Productivity & Total Quality ManagementVaibhav Bhatt
Productivity and Total Quality Management Importance For An Organisation And How Can They Develop And Overall Efficiency Through Proper Quality Management Techniques
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
Productivity & Total Quality ManagementVaibhav Bhatt
Productivity and Total Quality Management Importance For An Organisation And How Can They Develop And Overall Efficiency Through Proper Quality Management Techniques
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
Lack of management commitment, Inability to change organizational culture, Improper planning, Lack of continuous training and education, Incompatible organizational structure and isolated individuals and departments, Ineffective measurement techniques and lack of access to data and results,Paying inadequate attention to internal and external customers, Inadequate use of empowerment and team work,
Failure to continuously improve
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Lack of management commitment, Inability to change organizational culture, Improper planning, Lack of continuous training and education, Incompatible organizational structure and isolated individuals and departments, Ineffective measurement techniques and lack of access to data and results,Paying inadequate attention to internal and external customers, Inadequate use of empowerment and team work,
Failure to continuously improve
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
TQM is a holistic and comprehensive approach to achieving excellence in quality management. It is based on a philosophy of win-win, founded on a fundamental understanding of customer supllier relatinship, i.e that people and management are viewed in the context of serving customers. If people cannot buy-into this profound wisdom, then TQM will never become more than a fad.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Total Quality Management in HealthcareGunjan Patel
Now days, Healthcare systems are of fundamental interests to all level of Hospitals in our societies. Eventually, increasing importance and reliance are placed on total quality management in healthcare systems. Due to this rising importance that is also reflected in the increasing percentage of national and international resources for both private and public sector to allocated in hospital management systems. Hospitals and other healthcare organization across the globe have been progressively implementing TQM to reduce costs, improve efficiency and provide high quality patient care.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
Dr Sunil Kumar PPT and Document Link details - Google Sheets.pdfDr. Sunil Kumar
All PPT Link to Download
title
Hunar se rozgar in f & b service theory manual
Co operation to other department on hotel
Upselling methods
Checkout system
Bell boys
Bell desk
Arrival & departure
Career in tourism
Careers in the hospitality industry
Check out procedure
Classification of hotels
Club service facilities in hotels
Concierge functions
Concierge
Definition of hospitality
Effective complants handling
Eva floor
front office basic
Functions of reservation &porters
Grooming standards
Group check in
Guest check out
How to hadle complaints
How to write job descriptions
Introduction to the hospitality industry
Jobspecification
Mail handling
Mission statement
Notes on duties of f.o staff
Registration
Reservation channels
Reservation modes
Reservation sources
Reservation&room selling procedures
Reservation
Reservations
Rooms all type
Sections of front office department in hotels
Skills of f.o
Telephone techniques
Time share
Types of hotels
Types of hotels
Types of rack rates
Types of reservation
Types of tourism
career path in hospitality
Yield management
Job interview attire slide show
Food and bevarage sections in hotels
G.d techniques
Group discussion
House keeping basics
Importance of h.k deptt
Improving communication
Interview presentation1
Interview questions
Interview questions
Interview
Interview preparation for_website_68141_72873
Interviewing skills
Interviewing skills
Interviewing powerselling
Inventory of linen
Laundry equipment notes
Laundry location
Laundry
M.p tourism
Manager skills ppt
Moments of truth
Motivation
Opl
Personal hygine
Personality devolopment
Ppt mtivation
Ppt on managerial skills
fish ppt
Providing execeptional service
Quality service delivery
Quality service
Research project on medical tourism
Resources successful interviews
Resume &interview
Resume&interview preparation
Room status
Safety by h.k deptt
Self introduction
Service types
Service
Solving the mystique of interviewing
Table setting
Types of interview
Uniforms
Various tourism
Wash cycle
What towear
state institute of hotel management , tilyar lake , rohtak News
state institute of hotel management , tilyar lake , rohtak
Body language
introduction to hk_dept.
