This document discusses the concepts of Total Quality Management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and involving all employees. The key aspects of TQM include leadership commitment, satisfying customers, employee involvement, continuous process improvement, supplier partnerships, and performance measurement. It provides examples of how companies can implement TQM principles and outlines the benefits, such as increased productivity and profits.
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
This document provides an overview of total quality management (TQM) concepts including:
- Definitions of quality from Joseph Juran and Philip Crosby
- The evolution of quality management approaches from inspection to TQM
- Key elements and principles of TQM from thinkers like Deming, Juran, and Crosby such as continuous improvement, customer focus, and employee involvement
- Frameworks for quality management including Deming's PDCA cycle and Juran's quality trilogy
This document provides an overview of Total Quality Management (TQM). It begins by defining key terms like quality, total, and management. TQM aims to improve all processes within an organization to exceed customer needs. Quality is defined using a formula that considers performance and expectations. The dimensions of quality and important steps in quality planning are outlined. Quality costs like prevention, appraisal, internal failure, and external failure costs are examined. Various analysis techniques for quality costs like index numbers, trend analysis, and Pareto analysis are discussed. The document concludes by discussing quality statements, strategic quality planning, Deming philosophy, and TQM implementation.
The document outlines the principles of the Deming Philosophy for quality management. It discusses creating aims and purposes, learning the philosophy, understanding inspection, improving processes continuously, instituting training and leadership. It also covers driving out fear, optimizing team efforts, eliminating quotas and exhortations, removing barriers to work, and encouraging education. The role of TQM leaders is described as being responsible for quality improvement and ensuring decisions align with quality statements. TQM implementation begins with senior managers and includes forming a quality council, training everyone, and having the council decide quality improvement projects. The document also discusses quality statements, strategic planning, and setting strategic quality goals and objectives.
Total quality management (TQM) is an integrated organizational approach focused on continuously meeting customer expectations. Key aspects of TQM include customer focus, prevention of defects, universal responsibility for quality, and continuous improvement. TQM seeks to involve all employees and use statistical tools to identify and address quality issues. When applied to business schools, TQM principles include synergistic relationships between faculty and students, leadership commitment to continuous improvement, and viewing the school as an ongoing system.
Barriers to total quality management implementation By Mahr M.Haseeb SultanMuhammad Haseeb Sultan
This document discusses barriers to implementing total quality management (TQM). It identifies 9 key barriers: 1) competitive markets that lower quality standards, 2) bad attitudes among employees and an abdication of responsibility, 3) a lack of leadership for quality initiatives, 4) insufficient cultural dynamism within organizations, 5) inadequate resources allocated to TQM, 6) a lack of customer focus, 7) difficulties measuring quality improvements, 8) poor planning of TQM programs, and 9) a lack of commitment to TQM from top management. The document argues that overcoming these barriers is important for successful long-term implementation of TQM principles in organizations.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
This document provides an overview of total quality management (TQM) concepts including:
- Definitions of quality from Joseph Juran and Philip Crosby
- The evolution of quality management approaches from inspection to TQM
- Key elements and principles of TQM from thinkers like Deming, Juran, and Crosby such as continuous improvement, customer focus, and employee involvement
- Frameworks for quality management including Deming's PDCA cycle and Juran's quality trilogy
This document provides an overview of Total Quality Management (TQM). It begins by defining key terms like quality, total, and management. TQM aims to improve all processes within an organization to exceed customer needs. Quality is defined using a formula that considers performance and expectations. The dimensions of quality and important steps in quality planning are outlined. Quality costs like prevention, appraisal, internal failure, and external failure costs are examined. Various analysis techniques for quality costs like index numbers, trend analysis, and Pareto analysis are discussed. The document concludes by discussing quality statements, strategic quality planning, Deming philosophy, and TQM implementation.
The document outlines the principles of the Deming Philosophy for quality management. It discusses creating aims and purposes, learning the philosophy, understanding inspection, improving processes continuously, instituting training and leadership. It also covers driving out fear, optimizing team efforts, eliminating quotas and exhortations, removing barriers to work, and encouraging education. The role of TQM leaders is described as being responsible for quality improvement and ensuring decisions align with quality statements. TQM implementation begins with senior managers and includes forming a quality council, training everyone, and having the council decide quality improvement projects. The document also discusses quality statements, strategic planning, and setting strategic quality goals and objectives.
Total quality management (TQM) is an integrated organizational approach focused on continuously meeting customer expectations. Key aspects of TQM include customer focus, prevention of defects, universal responsibility for quality, and continuous improvement. TQM seeks to involve all employees and use statistical tools to identify and address quality issues. When applied to business schools, TQM principles include synergistic relationships between faculty and students, leadership commitment to continuous improvement, and viewing the school as an ongoing system.
