This document discusses quality control and quality management techniques. It defines quality as meeting customer needs and satisfaction. Quality control aims to ensure economical and dependable production through quality development, maintenance, and improvement. Key techniques discussed include just-in-time production, quality at the source, inspection, statistical quality control, total quality management, and Deming's 14 points for quality management. The overall goal of quality control is to prevent defects and economically produce products that meet customer expectations.
This document provides an overview of managing quality. It defines quality and its importance in ensuring conformance to internal specifications. It discusses quality philosophies from Deming, Juran and Crosby that focus on continuous improvement. The stages of managing quality include defining characteristics, setting standards, controlling quality, and making improvements. Tools like checklists, Pareto analysis, cause-and-effect diagrams, and control charts help improve quality. Total quality management requires changes to management philosophy, systems and culture to meet customer needs and expectations. Case studies show how companies implement quality improvement programs over many years.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
Process Approach in Total Quality ManagementJess Henson
Process Approach in Total Quality Management
- ETX Model
- 6s of Process Improvement
- Customer-Supplier Chain
- Just-In-Time
- Lean Manufacturing
- Kanban System
- Cellular Manufacturing
- Zero Defects
This document discusses approaches to managing quality. It defines quality as meeting customer needs and expectations. Quality control focuses on inspection to detect defects, while quality assurance aims to prevent defects by building quality into processes. Total quality management (TQM) is an organization-wide approach that emphasizes continuous improvement through workforce involvement. While TQM can motivate workers and reduce waste, it also requires substantial resources and strong leadership. The document compares quality control, quality assurance, and TQM and outlines the costs of poor quality for businesses.
The document discusses quality assurance management for projects. It defines quality assurance and quality control, noting that QA ensures products meet required quality levels through process-focused activities, while QC focuses on fulfilling requirements during actual manufacturing. QA covers all stages from raw materials to finished product release. Top management must support QA and QA must have direct reporting to high levels. QA installation involves department organization, training, automation, and lab equipment. QA operation involves daily report reviews, release procedures, inventory control, and providing feedback to purchasing and production on raw materials and finished products.
The document discusses the benefits of quality project management. It notes that while costs of quality occur during the project, most benefits are realized over the long term after project completion. Some key benefits mentioned are increased client satisfaction from fewer defects, higher productivity due to less rework, lower overall costs and shorter durations when less rework is needed, improved team morale when there are fewer errors, and fewer errors and defects over the lifetime of the solution. The document concludes that for quality management to be effective, the benefits of quality must outweigh the costs.
The document discusses various aspects of quality management including definitions of quality, total quality management principles, quality tools and standards, inspection practices, and quality in services. It defines key terms like ISO standards, quality costs, Baldrige award, and quality tools. It also explains total quality management concepts such as continuous improvement, employee empowerment, benchmarking, and statistical process control.
The document discusses two phases of quality control operations - statistical process control and inspection control. It also describes the concept of quality circles, which are small groups of employees who regularly meet to improve quality-related problems. The key aspects covered are:
1) Statistical process control measures and continuously improves work processes before final inspection, while inspection control inspects raw materials, semi-finished and finished products.
2) Quality circles typically have 6-12 volunteer members who receive training and work to solve quality and productivity problems within their work area.
3) Successful quality circles require buy-in from management and employees, with management supporting implementation of suggested solutions.
This document provides an overview of managing quality. It defines quality and its importance in ensuring conformance to internal specifications. It discusses quality philosophies from Deming, Juran and Crosby that focus on continuous improvement. The stages of managing quality include defining characteristics, setting standards, controlling quality, and making improvements. Tools like checklists, Pareto analysis, cause-and-effect diagrams, and control charts help improve quality. Total quality management requires changes to management philosophy, systems and culture to meet customer needs and expectations. Case studies show how companies implement quality improvement programs over many years.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
Process Approach in Total Quality ManagementJess Henson
Process Approach in Total Quality Management
- ETX Model
- 6s of Process Improvement
- Customer-Supplier Chain
- Just-In-Time
- Lean Manufacturing
- Kanban System
- Cellular Manufacturing
- Zero Defects
This document discusses approaches to managing quality. It defines quality as meeting customer needs and expectations. Quality control focuses on inspection to detect defects, while quality assurance aims to prevent defects by building quality into processes. Total quality management (TQM) is an organization-wide approach that emphasizes continuous improvement through workforce involvement. While TQM can motivate workers and reduce waste, it also requires substantial resources and strong leadership. The document compares quality control, quality assurance, and TQM and outlines the costs of poor quality for businesses.