Wines of port & spain
1 beer and beer service
2 wine service
Alcoholic beverage
Alcoholic beverages
American whicky
Armagnac
Basic of wine
Beer ok
Beer1
Bitters
Brandy
Brandy2
Champagne
Cocktail
Cocktails
Cognac
Dine with wine
Distillation
English gin
French wines
Gin
Gin
Gin2
Irish whiskey
Italain win
Italy win (2)
Ital y win
Liqueur
Liqueurs
Eating market dynamics
the leela kempinski gurgaon delhi ncr
3 deptt of hotels
Advertisements
INTRODUCTION OF HOSPITALITY INDUSTRY
Banquet
Banquets
Bar operations
Bar operatioon
Basicskill
Beverage service
Body language new
Body language
Body language
Breakfast ok
Buffet
C.v&interview preparation
Calcutta times bash
Career planning1
Cheese ok
Wine project
01 menage
02 preparation of table
03 standard cover
04 sequence of service
05 silver service
Resort Management is the comprehensive and strategic oversight of all operations within a resort property, aimed at delivering exceptional guest experiences and maximizing profitability. It involves the efficient coordination of various departments, including accommodations, food and beverage, recreational facilities, guest services, and administration.
A successful resort management team ensures that all aspects of the resort are functioning seamlessly to create a welcoming and enjoyable environment for guests. This includes maintaining the highest standards of customer service, implementing effective marketing and sales strategies, managing reservations and bookings, coordinating housekeeping and maintenance services, and overseeing financial operations.
Resort managers are responsible for setting the overall vision and direction of the property, developing strategic plans to attract and retain guests, and ensuring that the resort meets or exceeds guest expectations. They work closely with department heads and staff to provide ongoing training and guidance, fostering a culture of exceptional service and professionalism.
In addition to guest satisfaction, resort management also focuses on financial performance. Managers are responsible for budgeting, cost control, and revenue management to optimize profitability. They analyze market trends, monitor competitors, and make informed decisions to drive revenue growth and operational efficiency.
Resort management also involves maintaining and enhancing the resort's physical infrastructure, including buildings, landscapes, and amenities. This includes regular maintenance, renovations, and upgrades to ensure a visually appealing and well-maintained property.
Furthermore, resort managers must stay abreast of industry trends, technological advancements, and evolving guest preferences. They leverage this knowledge to implement innovative practices, adopt sustainable initiatives, and deliver unique experiences that set their resort apart from competitors.
Digital Marketing All Module Sunil Kumar.pptxDr. Sunil Kumar
Slide 1: Introduction
Welcome to the Digital Marketing Presentation
Overview of the power and potential of digital marketing
Slide 2: What is Digital Marketing?
Definition of digital marketing
Importance of digital marketing in today's business landscape
Slide 3: Key Components of Digital Marketing
Search Engine Optimization (SEO)
Pay-Per-Click Advertising (PPC)
Social Media Marketing
Email Marketing
Content Marketing
Influencer Marketing
Slide 4: Benefits of Digital Marketing
Increased brand visibility and recognition
Enhanced targeting and personalization
Improved customer engagement and interaction
Higher conversion rates and ROI
Real-time tracking and analytics
Slide 5: Digital Marketing Channels
Website and Landing Pages
Search Engines (Google, Bing, etc.)
Social Media Platforms (Facebook, Instagram, LinkedIn, Twitter)
Email Platforms (Mailchimp, Constant Contact, etc.)
Online Advertising Networks (Google Ads, Facebook Ads, etc.)
Slide 6: Developing a Digital Marketing Strategy
Identifying business objectives and goals
Understanding target audience and buyer personas
Selecting the right digital marketing channels
Creating compelling content and messaging
Implementing effective tracking and measurement
Slide 7: Digital Marketing Tools and Technologies
Analytics platforms (Google Analytics, Adobe Analytics)
Customer Relationship Management (CRM) software
Marketing Automation tools (HubSpot, Marketo, etc.)
Social media management and scheduling tools
Content management systems (CMS)
Slide 8: Best Practices for Digital Marketing Success
Consistent branding and messaging
Mobile optimization and responsive design
A/B testing and optimization
Data-driven decision making
Continuous learning and staying updated with industry trends
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2. Table of Contents
Introduction
What is TQM?
TQM beliefs
Deming’s fourteen points of TQM and his theory
Characteristics of Successful TQM Companies
Quality TQM principles
How to begin Continuous Improvement
Reasons to begin now
Companies Who Implemented Continuous Improvement
Pitfalls to be Avoided in TQM
Misconceptions in Implementation of TQM
Steps in Implementing TQM
SUNIL KUMAR
3. Introduction
In today’s world due to insufficient quality or indifference to quality lead
to disputes, which imposes serious drain on the financial resources of a
company and limits profit potential.
To be competitive in today’s market, it is essential for construction
companies to provide more consistent quality and value to their
owners/customers.
It is high time to develop better and more direct relationships with our
owners/customers, to initiate more teamwork at the jobsite, and to produce
better quality work.