Barriers to total quality management implementation By Mahr M.Haseeb SultanMuhammad Haseeb Sultan
This document discusses barriers to implementing total quality management (TQM). It identifies 9 key barriers: 1) competitive markets that lower quality standards, 2) bad attitudes among employees and an abdication of responsibility, 3) a lack of leadership for quality initiatives, 4) insufficient cultural dynamism within organizations, 5) inadequate resources allocated to TQM, 6) a lack of customer focus, 7) difficulties measuring quality improvements, 8) poor planning of TQM programs, and 9) a lack of commitment to TQM from top management. The document argues that overcoming these barriers is important for successful long-term implementation of TQM principles in organizations.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
The document discusses concepts related to Total Quality Management (TQM) including its philosophy, focus elements, history, and key principles. It describes TQM as a continuous improvement philosophy that aims to satisfy customers and mobilize the entire organization. The document outlines criteria for evaluating organizations, including leadership, strategic planning, customer focus, information analysis, human resource development, process management, and business results. It provides examples of how TQM principles can be applied to areas like strategic planning, customer satisfaction, process management, and human resource development.
Total Quality Management (TQM) is a management approach centered on quality that aims for long-term success through customer satisfaction. TQM evolved from concepts like statistical process control, quality circles, and total quality control. It draws from disciplines like statistics, economics, and process analysis. Key thinkers who developed TQM principles include Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi. Their combined work established the foundations of continuous improvement, prevention over inspection, management commitment, employee empowerment, and a customer focus.
TOTAL QUALITY MANAGEMENT IN GRADUATE TEACHER EDUCATION by Maria Michelle Lain...Michelle Arevalo
Total Quality Management or TQM has the ability to incorporate the quality viewpoints of both external and internal stakeholders in an integrated manner and thus allow a wide-ranging method to quality management that will guarantee quality as well as create possible change and improvement.
This document provides an introduction to Total Quality Management (TQM). It discusses the evolution of quality practices from craftsmen to modern manufacturing. Key concepts in TQM like customer focus, continuous improvement, and leadership are introduced. The document also defines quality, explores the effects of poor quality and benefits of quality. It examines customer satisfaction factors and methods to collect customer feedback. Overall the document lays the groundwork for understanding TQM principles and practices.
This document provides an introduction to a presentation on Total Quality Management (TQM) given by Salman Mehmood. It includes information about the instructor, such as their educational background and experience. It also outlines how the presentation will cover topics like quality, standards, TQM principles and frameworks, early quality gurus, and the four P's and three C's of TQM. The presentation will utilize communication tools like Facebook and all assignments will be emailed to the instructor's address provided.
The document discusses the six key principles of Total Quality Management (TQM). The principles are: 1) quality-oriented management, 2) focus on the customer, 3) involving the entire workforce, 4) continuous improvement, 5) supplier partnership, and 6) measuring performance. Each principle is then further explained with examples of how organizations can implement and benefit from that principle as part of their TQM approach.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document discusses several quality improvement tools: brainstorming, affinity networks, Ishikawa diagrams, force-field analysis, process charting, flowcharts, Pareto analysis, career-path mapping, and quality function deployment. It provides brief descriptions of each tool, explaining how they are used to identify problems, organize ideas, determine causes and priorities, map processes, and ensure customer satisfaction. The overall purpose is to introduce a variety of strategies that can be applied to quality improvement efforts in educational settings.
This document provides an overview of Total Quality Management (TQM) presented by Prof. Raghavendran.V. It begins with defining quality and explaining that TQM aims to integrate fundamental management techniques to improve all processes within an organization. The professor then discusses the basic principles of TQM, including management commitment, customer focus, employee involvement, and continuous improvement. The document traces the evolution of approaches to quality, from inspection to quality control to quality assurance to TQM. It also outlines some obstacles to implementing TQM and provides assignment questions at the end.
This document provides an overview of Total Quality Management (TQM). It begins with an introduction to TQM, explaining that it is a management philosophy focused on continuously improving quality. It then outlines the key principles of TQM, including having top management commitment, training employees, being customer-oriented, and using quality techniques and tools. Finally, it discusses both the advantages and disadvantages of TQM, noting that while it can improve quality and customer satisfaction, implementing TQM also demands significant cultural changes, time, resources and may discourage creativity.
This document defines Total Quality Management and outlines its key principles and tools. It discusses the need for TQM to develop world-class organizations, continuously reduce costs and improve quality. The pillars of TQM are identified as products, processes, systems, people and leadership. Quality improvement tools like histograms, Pareto charts, scatter diagrams and control charts are presented. The economic justification of TQM is that it leads to lower costs and higher profits for companies that implement it properly. The advantages of TQM include improved competitiveness, profitability, sales and market share.
Total Quality Management (TQM) is defined as an organization's culture that is focused on constantly attaining customer satisfaction through an integrated system. This involves continuous improvement of processes to produce high quality products and services. The key elements of TQM include leadership, employee involvement, process excellence, customer focus, continuous improvement, and conformance to design specifications. TQM aims to transform an organization's culture from one focused internally to one focused externally on customers.
Total Quality Management (TQM) is a management approach focused on meeting customer needs through continuous improvement. The document discusses TQM principles like focusing on customer satisfaction, continuous improvement, and teamwork. It outlines Deming's 14 points for TQM implementation and characteristics of successful TQM companies like training employees and using teams for process improvement. Reasons for companies to begin TQM include increased efficiency and motivation. Examples of companies that implemented continuous improvement through TQM are provided.
