This presentation is on Total Quality Management which is also called as TQM. This presentation consist
1.Basic of Total Quality Management,
2.Evolution of Total Quality Management,
3. Implementation framework of Total Quality Management,
4. Quality Control Circle (QCC),
5.Implementation process and structure of the QCC,
6. Roles and responsibilities of the steering committee, facilitator, team leader and members
7. Activities sequences of the QCC
8. Challenges of Total Quality Management,
9. Tips for successful implementation of TQM
etc.
Measure the performance and durability of products with the help of quality management principles as it helps to achieve the desired business outcomes.
Customers include anyone to which the organization supplies the products or services and they invest in terms of revenue.
Customer focus is defined as the degree to which an organization satisfy the customer demand and expectations.
Quality Guru Deming Quoted:
“Quality may be defined as an excellent product or service that fulfills or exceed our expectations”
This presentation is on Total Quality Management which is also called as TQM. This presentation consist
1.Basic of Total Quality Management,
2.Evolution of Total Quality Management,
3. Implementation framework of Total Quality Management,
4. Quality Control Circle (QCC),
5.Implementation process and structure of the QCC,
6. Roles and responsibilities of the steering committee, facilitator, team leader and members
7. Activities sequences of the QCC
8. Challenges of Total Quality Management,
9. Tips for successful implementation of TQM
etc.
Measure the performance and durability of products with the help of quality management principles as it helps to achieve the desired business outcomes.
Customers include anyone to which the organization supplies the products or services and they invest in terms of revenue.
Customer focus is defined as the degree to which an organization satisfy the customer demand and expectations.
Quality Guru Deming Quoted:
“Quality may be defined as an excellent product or service that fulfills or exceed our expectations”
Following this presentation you will:
- Understand the concept of quality in business.
- Understand the difference between quality control and quality assurance.
- Understand the concept of total quality management.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
This presentation covers basics of Benchmarking in the eye of Total Quality Management and customer satisfaction with examples. After Reading this, one should be uble to understand and deliver the best knowledge about benchmarking.
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
TQM is an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization.
TQM is an intensive, long term efforts to transform all parts of the organization in order to produce the best product and service possible to meet customer’s need.
The presentation discusses about Customer Focus, Customer Satisfaction, Customer Orientation, Customer Complaints and Customer Retention in relation with Total Quality Management.
total quality management and team management Jagriti Rohit
TQM is a process design to focus on customer expectations, preventing problems, building commitment to quality in the workforce and promoting open decision making”
In a welcome move, the Pharmacy Council of India has recently re-structured the syllabus of the
Bachelor of Pharmacy course. In the effort to make the content more relevant to the practice of
pharmacy in its current form, we now find new, important subjects introduced, and Pharmaceutical
Quality Assurance is one of them.
Following this presentation you will:
- Understand the concept of quality in business.
- Understand the difference between quality control and quality assurance.
- Understand the concept of total quality management.
Bechmarking- Total Quality Management (TQM)Rehan Ehsan
This presentation covers basics of Benchmarking in the eye of Total Quality Management and customer satisfaction with examples. After Reading this, one should be uble to understand and deliver the best knowledge about benchmarking.
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
TQM is an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization.
TQM is an intensive, long term efforts to transform all parts of the organization in order to produce the best product and service possible to meet customer’s need.
The presentation discusses about Customer Focus, Customer Satisfaction, Customer Orientation, Customer Complaints and Customer Retention in relation with Total Quality Management.
total quality management and team management Jagriti Rohit
TQM is a process design to focus on customer expectations, preventing problems, building commitment to quality in the workforce and promoting open decision making”
In a welcome move, the Pharmacy Council of India has recently re-structured the syllabus of the
Bachelor of Pharmacy course. In the effort to make the content more relevant to the practice of
pharmacy in its current form, we now find new, important subjects introduced, and Pharmaceutical
Quality Assurance is one of them.
CHAPTER-1
INTRODUCTION
Business ethics –Definition, nature, Characteristics - Ethical theories, Causes of unethical behaviour; Ethical abuses - Work ethics- Code of conduct - Public good INTRODUCTION
Some years ago, one sociologist asked business people, "What does an ethic mean to you?" Among their replies were the following: "Ethics has to do with what my feelings tell me is right or wrong." "Ethics has to do with my religious beliefs." "Being ethical is doing what the law requires." "Ethics consists of the standards of behaviour our society accepts." "I don't know what the word means."
