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  1. 1. Class Objectives s Basic concepts on TQM Total Quality Management s Compare TQM philosophies FScN 4131 Food Quality s Describe the TQM process TQM Definitions TQM Definitionss Total: Everyone should be involved s “Is the set of management processes and systems that create delighteds Quality: customers should be provided customers through empowered with an uniform quality product that employees, leading to higher revenue meets their expectations and lower cost” • The Juran Institute, Inc.s Management: the way Total Quality is conducted TQM Definitions TQM Definitionss “TQM is pure pragmatism” s Total Quality: • Hutchins, Achieve Total Quality, 1992 “Total dedication to the customer”s “TQM is not a destination, but a journey s Goal: toward improvement” • Hunt, Managing for Quality, 1991 “Seek business excellence and competitive leadership to satisfy our customers expectations”
  2. 2. TQM Pre-requisites TQM Principless Leadership from the top s Commitment of everybody in thes Effective management of the cost of organization quality s The company’s success depends on thes Focus on customer satisfaction participation of everybodys Continuous improvement in all aspects s Opportunities for complete participation of all operations by everybodys Complete involvement of everyone in s Opportunities to do their job properly quality improvement TQM Components TQM Leaders s W. E. Deming Tools and People s J. M. Juran Techniques s K. Ishikawa s A. V. Feigenbaum s P. B. Crosby Strategies Customer TQM Leaders: Deming TQM Leaders: Demings Central belief: s The Deming circle 94% of problems due to management PLAN 6% ascribed to workerss Results of Total Quality: - Higher productivity ACT DO - Lower costs - Increased market share - Long-term stability Long- CHECK
  3. 3. TQM Leaders: Deming TQM Leaders: Demings 14 point plan for Western management: s 14 point plan for Western management:1. Constancy of purpose 8. Drive out fear2. The new philosophy 9. Break down barriers3. Cease mass inspection 10. Eliminate exhortations4. End “lowest price” purchasing 11. Eliminate targets5. Constantly improve systems 12. Permit pride of workmanship6. Train everyone 13. Encourage education7. Institute leadership 14. Top management’s commitment TQM Leaders: Juran TQM Leaders: Juran s 7-Step program:s Management is responsible for quality 1. Establish quality policies and guides failure and quality improvement 2. Establish quality goals 3. Design quality plans to reach those goalss Philosophical trilogy: quality planning, quality control and quality improvement 4. Assign responsibility for the plans 5. Provide necessary resourcess Introduces the term “internal customers” 6. Review progress against goals 7. Evaluate manager performance vs. goals TQM Leaders: Feigenbaum TQM Leaders: Feigenbaum s Control has 4 steps: s 10 benchmarks of Quality: 1. Setting quality standards 1. Q is a company-wide process 2. Appraising conformance to standards 2. Q is what the customer says it is 3. Acting when the standards are 3. Q and cost are a sum not a difference exceeded 4. Requires individual and teamwork 4. Planning for improvement in the 5. Q is a way of managing standards
  4. 4. TQM Leaders: Feigenbaum TQM Leaders: Crosbys 10 benchmarks of Quality: s 5 absolutes of quality:6. Q and innovation are mutually dependent 1. Quality means conformance, not7. Q is an ethic goodness or elegance8. Requires continuous improvement 2. There is no such thing as a quality9. Is the most cost-effective, least capital- problem intensive route to productivity 3. It is always cheaper to do the job right10. Is implemented with a total system the first time connected with customers and suppliers TQM Leaders: Crosby TQM Leaders: Crosbys 5 absolutes of quality: s 14-step process:4. Cost of quality is the only measure of 1. Management commitment performance 2. Quality improvement team5. Zero defects is the only performance 3. Quality measurement standard 4. Cost of quality 5. Quality awareness 6. Corrective action 7. Zero defects TQM Leaders: Crosby TQM Leaders: Comparisons 14-step process: s All but Crosby rely on Statistics8. Training s Deming, Juran and Ishikawa blame9. Zero defects day management for the lack of quality,10. Goal setting Crosby blames workers.11. Error cause removal s Zero defects: Crosby in favor, Deming12. Recognition against it13. Quality councils14. Do it over again
  5. 5. Vision Commitment TQM Process: Management Commitment Quality Council Quality audit Recognition Education s Vital for TQM Organization s Should be visible and by example s Should be transmitted to each Quality improvement Quality costAwareness Training teams measurement employee s Ultimate goal: satisfy customers! Target identification Investigation s May need selling arguments Goal setting Corrective action Quality Improvement TQM Process: Quality Council TQM Process: Education s Coordinates all corporate efforts to TQM s On the business’ own interpretation and s Members from each unit of the implementation of TQM company s Will require continuity s Develops strategic plans s Needs to define who, what, how, how s Addresses key questions for much, and who is responsible implementation s Re-education is necessary s Responsible of the TQM Mission Statement TQM Process: Organization TQM Process: Quality cost measurement s Using the company’s structure an organization for quality should be s Methods to measure, document and developed based on: analyze the cost of quality are required - Objectives - Delegation - Accountability - Achievement measurement - Efficient communication
  6. 6. TQM Process: Training TQM Process: Trainings What is the difference between s Thorough learning of tools and Education and Training? techniques for quality improvement TQM Process: Quality improvement TQM Process: Target identification teams (QIT)s Identify areas of priority s Functions: 1. Implement unit TQMs Including goals to achieve 2. Solve problems identified by goal setting 3. Address local issues TQM Process: Quality improvement TQM Process: Investigation and teams (QIT) corrective action s Characteristics s To reach the targets, the QIT should set - Intradepartmental a system of: - Membership is open based on knowledge - Procedures of the operation - Forms - The leader should know the business - Documentation - Membership is finite
  7. 7. TQM Process: Quality Audit TQM Process: Awarenesss Feedback mechanism of TQM s Continuous communication about thes Conducted by the quality council or TQM status and advances senior managers s Employs communication toolss Goals: s Compatible with the company’s culture - Verify reported quality improvements - Verify the achievement of goals - Confirm that improvements match targets TQM Process: Recognition TQM Discussions Achievements of individuals and groups s How would you decide which philosophy should be made public or system to use?s Financial rewards should be included