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Total Quality Management (TQM)

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Total Quality Management (TQM)

[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]

Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.​​​

By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.

This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.

LEARNING OBJECTIVES

​1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation

CONTENTS

1. ​Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Key Takeaways

[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]

Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.​​​

By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.

This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.

LEARNING OBJECTIVES

​1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation

CONTENTS

1. ​Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Key Takeaways

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Total Quality Management (TQM)

  1. 1. TOTAL QUALITY MANAGEMENT © Operational Excellence Consulting. All rights reserved.
  2. 2. © Operational Excellence Consulting LEARNING OBJECTIVES 2 Identify key leaders in the field of quality and their philosophies 2 Identify characteristics of the TQM philosophy 3 Explain the meaning of Total Quality Management (TQM) 1 Understand the importance of process management and measuring the cost of quality 4 Describe Total Quality leadership attitudes and behaviors 6 Identify methods and tools for Total Quality 7 Describe the key business excellence and quality management models 5 Define the steps for TQM implementation 8 NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting CONTENTS 3 Customer Focus 2 Employee Involvement & Empowerment 3 Introduction to TQM 1 Process Management 4 Cost of Quality 5 Total Quality Leadership 7 TQM Implementation 8 Business Excellence & Quality Management Models 6 Methods & Tools for Total Quality 9 Key Takeaways 10
  4. 4. © Operational Excellence Consulting “ Quality is not an act, it is a habit.” ARISTOTLE 4
  5. 5. © Operational Excellence Consulting CHANGING SCENARIO OF ORGANIZATIONS 5 TODAY TOMORROW YESTERDAY Continuous Improvement Breakthrough Improvement Incremental Improvement Cost Management Value Creation Cost Reduction Use of Information Use of Knowledge Use of Data QCs Across Departments IQCs Across Organizations QCs at Rank & File A Quality Workforce A World-class Workforce A Committed Workforce Quality Management Innovation & Quality Quality Control Training for Development Training for Employability Training for Employment A Quality Mindset An Innovation Mindset Problem-solving Mindset Where is your organization now?
  6. 6. © Operational Excellence Consulting THE EVOLUTION OF TOTAL QUALITY MANAGEMENT 6 Business Excellence Models Learning Organizations 1940’s 1960’s 1980’s 2000’s 1900’s Industrial Engineering Business Process Reengineering Lean & Six Sigma Quality System Total Quality Management Design of Experiments Statistical Process Control Quality Control Benchmarking & Best Practices
  7. 7. © Operational Excellence Consulting WHAT IS TOTAL QUALITY MANAGEMENT (TQM)? 7 A management philosophy that Quality and Customers are fundamental business principles for the company Quality means providing our external and internal customers with products and services that fully satisfy their requirements Aims at continuous improvement through systematic company-wide employee involvement that will deliver the best product and service with total customer satisfaction at the lowest cost
  8. 8. © Operational Excellence Consulting TQM IS NOT A FAD 8 Successful Lean organizations in Japan are built on a strong foundation of TQM.
  9. 9. © Operational Excellence Consulting 9 CHARACTERISTICS OF TQM Focuses on meeting customers’ needs, by providing quality products and services at a reasonable cost Focuses on continuous improvement Recognizes role of everyone in the organization Views organization as an integrated system with a common aim Focuses on the way tasks are accomplished Emphasizes teamwork
  10. 10. © Operational Excellence Consulting WHAT TQM IS NOT 10 ● A flavor of the month ● The job of the QA department ● 100 percent inspection ● An ISO 9000 quality management system ● Churning out tons of Standard Operating Procedures ● A machine vision system ● Requiring supervisors to constantly “police” the operators ● A rigorous Six Sigma Green Belt certification program ● Another one of those “Extra Curricula Activities”
  11. 11. © Operational Excellence Consulting QUALITY IN VARIOUS INDUSTRIES 11 AIRLINES § On-time § Comfortable § Low-cost service HEALTHCARE § Correct diagnosis § Low waiting time § Low cost POSTAL SERVICES § Fast delivery § Correct delivery § Cost containment CONSUMER PRODUCTS § Defect-free § Properly made § Cost effective INSURANCE § Payout on-time § Fast processing § Reasonable cost TELCO § Low outage § Low-cost service § Customer service
  12. 12. © Operational Excellence Consulting IMPETUS FOR IMPLEMENTING TQM 12 INCREASED COMPETITIVENESS CHANGING PRODUCT MIX CUSTOMER DEMANDS GLOBALLY INTEGRATED ECONOMY Impetus for TQM
  13. 13. © Operational Excellence Consulting 13 THE QUALITY GURUS THE QUALITY PIONEERS J. M. Juran A. V. Feigenbaum W. E. Deming P. B. Crosby G. Taguchi K. Ishikawa
  14. 14. © Operational Excellence Consulting “ Quality comes not from inspection, but from improvement of the production process.” W. EDWARDS DEMING 14
  15. 15. © Operational Excellence Consulting DEMING’S 14 POINTS FOR TQM 15 1 Create constancy of purpose for improving products and services. 8 Drive out fear. 2 Adopt the new philosophy. 9 Break down barriers between staff areas. 3 Cease dependence on inspection to achieve quality. 10 Eliminate slogans, exhortations and targets for the workforce. 4 End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. 11 Eliminate numerical quotas for the workforce and numerical goals for management. 5 Improve constantly and forever every process for planning, production and service. 12 Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system. 6 Institute training on the job. 13 Institute a vigorous program of education and self- improvement for everyone. 7 Adopt and institute leadership. 14 Put everybody in the company to work accomplishing the transformation.