SUNIL KUMAR
4. What is Total Quality Management
Definition: TQM is a management philosophy, a paradigm, a continuous
improvement approach to doing business through a new management
model.
TQM is a comprehensive management system which:
Focuses on meeting owners’/customers’ needs, by providing quality
services at a reasonable cost.
Focuses on continuous improvement.
Recognizes role of everyone in the organization.
Views organization as an internal system with a common aim.
Focuses on the way tasks are accomplished.
Emphasizes teamwork.
SUNIL KUMAR
5. TQM beliefs
Following are the universal Total Quality Management beliefs:
Owner/customer satisfaction is the measure of quality
Everyone is an owner/customer.
Quality improvement must be continuous.
Analysis of the processes is the key to quality improvement.
Measurement, a skilled use of analytical tools, and employee involvement
are critical sources of quality improvement ideas and innovations
Sustained total quality management is not possible without active, visible,
consistent, and enabling leadership by managers at all levels
It is essential to continuously improve the quality of products and services
that we provide to our owners/customers.
SUNIL KUMAR
6. Deming’s fourteen points for TQM
Create constancy of purpose.
Adopt the new philosophy.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on the basis of price tag alone.
Improve constantly and forever every process.
Institute modern training (for everybody!).
Institute modern methods of supervision.
SUNIL KUMAR
7. Deming’s fourteen points for TQM
(Contd..)
Encourage employees to speak up.
Break down barriers between departments.
Eliminate slogans, exhortations, and targets for the work force.
Eliminate work standards that prescribe numerical quotas.
Remove barriers to pride in workmanship.
Institute a vigorous program of education and self-improvement for
everyone.
Place everybody in the company to work to accomplish the
transformation and create a structure in top management that will push
every day on the above points.
SUNIL KUMAR
8. The Deming Theory
The Deming Theory of Management is a management philosophy based on
four principles:
(1) an appreciation for systems
(2) a knowledge of variation
(3) a theory of knowledge, and
(4) psychology.
SUNIL KUMAR
9. Seven Deadly Diseases
Deming compiled a list of seven deadly diseases that have inhibited change
in the style of management.
Lack of constancy of purpose.
Emphasis on short-term profits: short-term thinking (just the
opposite from constancy of purpose to stay in business).
Management by fear.
Mobility of management: job hopping.
Use of visible figures only for management, with little or no
consideration of figures that are unknown or unknowable.
Excessive medical costs.
Excessive costs of liability, fueled by lawyers that work on
contingency fees.
SUNIL KUMAR
10. Characteristics of Successful TQM Companies
The characteristics that are common to companies that successfully
implement TQM in their daily operations are as follows:
Strive for owner/customer satisfaction and employee satisfaction
Strive for accident-free jobsites
Recognize the need for measurement and fact-based decision making
Arrange for employees to become involved in helping the company
improve
Train extensively
Work hard at improving communication inside and outside the company
Use teams of employees to improve processes
Place a strong emphasis on the right kind of leadership.
Involve subcontractors and suppliers in continuous improvement.
Strive for continuous improvement
SUNIL KUMAR
11. Quality TQM principles
People will produce quality goods and services when the meaning of
quality is expressed daily in their relations.
Inspection of the process is as important as inspection of the product.
Probability of variation, can be understood by scientific methods.
Workers work in the system to improve the system; managers work on the
system to improve the system.
Total quality management must be consistently translated into guidelines
provided to the whole organization.
Envision what you desire , but start working from where you actually are.
Cleaner site and safer place to work is also important.
Accept the responsibility for quality.
Use the principle of get it right, the first time, every time.
Understand that quality is a journey, not a destination.
SUNIL KUMAR
12. How to begin Continuous improvement
Start setting goals, and start meeting the goals you have set.
Management indicate complete commitment to Continuous Improvement
(CI).
Identify stages
Establish responsibility
Set the datum
Pre-Plan
Regard each project as part of a cycle
Each worker regard himself or herself as a quality inspector of his or her
task
SUNIL KUMAR
13. Reasons to Begin Now
The reasons to begin establishing quality improvement processes are several.
For Management:
Provides an invaluable problem-solving tool.
Dispels negative attitudes.
Management becomes more aware of individual’s work environment.
Employees gain a sense of participation.
Increases efficiency and productivity.
Reduces turnover rate, tardiness, costs, errors, and scrap & rework.
Improves communications within and among all departments.
Develops management skills that were never taught.