This document discusses Total Quality Management (TQM) practices at Tata Steel. It outlines Tata Steel's TQM philosophy of customer focus, continuous improvement, and employee empowerment. The objectives of TQM at Tata Steel are to achieve total customer satisfaction through quality as the top priority. Challenges faced include market pressures and overcapacity. Tata Steel implemented initiatives like the Business Excellence Model to drive changes. This reduced costs and improved productivity, quality, and financial performance. Recommendations include increasing R&D spending, optimizing production processes, and tapping into rural markets.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
TQM - 2 - What is TQM and what are the TQM elements ?Joseph Ho
Total Quality Management (TQM) is a systematic management approach involving all organizational members focusing on meeting customer expectations and continuous improvement. The key elements of TQM include leadership from top management, employee involvement, a focus on product and process excellence, and continuous improvement. TQM aims to reduce costs through less defects and rework while improving customer satisfaction, morale, and overall organizational performance.
Total quality management (TQM) is a management approach that seeks to improve quality and performance at all levels of an organization. It involves implementing certain principles such as focusing on customers, encouraging employee involvement, and continuously improving processes. TQM requires leadership commitment, meeting customer requirements, employee participation, continuous improvement processes, supplier partnerships, and performance measurement. When implemented successfully, TQM can result in financial benefits like lower costs and higher returns, as well as improved customer satisfaction, access to markets, and reputation.
The document outlines the six basic concepts of total quality management (TQM): 1) top management commitment to quality principles and long-term plans, 2) focus on internal and external customers, 3) effective involvement and utilization of the entire workforce, 4) continuous improvement of processes, 5) treating suppliers as partners, and 6) establishing performance measures for processes. It then provides further details about each concept, emphasizing top management's role in quality, customer satisfaction, employee involvement through training and teams, continuous small improvements, the importance of suppliers, and using measures to track quality improvement.
The document discusses concepts related to Total Quality Management (TQM) including its philosophy, focus elements, history, and key principles. It describes TQM as a continuous improvement philosophy that aims to satisfy customers and mobilize the entire organization. The document outlines criteria for evaluating organizations, including leadership, strategic planning, customer focus, information analysis, human resource development, process management, and business results. It provides examples of how TQM principles can be applied to areas like strategic planning, customer satisfaction, process management, and human resource development.
Total Quality Management (TQM) is a management approach centered on quality that aims for long-term success through customer satisfaction. TQM evolved from concepts like statistical process control, quality circles, and total quality control. It draws from disciplines like statistics, economics, and process analysis. Key thinkers who developed TQM principles include Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi. Their combined work established the foundations of continuous improvement, prevention over inspection, management commitment, employee empowerment, and a customer focus.
TOTAL QUALITY MANAGEMENT IN GRADUATE TEACHER EDUCATION by Maria Michelle Lain...Michelle Arevalo
Total Quality Management or TQM has the ability to incorporate the quality viewpoints of both external and internal stakeholders in an integrated manner and thus allow a wide-ranging method to quality management that will guarantee quality as well as create possible change and improvement.
This document provides an introduction to Total Quality Management (TQM). It discusses the evolution of quality practices from craftsmen to modern manufacturing. Key concepts in TQM like customer focus, continuous improvement, and leadership are introduced. The document also defines quality, explores the effects of poor quality and benefits of quality. It examines customer satisfaction factors and methods to collect customer feedback. Overall the document lays the groundwork for understanding TQM principles and practices.
This document provides an introduction to a presentation on Total Quality Management (TQM) given by Salman Mehmood. It includes information about the instructor, such as their educational background and experience. It also outlines how the presentation will cover topics like quality, standards, TQM principles and frameworks, early quality gurus, and the four P's and three C's of TQM. The presentation will utilize communication tools like Facebook and all assignments will be emailed to the instructor's address provided.
The document discusses the six key principles of Total Quality Management (TQM). The principles are: 1) quality-oriented management, 2) focus on the customer, 3) involving the entire workforce, 4) continuous improvement, 5) supplier partnership, and 6) measuring performance. Each principle is then further explained with examples of how organizations can implement and benefit from that principle as part of their TQM approach.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document discusses several quality improvement tools: brainstorming, affinity networks, Ishikawa diagrams, force-field analysis, process charting, flowcharts, Pareto analysis, career-path mapping, and quality function deployment. It provides brief descriptions of each tool, explaining how they are used to identify problems, organize ideas, determine causes and priorities, map processes, and ensure customer satisfaction. The overall purpose is to introduce a variety of strategies that can be applied to quality improvement efforts in educational settings.
This document provides an overview of Total Quality Management (TQM) presented by Prof. Raghavendran.V. It begins with defining quality and explaining that TQM aims to integrate fundamental management techniques to improve all processes within an organization. The professor then discusses the basic principles of TQM, including management commitment, customer focus, employee involvement, and continuous improvement. The document traces the evolution of approaches to quality, from inspection to quality control to quality assurance to TQM. It also outlines some obstacles to implementing TQM and provides assignment questions at the end.
This document provides an overview of Total Quality Management (TQM). It begins with an introduction to TQM, explaining that it is a management philosophy focused on continuously improving quality. It then outlines the key principles of TQM, including having top management commitment, training employees, being customer-oriented, and using quality techniques and tools. Finally, it discusses both the advantages and disadvantages of TQM, noting that while it can improve quality and customer satisfaction, implementing TQM also demands significant cultural changes, time, resources and may discourage creativity.
