• Like
  • Save

Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Total Quality Management (TQM)

  • 4,866 views
Uploaded on

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go …

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/Total-Quality-Management-TQM-152

Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.

By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.

This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
4,866
On Slideshare
0
From Embeds
0
Number of Embeds
4

Actions

Shares
Downloads
2
Comments
6
Likes
19

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. © Operational Excellence Consulting. All rights reserved. Total Quality Management (TQM) © Operational Excellence Consulting. All rights reserved.
  • 2. 4© Operational Excellence Consulting. All rights reserved. Program Outline 1. Introduction to TQM 2. Customer Focus 3. Employee Involvement & Empowerment 4. Process Management 5. Business Excellence & Quality Management Models 6. Total Quality Leadership 7. Implementing TQM 8. Tools & Techniques for Total Quality 9. Conclusion This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 3. 7© Operational Excellence Consulting. All rights reserved. Changing Scenarios for Organizations Introduction Yesterday Today Tomorrow Quality Quality Innovation Control Management & Quality Incremental Continuous Breakthrough Improvement Improvement Improvement Cost Reduction Cost Management Value Creation Use of Data Use of Information Use of Knowledge QCs at rank QCs across IQCs across and file level departments organizations This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 4. 10© Operational Excellence Consulting. All rights reserved. Introduction What is Total Quality Management? • A management philosophy that Quality and Customers are fundamental business principles for the company • Quality means providing our external and internal customers with products and services that fully satisfy their requirements • It aims at continuous improvement through systematic company-wide employee involvement and teamwork that will deliver the best product and service with Total Customer Satisfaction at the lowest cost This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 5. 13© Operational Excellence Consulting. All rights reserved. 3 Levels of Quality Organizational Level Process Level Individual Level • Products and services • Key products and services • Key business processes • Key inputs • Customer requirements • Measurements • Standards • Vision & Mission • Quality Policies & Goals • Hoshin Kanri • Process Management, Control & Improvement • Quality Circles • Problem Solving Tools & Technique Quality Focus Mechanisms Introduction This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 6. 16© Operational Excellence Consulting. All rights reserved. Deming’s 14 Points 1. Create constancy of purpose toward the improvement of products and services in order to stay competitive, stay in business and provide jobs. 2. Adopt the new philosophy. 3. Stop depending on inspection to achieve quality. 4. Stop awarding contracts on the basis of low bids. 5. Improve continuously and forever the system of production and service, to improve quality and productivity, and thus constantly reduce costs. 6. Institute training on the job. 7. Institute leadership. Introduction This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 7. 19© Operational Excellence Consulting. All rights reserved. Introduction Juran’s 10 Steps to Quality Improvement 1. Build awareness of both the need for improvement and opportunities for improvement 2. Set goals for improvement 3. Organize to meet goals that have been set 4. Provide training 5. Implement projects aimed at solving problems 6. Report progress 7. Give recognition 8. Communicate results 9. Keep score 10.Maintain momentum by building improvement into company’s regular systems This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 8. 22© Operational Excellence Consulting. All rights reserved. Introduction Crosby’s 14 Steps to Quality Improvement 10. Encourage individuals and teams to establish both personal and team improvement goals. 11. Encourage employees to tell management about obstacles they face in trying to meet quality goals. 12. Recognize employees who participate. 13. Implement quality councils to promote continual communication. 14. Repeat everything to illustrate that quality improvement is a never- ending process. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 9. 25© Operational Excellence Consulting. All rights reserved. TQM IMPERATIVES Management Commitment Customer Focus Management- By-Fact Teamwork Continuous Improvement Introduction TQM Imperatives This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 10. 28© Operational Excellence Consulting. All rights reserved. Benefits of TQM • Increased customer satisfaction • Increased market share • Lower costs • Faster delivery time • Increased profitability • Increased efficiency • Improved morale Introduction This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 11. 31© Operational Excellence Consulting. All rights reserved. The Company and its Processes Supplier Supplier Supplier Supplier Customer Customer Customer Customer Customer Focus Traditional View of Suppliers and Customers This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 12. 34© Operational Excellence Consulting. All rights reserved. The Next Process Is Your CUSTOMER Internally, the message must be : . . .so that our external customers will always be satisfied Customer Focus Customer Focus from the Internal Perspective This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 13. 37© Operational Excellence Consulting. All rights reserved. Source: Alex Trotman, CEO Ford Motor Company Total Customer Satisfaction and Loyalty Product Service Product Quality Product Innovation Customer Focus Total Customer Satisfaction This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 14. 40© Operational Excellence Consulting. All rights reserved. T E C H N O L O G Y PRODUCT INNOVATION M A R K E T Core Technology Derivative Technology Technology Acquisition Segmentation Captive market Brand Loyalty Customer Focus Product Innovation This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 15. 43© Operational Excellence Consulting. All rights reserved. A Typical Organisation Structured Vertically Production Engineering Quality General Manager Employees perform by divisions, leading to poor internal partnership. Traditional View of Organization (Silo Effect) Employee Involvement & Empowerment This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 16. 