DEFINITION
The term "ethics" is derived from the Greek word "ethos" which refers to character or customs or accepted behaviour’s. The Oxford Dictionary states ethics as "the moral principle that governs a person's behaviour or how an activity is conducted". The synonyms of ethics as per Collins Thesaurus are - moral code, morality, moral philosophy, moral values, principles, rules of conduct, standards.
Ethics is a set of principles or standards of human conduct that govern the behaviour of individuals or organizations. Using these ethical standards, a person or a group of persons or an organization regulate their behaviour to distinguish between what is right and what is wrong as perceived by others
BUSINESS ETHICS
Business ethics is a form of applied ethics or professional ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. It is also known as Corporate ethics. It applies to all aspects of business conduct and is relevant to the conduct of individuals and entire organizations.
SOURCES
The various sources from where ethical values have been evolved. The main sources are
◦ Religion
◦ Society
◦ Legal System
◦ Genetic inheritance
◦ Marketplace
◦ Nature
◦ Culture
CHARACTERISTICS OF BUSINESS ETHICS
1. Business ethics are based on social values, as the generally accepted norms of good or bad and ‘right’ and ‘wrong’ practices.
2. It is based on the social customs, traditions, standards, and attributes.
3. Business ethics may determine the ways and means for better and optimum business performance.
4. Business ethics provide basic guidelines and parameters towards most appropriate perfections in business scenario.
5. Business ethics is concerned basically the study of human behaviour and conducts.
6. Business ethics is a philosophy to determine the standards and norms to make mutual interactions and behaviour between individual and group in organisation.
7. Business ethics offers to establish the norms and directional approaches for making an appropriate code of conducts in business.
8. Business ethics are based on the concepts, thoughts and standards as contributed as well as generated by Indian ethos.
9. Business ethics may be an ‘Art’ as well as ‘Science’ also.
10. Business ethics basically inspire the values, standards and norms of professionalism in business for the well-being of customers.
11. Business
TQM.ppt unit 1 notes for references 2017 regulationPoornachanranKV
GE8077 TOTAL QUALITY MANAGEMENT LPTC
3003
OBJECTIVES:
• To facilitate the understanding of Quality Management principles and process.
UNIT I INTRODUCTION 9
Introduction - Need for quality - Evolution of quality - Definitions of quality - Dimensions of product and service quality - Basic concepts of TQM - TQM Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM - Customer focus - Customer orientation, Customer satisfaction, Customer complaints, Customer retention.
UNITII TQM PRINCIPLES 9
Leadership - Quality Statements, Strategic quality planning, Quality Councils - Employee involvement - Motivation, Empowerment, Team and Teamwork, Recognition and Reward, Performance appraisal - Continuous process improvement - PDCA cycle, 5S, Kaizen - Supplier partnership - Partnering, Supplier selection, Supplier Rating.
UNITIII TQM TOOLS AND TECHNIQUES I 9
The seven traditional tools of quality - New management tools - Six sigma: Concepts, Methodology, applications to manufacturing, service sector including IT - Bench marking - Reason to bench mark, Bench marking process - FMEA - Stages, Types.
UNITIV TQM TOOLS AND TECHNIQUES II 9
Quality Circles - Cost of Quality - Quality Function Deployment (QFD) - Taguchi quality loss function - TPM - Concepts, improvement needs - Performance measures.
UNITV QUALITY MANAGEMENT SYSTEM 9
Introduction—Benefits of ISO Registration—ISO 9000 Series of Standards—Sector-Specific Standards—AS 9100, TS16949 and TL 9000-- ISO 9001 Requirements—Implementation— Documentation—Internal Audits—Registration--ENVIRONMENTAL MANAGEMENT SYSTEM: Introduction—ISO 14000 Series Standards—Concepts of ISO 14001—Requirements of ISO 14001— Benefits of EMS.
TOTAL: 45 PERIODS
OUTCOMES:
• The student would be able to apply the tools and techniques of quality management to manufacturing and services processes.
TEXT BOOK:
1. Dale H.Besterfiled, Carol B.Michna,Glen H. Besterfield,Mary B.Sacre,Hemant Urdhwareshe and Rashmi Urdhwareshe, “Total Quality Management”, Pearson Education Asia, Revised Third Edition, Indian Reprint, Sixth Impression, 2013.
REFERENCES:
1. James R. Evans and William M. Lindsay, "The Management and Control of Quality", 8th Edition, First Indian Edition, Cengage Learning, 2012.
2. Janakiraman. B and Gopal .R.K., "Total Quality Management - Text and Cases", Prentice Hall (India) Pvt. Ltd., 2006.
GE8077 TOTAL QUALITY MANAGEMENT LPTC
3003
OBJECTIVES:
• To facilitate the understanding of Quality Management principles and process.