This document defines Total Quality Management and outlines its key principles and tools. It discusses the need for TQM to develop world-class organizations, continuously reduce costs and improve quality. The pillars of TQM are identified as products, processes, systems, people and leadership. Quality improvement tools like histograms, Pareto charts, scatter diagrams and control charts are presented. The economic justification of TQM is that it leads to lower costs and higher profits for companies that implement it properly. The advantages of TQM include improved competitiveness, profitability, sales and market share.
Total Quality Management (TQM) is defined as an organization's culture that is focused on constantly attaining customer satisfaction through an integrated system. This involves continuous improvement of processes to produce high quality products and services. The key elements of TQM include leadership, employee involvement, process excellence, customer focus, continuous improvement, and conformance to design specifications. TQM aims to transform an organization's culture from one focused internally to one focused externally on customers.
Total Quality Management (TQM) is a management approach focused on meeting customer needs through continuous improvement. The document discusses TQM principles like focusing on customer satisfaction, continuous improvement, and teamwork. It outlines Deming's 14 points for TQM implementation and characteristics of successful TQM companies like training employees and using teams for process improvement. Reasons for companies to begin TQM include increased efficiency and motivation. Examples of companies that implemented continuous improvement through TQM are provided.
This document discusses Total Quality Management (TQM) practices at Tata Steel. It outlines Tata Steel's TQM philosophy of customer focus, continuous improvement, and employee empowerment. The objectives of TQM at Tata Steel are to achieve total customer satisfaction through quality as the top priority. Challenges faced include market pressures and overcapacity. Tata Steel implemented initiatives like the Business Excellence Model to drive changes. This reduced costs and improved productivity, quality, and financial performance. Recommendations include increasing R&D spending, optimizing production processes, and tapping into rural markets.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
TQM - 2 - What is TQM and what are the TQM elements ?Joseph Ho
Total Quality Management (TQM) is a systematic management approach involving all organizational members focusing on meeting customer expectations and continuous improvement. The key elements of TQM include leadership from top management, employee involvement, a focus on product and process excellence, and continuous improvement. TQM aims to reduce costs through less defects and rework while improving customer satisfaction, morale, and overall organizational performance.
Total quality management (TQM) is a management approach that seeks to improve quality and performance at all levels of an organization. It involves implementing certain principles such as focusing on customers, encouraging employee involvement, and continuously improving processes. TQM requires leadership commitment, meeting customer requirements, employee participation, continuous improvement processes, supplier partnerships, and performance measurement. When implemented successfully, TQM can result in financial benefits like lower costs and higher returns, as well as improved customer satisfaction, access to markets, and reputation.
The document outlines the six basic concepts of total quality management (TQM): 1) top management commitment to quality principles and long-term plans, 2) focus on internal and external customers, 3) effective involvement and utilization of the entire workforce, 4) continuous improvement of processes, 5) treating suppliers as partners, and 6) establishing performance measures for processes. It then provides further details about each concept, emphasizing top management's role in quality, customer satisfaction, employee involvement through training and teams, continuous small improvements, the importance of suppliers, and using measures to track quality improvement.
The document provides an overview of key concepts related to productivity and quality management including Total Quality Management (TQM). It defines TQM and lists its objectives and benefits. It also outlines key TQM techniques like total employee involvement, just-in-time, and total quality control. Additionally, it discusses quality gurus like Deming, Crosby, and Juran as well as concepts like the cost of quality, quality assurance, and techniques used in TQM implementation.
This document provides an overview of Total Quality Management (TQM) concepts and principles as outlined by several quality gurus. It discusses the key dimensions of product and service quality. It profiles several influential quality gurus including Deming, Juran, Crosby and their major contributions to TQM thinking. Deming emphasized the Deming cycle, his 14 points for management and the seven deadly diseases. Juran developed the quality trilogy of planning, control and improvement. Crosby proposed the six C's for quality education and the four absolutes of quality.
This document provides an overview of Total Quality Management (TQM), including its definition, historical development, key concepts, benefits, and principles. Some of the main points covered include:
- TQM is defined as a philosophy and set of guiding principles for continuously improving processes across an organization to exceed customer needs.
- Important contributors to the development of TQM concepts include W. Edwards Deming, Joseph Juran, and quality control circles.
- The PDCA (Plan-Do-Check-Act) cycle is a popular framework for implementing improvements.
- Key TQM concepts include management commitment, customer focus, employee involvement, continuous improvement, and treating suppliers as partners.
- Benefits
This document discusses dimensions of manufacturing quality, dimensions of service quality, total quality management (TQM), basic concepts of TQM, definitions of TQM, barriers to TQM implementation, Deming's contributions including his 14 points and PDCA cycle, Juran's contributions including internal customer, cost of quality, quality trilogy, 10 steps for quality improvement, and the breakthrough concept, and Phillip Crosby's four absolutes of quality. It provides an overview of key aspects of quality management including definitions, concepts, approaches, tools, and challenges.