The document discusses quality assurance management for projects. It defines quality assurance and quality control, noting that QA ensures products meet required quality levels through process-focused activities, while QC focuses on fulfilling requirements during actual manufacturing. QA covers all stages from raw materials to finished product release. Top management must support QA and QA must have direct reporting to high levels. QA installation involves department organization, training, automation, and lab equipment. QA operation involves daily report reviews, release procedures, inventory control, and providing feedback to purchasing and production on raw materials and finished products.
The document discusses the benefits of quality project management. It notes that while costs of quality occur during the project, most benefits are realized over the long term after project completion. Some key benefits mentioned are increased client satisfaction from fewer defects, higher productivity due to less rework, lower overall costs and shorter durations when less rework is needed, improved team morale when there are fewer errors, and fewer errors and defects over the lifetime of the solution. The document concludes that for quality management to be effective, the benefits of quality must outweigh the costs.
The document discusses various aspects of quality management including definitions of quality, total quality management principles, quality tools and standards, inspection practices, and quality in services. It defines key terms like ISO standards, quality costs, Baldrige award, and quality tools. It also explains total quality management concepts such as continuous improvement, employee empowerment, benchmarking, and statistical process control.
The document discusses two phases of quality control operations - statistical process control and inspection control. It also describes the concept of quality circles, which are small groups of employees who regularly meet to improve quality-related problems. The key aspects covered are:
1) Statistical process control measures and continuously improves work processes before final inspection, while inspection control inspects raw materials, semi-finished and finished products.
2) Quality circles typically have 6-12 volunteer members who receive training and work to solve quality and productivity problems within their work area.
3) Successful quality circles require buy-in from management and employees, with management supporting implementation of suggested solutions.
Implementation of quality management concepts in managing Engineering Project...SIBENDU SURAJEET JENA
This document discusses the implementation of quality management concepts in engineering project sites. It proposes establishing a management department dedicated to quality control. This department would oversee quality circles composed of personnel from different departments tasked with identifying quality issues. The document also proposes a site quality management system with defined responsibilities for a site quality manager, auto-control chief, supervising control engineer, and laboratory control chief to monitor quality.
This document discusses quality management, quality assurance, and quality control in the pharmaceutical industry. It defines quality and describes the differences between quality assurance and quality control. Quality assurance ensures quality through planned systematic activities like process validation and documentation, while quality control finds and eliminates quality problems through testing. The document also outlines principles of quality management like customer focus, leadership and continual improvement. It describes aspects of quality management like quality assurance, quality control, GMP, and production control. Finally, it discusses techniques used for raw material control, in-process control, and environmental control in pharmaceutical quality management systems.
This document discusses quality control, including its definition, objectives, need, stages, types, and techniques. Quality control refers to setting standards for product characteristics and quality development/maintenance to achieve economic production and customer satisfaction. The objectives of quality control are to provide uniform, satisfactory, and economical products that prevent defects. Quality control techniques include establishing quality policies, determining standards, inspection of materials and finished products, statistical techniques, and control actions.
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
Quality at the source is a manufacturing philosophy where quality is built into each step of the production process and workers are responsible for inspecting their own work. It involves standardizing work, self-checks by workers using simple gauges, successive checks of quality down the production line, visual controls to identify issues, and continuous improvement efforts. Implementing quality at the source reduces waste and rework, improves productivity, empowers employees, and creates a quality-focused culture across the organization.
This document discusses quality in healthcare. It defines quality and outlines its importance. Quality demands attention to inputs, processes, and delivery of products and services. It also requires doing things right the first time. The document outlines the evolution of quality standards over time. It also discusses key components of a quality system, including quality policy, teamwork, problem solving tools, standardization, design and implementation of quality systems, quality costs and measurements, process control, customer integration, education and training, and quality audits and reviews.
This document discusses quality management and continuous improvement. It defines quality as fitness for use and as a predictable degree of uniformity and dependability at low cost. Quality management aims to manage all organization aspects to meet customer needs. There are two aspects of quality - features that meet customer needs and freedom from trouble with fewer defects. Cost of quality includes prevention, appraisal, internal failure, external failure, and opportunity costs. The document outlines the history and key figures in quality management from 1900 to present. It discusses the elements of quality management including commitment, customer satisfaction, measurement, prevention, training, and continuous improvement.