Develops overall company awareness and company unity.
Rearranges priorities which once seemed locked in place.
Builds loyalty to the company.
Reveals training requirements in all departments.
Lessens the number of defects.
SUNIL KUMAR
14. Reasons to Begin Now
For employee:
Provides opportunity for personal growth and development.
Increases innovation.
Employees use their knowledge and skills for well-informed decision-
making.
Encourages decision-making at the most appropriate level.
Increases motivation and acceptance of new ideas
Increases job satisfaction.
Recognizes employees for their talents.
Develops mutual respect among employees, management and customers.
Promotes teamwork.
SUNIL KUMAR
15. Companies who implemented continuous
improvement.
Sample Company: As an example of quality management one company
enacted a one daily foremen meeting, this meeting lasted for one hour
daily. Although one hour seemed to be too long but the benefits were more
dominant.
Mechanical Contractor – $30 TP 50m volume. A commercial and
industrial mechanical contractor has started to implement TQM by
forming “Process Teams” to study problem areas . Some of the areas they
are attacking are, delays in the field, administrative problems etc.
Although time was wasted on invoices due to errors from vendors, positive
results were obtained in accounts payable and invoice.
SUNIL KUMAR
16. Companies who implemented continuous
improvement
A General Contractor with a volume of $200 M/yr. This company
implemented the TQM process by hiring a consultant to work with a key
person in the company. The positive result obtained through TQM is that
morale is much improved, helping the company to weather a declining market.
A large General Contractor - volume over $500M/yr. This contractor is using
TQM to improve quality in daily work. The contractor has 80 teams trained
and functioning, and a seven-step problem solving technique to solve problems.
SUNIL KUMAR
17. Companies who implemented continuous
improvement
A large General Contractor with a volume of $700M/yr. A quality circle
program was initiated which resulted in creating a company environment
that is conducive to partnering. The key to the company’s successful
partnering process is the utilization of an outside facilitator (a professional
psychologist). Partnering has enabled them to obtain significant new
amounts of work.
Wal-Mart The expansion of Wal-Mart Stores has been successfully
accomplished with the application of the principles of TQM to their Design
and Construction process.
SUNIL KUMAR
18. Companies who implemented continuous
improvement
Bechtel TQM was started in 1987 and has recently been reorganized into
CCI (an acronym for Commitment to Continuous Improvement). The
initiatives for their TQM process were obtained from their customers by
using a simple questionnaire.
Motorola Motorola has a successfully working TQM process. Motorola’s
fundamental objective is Total Customer Satisfaction. They have won the
Baldrige award and are corporate leaders in TQM.
SUNIL KUMAR
19. Successful companies who received MBNQ
award
The Malcolm Baldrige National Quality (MBNQ) award was established by
an act of Congress in 1987. The award is jointly administered by the
National Institute of Standards and Technology (NIST) and the American
Society for Quality Control (ASQC).
Past recipients of the award are:
Marlow Industries Solectron Corporation Zytec Corporation (1991)
Cadillac Motor Car Company IBM Rochester Federal Express
Corporation Wallace Co., Inc. (1990)
Milliken & Company Xerox Business Products and Systems (1989)
Globe Metallurgical Inc.Motorola, Inc.Commercial Nuclear Fuel
Division of westinghouse Electric Corp. (1988)
SUNIL KUMAR
20. Pitfalls to be avoided in TQM
Many companies have started on the road to quality but failed to achieve
success due to several factors, these are listed as follows:
Lack of top management support.
Lack of middle management support.
Commitment in only one department.
Short-term commitment .
Haphazard approach .
Failure to acquire the services of a competent statistician.
Measure success and guide program.
Failure to solicit worker input.
SUNIL KUMAR
21. Pitfalls to be avoided in TQM (contd…)
Over dependence on computerized quality control.
Funding failure .
No market research.
No testing of incoming materials.
Overselling hourly workers.
Adversarial management.
SUNIL KUMAR
22. Misconceptions in TQM
Some common misconceptions regarding the implementation of the continuous
improvement process is as follows:
Every site is different .
Errors and delays are different .
It is a typical jobsite problem.
It costs too much.
