Total Quality Management

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  • Mark Chua
  • Mark Chua
  • YoshikiKurata
  • YoshikiKurata
  • YoshikiKurata
  • Eunice Agpasa
  • Eunice Agpasa
  • Eunice Agpasa
  • Adrian Narito
  • AdrianNarito
  • YoshikiKurata
  • YoshikiKurata
  • YoshikiKurata
  • Eunice Agpasa
  • Eunice Agpasa
  • YoshikiKurata
  • Mark Chua
  • Mark Chua
  • Adrian Narito
  • Adrian Narito
  • Mark Chua
  • Mark Chua
  • Mark Chua
  • Adrian Narito
  • Adrian Narito
  • Total Quality Management

    1. 1. University of Santo Tomas<br />Faculty of Engineering<br />Industrial Engineering Department<br />IE 412 – Industrial Quality Control<br />Total quality management: Toward the emerging paradigm<br />Reported by:<br /> Group # 9 Group # 10<br />Kurata, Yoshiki Chua, Mark Genesis<br />Agpasa, Eunice Bianca Narito, Adrian Noel<br />4IE-B<br />
    2. 2. “Quality is everyone’s responsibility”<br />-Edward Deming<br />
    3. 3. What is TQM?<br /><ul><li>Refers to an integrated approach that seeks to improve quality and performance which will meet or exceed customer expectations and to develop continuous improvement.
    4. 4. Focuses on encouraging a continuous flow of incremental improvements from the bottom of the organization’s hierarchy.
    5. 5. It is not a complete solution formula as viewed by many – formulas cannot solve managerial problems, but a lasting commitment to the process of continuous improvement.</li></li></ul><li>TQM is an operating philosophyand management toolthat focuses on continuous process improvement. Everything is a scientific method. A use of process. Do it right the first timethru universal participation. Teams as well as individuals that results in customer satisfaction. Internal and Externalcustomers ultimately co’s performance.<br />
    6. 6. 1. Identify the<br /> opportunity<br />7. Plan for <br />the future<br />2. Analyze <br />the process<br />Plan<br />Act<br />Check<br />3. Develop the <br />optimal Solution<br />6. Standardize<br /> the solution<br />Do<br />4. Implement<br />5. Study<br /> the results<br />Continuous Process Improvement Cycle<br />
    7. 7. In Japanese, TQM comprises four process steps, namely:<br /><ul><li>Kaizen
    8. 8. AtarimaeHinshitsu
    9. 9. Kansei
    10. 10. MiryokutekiHinshitsu</li></ul> -TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.<br />
    11. 11. TQM Six Basic Concepts<br />A committed and involved management to provide long-term-top-to-bottom organizational support.<br />An unwavering focus on the customer, both internally and externally.<br />Effective involvement of the business and production process.<br />Continuous improvement of the business<br /> and production process.<br />Treating suppliers as partners.<br />Establish performance measures for the process.<br />
    12. 12. 7 Important Principles of Total Quality Management<br />1. Quality can and must be managed.<br />2. Processes, not people, are the problem.<br />3. Don’t treat symptoms, look for the cure.<br />4. Every employee is responsible for quality.<br />5. Quality must be measurable.<br />6. Quality improvements must be continuous.<br />7. Quality is a long-term investment.<br />
    13. 13. Principles of TQM<br />Criteria:<br />Leadership<br />System Approach to Management<br />Customer Driven Organization<br />Factual Approach in Decision Making<br />Involvement of People<br />Process Approach<br />Continual Improvement<br />Mutually Beneficial Customer-Supplier Relationships<br />
    14. 14. 5 Main Advantages of TQM<br />Encourages a strategic approach to management at the operational level through involving multiple departments in cross-functional improvements and systemic innovation processes;<br />Provides high return on investment through improving efficiency;<br />Works equally well for service and manufacturing sectors;<br />Allows organizations to take advantage of developments that enable managing operations as cross-functional processes; and<br />Fits an orientation toward inter – organizational collaboration and strategic alliances through establishing a culture of collaboration among different departments within organization.<br />
    15. 15. TQM and Continuous Improvement Firm<br />Two different perspectives of the same phenomenon<br /><ul><li>The TQM Perspective – the beliefs and practices required of management to bring about and perpetuate a continuous improvement firm (CIF).
    16. 16. The CIF Perspective – the organization itself in all its integrity, full-blown, operating and practicing the Total Quality Management (TQM) approaches.</li></li></ul><li>TQM and JIT<br />TQM – ensures that the improvements are fundamental and not superficial<br />JIT – seeks improvement through reduction of waste.<br />