The document discusses quality and quality management systems. It defines quality as the characteristics of a product or service that satisfy needs and as being free from deficiencies. A quality management system involves organizational structures, procedures, processes and resources to implement quality management in order to prevent gradual degradation of quality over time and allow for continuous quality improvement through innovation.
This document provides an overview of quality management concepts. It begins with learning objectives related to defining quality, dimensions of quality, costs of quality, quality awards, philosophies of quality gurus, total quality management, problem solving, and process improvement. It then defines quality, discusses different views of quality, and traces the evolution of quality management. Key sections describe dimensions of quality, costs of quality, total quality management principles and elements, continuous improvement approaches like Six Sigma and Kaizen, quality tools, and roles in a Six Sigma program.
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This presentation is aimed at helping small and medium businesses in their Quality Management. The module starts with an introduction to the function, Roles and Responsibilities of executives in the function, Key tools and methodologies,ISO9001 clauses, 7QC tools and various templates for MIS analysis.
Quality management has three main components: quality control, quality assurance, and quality improvement. Quality management focuses on both product quality and the means to achieve it using quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is the ongoing effort to maintain integrity of a process to reliably achieve outcomes. Quality assurance is the planned actions to provide enough confidence that products or services will meet requirements. Quality improvement distinguishes itself from quality control by purposefully changing processes to improve reliability of outcomes.
Total Quality Management (TQM) focuses on continuous improvement of quality in all areas of an organization. It engages all departments and levels to improve processes and minimize defects. Implementing TQM can reduce costs through preventing defects and improving productivity. The document discusses TQM principles and methodology including DMAIC, a problem-solving approach using tools like Pareto charts to define problems, measure metrics, analyze root causes of defects, and improve processes to achieve higher sigma levels and quality control. Calculating cost of poor quality (COPQ) shows potential cost savings from reducing defects.
This document discusses the concept of cost of quality (COQ), which refers to the total costs incurred from poor quality. It is categorized into costs of conformance (prevention and appraisal costs) and costs of non-conformance (internal and external failure costs). Tracking COQ allows companies to identify quality improvement opportunities that can reduce unnecessary spending. Implementing quality programs like TQM has been shown to significantly lower COQ by increasing prevention activities and reducing failure costs. Measuring and minimizing COQ can boost profits by cutting costs associated with defects.
Quality Definition by Joseph Juran, Philip Crosby, William Stevenson, David Bentley, Characteristics of Quality, Performance,Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived Quality, Quality Control, Statistical Quality control (SQC), Sampling Inspection, Consumer’s Risk, Producer’s risk,
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
The document discusses basic quality concepts and terminology related to quality assurance and management. It defines key terms like quality, reliability, maintainability, supplier, customer, quality policy, quality management, quality system, quality control, and quality assurance. It also discusses how quality assurance aims to encourage individual responsibility and getting work right the first time to minimize rework. Quality costs and benefits are examined, noting how quality construction can reduce costs from replacements, delays, and disputes while increasing goodwill and lowering maintenance costs.
This document provides an overview of laboratory quality management principles. It discusses total quality management philosophy and history. The key aspects covered include the quality management system and its essential elements as defined by ISO 15189, including organization, personnel, equipment, inventory management, and more. It also distinguishes between quality assurance and quality control. Accuracy and precision are defined, as well as basic statistics used. The seven tools of quality control are outlined. Finally, it discusses calibration and qualification of laboratory equipment.
QUALITY CONTROL TOTAL QUALITY CONTROL.pptxSamitBisal
This document provides information on various quality control techniques used in manufacturing including Just-in-Time (JIT), quality at source, inspection, quality circles, statistical quality control (SQC), quality control (QC), total quality management (TQM), and ISO 9000 standards. It describes how these techniques help ensure economic production and customer satisfaction through preventing defects, standardizing processes, enforcing problem-solving, and continually improving quality. The document also outlines the objectives, benefits, and key concepts of ISO 9000 certification for quality management systems.
Quality refers to the characteristics of a product that satisfy customer needs. Quality control aims to ensure economical production of uniform, dependable products that meet customer expectations. It involves establishing quality standards and monitoring production to identify and address defects. Common quality control techniques include just-in-time production, quality at the source, inspection, statistical process control, quality circles, and total quality management. The overall goal is to prevent defects and continuously improve processes and customer satisfaction.