This document provides an overview of Total Quality Management (TQM) concepts including definitions of quality, inspection, quality control, quality assurance, and quality management. It discusses quality gurus like Deming, Juran, Crosby, and Taguchi and some of their key philosophies and tools. Specifically, it covers Deming's PDCA cycle and 14 points, Juran's quality trilogy, Crosby's 14 points and concept of "quality is free", and Taguchi's concept of customer tolerance limits and quality loss function which quantifies costs of poor quality over the lifetime of a product.
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
The document discusses key concepts in quality management including total quality management (TQM), Six Sigma, benchmarking, just-in-time (JIT) manufacturing, and tools for continuous improvement. It explains that quality supports business strategies, improves profitability through increased productivity and lower costs, and defines quality from different perspectives including user-based and manufacturing-based views. Key dimensions of quality and costs of quality are also summarized.
This document provides an overview of key concepts in quality management, including definitions of quality, approaches like Total Quality Management (TQM) and Six Sigma. It discusses tools and strategies to improve quality like benchmarking, employee empowerment, Just-in-Time manufacturing, and concepts from quality experts like Deming, Juran, Feigenbaum, and Taguchi. International quality standards like ISO 9000 and Baldrige criteria are also summarized.
The document discusses key concepts in quality management and operations management. It defines quality, describes tools like ISO standards, Six Sigma, benchmarking, and TQM. It explains how quality improves profits through increased productivity and lower costs. Quality dimensions include performance, reliability and aesthetics. Tools for quality include check sheets, control charts, Pareto charts and cause-and-effect diagrams. Inspection is used to detect defects but cannot fix underlying process problems. Quality is important for both goods and services.
Total Quality Management (TQM) is defined as both a philosophy and set of principles that directs continuous improvement in a business. The key concepts of TQM include commitment from top management, a focus on customers, involvement of employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. TQM requires changing the organizational culture to be customer-oriented, focus on prevention over detection, and make quality improvement everyone's responsibility through teams. Continuous improvement comes from quality projects, benchmarking, and using data to measure outcomes.
1) The document discusses total quality management (TQM), its key elements, and how to form effective customer-supplier partnerships.
2) TQM is a management approach centered on quality and customer satisfaction that requires participation from all organization members.
3) Forming partnerships with suppliers involves understanding each other, sharing motivations for quality, and helping one another improve products and services through continuous processes.
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.
This document provides an introduction to quality and total quality management. It defines key quality-related terms like quality management, quality assurance, and quality control. It discusses various quality philosophies from thinkers like Deming, Juran, Crosby and describes concepts like quality planning, quality control, quality improvement. It also covers ISO 9000 standards, acceptance sampling techniques, and introduces the concept of total quality management which emphasizes meeting customer expectations through empowering employees in integrated organizational efforts.
Week 4:
Quality Management
OPERATIONS MANAGEMENT
1
Outline
Quality definition
Dimension of quality in product and services
Quality assurance
Quality leaders
Cost of quality
Total quality management and tools
Definition of Quality
Quality is a predictable degree of uniformity and dependability, at low cost and suitable to the market (Deming)
Quality is fitness for use (Juran)
Quality is the conformance to requirements (Crosby)
Quality is the (minimum) loss imparted by a product to
society from the time the product is shipped. (Taguchi)
Why Quality
4
Managing quality supports differentiation, low cost, and response strategies
Quality helps firms increase sales and reduce costs
Building a quality organization is a demanding task
4
Ethics and Quality Management
5
Operations managers must deliver healthy, safe, quality products and services
Poor quality risks injuries, lawsuits, recalls, and regulation
Organizations are judged by how they respond to problems
5
Dimensions of Quality for Manufacturing Product
Performance: Product’s primary operating characteristics
Features: Secondary characteristics that supplement the products basic functioning
Reliability: The probability of a product’s surviving over a specified period of time under stated conditions of use
Durability: The amount of use one gets from a product before it physically deteriorates or until replacement is preferable.
Serviceability: The ability to repair a product quickly and easily
Aesthetics: How a product looks, feels, tastes, or smells
Service Quality Attributes
Timeliness: Will a service be performed when promised?
Completeness: Are all items in an order included?
Courtesy: Do front-line employees greet each customer cheerfully and politely.
Consistency: Are services delivered in the same fashion for every customer and every time for the same customers.
Accessibility and convenience: Is the service easy to obtain?
Accuracy: Are the services performed right the first time?
Responsiveness: Can the service personnel response quickly and resolve unexpected problem?
Quality Control
All those operational techniques and activities that are used to fulfill requirements for quality.
The objectives are:
(i) To ensure true expression/correct translation of stated and implied needs of the customers.
(ii) To monitor the process for realization of the product at various stages of its operations and eliminating causes of unsatisfactory performance at all stages of quality loop in order to achieve economic effectiveness.
(iii) Inspection of the product/service package to determine conformance to customer needs.
Quality Assurance
All the planned and systematic activities implemented within the organization for quality management, to provide adequate confidence that a product or service will satisfy given requirements for quality (ISO - International Organization for Standardization).
Quality assurance is a preventive activity an.