“It’s time to get started on Continuous Improvement
Your competitors may have already started”
SUNIL KUMAR
23. Steps in implementing TQM
1 Obtain CEO Commitment
2 Educate Upper-Level Management
3 Create Steering Committee
4 Outline the Vision Statement, Mission Statement, & Guiding Principles
5 Prepare a Flow Diagram of Company Processes
6 Focus on the Owner/Customer (External) & Surveys
7 Consider the Employee as an Internal Owner/customer
8 Provide a Quality Training Program
9 Establish Quality Improvement Teams
10 Implement Process Improvements
11 Use the Tools of TQM
12 Know the Benefits of TQM
SUNIL KUMAR
24. Steps in implementing TQM
1. Obtain CEO Commitment.
2. Educate upper level management.
To educate the upper level management we have to conduct the following:
Undergo quality training
Commit to TQM and provide the necessary resources.
Assist in the development.
Serve as a model of expected behavior.
Actively lead the way.
Drive fear out of the organization
Provide suitable recognition.
Drive decision making and problem resolution.
SUNIL KUMAR
25. Steps in implementing TQM
3. Create a steering committee.
Upon completion of upper management’s commitment and training, a
steering committee must be created to guide the company through the
process of implementing TQM.
Steering committee roles are…….
Review and evaluate customer surveys.
Determine processes to be improved.
Appoint task process improvement teams.
Monitor process improvement.
Oversee employee recognition for quality improvement.
Communicate successes and progress.
SUNIL KUMAR
26. Steps in implementing TQM
4. Outline the Vision Statement, Mission Statement, & Guiding Principles
Establishing guiding principles:
Important principles to consider including in the company’s vision
statement, mission statement, and guiding principles are as follows:
Owner/customer Satisfaction.
Improved Safety.
Elimination of errors and defects.
Doing things right, the first time.
Reputation as the best in the field.
Continuous Improvement.
Employee Empowerment.
SUNIL KUMAR
27. Steps in implementing TQM
5. Prepare a Flow Diagram of Company Processes:
A mechanical engineering firm created the TQM flow diagram illustrated
in the figure below:
SUNIL KUMAR
28. Steps in implementing TQM
6. Focus on the Owner/Customer (External) & Surveys
Focusing on a customer’s concerns
Several areas to survey, and to take care to provide or honor, are listed
here:
Safe operating procedures
Accident experience
Attitude
Professional competence
Technical competence of the work force
Overall responsiveness to owner/customer requests
Planning
Condition of equipment
Timeliness
SUNIL KUMAR
29. Steps in implementing TQM
Successful TQM companies have asked their owner/customers the following
questions:
How well do we deliver what we promise?
How often do we do things right the first time?
How often do we do things right on time?
How quickly do we respond to your request?
How accessible are we when you need to contact us?
How helpful and polite are we?
How well do we speak your language?
How well do we listen to you?
How hard do you think we work at keeping you a satisfied
owner/customer?
How much confidence do you have in our products or services? Etc…
SUNIL KUMAR
30. Steps in implementing TQM
7. Consider the Employee as an Internal Owner/Customer
In order to conduct an analysis of the internal processes following steps
should be applied:
List several of your internal owners/customers within your company
Choose one of these owners/customers to focus on for the application of
this technique
Determine the Outputs (products, services, information) that must be
provided to this internal owner/customer
Determine the work Processes your company uses to produce these
Outputs
Learn how your customer’s expectations are met and how satisfaction is
measured
SUNIL KUMAR
31. Steps in implementing TQM
8. Provide a Quality Training Program
Which employees are trained first?
The successful TQM company provides training to employees in the order
illustrated in the list below:
Upper Management
Remaining Management
In-House Trainers & Facilitators
Front-Line Supervisors
Non-Supervisory Employees
Team Training
Training of Subcontractors & Suppliers
SUNIL KUMAR
32. Steps in implementing TQM
9. Establish quality improvement teams
A quality improvement teams focuses on following areas for improvement:
Increased Employee Value
Informed Employees
Technical Training
Quality Training
Employee Suggestions
Employee Participation
Higher Quality of Artistry
Personal Development
SUNIL KUMAR
33. Steps in implementing TQM
The quality improvement team tasks are:
Identify the customers of the process
Determine customer expectations
Flowchart the process
Identify all of the inputs and interfaces
Identify the output(s)
Systematically review the procedures currently being used in the process
Collect and analyze available quantitative data
Determine the need for additional data
Identify the problem(s)
Determine the root cause of the problem
Determine potential solutions
Select a trial solution
Present recommendations to the steering committee
Implement the solution on a pilot-project basis
Analyze the data to discern if there has been improvement
SUNIL KUMAR
34. Steps in implementing TQM
10. Implement Process Improvements:
The structure approach to process improvement is as follows:
Problem is brought to the attention of the steering committee
Steering committee forms a team to examine the process and make
necessary recommendations for improvement
Team meets, reviews its mission, and determines how often it will meet
Training is initiated for team members
Team meets weekly for an hour or two to analyze the problem and
develop a solution
Solution is initiated on a pilot basis
Results of pilot study are examined
Solution is implemented company-wide
SUNIL KUMAR
36. Steps in implementing TQM
11. Use of Tools:
Seven classical tools of quality and process improvement, plus one, are
presented below.