Implementation of quality management concepts in managing Engineering Project...SIBENDU SURAJEET JENA
This document discusses the implementation of quality management concepts in engineering project sites. It proposes establishing a management department dedicated to quality control. This department would oversee quality circles composed of personnel from different departments tasked with identifying quality issues. The document also proposes a site quality management system with defined responsibilities for a site quality manager, auto-control chief, supervising control engineer, and laboratory control chief to monitor quality.
This document discusses quality management, quality assurance, and quality control in the pharmaceutical industry. It defines quality and describes the differences between quality assurance and quality control. Quality assurance ensures quality through planned systematic activities like process validation and documentation, while quality control finds and eliminates quality problems through testing. The document also outlines principles of quality management like customer focus, leadership and continual improvement. It describes aspects of quality management like quality assurance, quality control, GMP, and production control. Finally, it discusses techniques used for raw material control, in-process control, and environmental control in pharmaceutical quality management systems.
This document discusses quality control, including its definition, objectives, need, stages, types, and techniques. Quality control refers to setting standards for product characteristics and quality development/maintenance to achieve economic production and customer satisfaction. The objectives of quality control are to provide uniform, satisfactory, and economical products that prevent defects. Quality control techniques include establishing quality policies, determining standards, inspection of materials and finished products, statistical techniques, and control actions.
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
Quality at the source is a manufacturing philosophy where quality is built into each step of the production process and workers are responsible for inspecting their own work. It involves standardizing work, self-checks by workers using simple gauges, successive checks of quality down the production line, visual controls to identify issues, and continuous improvement efforts. Implementing quality at the source reduces waste and rework, improves productivity, empowers employees, and creates a quality-focused culture across the organization.
This document discusses quality in healthcare. It defines quality and outlines its importance. Quality demands attention to inputs, processes, and delivery of products and services. It also requires doing things right the first time. The document outlines the evolution of quality standards over time. It also discusses key components of a quality system, including quality policy, teamwork, problem solving tools, standardization, design and implementation of quality systems, quality costs and measurements, process control, customer integration, education and training, and quality audits and reviews.
This document discusses quality management and continuous improvement. It defines quality as fitness for use and as a predictable degree of uniformity and dependability at low cost. Quality management aims to manage all organization aspects to meet customer needs. There are two aspects of quality - features that meet customer needs and freedom from trouble with fewer defects. Cost of quality includes prevention, appraisal, internal failure, external failure, and opportunity costs. The document outlines the history and key figures in quality management from 1900 to present. It discusses the elements of quality management including commitment, customer satisfaction, measurement, prevention, training, and continuous improvement.
The document discusses quality and quality management systems. It defines quality as the characteristics of a product or service that satisfy needs and as being free from deficiencies. A quality management system involves organizational structures, procedures, processes and resources to implement quality management in order to prevent gradual degradation of quality over time and allow for continuous quality improvement through innovation.
This document provides an overview of quality management concepts. It begins with learning objectives related to defining quality, dimensions of quality, costs of quality, quality awards, philosophies of quality gurus, total quality management, problem solving, and process improvement. It then defines quality, discusses different views of quality, and traces the evolution of quality management. Key sections describe dimensions of quality, costs of quality, total quality management principles and elements, continuous improvement approaches like Six Sigma and Kaizen, quality tools, and roles in a Six Sigma program.
Click on the link to buy - http://imojo.in/1h1t0
This presentation is aimed at helping small and medium businesses in their Quality Management. The module starts with an introduction to the function, Roles and Responsibilities of executives in the function, Key tools and methodologies,ISO9001 clauses, 7QC tools and various templates for MIS analysis.
Quality management has three main components: quality control, quality assurance, and quality improvement. Quality management focuses on both product quality and the means to achieve it using quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is the ongoing effort to maintain integrity of a process to reliably achieve outcomes. Quality assurance is the planned actions to provide enough confidence that products or services will meet requirements. Quality improvement distinguishes itself from quality control by purposefully changing processes to improve reliability of outcomes.
Total Quality Management (TQM) focuses on continuous improvement of quality in all areas of an organization. It engages all departments and levels to improve processes and minimize defects. Implementing TQM can reduce costs through preventing defects and improving productivity. The document discusses TQM principles and methodology including DMAIC, a problem-solving approach using tools like Pareto charts to define problems, measure metrics, analyze root causes of defects, and improve processes to achieve higher sigma levels and quality control. Calculating cost of poor quality (COPQ) shows potential cost savings from reducing defects.