  16. 16. © Operational Excellence Consulting “ All improvement happens project by project and in no other way.” JOSEPH M. JURAN 16
  17. 17. © Operational Excellence Consulting JURAN TRILOGY – QUALITY PLANNING, QUALITY CONTROL & QUALITY IMPROVEMENT 17 Quality Improvement Time Original Zone of Quality Control New Zone of Quality Control Cost of Poor Quality Sporadic Spike Chronic Waste Quality Planning Quality Control (During Operations) Lessons Learned Source: J. M. Juran
  18. 18. © Operational Excellence Consulting JURAN’S 10 STEPS TO QUALITY IMPROVEMENT 18 Set goals for improvement 2 Organize to meet goals that have been set 3 Build awareness of both the need for improvement and opportunities for improvement 1 Provide training 4 Implement projects aimed at solving problems 5 Give recognition 7 Communicate results 8 Report progress 6 Keep score 9 Maintain momentum by building improvement into company’s regular systems 10 Source: J. M. Juran
  19. 19. © Operational Excellence Consulting “ Quality has to be caused, not controlled.” PHILIP B. CROSBY 19
  20. 20. © Operational Excellence Consulting CROSBY’S FOUR ABSOLUTES OF QUALITY 20 Quality performance standard is zero defects. Errors should not be tolerated. Quality comes from prevention, which is a result of training, discipline, example, leadership and more. Quality measurement is the price of non-conformance. Quality means conformance to requirements. 1 2 4 3
  21. 21. © Operational Excellence Consulting CROSBY’S 14 STEPS TO QUALITY IMPROVEMENT 21 1 Make it clear that management is committed to quality for the long term. 8 Train supervisors to carry out their responsibilities in the quality program. 2 Form cross-departmental quality teams. 9 Hold a Zero Defects Day to ensure all employees are aware there is a new direction. 3 Identify where current and potential problems exist. 10 Encourage individuals and teams to establish both personal and team improvement goals. 4 Assess the cost of quality and explain how it is used as a management tool. 11 Encourage employees to tell management about obstacles they face in trying to meet quality goals. 5 Increase the quality awareness and personal commitment of all employees. 12 Recognize employees who participate. 6 Take immediate action to correct problems identified. 13 Implement quality councils to promote continual communication. 7 Establish a zero defects program. 14 Repeat everything to illustrate that quality improvement is a never-ending process.
  22. 22. © Operational Excellence Consulting “ As with many other things, there is a surprising amount of prejudice against quality control, but the proof of the pudding is still in the eating.” KAORU ISHIKAWA 22
  23. 23. © Operational Excellence Consulting ISHIKAWA’S 6 PRINCIPLES FOR QUALITY TRANSFORMATION 23 Quality first – not short-term profit first. 1 Using facts and data to make presentations – utilization of statistical methods. 4 Consumer orientation – not producer orientation. Think from the standpoint of the other party. 2 Respect for humanity as a management philosophy – full participatory management. 5 The next process is your customer – breaking down the barrier of sectionalism. 3 Cross-function management. 6 Source: Kaoru Ishikawa
  24. 24. © Operational Excellence Consulting COMMONALITY OF THEMES OF QUALITY GURUS 24 Quality Cannot Be Inspected In Leadership Commitment Quality First Approach Total Employee Involvement A program for quality requires organization- wide efforts and long term commitment, accompanied by the necessary investment in training Inspection is never the answer to quality improvement, nor is “policing” Involvement of leadership and top management is essential to the necessary culture of commitment to quality Quality come first, before schedules and costs
  25. 25. © Operational Excellence Consulting 25 ISO 9001 QUALITY MANAGEMENT PRINCIPLES 1. Customer Focus 2. Leadership 3. Engagement of People 4. Process Approach 5. Improvement 7. Relationship Management QUALITY MANAGEMENT PRINCIPLES 6. Evidence-based Decision Making
  26. 26. © Operational Excellence Consulting TRADITIONAL INSPECTION IS A POOR SUBSTITUTE FOR QUALITY 26 Traditional 100% inspection does not provide 100% defect-free products.
  27. 27. ACTION! © Operational Excellence Consulting 1. Individually, count the number of ‘f’s in the following paragraph: The necessity of training farm hands for first-class farms in the fatherly handling of farm livestock is foremost in the minds of farm owners. Since the forefathers of the farm owners trained the farm hands for first-class farms in the fatherly handling of farm livestock, the farm owners feel they should carry on with the family tradition of training farm hands of first-class farms in the fatherly handling of farm livestock because they believe it is the basis of good fundamental farm management. 2. How many ‘f’s have you counted? Has everyone got the same number? Can quality be inspected in? Is it easy to catch defects? ACTIVITY 1: THE INSPECTION EXERCISE 27 Time allowed: 1 min
  28. 28. © Operational Excellence Consulting TQM IS A PARADIGM SHIFT 28 Traditional Organization TQM Organization Strategy Profit-focused Customer Focus Structure Hierarchical Flat and Flexible System Piece-meal Integrated and Aligned Style Top-down Top-down and Bottom-up Staff Organized by Functions Organized by Teams Skills Narrow Broad Shared Values Less Congruent / Reactive More congruent / Proactive
  29. 29. © Operational Excellence Consulting TQM IMPERATIVES 29 TQM IMPERATIVES Management Commitment Customer Focus Management- By-Fact Teamwork Continuous Improvement
  30. 30. © Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg ABOUT OPERATIONAL EXCELLENCE CONSULTING

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