Product or Service Specification or Rule Product or Service Product or Service Specification or Rule Build In Reflect Give Satisfaction Conformance Modern Idea Q: User’s Satisfaction or fitness for use
Durability & dependability – difficult for others to copy
Provides basis for further improvement
Provides direction & motivation to the organization
Quality Evolution in Japan Fitness to Use Fitness to Cost Fitness to Latent Requirements Fitness to Standards Determining the customer’s needs before the customer becomes aware of them Obtain high quality & low cost by effective designing of both the product & processes. To build a product that meets the needs of customer. To build a product that meets the specifications set by the designer.
“ Quality assurance includes “all planned & systematic activities implemented within the quality system, & demonstrated as needed, to provide adequate confidence that an entity will fulfill requirements for quality”.
All activities of the overall management function that determine the quality policy, objectives and responsibilities and implement planning, quality control, quality assurance and quality improvement within the quality system” (ISO 840)
What is Total Quality Total Quality means: quality of work, quality of service, quality of information, quality process, quality of organization, quality of people, quality of company and quality of objectives.
The Unifying Principle Total dedication to customers so That the customers’ needs are met And their expectations are exceeded The Outcomes Intensely loyal customers Time is minimized so that costs go down A climate that supports teamwork And more meaningful work A general ethic of continuous improvement
TQM a philosophy set of guiding principals that represent foundation of a continuously improving org.
TQM is application of (a) Quantitative methods and (b) HR to improve material & services supplied to an organization, & all processes within an org, & degree to which needs of customer are met, now & in future.
Not only quality and environment but also other parameters including cost, delivery, safety.
2. Every Department
Not only a manufacturing department but also other departments including R&D marketing, administration, etc.
3. Every Echelon
Not only engineers but also top managers, middle managers, supervisors, workers, and clerks.
TQM is not lonely implemented by am company but also by all its group companies.
All The Industries:
Not only in manufacturing industry but also in all the industries such as: construction, real estate, electric power, city gas, water supply, transportation, communications, servicing.
A Manager Who Fails To Provide Resources And Time For Prevention Activities Is Practicing False Economy Concentrate on Prevention, Not Correction Prevention has more leverage when improving quality Prevention Correction Quality
Results of Total Quality Management Lower Cost High Revenue Empowered Employers Delighted Customer
Looking at your organization from you customers’ point of view and improving processes to enable you to meet and exceed your customers’ expectations is the only way to achieve quality, because quality is defined by the customer.
WHY IS IT IMPORTANT TO MEET CUSTOMER EXPECTATIONS?
Needs of customers have to be met
Understanding of one’s customers leads to customer satisfaction
Japanese relate quality to customer satisfaction
Inadequate Internal Facilities Poorly Designed Processes Poor Quality Product
Conventional Wisdom Deming’s Approach Quality is meeting conformance standards. Quality is an intangible good. Quality is meeting & exceeding customer expectation. Quality is defined by the customer. Finding and Fixing problems results in improvements, which may or may not be sustainable. Making changes to the system to prevent problems results in sustainable improvements. Effectiveness & efficiency are achieved by meeting acceptable defect levels. Effectiveness & efficiency are achieved by continually improving. Crisis management is the dominant management mode. Preventative management. Performance standards & quotas improve productivity. Changes in the process improve productivity. Decisions are made by “superiors.” Decisions are made through collaboration between staff & management.
Top management evaluates the organization on financial performance. Top management focuses on process performance & customer satisfaction as well as on financial performance. Process improvement is expensive. Process improvement leads to lower costs. Only managers are capable of identifying & making Workers know the process best & will suggest excellent ways to improve it when given a chance. Managers command functions & are concerned with directing & controlling. Team leaders guide cross-functional improvement teams & are concerned with planning & prevention. Employees receive instruction & information from above, as deemed appropriate by management. Management shares information with employees on a routine basis & on request. Leadership for an improvement effort can be delegated to outside expert. Leadership for an improvement effort is provided by executives within the org, who are accountable for results. Reviews are necessary only when things go wrong. Regularly scheduled performance-improvement reviews are a key to improved processes.
Well designed processes lead to better quality products & services & less waste/ rework
Is this amazing?
Data & Info Mgmt Modern Business depends on measurement & Analysis of Performance to support a variety of purposes: Planning, reviewing Company profile, Improving operations, and comparing company’s strategy with competitors. Statistical Reasoning with factual data provide basis for problem solving & CI.
THE QUALITY CHALLENGE INDIVIDUAL CRAFTSMAN FOREMAN INSPECTION STATISTICAL CONTROL QUALITY ASSURANCE TOTAL QUALITY CONTROL ORGANIZATION WIDE TOTAL QUALITY MANAGEMENT 1900 1920 1940 1960 1980 THE EVOLUTION OF QUALITY MANAGEMENT
If a company is so good in its business and if it has no crisis nor crisis consciousness, what then could serve as a driving force for TQM
A forward looking grand vision would mobilize people to sweat hard for sake of achieving that vision.
vision must be one which could really motivate people to sweat willingly for quality.
Vision approach for TQM promotion needs to conduct an aggressive public relations activity so that the people fully understand the integrity of the vision.
V ision & L eadership Encourage People to S weat for Q uality
Someone has to “pull” people in same direction so that this sense of crisis will materialize effectively as a moving force for the entire organization. Crisis consciousness pushes leadership pulls organization to motivate people to sweat for quality . “ C risis Consciousness & L eadership Make People S weat for Q uality CLSQ Approach vision approach for TQM promotion needs to conduct an aggressive public relations activity so that people fully understand integrity of the vision.
The lesson Learnt The Enemy for Quality, that is complacent.
That’s a good idea. But Our Quality has already achieved at a certain high level. Hence, we need not do so to such a extent. We Are Complacent, Aren’t We?