This document discusses the concept of cost of quality (COQ), which refers to the total costs incurred from poor quality. It is categorized into costs of conformance (prevention and appraisal costs) and costs of non-conformance (internal and external failure costs). Tracking COQ allows companies to identify quality improvement opportunities that can reduce unnecessary spending. Implementing quality programs like TQM has been shown to significantly lower COQ by increasing prevention activities and reducing failure costs. Measuring and minimizing COQ can boost profits by cutting costs associated with defects.
Quality Definition by Joseph Juran, Philip Crosby, William Stevenson, David Bentley, Characteristics of Quality, Performance,Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived Quality, Quality Control, Statistical Quality control (SQC), Sampling Inspection, Consumer’s Risk, Producer’s risk,
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
The document discusses basic quality concepts and terminology related to quality assurance and management. It defines key terms like quality, reliability, maintainability, supplier, customer, quality policy, quality management, quality system, quality control, and quality assurance. It also discusses how quality assurance aims to encourage individual responsibility and getting work right the first time to minimize rework. Quality costs and benefits are examined, noting how quality construction can reduce costs from replacements, delays, and disputes while increasing goodwill and lowering maintenance costs.
This document provides an overview of laboratory quality management principles. It discusses total quality management philosophy and history. The key aspects covered include the quality management system and its essential elements as defined by ISO 15189, including organization, personnel, equipment, inventory management, and more. It also distinguishes between quality assurance and quality control. Accuracy and precision are defined, as well as basic statistics used. The seven tools of quality control are outlined. Finally, it discusses calibration and qualification of laboratory equipment.
QUALITY CONTROL TOTAL QUALITY CONTROL.pptxSamitBisal
This document provides information on various quality control techniques used in manufacturing including Just-in-Time (JIT), quality at source, inspection, quality circles, statistical quality control (SQC), quality control (QC), total quality management (TQM), and ISO 9000 standards. It describes how these techniques help ensure economic production and customer satisfaction through preventing defects, standardizing processes, enforcing problem-solving, and continually improving quality. The document also outlines the objectives, benefits, and key concepts of ISO 9000 certification for quality management systems.
Quality refers to the characteristics of a product that satisfy customer needs. Quality control aims to ensure economical production of uniform, dependable products that meet customer expectations. It involves establishing quality standards and monitoring production to identify and address defects. Common quality control techniques include just-in-time production, quality at the source, inspection, statistical process control, quality circles, and total quality management. The overall goal is to prevent defects and continuously improve processes and customer satisfaction.
The document discusses quality control, quality assurance, and total quality management. It defines quality as meeting or exceeding customer expectations through consistent standards and processes. Quality control focuses on identifying defects during production, while quality assurance aims to prevent defects through upfront planning and audits. Both work together to deliver high quality outputs, increase efficiency, and ensure customer satisfaction. Total quality management requires company-wide commitment to quality through elements like training, teamwork, statistical methods, and customer service. It also discusses quality design, benchmarking, and factors important for quality in the construction industry.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
This curriculum vitae provides information about Le Thi Mong Diep including personal details, career objective, educational qualifications, and work experience. The key points are:
- Le Thi Mong Diep is currently working as an Assistant QC Manager at CCL Label Vietnam Co., Ltd and has over 10 years of experience in quality control and assurance roles.
- She has a Bachelor of Science in Analytical Chemistry and various quality management certifications.
- Her career objective is to become an expert in quality and business performance management through challenging work.
This document provides details about the AE 6132 Total Quality Management course. The key points are:
- The course is 2 credits offered on Thursdays from 11:15am to 1:15pm.
- Assessment includes an end semester exam (80%), assignments (5%), group case studies (7%), and a phase test/industrial visit report (8%).
- The course contents cover topics such as quality concepts, quality auditing, quality management systems, control charts, and quality costs.
- The objective of the first lecture is to discuss the importance of total quality management.
Managing-QualitUpload a presentation to download Govt. Acctg Chp 13.pptxy-G6....PueblasJohncarlo
The document discusses various aspects of quality management including monitoring, objectives, testing, analysis, processes, improvement, procedures, effectiveness, auditing, control measures, principles of quality management, specifying quality, quality control and reliability, inspection, testing and inspection, quality circles, and total quality management. It provides definitions and explanations of these key terms and concepts in quality management.
This document discusses quality control and ISO standards. It defines quality as characteristics that satisfy customer needs and fitness for use. Quality control aims to prevent defects and ensure economical and uniform production. The ISO 9000 standard represents international consensus on good management practices to consistently meet quality requirements. Certification provides benefits like access to global markets, streamlined processes, improved performance and reduced costs.
