Total quality management

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  • Inspection : Salvaging, sorting, investigating, corrective actions, Quality Planning: Developing quality manuals, producing process performance data, planning for quality.Quality Management: SPC, third party approval, quality system audits, quality cost, involvement of non-productive operations.TQM: Continuous improvement system involves all operations at all levels, undertakes performance measurements, focuses on leadership, teamwork and participation of everyone, employee empowerment.
  • JosephJuran: Quality improvement does not require a big change. It can take place just by using organizational current framework.
  • System’s approach: Cultural system: Union Pacific Railroad Technical system: Shinkansen, 500000 passangers Hitachi Software Engineering’s corporation. Management system: BMW 1967: 1200, BMW 1991: 12Tools:Fishbone DiagramBenchmarkingFocus on Customer: Ford: toll free nationwide no.Toyota: The Toyota touchRole of management: 85 % of the problems comes from system, 15% from the worker.Employee participation : Velcro’s quality department

Transcript

  • 1. TOTAL QUALITY MANAGEMENT
    Quality is ever improving
  • 2. Quality
    “No two people have talked to anywhere agree precisely how to define quality”.
    Lloyd Dobbins and Clare Crawford-Mason
    Quality in the workplace has gone beyond creating a better-than-average product at a good price, and now refers to achieving increasingly better products and services at progressively more competitive prices; this includes doing things right the first time, rather than making and correcting mistakes.
  • 3. Evolution
    First world war demanded, high production and same quality.
    Second world war formed American Society for Quality Control.
    But it was not USA which started the whole Idea of TQM.
    Japan was the master of quality factor.
  • 4. Evolution
  • 5. Contribution
    W. Edwards Deming
    Worker Involvement
    Founder of Quality movement.
    Glorious Deming Prize :1951
    Homer Sarasohn
    Statistical process control
    Joseph Juran
    The Quality Control Handbook
    Quality Triology
    Kaoru Ishikawa
    Quality Circles
  • 6. Deming’s 14 Principles
    Create constancy of purpose for improvement of product and service.
    Adopt the new philosophy.
    Cease dependence on mass inspection.
    End the practice of awarding business on price tag alone.
    Constantly and Forever improve the system of production and Service.
    Institute modern methods of training on the job.
    Institute leadership
  • 7. Deming’s 14 Principle
    Drive out fear
    Break down the barriers between staff areas
    Eliminate slogans, exhortations and targets for the workforce
    Eliminate numerical quotas
    Remove barriers to the pride of workmanship
    Institute a vigorous program of education and training
    Take action to accomplish the transformation
  • 8. TQM Approach
    Documentation and setting of measurable objectives
    Obtain Corrective action using TQM
    Executes process and collects information
    Analysis the information.
  • 9. Supplier, Customer continuous improvement interface
    Voice of Producer
    People Plant and machinery material methods Environment
    Voice of Producer
  • 10. TQM: the main Ideas
    Systems Approach
    Cultural system
    Technological system
    Management system
    The Tools of TQM
    A Focus on customers
    The Role of Management
    Employee Participation
  • 11. Implementation
    Identification and preparation
    Management understanding
    Scheme for improvement
    Critical analysis
  • 12. Techniques
    Customer’s perception surveys
    Quality function deployment
    Cost of quality statement
    Top team workshop
    Total quality seminars
    Departmental purpose analysis
    Quality training
    Improvement action team
    Quality circles
    Suggestion schemes
    Help calls
    Visible data
    Process management
    Statistical process control
    Process capability analysis
    Fool proofing
    Just in Time Manufacturing
    Business Process Reengineering
    Quality Improvement Team
  • 13. Model
  • 14. Thank You