46© Operational Excellence Consulting. All rights reserved. Employees perform as a Linked Process, supporting the initiative of Internal Partnership-Building. The New View: Team Approach Employee Involvement & Empowerment This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 17. 49© Operational Excellence Consulting. All rights reserved. Why Get to the Root? “Alignment is the necessary condition before empowering individuals will empower the whole team. Empowering the individual when there is relatively low level of alignment worsens the chaos and makes managing the team more difficult.” - Peter Senge The Fifth Discipline Alignment: Prerequisite to empowering the team Employee Involvement & Empowerment This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 18. 52© Operational Excellence Consulting. All rights reserved. Empowerment & Tools • People empowerment comes from the ability of employees to make a difference in the process they manage • People need tools to analyze, organize, understand and use large amounts of data to make important decisions that impact the bottom line Employee Involvement & Empowerment This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 19. 55© Operational Excellence Consulting. All rights reserved. Quality Circle / Kaizen Team • A group of workers who do similar work and who meet: Voluntarily Regularly In normal working time Under the leadership of their supervisor To identify, analyze and solve “work-related” problems To recommend solutions to management Employee Involvement & Empowerment This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 20. 58© Operational Excellence Consulting. All rights reserved. My Process Inputs Outputs • Input Requirements • Voice of Process • Output Requirements • Voice of Customer Plan DoCheck Act My “Supplier” My “Customer” Key Process Elements System Boundary Process Management This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 21. 61© Operational Excellence Consulting. All rights reserved. Key Dimensions of Process Management • Process Ownership • Process Definition & Documentation • Process Measurement • Process Improvement • Process Control Process Management This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 22. 64© Operational Excellence Consulting. All rights reserved. Process Measurement • Measurement is necessary to control and improve the process What to measure: input, process and output Measure the costs of poor quality When to measure: randomly or periodically (frequency) Who to measure: person directly responsible (third party) How to measure: methodology & procedures Process Management This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 23. 67© Operational Excellence Consulting. All rights reserved. BREAKTHROUGH KAIZEN (INCREMENTAL) BENCHMARKING (COMPETITIVE PARITY) Improve Quality Reduce Cost Improve Speed Increase Value to : Customers Stakeholders Process Owners Process Management CONTINUOUS IMPROVEMENT Continuous Improvement Process Management This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 24. © Operational Excellence Consulting. All rights reserved. Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 25. 73© Operational Excellence Consulting. All rights reserved. Baldrige Criteria for Performance Excellence Framework 4 Measurement, Analysis & Knowledge Management 2 Strategic Planning 5 Workforce Focus 3 Customer Focus 6 Operations Focus 1 Leadership 7 Results Organizational Profile: Environment, Relationships & Strategic Situation Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 26. 76© Operational Excellence Consulting. All rights reserved. Excellence Categories 1. Leadership 2. Planning 3. Information 4. People 5. Processes 6. Customers 7. Results Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 27. 79© Operational Excellence Consulting. All rights reserved. 2. Planning Focuses on the organisation’s planning process and how all key performance requirements are integrated into the organisation’s plans. Also examines the deployment of the plans and how performance is tracked. Focuses on the organisation’s planning process and how all key performance requirements are integrated into the organisation’s plans. Also examines the deployment of the plans and how performance is tracked.“Total Quality does not guarantee the companies will produce strategies. Winning strategies must come from the minds of the leaders, augmented by inputs from the troops.” - Edwin Artzt Chairman & CEO, Procter & Gamble Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 28. 82© Operational Excellence Consulting. All rights reserved. 3. Information • Key Excellence Indicators: Balanced set of Performance Measures Focus on Knowledge (Information of Value that is put to use) Reliable, Accessible, Timely and Consistent Information Organization has Strong Capability to Analyze Information Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 29. 85© Operational Excellence Consulting. All rights reserved. 5. Processes “The quality of leadership will determine the quality of products and services, and the level of customer satisfaction.” - Dr. Kenneth Blanchard The One Minute Manager Focuses on the key processes the organisation uses to pursue its objectives and goals, including the design process, production and delivery processes, and supplier and partnering management processes. Focuses on the key processes the organisation uses to pursue its objectives and goals, including the design process, production and delivery processes, and supplier and partnering management processes. Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 30. 88© Operational Excellence Consulting. All rights reserved. 6. Customers • Key Excellence Indicators: Well-defined Segmentation of Markets & Customers Wide Range of Proactive Systems to Identify Current & Future Markets / Customer Needs Strategic Infrastructure Support for Customer Relationship Proactive Systems to gather Hard & Soft Performance Data on Customer Satisfaction Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 31. 91© Operational Excellence Consulting. All rights reserved. Self Assessment for Quality Management Principles (QMP), 1 of 2 Business Excellence & Quality Management Models This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 32. 