This document discusses key aspects of quality management in the pharmaceutical industry. It begins by defining quality management as a process that ensures quality throughout a product's lifecycle. It then outlines three main components: quality planning, quality control, and quality assurance. Quality planning involves setting goals and standards. Quality control inspects products for defects. Quality assurance reviews processes to prevent errors. The document also discusses quality improvement, total quality management (TQM), and principles of continuous improvement. TQM aims to achieve excellence through customer focus, employee involvement, and ongoing process refinement.
This document discusses quality and its importance for productivity. It defines quality as meeting customer requirements and doing things right the first time. It states that quality is everyone's responsibility, not just the quality department. Poor quality practices include lack of clear instructions, departments working in silos, and a "not my problem" attitude. The document recommends preventing defects through design for manufacturability and addressing root causes. It outlines various quality management approaches and tools like quality circles, zero defects, total quality management, six sigma, fishbone diagrams, and the DMAIC process. Finally, it lists benefits of quality like strengthened competitiveness and higher profitability.
Quality Control is the key for any business growth. The Entrepreneur should focus on Quality control in order to increase the user experience of the product/services.
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
The document defines quality management and describes several prominent quality management approaches. It defines quality as meeting customer needs and discusses goals of quality programs like fitness for use and customer satisfaction. It then outlines common quality management processes like quality planning, assurance, and control. It proceeds to explain approaches like Deming, Juran, Crosby, Total Quality Management, Six Sigma and ISO 9000, emphasizing their views of quality and key principles. Finally, it discusses commonalities between approaches and important quality concepts.
The document defines quality management and describes several key quality management processes and approaches. It discusses definitions of quality from Deming, Juran, Crosby, and ISO standards. It outlines common elements of total quality management, six sigma, and ISO 9000. Key points of quality management include a focus on customer satisfaction, continuous improvement, prevention of defects, and taking a systematic approach.
The document defines quality management and its key processes. It discusses various quality management approaches including those proposed by Deming, Juran, Crosby, total quality management, six sigma, and ISO 9000. It covers quality concepts like zero defects and continuous improvement. It also discusses factors that influence quality like reliability and maintainability. Quality costs like cost of conformance and nonconformance are explained. The role of people in ensuring project quality through reviews, audits, and statistical analysis is highlighted.
This document provides an overview of total quality management principles and concepts. It begins with definitions of quality, dimensions of quality, and quality planning. It then discusses quality costs and types of quality costs. The document reviews the historical development of quality control and introduces total quality management principles such as management commitment, customer focus, quality at all levels, and continuous improvement. It also discusses leadership, quality councils, quality statements, strategic planning, and barriers to implementing total quality management.
The document continues by covering TQM principles such as customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It specifically discusses concepts like the Juran trilogy, PDCA cycle, 5S, kaizen, partnering, supplier
This document provides an overview of quality management and control. It discusses key concepts like quality management, quality control, determinants of quality, costs of quality, quality circles, documentation standards like ISO 9000 and ISO 14000, and total quality management. It also describes process quality control and statistical process control methods like control charts used to monitor quality and ensure processes remain in a state of control. Control charts can be used for both variable and attribute quality characteristics.
This document provides an overview of the objectives and syllabus for the course GE6757-TOTAL QUALITY MANAGEMENT. The syllabus is divided into 5 units which cover topics such as the introduction and definitions of quality management, TQM principles like leadership and process improvement, TQM tools and techniques including control charts and quality function deployment, quality systems like ISO standards and implementing TQM. It also lists the textbook and references used for the course.
2. Quality
• Quality refers to the sum of the attributes or
properties that describe a product
• These are generally expressed in terms of
specific product characteristics such as length,
width, colour, specific gravity and the like.
– Performance
• Conformity to performance standards
3. Definition
• ASQC – Quality means the totality of features
and characteristics of a product or service
that bear on its ability to satisfy given needs
• From customer’s perspective, quality of a
good or service is fitness for use of it
• Customer satisfaction for the price of the
product
4. • Quality is a blend of:
–Fitness of purpose, adequacy of functioning
and reliability, for the price paid
–Design and manufacturing characteristics
tailored to meet customer’s requirements
during service
–Availability when required
5. Quality control
• Quality control is a management system for
initiating and co ordinating:
– Quality development, quality maintenance and
quality improvement in the various departments
of design and manufacturing, for achieving the
twin objectives of:
Economical production and customer satisfaction
6. Objectives of Q C
• It is to provide products which are
dependable, satisfactory and economical
• To ensure economic production of
products of uniform quality acceptable
to the customer
• Aims at preventing the defects rather
than detecting the defects
7. Need for quality
• Increased productivity
• Reduced cost of repairs
• Increases loyal customer base
• Better profits
8. Quality creation
• Those activities involved in the selection of
the specific characteristics required to achieve
the desired quality and the processing or
fabrication of materials to conform to the
specific characteristics selected.