ورشة عمل إدارة الجودة الشاملة(برنامج تطوير القدرات المؤسسية).pptxhossam kachwar
This document discusses concepts related to total quality management (TQM) including definitions, approaches, and differences from ISO 9001. It provides definitions of TQM from various sources that emphasize continuous improvement, meeting customer needs, and involving all employees. It describes the historical development of quality approaches from quality inspection to quality assurance systems to TQM. It also discusses concepts related to improving organizational performance including types of performance and comparative excellence approaches. Key differences between TQM and ISO 9001 are outlined. The document stresses that while TQM was important, the new focus is on institutional excellence driven by innovation and quality.
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2. Total Quality Management
The way of managing organization to achieve
excellence
Total – everything
Quality – degree of excellence
Management – art, act or way of organizing,
controlling, planning, directing to achieve
certain goals
3. Definition of TQM (BS4778:1991)
A management philosophy embracing all
activities through which the needs and
expectations of the CUSTOMER and
COMMUNITY, and the objectives of the
organization are satisfied in the most efficient
and cost effective manner by maximising the
potential of ALL employees in a continuing
drive for improvement.”
4. Total Quality Management
Quality element Previous state TQM
Definition Product-oriented Customer-oriented
Priorities Second to service and
cost
First among equals of
service and cost
Decisions Short-term Long-term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality Control Everyone
Problem solving Managers Teams
Procurement Price Life-cycle costs
Manager’s role Plan, assign, control,
and enforce
Delegate, coach,
facilitate, and mentor
5. Total Quality Management
Requires cultural change – prevention not
detection, pro-active versus fire-fighting, life-
cycle costs not price, etc
Many companies will not start this
transformation unless faced with
disaster/problems or forced by customers
6. Improve Quality (Product/Service)
Increase Productivity (less rejects, faster job)
Lower Costs and Higher Profit
Business Growth, Competitive, Jobs, Investment
Effect of Quality Improvement
7. Increase in productivity with improved quality
Item
Before Improvement
– 10%
nonconforming
After improvement –
5% nonconforming
Relative total costs of 20 units 1.00 1.00
Conforming units 18 19
Relative cost of non-conforming
units
0.10 0.05
Productivity increase 1/18(100)=5.6%
Capacity increase 1/18(100)=5.6%
Profit increase 1/18(100)=5.6%
8. Scope of the TQM activity
TQM
Principles &
Practices
Leadership
Customer
satisfaction
Employee
improvement
Continuous
improvement
Supplier
partnership
Performance
measures
Tools &
Techniques
Quantitative Non-quantitative
SPC ISO 9000
ISO 14000
Acceptance
Sampling
Reliability Benchmarking
Experimental
design
FMEA
QFD
Total
productive
maintenance
Management
tools
Concurrent
engineering
9. TQM Six Basic Concepts
1. Leadership
2. Customer Satisfaction
3. Employee Involvement
4. Continuous Process Improvement
5. Supplier Partnership
6. Performance Measures
(All these present an excellent way to run
a business)
10. Criteria 1
Leadership
Top management must realize importance of
quality
Quality is responsibility of everybody, but
ultimate responsibility is CEO
Involvement and commitment to CQI
Quality excellence becomes part of business
strategy
Lead in the implementation process
11. Characteristics of Successful Leaders
1. Give attention to external and internal customers
2. Empower, not control subordinates. Provide resources,
training, and work environment to help them do their jobs
3. Emphasize improvement rather than maintenance
4. Emphasize prevention
5. Encourage collaboration rather than competition
6. Train and coach, not direct and supervise
7. Learn from problems – opportunity for improvement
8. Continually try to improve communications
9. Continually demonstrate commitment to quality
10. Choose suppliers on the basis of quality, not price
11. Establish organisational systems that supports quality efforts
12. Implementation Process
Must begin from top management, most important
CEO commitment
Cannot be delegated (indifference, lack of involvement
cited as principle reason for failure)
Top/senior management must be educated on TQM
philosophy and concepts, also visit successful
companies, read books, articles, attend seminars
Timing of implementation – is the org ready, re-
organization, change in senior personnel, current crisis
– then need to postpone to favourable time
Need a roadmap/framework for implementation
Formation of Quality Council – policies, strategies,
programmes
13. Implementation Process
Quality council job–
1. Develop core values, vision statement, mission statement, and
quality policy statement
2. Develop strategic long-term plan with goals and annual quality
improvement program with objectives
3. Create total education and training plan
4. Determine and continually monitor cost of poor quality
5. Determine performance measures for the organization, approve
them for functional areas, and monitor them.
6. Continually determine projects that improve processes, particularly
those affect external and internal customer satisfaction
7. Establish multifunctional project and departmental or work group
teams and monitor progress
8. Establish or revise the recognition and reward system to account
new way of doing business. Must begin from top management, most
important CEO commitment
14. Implementation Process
Core values
- foster TQM behaviour and define the culture
- need to develop own values
Examples from Malcolm Baldrige National Quality Award
1. Customer-driven excellence
2. Visionary leadership
3. Organizational and personal learning
4. Valuing employees and partners
5. Agility
6. Management for innovation
7. Management by fact
8. Systems perspective
9. Social responsibility
10. Focus results and creating value
15. Criteria 2
Customer Satisfaction
Customer is always right – in Japan customer is “King”
Customer expectations constantly changing – 10 years
ago acceptable, now not any more!