94© Operational Excellence Consulting. All rights reserved. “TQC, Japanese style, is a thought revolution in management.” - Dr. Kaoru Ishikawa Total Quality Leadership This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 33. 97© Operational Excellence Consulting. All rights reserved. Leverage Points for Promoting Total Quality Culture TOTAL QUALITY CULTURE Leadership behavior modeling Management roles Employee Involvement Processes and systems Education, training and development Staffing criteria Operative goals Reward systems Total Quality Leadership This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 34. 100© Operational Excellence Consulting. All rights reserved. Don’t ask others to do what you are not willing to do yourself. Quality leadership begins with setting a good example Total Quality Leadership What you do speak so loudly that I cannot hear what you say!!! This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 35. 103© Operational Excellence Consulting. All rights reserved. Non-compliance of Personal Quality • Late for meeting or appointment • Search for something misplaced or lost • Delayed return of phone call or reply to letter • Putting a small task in a “KIV Pile” • Failure to discard incoming junk promptly • Missing a chance to clean up junk in office • Unnecessary inspection Total Quality Leadership This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 36. 106© Operational Excellence Consulting. All rights reserved. Understanding Waste • Waste is all around us... it is both obvious and hidden • Personal Quality Checklists help people make waste obvious at the level of their own jobs Total Quality Leadership Most of us like to discover our own areas for improvement! This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 37. 109© Operational Excellence Consulting. All rights reserved. Dealing with Root Causes • Solutions must deal with root causes, not symptoms • Ask “Why?” five times to get to the root cause Total Quality Leadership It really works!!! This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 38. 112© Operational Excellence Consulting. All rights reserved. The Covey Matrix Total Quality Leadership ? ? ? ? HIGH LOW URGENCY HIGH LOW IMPORTANCE ? ? ? ? HIGH LOW URGENCY HIGH LOW IMPORTANCE Which Quadrant are you in? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 39. 115© Operational Excellence Consulting. All rights reserved. Key Lessons Learned • Quality as practiced by the individual is the foundation for TQM • Quality is based on the actions of people • TQM cannot exist without all the people in an organization understanding and practicing the principles of quality at a personal level Total Quality Leadership Quality begins and ends with the individual This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 40. 118© Operational Excellence Consulting. All rights reserved. Generic Model for Implementing TQM 1. Top management learns about and decides to commit to TQM. TQM is identified as one of the organization’s strategies. 2. The organization assesses current culture, customer satisfaction, and quality management systems. 3. Top management identifies core values and principles to be used, and communicates them. 4. A TQM master plan is developed on the basis of steps 1, 2, and 3. Source: ASQ Implementing TQM This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 41. 121© Operational Excellence Consulting. All rights reserved. Total Customer Satisfaction External Customer Focus Internal Customer Survey Corporate Citizen & Public Relations VIA Public Relations Marketing Comm- unication Leadership & Communications Policy Deployment Mass Comm MSA Human Resources Optimization TQM Resource Group Newsletter OJT Resource Group ST Resource Group IST Resource Group IE Resource Group Personal Mastery Program OCS SnRCafeteria Safety Operational Excellence TPM 8D Bench- mark SIT BPR Top/TQM Projects Patents Win-Win IFI 5S ESD TQM STEERING COMMITTEE Example: TQM Teams This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 42. 124© Operational Excellence Consulting. All rights reserved. Cascading of Hoshin Kanri Hoshin Kanri cascades down, with the tactic and targets at one level becoming the objective and goals at the next level. Objective Goals Tactic Targets What HowMeasure Measure Objective Goals Tactic Targets What HowMeasure Measure Objective Goals Tactic Targets What HowMeasure Measure Objective Goals Tactic Targets What HowMeasure Measure Objective Goals Tactic Targets What HowMeasure Measure Objective Goals Tactic Targets What HowMeasure Measure Department Manager Section Manager Engineer Tools & Techniques for Total Quality This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 43. 127© Operational Excellence Consulting. All rights reserved. The FMEA Process 1. Review the process 2. Brainstorm potential failure modes 3. List potential effects of failure 4. Assign Severity rankings 5. Assign Occurrence rankings 6. Assign Detection rankings 7. Calculate the RPNs 8. Develop the action plan 9. Take action 10. Calculate the resulting RPNs Tools & Techniques for Total Quality This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 44. 130© Operational Excellence Consulting. All rights reserved. 7 Basic QC Tools • Stratification • Check Sheet • Control chart (Run chart) • Pareto Chart • Cause & Effect Diagram • Histogram • Scatter Diagram Tools & Techniques for Total Quality This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 45. 133© Operational Excellence Consulting. All rights reserved. Key Learning Points • TQM involves a philosophy of continuous improvement with emphasis on Quality and Customers. • The central principle of Total Quality requires us to be customer focus, always viewing quality from the perspective of the customer. • TQM requires the involvement of employees at all levels to be successful. Empowering employees involves pushing down the decision-making authority to the people closest to the process. • Total quality involves adoption of the process management approach which examines and monitors various process elements to ensure a stable and efficient process. Conclusion This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 46. © Operational Excellence Consulting. All rights reserved. End of Presentation To view the full list of training presentations, please visit us at: Operational Excellence Consulting http://www.oeconsulting.com.sg This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/total-quality-management-tqm-152
  • 47. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com