• Quality creation involves almost all
organisational elements of the enterprise and
is the basic objective towards which most
activity is directed
9.
10. Quality control through Production systems
• Inputs – Raw materials – acceptance tests-
quality of inputs
• Conversion – production processes-control
charts- monitoring quality of partially
completed products
• Outputs- goods & services – acceptance tests-
quality of outputs
19. JIT
• JIT helps achieve quality because it is a
philosophy that seeks to constantly improve
production processes and methods.
• JIT contributes to high product quality in the
following ways
– Production is highly standardised. Workers
perform standard tasks every day. They are
familiar with their tasks. Familiarity ensures high
quality
20. – In process inventories are drastically reduced by
cutting lot sizes. Any interruption, therefore
causes production to stop until the problem has
been solved. In this way, JIT has been called a
system of enforced problem solving. Now, this
stoppage in production forces everybody to solve
the quality problem so that the defect will not
repeat. Hence high product quality is ensured.
– Suppliers of materials, under JIT system, supply
materials of perfect quality. Many companies do
not even inspect suppliers’ deliveries of materials;
rather, the emphasis is on working with suppliers
to produce perfect parts and materials.
21. – JIT system envisages the use of automated
equipment and robots in production processes.
Use of such sophisticated machines will ensure
high product quality.
– JIT system also envisages the use of intensive
preventive maintenance programmes in order to
prevent any machine breakdown. This results in
machines producing parts of perfect quality.
– Workers are responsible for producing parts of
perfect quality or with zero defects before they are
passed on to the next production operation.
22. Quality at the source
• The worker is put in the driver’s seat in
controlling product quality. The principles
underlying quality at the source are:
– Every worker’s job becomes a quality control station.
The worker is responsible for inspecting his own
work, identifying any defects and reworking them in
to non-defectives, and correcting any causes of
defect.
– Statistical quality control techniques are used to
monitor the quality of parts produced at each work
station/ and easy-to-understand charts and graphs
are used to communicate progress to workers and
23. – Each worker is given the right to stop the
production line to avoid producing defective parts
– Workers and managers are organised into quality
circles- groupes of people who analyse quality
problems, work to solve the problems, and
implement programmes to improve product
quality.
24. Inspection
• The act of determining conformance or non-
conformance of the expected performance is
the function of inspection. By inspection, a
manager seeks to determine the acceptability
or non- acceptability of the parts, products or
services. The basis for inspection is usually a
specification which is called inspection
standard. Inspection is made by comparing
the quality of the product to the standard.
25. Frequency of inspection
• The challenge is to keep inspection costs
minimum, yet realise expected quality. In
certain cases every part is inspected, in which
case, it is called 100 percent inspection. When
it is less than 100 percent , it is called partial
or sampling inspection. Parts with high value
and those having tendency to run in to large
number of rejects are normally subject to
100% inspection.
26. When to inspect
• Inspection is desired at
– Finished products and parts to know that correct
parts are to be assembled or products are right
when shipped,
– Before an expensive processing,
– The out put of automatic machine periodically so
that possible errors are confined to small
quantities, and
– Before an operation that can’t be undone, for
example, in mixing paint.
28. Quality Circle
• It is a participative management concept
• Though it is in Japan that this was concretised
and demonstrated its potential, its
rudimentary origin is traced to USA, where
problem solving groups have existed since the
1930s.
• QC – Japan -1960s – Edward Deming & Joseph
Juran
• Dr. Ishikawa – Advisor with JUSE - 1962
29. Meaning & Nature
• QC is a voluntary group of people who meet
togethet on a regular basis to identify, analyse
and solve quality, productivity, cost reduction,
safety and other problems in their work area,
leading to improvement in their performance
and enrichment of their worklife.
• Ideal size of QC is around 10 memebers
• Employee problem solving groups
30.