Delighting customers (Kano Model)
Satisfaction is a function of total experience with
organization
Must give customers a quality product or service,
reasonable price, on-time delivery, and outstanding
service
Need to continually examine the quality systems and
practices to be responsive to ever – changing needs,
requirements and expectations – Retain and Win new
customers
16. Issues for customer satisfaction
Checklist for both internal and external customers
1. Who are my customers?
2. What do they need?
3. What are their measures and expectations?
4. Does my product/service exceed their
expectations?
5. How do I satisfy their needs?
6. What corrective action is necessary?
17. Customer Feedback
To focus on customer, an effective
feedback program is necessary, objectives
of program are to:
1. Discover customer dissatisfaction
2. Discover priorities of quality, price, delivery
3. Compare performance with competitors
4. Identify customer’s needs
5. Determine opportunities for improvement
18. Customer Feedback Tools/Method
Warranty cards/Questionnaire
Telephone/Mail Surveys
Focus Groups
Customer Complaints
Customer Satisfaction Index
Good experience are told to 6 people while bad
experience are repeated to 15 people
19. Criteria 3
Employee Involvement
People – most important resource/asset
Quality comes from people
Deming – 15% operator errors, 85%
management system
Project teams – Quality Control Circles (QCC),
QIT
Education and training – life long, continuous
both knowledge and skills
Suggestion schemes; Kaizen, 5S teams
Motivational programmes, incentive schemes
Conducive work culture, right attitude,
commitment
20. Criteria 4
Continuous Process Improvement
View all work as process – production and
business
Process – purchasing, design, invoicing, etc.
Inputs – PROCESS – outputs
Process improvement – increased customer
satisfaction
Improvement – 5 ways; Reduce resources,
Reduce errors, Meet expectations of
downstream customers, Make process safer,
make process more satisfying to the person
doing
21. Continuous Improvement
Inputs – processing – outputs
Input
Materials
Info, Data
People
Money
Process
Work methods
Procedures
Tools
Production – Cutting,
Welding, etc.
Bank –
deposit/withdrawal
process,
Kad Pintar Application
Process at NRD
Outputs
Products
Delivered service
In-process jobs –
forms signed,
drawing completed
Others
Also by-products,
wastes
Conditions
feedback
22. Problem – Solving Method
Identify the opportunity (for improvement)
Analyze the current process
Develop the optimal solution(s)
Implement changes
Study the results
Standardize the solution
Plan for the future
23. Identify the opportunity (for
improvement)
Phase 1 – Identify problems
Use Pareto Analysis – external & internal
failures, returns
Phase 2 – Form a team (same function of
multifunctional)
Phase 3 – Define scope of problem (Paint
process – data collected for a week
showed high 30% ‘runs’ defect)
24. Pareto Diagram Example
BH Model Ink Cartridges Defects from (January till August 05')
0
5000
10000
15000
20000
25000
Seal tape
wrinkle
Ink stain Air > 0.5mm Seal tape
missing
Arrow tape
Ng
Seal tape Ng Foreign
material
Cartridge
drop
Leakage Ink in air
room
Ink not insert
in case
Ink over flow Overwelding Dirty Slanting Others
Types ofDefects
Quantity (units)
0
10
20
30
40
50
60
70
80
90
100
Cumulative %
25. Process Flow Chart – Ink filling process
2
3
3
4
5
Completed
1
7
8
2
Ink cartridge
assembly
1
2
1 Ink case
Degasification tank
Ink supply
BK/C/Y/M
Seal tape
Vacuum pressure inside ink case
(-550mmHg or lower)
Ink filling process
Welding on adapter/ air holes
Press for proper sealing
Excess seal tape cutting
•Inspection for leaking
•Ink weight checking
(sampling)
Effective date printing
Vacuum packing
Ink leakage check
(after 48 hours)
26. Analyze the current process
Understand the current process, how it is
performed
Develop process flow diagram
Define target performance
Collect data, information
Determine causes not solution (use cause
and effect diagram)
Root cause if possible
27. No Input Processes Output
1 Ink case ( INCOMING ) PROCESS #1
~ Pressure inside ink case Vacuum pressure inside ink case to ~ Vacuum pressure under control
~ Jig & clamping conditions (-550mmHg or lower) ( Pressure gauge)
~ Loading & handling method ~ No misallignment
~ Machine condition
~ Pallet accuracy
2 Ink case ( AFTER #1) PROCESS #2
~ Parts after #1 process Ink filling process ~ No overflow of ink
~ Jig & clamping condition ~ Adequate volume of ink
~ Machine condition ( Selfeeder ) ~ Electronic Scale (M3-31-010) ok
~ Ink filling head condition
~ Ink filling volume
3 Ink case ( AFTER #2) PROCESS #3
~ Part after #2 process Seal tape welding on adapter/ air holes ~ Every line: 215±10°C
~ Jig & clamping conditions ~ No misallignment
~ Loading & handling method
~ Machine condition ( Selfeeder )
~ Temperatue of seal tape heater
4 Ink case ( AFTER #3 ) PROCESS #4
~ Part after #2 process Press for proper sealing ~ Proper sealing
~ Jig & clamping conditions ~ No misallignment
~ Spring counterbalance
~ Machine condition
~ Seal plate allignment
5 Ink case ( AFTER #4) PROCESS #5
~ Parts after #3 process Excess seal tape cutting ~ No dented / scratches/ overcut
~ Jig & clamping condition ~ No left over burr
~ Loading & handling method
~ Machine condition ( Selfeeder )
~ Cutter condition
PROCESS MAPPING
Model: BH Model Ink Cartridges
Process: Ink Filling
Project Title: Reduce Seal Tape Wrinkle Defect To Increase Sigma
28. Affinity diagram Example
Bad maintenance
Old machine
No experienced
technical experts
Temporary
countermeasures
No time to focus on it
Will probably fail
just like most of
the improvement
done earlier
Untrained for
this machine
Doesn’t understand
the problem
No ongoing group to
focus on this
problem
Dun have the math
skills for this
Short term planning
mentality
Plan to solve
problem before
problem clearly
defined
Lack of follow-up
by management
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Issues in solving seal tape wrinkle problem
29. Develop the optimal solution(s)
To establish solutions
Recommended optimal solution to improve process
Create new process, combine different process,
modify existing process
Creativity (rubber pad adhesive, door trim)
Brainstorming, Delphi, Nominal Group Technique
Evaluate and testing of ideas/possible solutions
Implement changes
To prepare implementation plan, obtain approval,
conduct process improvements, study results
Why is it done? How, When, Who, When it will be
done?
