Day 3 Introduction to TQM Principles
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This document discusses the key principles of Total Quality Management (TQM), including customer focus, leadership, employee involvement, team management, continuous process improvement, and supplier relations. It outlines Joseph Juran's three steps of quality planning, quality control, and quality improvement. The continuous improvement process and principles of leadership, quality statements, and strategic quality planning are also summarized. Examples are provided for quality statements, strategic planning, and leadership styles.
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- Identifying and reducing the seven deadly wastes of overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transporting, and processing itself
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- Juran's Trilogy of quality planning, control, and improvement
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Joseph Juran made many contributions to quality management, including developing the concept of the internal customer and cost of quality. He is known for establishing the "Juran Trilogy" which outlines three processes for quality management - quality planning, quality control, and quality improvement. The trilogy shows how organizations can improve by better understanding the relationships between planning, controlling, and improving quality processes and business results. Juran also proposed 10 steps for quality improvement projects and emphasized the concept of breaking through problems by understanding the journey from symptom to cause and from cause to remedy.
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Juran developed a quality trilogy to assist management in quality planning, control, and improvement. The trilogy includes: 1) quality planning which involves identifying customer needs and developing products and processes to meet those needs, 2) quality control which evaluates performance, compares it to goals, and takes action on differences, and 3) quality improvement which establishes quality councils and selects project teams to systematically improve quality. Juran believed focusing on improvement first provides early returns and lessons for planning while increasing teamwork and enthusiasm.
Walter Shewhart
Walter Shewhart is considered the grandfather of Total Quality Management. He brought together statistics, engineering, and economics to formulate a scientific basis for quality control. Some of his main contributions include developing statistical process control (SPC) methods using control charts, pioneering statistical quality control (SQC) techniques, and creating an early version of the PDSA/PDCA improvement cycle that is still used today. Shewhart's work in the 1920s at Bell Labs laid the foundation for modern quality management practices.
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The document provides an overview of quality management concepts including:
- Definitions of quality from different perspectives including consumers and producers
- Dimensions of quality for manufactured products and services
- Total quality management principles including customer focus, leadership, and continuous improvement
- Contributions of quality gurus like Deming, Juran, and Crosby
- Tools for quality improvement like quality circles, Deming's PDCA cycle, and Six Sigma
- Implications of quality management for strategy, employees, information technology, and costs
Unit ii tqm principles [continuous process improvement]
The document discusses principles of total quality management including Juran's Trilogy, quality planning, quality control, quality improvement, the PDSA cycle, and 5S methodology. Juran's Trilogy divides quality management into three processes: quality planning, quality control, and quality improvement. The PDSA cycle, also known as Deming's wheel, consists of four phases used for continuous process improvement. 5S methodology involves five Japanese words translated as Sort, Set in Order, Shine, Standardize, and Sustain, which are used to create a neat, clean, and efficient workplace.
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Unit ii tqm principles [continuous process improvement]
Unit ii tqm principles [continuous process improvement]
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2007bai7680
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This module provides an introduction to Total Quality Management (TQM). It defines TQM as a holistic management framework that focuses on continuous improvement, customer satisfaction, and the involvement of all organization members. The module outlines five key principles of TQM: delight the customer, management by fact, people-based management, continuous improvement, and top management commitment. It presents TQM as an integrating framework that can help organizations sustain productivity and quality gains. Finally, it maps TQM principles to the seven standards of the Business Excellence Framework, which is used as a self-assessment tool to measure organizational performance.
Welcome Take a method and try it. If it fails, ad.docx
Welcome
"Take a method and try it.
If it fails, admit it frankly, and try another.
But by all means, try something.“
-Franklin D. Roosevelt
1 - 2
IS 628 Total Quality Management
Welcome
Hey Prof,
I completed a major graduate internship at Montefiore Medical Center 3
weeks ago and just received a full time offer as a supervisor at the CMO
division at Montefiore. During my internship I did a lot of performance
improvement work as well as Excel analysis. I must say your class really
helped out because I was able to apply methodologies as well as
systematic tools/flow maps to help my department be more efficient to
improve patient experience.
… 2011-2012 MBA IS628 Student
1 - 3
Grades
A
“Calculation”
(for a society that insists on the chaotic measurement of the unknowable)
Class Participation 40%
Midterm 15%
Final 15%
Homework 15%
Project 15%
100%
1 - 4
What do I want from you?
Get it… and Live it
Knowing about something vs Knowing it
Move from education to application
Information to Transformation
Who are you…
Newbies… Introduce yourself
• Name
• Where are you coming from before class?
• Work Experience
• Hobby or Interest
• What do you want from your education?