UNIT I INTRODUCTION 9
Introduction - Need for quality - Evolution of quality - Definitions of quality - Dimensions of product and service quality - Basic concepts of TQM - TQM Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM - Customer focus - Customer orientation, Customer satisfaction, Customer complaints, Customer retention.
UNITII TQM PRINCIPLES 9
Leadership - Quality Statements, Strategic quality planning, Quality Councils - Employee involvement - Motivation,
Introduction - Need for quality - Evolution of quality - Definitions of quality - Dimensions of product and service quality - Basic concepts of TQM - TQM Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM - Quality statements - Customer focus - Customer orientation, Customer satisfaction, Customer complaints, Customer retention - Costs of quality.
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2. LEARNING OUTCOMES
• At the end of this session, the student should be
able to
1. explain the background of the concept
'Quality'
2. define the term of 'TQM’
3. explain Basic Principles of TQM
4. explain components of TQM culture
5. describe the hard and soft aspect of the
TQM
4. QUALITY
• Customers ultimately define quality
• Prepare a list of items that you
consume with in last day/ week and
write down whether you are
satisfied or dissatisfied .
• Did you satisfy with all the
products ? If not, why ? What
are the reasons behind your
decision.
• Expectations
• Outcome
•
5. QUALITY
• In TQM, We have given propriety to
customer perception of the quality
• However, it is not limited to the Product
Quality
• Product Quality
• Process Quality
• Social Quality
6. QUALITY CAN BE DEFINED IN
DIFFERENT WAYS
Performance that
meets or exceeds
expectations.
Performance that
meets the customer’s
needs.
Consistently meeting
customer needs and
expectations.
Satisfying the customer
today and getting
better tomorrow.
7. THERE IS NO
UNIVERSALLY
ACCEPTED
DEFINITION OF
QUALITY,
There are number of
Similarities exist among the
definitions
Quality involves meeting
or exceeding customer
expectations.
◦ Quality applies to
products, services,
people, processes, and
environments.
Quality is an ever-
changing state (i.e., what
is considered quality
today may not be good
enough to be considered
quality tomorrow).
8. QUALITY IS A DYNAMIC
STATE ASSOCIATED WITH
PRODUCTS, SERVICES,
PEOPLE, PROCESSES, AND
ENVIRONMENTS THAT
MEETS OR EXCEEDS
EXPECTATIONS AND HELPS
PRODUCE SUPERIOR
VALUE.
Quality
9. DIFFERENT DEFINITIONS OF
QUALITY
1. Quality is defined as degree of excellence.
2. A quality process or product is fit for its purpose.
3. In manufacturing, a measure of excellence or a state of being free from
defects and deficiencies is called ‘quality.’
4. Garvin (1984) divides the definition of quality into five categories, including
product-based, user-based, and value-based.
10. QUALITY
• 5. According to Crosby (1979)
‘Quality is conformance to
requirements/specifications.’
• This is an ideal definition for quality
control
• 6. Deming stated that the defnition
of quality is ‘meeting or exceeding
customer expectations.’
• 7. According to Juran (1979)
‘Quality is a measure of fitness for
use.’
11. Copyright 2006 John Wiley &
Sons, Inc.
3-11
Fitness for
Consumer Use
Producer’s Perspective Consumer’s Perspective
Quality of Conformance
• Conformance to
specifications
• Cost
Quality of Design
• Quality characteristics
• Price
Marketing
Production
Meaning of Quality
MEANING OF QUALITY
12. THREE ELEMENTS OF THE
QUALITY
THE EXCELLENCE OF AN ORGANIZATION’S
QUALITY MANAGEMENT IS DETERMINED BY
THREE ELEMENTS
Three
Elements of
Quality
Product
Quality
Process
Quality
Social
Quality
13. PRODUCT QUALITY
THE DEGREE OF CONFORMITY OF A PRODUCT OR
SERVICE TO CUSTOMER REQUIREMENTS
(DEGREE OF SATISFACTION A PRODUCT OR SERVICE GIVES TO ITS
CUSTOMER)
Process Quality
The degree of economy with which a product or service can be
supplied
( effectiveness and efficiency of a series of jobs carried out to manufacture or
supply a product or service.)
Social Quality
The degree of the adverse effects of a product or service in manufacturing and use on third
parties, society and the environment
(Impact of factors such as noise, vibration, emission, pollution, etc. generated at the time
of production and use of a product or service on a third person, society or environment.
