGRATED TQM

MANAGEMENT LEADERSHIP

human

product/process resource excellence

CUSTOMER FOCUS


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MANAGENENT LEADERSHIP

Proper vision

100% commitment from management Motivation to employees

Strategic planning

PRODUCT/PROCESS EXCELLENCE

Continuous improvement

Preventive measures

Documentation

Data based approach


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CONT.....

HUMANRESOURCE EXCELLENCE

Training

Team building

Information flow/communication


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PDCA CYCLE

DEEMING WHEEL


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DEEMING WHEEL PDCA CYCLE- PLAN ,DO, CHECK AND ACT.

PLAN

identify the process which require continuousimprovement.

Locate the problem area.

Define the problem.

Project the expected results. Identify the best method for solving.

Set targets for solving the problem.

Preparing the resources.

Prepare a time schedule.DO-

. Proper training.

. Improvement activity has to be taken up.

. Commitment on personnel involvement.

CHECK


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CHECK

Methodology, and the outcomes are compared with the plans

already made.

Gap existing if any is identified.

ACT

Involves either standardisation or non-conformance analysis.

4

Plan-Do-Check-Act (PDCA) Cycle

Check Act

Do Plan

Time

Qualitylev

el

Problem-solving process Deming Wheel

WHAT IS SIX SIGMA


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WHAT IS SIX SIGMA ?

A goal of near perfection in meeting customerrequirements

Sigma accuracy means the process is 99.999998%accurate that is the process will/can produce only .002defects per million.

A sweeping culture change effort to position acompany for greater customer satisfaction,profitability and competitiveness

A comprehensive and flexible system for

achieving, sustaining and maximizing businesssuccess; uniquely driven by close understanding ofcustomer needs, disciplined use of facts, data, andstatistical analysis, and diligent attention tomanaging, improving and reinventing business

process


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Six Sigma Improvement MethodsDMAIC vs. DMADV

Define

Measure

Analyze

Design

Validate

Improve

Control

Continuous Improvement Reengineering


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DEFINE-- who your customers are ,their requirements and expectations.- your goals ,project boundaries and your expectation.

MEASURE-

- dont make assumptions about customers needs and expectations.- collect data's related to customers requests, frequency of defects

occurring and client feedback. ANALYZE-

- analyze is used to organize data and look for process problemsand opportunities.

- This step helps to identify gaps between current and goalperformance, prioritize opportunities to improve, identifysources of variation and root causes of problems in the process.

IMPROVE-

- Generate both obvious and creative solutions to fix andprevent problems.

- Finding creative solutions by correcting root causesrequires innovation, technology and discipline.

CONTROL


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CONTROL

- Insure that the process improvements, once implemented,will hold the gains rather than revert to the same problemsagain.

- Various control tools such as statistical process control can beused. Other tools such as procedure documentation helpsinstitutionalize the improvement.

DESIGN-

- Develop detailed design for new process. Determine and

evaluate enabling elements. Create control and testing plan fornew design. Use tools such as simulation, benchmarking,Quality Function Deployment (QFD), and cost/benefit analysis

VALIDATE-

- Test detailed design with a pilot implementation. If

successful, develop and execute a full-scaleimplementation.

- Tools in this step include: planning tools, flowcharts/otherprocess management techniques, and work

documentation.

BENCHMARKING


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BENCHMARKING Benchmarking is a way to go backstage and watch another companys

performance from the wings, where all stage tricks and hurriedrealignments are visible.

OR

. The practice of measuring company's performance, productivity againststandards either internal or external.

TYPES

COMPARISONS (PARTNER SELECTION)

INTERNALCOMPETITIVE

FUNCTIONAL

FORM

PERFORMANCE BENCHMARKINGPROCESS BENCHMARKING

STRATEGIC BENCHMARKING


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t -

Selecting Benchmarking PartnersBenchmarking

Type

Internal

Competitor

Functional

Potential Benchmarking PartnersComparable sites, branches, sections, departments

within the business

Within the same industry sector

Same function across all industry fields


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-

Performancebenchmarkingenables managers to assesstheir competitive positions through product and servicecomparisons.

Usually focuses on elements of price , technical qualities ,product features etc.

PROCESS BENCHMARKING-focuses on discrete work processand operating system such as customer complaint process, orderand fulfillment process and strategic planning. Seeks to identify the most effective operating services from anycompanies that perform similar work.

STRAREGIC BENCHMARKING-focuses on how companiescompete and seldom industry focus.

Influences the longer term competitive patterns of a company.

.

.

Performance Benchmarking


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Total Quality Management -Spring -

Why Benchmark?To Obtain an External Perspective of What Is PossibleTo Assist in Setting Strategic TargetsTo Promote Improvements in PerformanceTo Establish a Competitive EdgeTo Enhance Customer SatisfactionTo Reduce CostsTo Improve Employee MoraleTo Achieve Quality Awards

To Survive


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ZERO DEFECT CONCEPTCURRENT STATE

QUALITY

DESIRED FUTURE STATENEW QUALITY

NEW FUTURE STATE

1. It is a continuous improvement process at every stage

attaining improvement over the previous one.2. The current process and the desired future status of theprocess are to be clearly defined.

3. The difference between these two indicate the qualityimprovement that has to be brought in the process.


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