• Expectations that the MBA will provide to you
• What specifically do you want from me?
1 - 6
DRAFT
Schedule
12
Classes
You only have me
for 36 hours.
Use me to get what
you need.
Iona IS628 TQM Winter Trimester 2015-2016
Date Class Location Subject / Guest Speaker / Comments
11/18/15 1 Iona
Getting to Know Each Other
Chapter 1. Differing Perspectives on Quality
11/25/15 No Class
12/2/15 2 Iona
Chapter 2. Quality Theory
Chapter 3. Global Quality & Int'l Quality Standards
Chapter 4. Strategic Quality Planning
12/9/15 3 Iona
Chapter 5. The Voice of the Customer
Chapter 6. The Voice of the Market
Chapter 7. Quality & Innovation in Process Design
12/16/15 4 Iona Joel Seligman, CEO of Northern Westchester Hospital
12/23/15 No Class
12/30/15 No Class
1/6/16 5 NWH Maria Hale, VP Patient & Family Advocacy
1/13/16 6 NWH Kate O’keefe, VP Quality Management
1/20/16 7 Iona
Chapter 8. Designing Quality Services
Chapter 10. The Tools of Quality
1/27/16 8 Iona
Chapter 12. Statistically Quality Improvement for Attributes
Chapter 13. Six-Sigma Management and Lean Tools
2/3/16 9 Iona
Chapter 14. Managing Teams and Projects
Chapter 15. Implementing and Validating
2/10/16 10 Iona Presentations (2 groups)
2/17/16 11 Iona Presentations (2 groups)
2/24/16 12 Iona Wrap-up & Final
Project
Board of Trustees
Presentations During the
Last 2 Classes
1 - 8
The Board’s
Overall Strategic Initiatives
To be the leader in patient centered care
Top 10% in nationally accepted clinical and service
quality indicators
Employer of choice
Reduce the cost of care by 20% over 5 years
1 - 9
The Board has Strategi.
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This document provides information about an assignment for a project quality management course. It lists 6 questions to answer about topics like total quality management, project management standards and frameworks, quality metrics, barriers to quality improvement, SIPOC, and statistical process control. Students are instructed to answer each question in 300-400 words and submit the assignment by email or phone for Rs. 125 per solved assignment. The questions cover defining key quality management terms and concepts, explaining different categories and benefits of quality metrics, discussing major barriers to improving project quality, focusing on important factors for developing a SIPOC, and explaining statistical process control theory and tools.
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查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
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- 1. Basic Concepts & Principles of TOTAL QUALITY MANAGEMENT(TQM) Introduction to TQM Principles A Presentation by: Mr. R.L. SANKARLAL, M.E., MISTE., MSAE., (Ph.D)., Asst. Professor (Gr-II) /Mech., R.M.K. Engineering College
- 2. Key Take Away… (Previous Session) • TQM Defined. • Traditional Vs TQM Approach, Framework, Benefits, barriers of TQM. • Deming’s 14 Points on Roadmap to Quality. • Juran’s Trilogy – Quality Planning, Quality Control, Quality Improvement • Customer Focus – Customer Orientation – Customer Satisfaction (KANO Model) – Customer Complaints – Customer Retention
- 3. Note: Think a moment - Quality Cost - Should be High or Low? 3-Steps: 1. Quality Planning 2. Quality Control 3. Quality Improvement Joseph Juran’s Contribution to Quality
- 5. Measurement Measurement Measurement Measurement Empowerment/ Shared Leadership Process Improvement/ Problem Solving Team Management Customer Satisfaction Business Results The Continuous Improvement Process . . . CHAPTER 5 -- Total Quality Management 5
- 6. TQM Principles – Major Segments • Leadership – Leadership Styles – Quality Statements – Strategic Quality Planning – Quality Councils • Employee Involvement – Motivation – Empowerment • Team Management – Teams & Team Work – Recognition & Reward – Performance Appraisal • Continuous Process Improvement – PDSA Cycle, 5S, Kaizen • Supplier Relations – Partnering, Supplier Selection, Supplier rating
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- 8. Characteristics of a Quality Leader • Good in Planning for a Mission • Value people • Empower People • Demonstrate Involvement • Strive for Excellence • Explain & deploy policy • Promote Team Work • Benchmark Continuously • Establish System • Encourage Collaboration
- 11. Leadership < An Activity – Debate > Changing the Society to its best… • Who is Empowered? – Youth? – Politicians? – Teacher? – Parents? – Any others as per your assumption?
- 13. Example for Quality Statements: Case Study Source Courtesy: Department of Mechanical Engineering, R.M.K. Engineering College
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