31. Objective or philosophy of QC
• Reduce errors and enhance quality and
productivity
• Inspire more effective teamwork
• Promote job involvement and participation
• Increase employee motivation
• Create problem solving capability
• Build an attitude of ‘problem prevention’
• Improve communication in the organisation
32. • Develop harmonious manager – worker
relationship
• Promote personla and leadership
development
• Develop a greater safety awareness
• Promote cost reduction
• Catalyse attitudinal changes for greater
cohesiveness and teamwork
33. Process of QC
• Identification of problem
• Problem selection
• Problem analysis
• Recommendation to the Top management
34. Deming’s 14 points
• Consistency of purpose is a must for continual
improvement of a product. Manager‘s have to
ensure that the company’s vision of quality is
understood by all the employees and that they
move continuously towards it.
• Continuous change and innovation is a must for
survival. In today’s complex business situations,
it is impossible for a small group of mangers to
identify and sort out quality problems. Thus all
the employees have to be involved in this
process.
35. • Quality cannot be achieved only by
inspection. Inspection wastes valuable time
and adds to the products cost without any
value addition. Inspections may not be
perfect, causing some defects to be passed on
to the customer. Defects are symptoms
removed by inspection, while the disease
(root cause) remains. Inspections create a gap
between the people and processes that
introduce defects and the people and
processes that detect defects
36. • Wastes should be eliminated in every
functional area, not just production. Even
processes in accounting, HRM, customer
service, and sales effect the quality of the
product and, thus, generate waste. Therefore,
the whole organisation should contribute
towards the enhancement of quality.
37. • The attitude of supervisors and managers
towards workers should be that of a
facilitator. Errors by workers should be
treated by supervisors as an opportunity to
learn the process and systems better.
Teamwork should be promoted and
rewarded.
38. • The barriers between departments and
individuals should be removed. Problems
should not be handled within strict functional
limits and the concerns raised by related
functional areas should not be ignored.
39. • Posters and slogans should be eliminated.
These must not be used to tell the workers to
work harder. Instead, they should be provided
with tools and training so that they work
smarter leading to better quality.
40. • Remove obstacles in the good workmanship
of hourly workers to instill a sense of pride in
them.
41. • Vigorous programme of retraining and
education of employees are a must.
• Numerical targets and work standards may
affect quality. Reasonable numerical targets
make the workers complacent, while
excessively demanding ones may lead to a
compromise on quality in order to achieve the
targets. Such targets cannot be eliminated,
but can be set such that quality is not
compromised.
42. • Encourage workers to give quality
improvement ideas without fear. Workers
refrain from giving new ideas of change
because they may have to work with new and
unfamiliar methods in place of known and
comfortable, though inefficient, methods.
They also feel that if their ideas fail, it may
affect their performance appraisal, eventually
leading to job insecurity.
43. • Employees should be trained on the job.
Training on quality techniques should be
continual, as training never ends.
44. • The lowest price should not be the sole
criteria for selecting a supplier. Suppliers
asking for lowest prices often offer low quality
products, leading to an increase in the overall
cost to the buyer due to the increased
expenses of inspection, scrap, rework, and
inventory to replace defective items, etc.
Thus, the supplier offering the lowest total
cost should be selected.
45. • The top management’s commitment for ever
improving quality is a must.
47. ISO 9000
• ISO 9000 standard represents an international
consensus on good management practices
with the aim of ensuring that the organisation
can time and again deliver the product or
services that meet the client’s quality
requirements. These good practices have
been distilled into a set of system, regardless
of what the organisation does, its size, or
whether it is private or public sector.
48. ISO
• Objective:
– To promote the development of standardiastion
and related activities in the world with a view to
facilitating international exchange of goods and
services, and to developing cooperation in the
spheres of intellectual, scientific, technological
and economic activity.
49. Principal concepts
• Demonstrate ability to consistently provide
product to meet customer and applicable
regulatory requirements
• Enhance customer satisfaction
• Improve the quality of its own operations
• Provide confidence to internal management
and interested parties that the requirements
of a quality management system are being
effectively implemented.
50. Benefits
• ISO 9000 certification has become the de
facto minimum requirement for entering into
global markets
• It provides an opportunity to increase value to
the activities of the organisation, by
streamlining quality management system.
• Improves the performance of processes/
activities continually thereby reducing the
cost of production
51. • It gives importance to customer satisfaction
• It helps to improve customer relations by
providing quality product or service
• It also acts as an incentive to develop
employee relations, employee empowerment
and organisational development