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
  • Total quality management

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