Total quality management ppt
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Total quality management ppt
- 2. Total Quality Management (TQM) refers to management methods used to enhance quality and productivity in business organizations. It plays a vital role in improving productivity, product quality and reduces manufacturing cost by reducing rework and scrape. INTRODUCTION
- 3. QUALITY GURU MAIN CONTRIBUTION W. Edwards Deming • Stressed management’s responsibility for quality • Developed “14 Points” to guide companies in quality improvement. Walter A. Shewhart • Contributed to understanding of process variability. • Developed concept of statistical control charts. Joseph M. Juran • Defined quality as “fitness for use.” • Developed concept of cost of quality. Philip B. Crosby • Coined phrase “quality is free.” • Introduced concept of zero defects HISTORY OF TQM
- 4. Produce quality work the first time Focus on the customer Have a strategic approach to improvement Improve continuously Encourage mutual respect and teamwork FIVE PRINCIPLES OF TQM
- 5. A management system for a customer-focused organization that involves all employees in continual improvement • Customer-focused • Total employee involvement • Process-centred • Integrated system • Strategic and systematic approach • Continual improvement • Fact-based decision making • Communications PRIMARY ELEMENTS OF TQM
- 6. IMPLEMENTATION OF TQM Top managem ent learns about and decides to commit to TQM. Assesses current culture, customer satisfaction, and quality manageme nt systems Identifies core values and principles to be used, and communica tes them ATQM master plan is developed Identifies and prioritizes customer demands and aligns products and services to meet those demands Management maps the critical processes through which the organization meets its customer’s needs
- 7. Formation of teams for process improvemen t efforts TQM effort is managed by the steering committee Managers contribute individually to the effort through hosting planning, training, coaching, or other methods Daily process managem ent and standardiz ation take place Progress is evaluated and the plan is revised as needed Constant employee awareness and feedback on status are provided and a reward/recogniti on process is established. IMPLEMENTATION OF TQM
- 8. • Competitive markets: This barrier to quality is mainly a mental barrier caused by a misunderstanding of the definition of quality. Many companies equate quality with high cost. • Lack of leadership for quality • Deficiency of cultural dynamism: Every organization has its own unique way of doing things. This is defined in terms of culture of the organization. • Inadequate resources for total quality management: Since most companies do not involve quality in their strategic plan, little attention is paid to TQM in terms of human and financial resources. • Lack of customer focus IMPEDIMENTS TO IMPLEMENTATION
- 9. • Lack of effective measurement of quality improvement: TQM is centred on monitoring employees and processes, and establishing objectives that anticipate the customer's needs so that he is surprised and delighted • Poor Planning • Lack of management commitment • Resistance of the workforce: A TQM project must be supported by employee trust • Lack of proper training/Inadequate Human Resource Development IMPEDIMENTS TO IMPLEMENTATION
- 10. Emphasizing the needs of the market Assures better quality performance in every sphere of activity Helps in checking non-productive activities and waste Helpful in meeting the competition It helps in developing an adequate system of communication Continuous review of progress ADVANTAGES OF TQM
- 11. Demands a Change in Culture Demands Planning,Time and Resources Quality is Expensive TakesYears to Show Results Discourages Creativity Not a Quick-Fix Solution DISADVANTAGES OF TQM
- 12. H&M was one of the first to challenge the retail clothing sector by delivering fast fashion at low prices “H&M minimum requirement is that employers shall pay at least the statutory minimum wage, or the wage negotiated in a collective agreement, whichever is higher.” • In November 2013, H&M also has pledged to pay a living wage to 850,000 textile workers in the wake of the Rana Plaza disaster. Quality Management in H&M and its effect in its Sale
- 13. It was reported that these fashion retailers are forcing to continue operating in that building despite the notable cracks due to the reason of avoiding huge losses and cancellation of shipment if the factories are closed. Karl-Johan Persson, CEO of H&M, when he was interviewed stated that: “The horrific catastrophe in Bangladesh led to us to become the first company to sign a fire protection treaty (which calls for independent, rigorous safety inspections and calls for companies to stop doing business with any factory that fails to make needed safety improvements, among other things) which many others have since subscribed to”
- 14. H&M also launched a five-year project aimed at increasing and strengthening the capacity . The project aims at Improved technical skills and relevant knowledge of their rights and responsibilities. Also Every H&M order undergoes a variety of tests before it reaches the store. For example shrinkage, twisting, color-fastness and saltwater and chlorinated water tests as well as chemical and product safety testing like flammability.
- 15. A business cannot flourish in the long run if it doesn't give its customer what it promises to. So, in order to achieve the highest levels of customer satisfaction, Quality Management Systems including its various tools and methodologies needs to be applied Conclusion