30. BEFORE AFTER
1) Old pallette made of nylon material
2) Part slot gap is 13mm
3) Misalignment of ink cartridge during ink filling process
4) Cost of palette: RM 200/palette
1) Aluminium material pallette
2) Part slot gap is 12.5mm
3) Reduce movement of ink cartridge during ink filling process.
4) Cost of palette: RM 200/palette
OldOld NewNew
BEFORE AFTER
1) Old pallette made of nylon material
2) Part slot gap is 13mm
3) Misalignment of ink cartridge during ink filling process
4) Cost of palette: RM 200/palette
1) Aluminium material pallette
2) Part slot gap is 12.5mm
3) Reduce movement of ink cartridge during ink filling process.
4) Cost of palette: RM 200/palette
OldOld NewNew
31. Effects of Improvement
Monthly Defect Ratio for BH CLR Model Seal Tape Wrinkle Issue
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
Nov Dec
Month
DefectRatio(%)
New improved palettes
(aluminium palettes)
0.74% Improvement
Old palettes (nylon)
32. Measure and evaluate results of changes
Standardize solution – certify process, operator,
done?
Next project/problem areas
Positron Control Wave Soldering Process
What Specs Who How Where When
A 880
Flux
0.864 g
0.008
Lab
technician
Specific
gravity
Lab Daily
Study the results/Standardize the
solution/Plan for the future
33. Criteria 5
Supplier Partnership
40% product cost comes from purchased
materials, therefore Supplier Quality
Management important
Substantial portion quality problems from
suppliers
Need partnership to achieve quality
improvement – long-term purchase contract
Supplier Management activities
34. Criteria 5
Supplier Partnership
Define product/program requirements;
1. Evaluate potential and select the best suppliers
2. Conduct joint quality planning and execution
3. Require statistical evidence of quality
4. Certify suppliers, e.g. ISO 900, Ford Q1
5. Develop and apply Supplier Quality Ratings
Defects/Percent non-conforming
Price and Quality costs
Delivery and Service
35. Criteria 6
Performance Measures
Managing by fact rather than gut feelings
Effective management requires measuring
Use a baseline, to identify potential projects, to
asses results from improvement
E.g. Production measures – defects per million,
inventory turns, on-time delivery
Service – billing errors, sales, activity times
Customer Satisfaction
Methods for measuring
Cost of poor quality
Internal failure
External failure
Prevention costs
Appraisal costs
36. Performance Measures
Award Models (MBNQA, EFQM, PMQA)
Benchmarking – grade to competitors,
or best practice
Statistical measures – control charts,
Cpk
Certifications
ISO 9000:2000 Quality Mgt System
ISO 14000 Environmental Mgt System,
Underwriters Lab (UL), GMP
QS 9000, ISO/TS 16949
37. Deming’s 14 Points for Management
1. Create constancy of purpose towards
improvement of product and service with aim
to be competitive, stay in business and
provide jobs.
2. Adopt a new philosophy – new economic
age, learn responsibilities and take on
leadership for future change.
3. Cease dependence on inspection to achieve
quality. Eliminate the need for inspection on a
mass basis by building quality into product in
the first palace.
38. Deming’s 14 Points for Management
4. End the practice of awarding business on the
basis of price, instead, minimize total costs.
5. Improve constantly and forever the system of
production and service, to improve quality and
productivity, thus decreasing costs.
6. Institute training on the job
7. Institute leadership, supervision to help do a
better job.
8. Drive out fear, everyone can work effectively for
company.
39. Deming’s 14 Points for Management
9. Breakdown barriers between departments.
Work as teams to foresee production problems.
10. Eliminate slogans, exhortations, and targets for
workforce.
11. Eliminate numerical quotas on the workforce.
12. Remove barriers that rob people pride of
workmanship.
13. Institute a vigorous program of education and
self-improvement.
14. Put everybody to work to accomplish the
transformation.