    17. 17. Comparison of OLD and TQM Cultures<br />
    18. 18. TQM Framework<br />Tools and Techniques<br />Gurus<br />Product or Service Realization<br />Principles and Practices<br />CUSTOMERS<br />
    19. 19. Five Steps in TQM<br /><ul><li>Determine what customers want
    20. 20. Develop products and services
    21. 21. Develop production system
    22. 22. Monitor the system
    23. 23. Include customers and suppliers</li></li></ul><li>TQM Activities<br /><ul><li>ISO, OHSAS, SA systems
    24. 24. Quality Circles
    25. 25. Professional Circles
    26. 26. 5S
    27. 27. Employee Suggestion Scheme
    28. 28. Business improvement through Benchmarking, Six –Sigma concepts
    29. 29. Balanced Score Card
    30. 30. Kaizen</li></li></ul><li>Barriers in Successful TQM<br /><ul><li>Lack of management commitment
    31. 31. Inability to change org. culture
    32. 32. Improper planning
    33. 33. Lack of continuous training and Education
    34. 34. Lack of data & results or access to data or ineffective measurement
    35. 35. Inadequate attention to customer (I&E)
    36. 36. Inadequate use of empowerment & teamwork
    37. 37. Incompatible org structure , individualistic</li></li></ul><li>Company that practices TQM<br />
    38. 38. FORD Motor Company<br /><ul><li>is an American multinational automaker based in Dearborn, Michigan, a suburb of Detroit. The automaker was founded by Henry Ford and incorporated on June 16, 1903.
    39. 39. Ford is the second largest automaker in the U.S. and the fifth-largest in the world based on annual vehicle sales in 2010. At the end of 2010, Ford was the fifth largest automaker in Europe. Ford is the eighth-ranked overall American-based company in the 2010 Fortune 500 list, based on global revenues in 2009 of $118.3 billion.</li></li></ul><li>TQM techniques that Ford used:<br /> Six Sigma<br />Quality Operating System or (QOS)<br />developed their own quality process or 5S.<br />The DMAIC process, or define, measure, analyze, improve, and control has built an overall strategy for consistency in their teams,<br />
    40. 40. Federal Express (FedEx)<br />FedEx created the overnight air express business in 1973. Ten years later, it was the first U.S. company to top $1 billion in revenues in its first decade. The company is the world’s largest express transportation company: more than 110,000 employees moved more than 2million items to over 200 countries each business day. In 1990, FedEx became the first service company to win the BaldrigeAward.<br />
    41. 41. Leading the Transition<br />Commit to quality<br />Know you Company’s Systems and Values<br />Participate in your Company’s Quality Processes<br />Integrate Quality in the Company’s Management model<br />
    42. 42. XEROX<br />The Xerox Corporation started its thrive towards TQM in the 1970’s with the invention of PARC, Palo Alto Research Center. <br />
    43. 43. XEROX<br />Xerox has established a program called Leadership Through Quality (LTQ) and a Quality Training Task Force for its company’s leadership teams. "Today, more than 100,000 Xerox employees worldwide have been trained in this process, which stresses continuous improvement and defines quality precisely as meeting customer requirements" (Evans-Correia, 1997, 135).<br />
    44. 44. The XEROX Corporation focuses on:<br /><ul><li>Benchmarking
    45. 45. a reduced supplier base
    46. 46. and leadership teams</li></li></ul><li>Toyota Corporation<br />a multinational automaker headquartered in Toyota, Aichi, Japan. In 2010, Toyota Motor Corporation employed 317,734 people worldwide . TMC is the world's largest automobile manufacturer by sales and production.<br />
    47. 47. Toyota Corporation uses:<br />5S<br />Lean manufacturing<br />JIT<br />Kaizen<br />Six Sigma<br />
    48. 48. References<br /><ul><li>Besterfield, D., et.al. Total Quality Management, Third Edition. Prentice Hall. 2003
    49. 49. Cortada, J. & Woods, J. The Quality Yearbook, 1996 Edition. McGraw Hill. 1996
    50. 50. Bounds, G., et.al. Beyond Total Quality Management. McGraw Hill. 1994
    51. 51. George, S. & Weimerskirch, A. Total Quality Management, Second Edition. John Wiley & Sons Inc. 1998
    52. 52. Lawler, E., Morhman, S., and Ledford, G. Jr. Employeee Involvement and Total Quality Management. Jossey-Bass Publishers. 1992
    53. 53. Gitlow, H. & Gitlow, S. Total Quality Management in Action. Prentice Hall. 1994</li></li></ul><li>References<br /><ul><li>http://www.brighthub.com/office/project-management/articles/72279.aspx
    54. 54. http://en.wikipedia.org/wiki/Ford
    55. 55. http://en.wikipedia.org/wiki/Toyota
    56. 56. http://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/tqmxerox.htm</li>

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