Interactive Activity 1 Total Quality Management

1. Total Quality Management
By: Diana Priscila Montesdeoca Benitez
Subject: English Socio-Educational Project

2. 1. Quality – An Introduction
Quality
Introduction
Quality is a
degree of
excellence
Business exists
to créate and
retain satisfied
customers
QA focuses on
producing
products and
services of
appropriate quality
QC focuses on
the process of
producing the
product or
service
QM
includes
QA and QC
TQM was
developed first for
industry.
Nowadays, it can
also be applied in
education
The TQM model
suggest a highly
strutured system
of management

3. 2. Quality and Competitive Advantage
Levels of quality:
• Evaluate and summarize overall quality
management at the organization level.
• Evaluate and summarize quality
management at the process level
• Evaluate and describe quality
management at the performer level
Competitive advantage
• Firms create and sustain competitive
advantage due to continuously
improvement, innovation and update.

4. 3. Quality Philosophy
Deming
philosophy
Deming focused on
the optimal
relationship between
workers and
companies managers
Juran
philosophy
Juran turn the
company goals into
results.
Crosby
philosophy
Crosby established
that real improvement
takes a while to fulfill.
Sampling
The acceptance
sampling would
reduce the portion of
defective ítems.

5. 4. ISO 9000-2000
ISO 9000
Mayor changes of
2000:
Fundamentals and
standards: provide
terminology and
definitions used in
standards.
ISO is a
requiremen
t for doing
business

6. 5. Introduction To Total Quality Management (TQM)
Levels of organization
1. Quality
Management
(QM)
2. Quality
Assurance
(QA)
3. Quality
Control (QC)
TQM
The 1st feature of TQM is the
company’s focus on its customers
TQM philosophy is
the continuous
improvement.
Quality is
customer driven.
1st identify the
customers
needs and then
meet them.
Company needs to
gather information
about customers
(surveys,
interviews)

7. 6. Contributions To TQM
Crosby
Juran
Deming
The principal TQM Gurus are:
Ishikawa
Taguchi
Taichi Ohno
Shingo
Shingo
Japanese pioneers on TQM:

8. 7. Principles Of TQM-I
TQM Principles
Leadership
Process in which one
person can lead and
aid others to achieve a
common goal
Customer satisfaction
Customers want to get
their money’s worth
from a product or
service.
Employee and
involvement
The supervisor has to
try to keep his/her
staff happy and
productive.

9. 8. Principles Of TQM-II
TQM Principles
Leadership
Process in which one person
can lead and aid others to
achieve a common goal
Continuous Process
Improvement
Set of on-going systems
engineering and management
activities used to select, tailor,
implement and assess the process
to achieve the company’s goal.
Employee and involvement
Alliance is important to
dominate any technology or
business..

10. 9. Evolution Of Total Quality
Kaizen
• Total productive
Maintenance (TPM)
• Meaning
• Statistical Quality
Control basics
Basic s of sampling
and reliability
• Reliability is in
agreement with
TQM and Concurrent
Engineering efforts.
Quality tool and
techniques
• Plan, do, check, and
act (PDCA)
• Gap analysis
technique
• Homologation.
Quality improvement
• Total Employee
Involvement (TEI)
• TQM principles &
strategies pertaining
to employee
• Motivation: Internal
and external
• Theory ‘Y’, Theory ‘Z’
• Team Work
• Training and
Development

11. 10. JIT Manufacturing and Lean
Manufacturing Through Waste Elimination
JIT
• Just-in-time manufacturing
• Concept introduced by the Ford motor company, it works on a
demand-pull basis.
1. Model Exa1.Cooperation with a value chain perspective.
2. Respect for people at all levels
3. Quality at the source - jidohka
4. Simplification or just enough resources
5. Continuous improvement - Kaizen
6. A long term perspective
7. Recognize seven types of waste to be eliminated

12. 11. Seven Magnificent Quality Tools and
Techniques
1. Make sure that goals and expectations are well defined and
communicated.
2. Explain the differentiation of roles of members to all
3. The responsibilities and accountabilities of each member need to
be clear.
4. Team meetings should evolve in to self-regulated event.
5. Plan the work and work the plan.
6. Keep the sponsors in the loop
7.Celebrate milestone completions with appropriate activities.

13. 12. Tools And Techniques of TQM -I
TQM-I tools help
organizations to
identify, analyze
and assess
qualitative and
quantitative data
that is relevant to
their business.
ISO 9000

14. 13. Measurement Tools
Data
• Can be qualitative or quantitative.
Measures
• The range (R),
• Sum of squares (S),
• Variance (V)
• Standard deviation (s)

15. 14. Analytical Tools
1
Process mapping
2
Regression Analysis
3
Resource Utilization and Customer service
Analysis
The Five whys
5. Overall Requirement Effectiveness
4

16. 15. Improvement Tools And Techniques
Kaizen JIT
Quality
circles
Force Field
Analysis
Five S’s

17. 16. Control Tools
•Allows you to see: What the various activities are, When each activity begins and
ends, How long each activity is scheduled to last, Where activities overlap with
other activities, and by how much.
GANTT CHART
•Shows the way various components of a computer network interact with each otherNETWORK DIAGRAM
•It take action to standardize or improve the processTHE PDCA CYCLE
•Is a graphical method of displaying multivariate data in the form of a two
dimensional chart
RADAR CHART
•It emphasize how performance measurement techniques can be a valuable
management tool
MILESTONE TRACKER
DIAGRAM AND EARNED

18. Reference
• SRI Venkateswara University courses, Total Quality Management,
available at: http://lms.svuict.in/