Flowchart: Portrays all the steps in a process. Helps understand the
process.
Cause and Effect Diagram: Portrays possible causes of a process
problem. Helps determine root cause
Control Chart: Shows if a process has too much variation.
SUNIL KUMAR
37. Steps in implementing TQM
Seven Classical Tools (Contd…)
Histogram : Portrays the frequency of occurrence.
Check Sheet : Tabulates frequency of occurrence.
Pareto Diagram : Visually portrays problems and causes in order of
severity or frequency. Helps determine which problem or cause to tackle
first.
Scatter Diagram : Helps determine if two variables are related.
Run Chart : Shows variation and trends with time. Provides baseline data,
and helps to determine if a process is improving or not.
SUNIL KUMAR
38. Steps in implementing TQM
Examples of the seven classical tools used for continuous improvement:
Flow Chart
SUNIL KUMAR
39. Steps in implementing TQM
Control charts are time plots that also indicate the range of variation built
into the system. They are used to monitor a process to see whether it is in
statistical control.
Control Charts
SUNIL KUMAR
40. Steps in implementing TQM
A histogram is a bar graph of a frequency distribution in which the
widths of the bars are proportional to the classes into which the variable
has been divided and the heights of the bars are proportional to the class
frequencies.
Histogram
SUNIL KUMAR
41. Steps in implementing TQM
Check sheets are structured forms that make it easy to record and
analyze data. The best check sheets are simple to use, make use of your
operational definitions, and visually display the data to reveal
underlying patterns.
Check sheets
SUNIL KUMAR
42. Steps in implementing TQM
Pareto Charts are graphical diagrams that illustrate the relationship of
two variables.
SUNIL KUMAR
43. Steps in implementing TQM
12. What are the benefits of TQM?
The cost of quality:
Why do we implement the information related to TQM into our companies?
To make more money and/or to stay in business. If you don’t implement
TQM/CI, it will cost your firm money.
Cost of Quality = Cost of Nonconformance + Cost Prevention
SUNIL KUMAR
44. Steps in implementing TQM
What are the benefits of TQM? (contd….)
The Cost of nonconformance
Accidents
Omissions
Errors
Poor Product Quality
Being Late
SUNIL KUMAR
45. Steps in implementing TQM
The Cost of nonconformance lead us to
Rework
Recalls
Expediting
Removal of punch list items
Time extensions
Litigation costs and damages
Penalties and liquidated damages
Increased insurance costs
SUNIL KUMAR
46. Steps in implementing TQM
“What’s it going to cost us to do TQM?” you ask. Well, what is it costing
you now NOT to do it? . . . What is your cost of quality? IF you don’t have
the “real” facts, the truth is you really don’t know, . . . but you probably
sense what your cost of quality is costing you. You can feel it, and it’s not a
comfortable feeling.
SUNIL KUMAR
47. Steps in implementing TQM
Four Types of quality cost:
The four types of quality cost are:
Prevention cost All costs associated with error prevention in a product,
process or service.
Appraisal cost All costs associated with the assurance to conformance of
quality standards/requirements, inspection, testing, observation, etc.
Internal failure cost All costs associated with the evaluation and correction of
the design before it is released for construction, and all costs for rework on a
project before it is turned over to the owner.
External failure cost Similar to internal failure costs except that they occur
after the “output” has been turned over to the next processor or user. External
failure costs often include significant intangible costs of lost reputation
SUNIL KUMAR
48. SUNIL KUMAR
DESINGED BY
Sunil Kumar
Research Scholar/ Food Production Faculty
Institute of Hotel and Tourism Management,
MAHARSHI DAYANAND UNIVERSITY, ROHTAK
Haryana- 124001 INDIA Ph. No. 09996000499
email: skihm86@yahoo.com , balhara86@gmail.com
linkedin:- in.linkedin.com/in/ihmsunilkumar
facebook: www.facebook.com/ihmsunilkumar
webpage: chefsunilkumar.tripod.com