14. QUALITY, VALUE, AND
ORGANIZATIONAL EXCELLENCE
Organizations survive and grow in a globally competitive
marketplace by providing superior value to
customers.
To provide superior value to customers over long time
consistently –Firm must require to achieve
organizational excellence
Superior value has three basic elements:
superior quality, superior cost, and
superior service.
16. TOTAL QUALITY
The seat of the stool is customer
focus – (means with total quality the
customer is in the “driver’s seat” as
the primary arbiter of what is
acceptable in terms of quality).
Each of the three legs is a
broad element of the total
quality philosophy (i.e.,
measures, people, and
processes).
•Measures - the point that quality
can and must be measured.
•People - quality cannot be
inspected into a product or
service. Rather, it must be built in
by people who are empowered
to do their jobs the right way.
•Processes” – that must be
improved, continually and forever.
17. TOTAL QUALITY (BIG
Q): WHAT IT IS AND
HOW IT IS ACHIEVED.
• Comparativeness is the
driving force for TQM
19. KEY ELEMENTS OF THE TOTAL QUALITY
Strategic based -
sustainable
competitive
advantage in the
marketplace.
Customer focus -
Internal and
External customers
Obsession with
Quality -“How
can we do this
better?” - to
satisfy internal and
external customer
Scientific
Approach - Soft
and Hard – Soft –
people
management,
Hard – Methods,
tool and
techniques
Long Term
Commitment -
Innovation vs
Kaizen
Teamwork – No
inter department l
conflicts
20. QUALITY CHAIN
• Throughout entire organization, in
each department, each office, there
are a series of internal suppliers and
customers. This is the quality chain
• This is the “Core of company wide
quality improvement”
• How can we observe series of
quality chain of suppliers and
customers
21. Continual improvement
of process – Sky is the
limit
Education and training
- To get maximum
contribution from
employees
Freedom through
control - Participative
design making,
ownership of the
decision, control
through empowerment
Unity of purpose - No
direction gap
between
management and
employees,
Employee Involvement
and Empowerment –
Ownership of the
decision, get support
from the closest person
to the problem
Peak Performance -
When effectively
practiced, total quality
allows every aspect of
an organization to
operate at peak levels.
23. THE MAJOR DIFFERENCES BETWEEN THE
TRADITIONAL VIEW OF QUALITY AND THE TOTAL
QUALITY PERSPECTIVE:
Productivity versus quality.
• The traditional view - productivity and quality are always in conflict. You cannot have both.
• Total quality view - lasting productivity gains are made only as a result of quality improvements.
How quality is defined.
• The traditional view is that quality is defined solely as meeting customer specifications.
• The total quality view is that quality means satisfying customer needs and exceeding customer
expectations.
How quality is measured.
• The traditional view is that quality is measured by establishing an acceptable level of nonconformance
and measuring against that benchmark.
• The total quality view is that quality is measured by establishing high-performance benchmarks for
customer satisfaction and then continually improving performance.
25. •The traditional view is that defects are an expected part of producing a product.
Measuring defects per hundred is an acceptable standard
•The total quality view is that defects are to be prevented using effective control systems
and should be measured in defects per million (Six Sigma).
Attitude toward defects.
•The traditional view is that quality is a separate function.
•The total quality view is that quality should be fully integrated throughout the
organization—it should be everybody’s responsibility.
Quality as a function.
•The traditional view is that employees are blamed for poor quality.
•The total quality view is that at least 85% of quality problems are management’s fault.
Responsibility for quality.
•The traditional view is that supplier relationships are short term and cost driven.
•The total quality view is that supplier relationships are long term and quality oriented.
Supplier relationships.
30. OBSTACLES TO TQM
Lack of
management
commitment
Inability to change
organization
culture
Improper planning
Lack of continuous
training and
education
Incompatible Org
structure & isolated
departments and
individuals
Ineffective
measurement
techniques
Paying inadequate
attention to
customers
Inadequate use of
empowerment and
teamwork
Failure to
continually
improve
5/11/2021
30
31. BENEFITS OF TQM
31
• Improve quality
• Employee participation and satisfaction
• Teamwork and Working relationships
• Customer satisfaction
• Productivity
• Communication
• Profitability and Market Share
5/11/2021
32. TQM
• Total Quality Management (TQM) is
enhancement to the traditional way of doing
business.
• Total:- Made up of whole or Involvement
of all levels in the organization
• Quality:-Degree of excellence a product or
service provides or Conformance
to agreed upon requirements
• Management:- Act, art or manner of
handling, controlling, directing