1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
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 - 3 - Standards and Awards related to TQM Joseph Ho
The International Organization for Standardization
ISO 9000 Series of Quality Standards
ISO 9000: 2000
Six Sigma
Malcolm Baldrige National Quality Award
EFQM Model
Deming Prize
HKMA Quality Award
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 - 3 - Standards and Awards related to TQM Joseph Ho
The International Organization for Standardization
ISO 9000 Series of Quality Standards
ISO 9000: 2000
Six Sigma
Malcolm Baldrige National Quality Award
EFQM Model
Deming Prize
HKMA Quality Award
The ICH guidelines for stability testing define what information must be provided at the
time of applying to register a new drug molecule. These guidelines were first adopted in
1993. After revision and updation, the current version in use called Q1A(R2) has been
adopted since 2003. This guideline harmonizes the drug registration process for all drugs in
the USA, Japan, and the EU. This means a drug registered in one of these regions will not
require repeated stability testing when to be sold in any of the other two regions.
Stability testing is important because drug products must be stable when administered
to patients. If an unstable product degrades into toxic metabolites, or if the activity of the
drug reduces below 85% of the label claim, there can be serious therapy failures that may
even result in death. Stability testing also provides data to choose the formulation
parameters, excipients, and the right container-closure system to ensure safe and effective
quality products that retain activity throughout the shelf life.
Total Quality Management (TQM) is a management approach that seeks to provide long-term success by providing unparalleled customer satisfaction through the constant delivery of quality IT services. To properly execute on TQM methods, the entire organization needs to operate as a single unit in the pursuit of excellence
1. Introduction to Total Quality Management
Team Members
► Kanwal Shafique
► Khawaja Muhammad Zaheer
Masters of Commerce (M.Com.), IMPCC, H-8/4,
Islamabad, University of the Punjab
2. Outline
1. TQM defined
2. Historical Stirrings/Gurus of TQM
3. Basic Approaches
4. Quality Culture in Pakistan
5. References
3. TQM defined
► An enhancement to the traditional way of doing business.
► Comprises three words:
1. Total – Made up of the whole
2. Quality – Degree of excellence a product or service
provides
3. Management - Art and science of achieving organizational
goals through planning, leading, organizing and controlling
the resources
► “It is the application of quantitative methods and human
resources to all the processes within an organization and
exceed customer needs now and in future”
4. Various Schools of Thought
► Walter A. Shewhart
► W. Edward Deming
► Joseph M. Juran
► Armand V. Feiganbaum
► Kaoru Ishikawa
► Philip B. Crosby
► Genichi Taguchi
5. Walter A. Shewhart
► Walter A. Shewhart, PhD spent his professional
career at Western Electric & Bell Telephone
Laboratries, both divisions of AT&T
Contributions:
► Control chart theory with control limits
► Chance causes of variation
► Rational subgroups
► PDSA cycle of learning and improvement
Publications:
► “Economic Control of Quality & Manufactured
Product” 1931
6. W. Edward Deming
► W. Edward Deming, PhD, the best known quality expert in
the world. He was protégé of Schewhart.
Contributions:
► Taught Statistical Process Control (SPC) to leading
Japanese CEOs in 1950s, thus becoming chief architect of
Japanese quality miracle
► “Deming’s 14 Points” – a theory for management to
improve quality, productivity and competitive position
Publications:
► “Out of the Crisis”
► “Quality, Productivity and Competitive Position”
► 161 scholarly studies and many other books
7. Joseph M. Juran
► Joseph M. Juran, PhD, worked at Western Electric (1924-
41), in 1954 traveled to Japan where he taught Quality
Management
Contributions:
► Emphasized on committed management at all levels for
quality, recommended project improvement based on ROI
► “The Juran Trilogy for Managing Quality” – three
interrelated processes of planning, control and
improvement
Publication:
► “Juran’s Quality Control Handbook”, 1951
8. Armand V. Feiganbaum
► Armand V. Feiganbaum, PhD, an
American quality control expert and businessman.
He devised the concept of Total Quality Control,
later known as TQM.
Contributions:
► Feigenbaum’s quality principles – Customer
satisfaction, Genuine management involvement,
Employee involvement, First-line supervision
leadership & Company-wide quality control
Publication:
► “Total Quality Control”, 1951
9. Kaoru Ishikawa
► Kaoru Ishikawa, PhD studied under Deming, Juran
and Feiganbaum
Contributions:
► Best known for Cause & Effect diagram – also
referred to as Ishikawa diagram
► Developed “Quality Circles” concept – groups
containing supervisors and workers trained in SPC
regularly meet to identify and solve quality
problems
Publications:
► Authored SPC texts in Japanese and English
10. Philip B. Crosby
► Philip B. Crosby was a businessman and author who
contributed to management theory and quality
management practices
Contributions:
► He argued, “doing it right the first time is less expensive
than costs of detecting and correcting nonconformities”
► Four Absolutes of Quality Management
Publications:
► Seminal work “Quality is Free”, 1979, translated into 15
languages, 1.5 million copies sold
► “Quality Without Tears”, 1984
11. Genichi Taguchi
► Genichi Taguchi, PhD, was an engineer and
statistician.
Contributions:
► Developed “loss function” – combines cost,
target and variation into one metric
► Cornerstone of Taguchi’s philosophy –
robust design of parameters and tolerances
13. Basic Approaches
TQM requires six basic concepts:
1. A committed and involved management to provide long-
term to bottom organizational support
2. An unwavering focus on the internal as well as external
customer
3. Effective involvement and utilization of the entire work
force
4. Continuous improvement of the business and production
process
5. Treating suppliers as partners
6. Establish performance measures for the processes
14. 1. Committed & Involved
Management
► Management’s participation in quality program of
the organization through quality council that
develops a clear vision, set long-term goals and
direct the program
► Annual quality improvement program is
established and involves input from the entire
workforce
► Managers participate on quality improvement
teams and also act as coaches to other teams
► TQM is a continual activity that must be
entrenched in the culture, it isn’t one shot
program. It must be communicated to all people
15. 2. Unrelenting Customer Focus
► The key to an effective TQM program is its focus
on the customer
► An excellent place to start is by satisfying internal
customers
► We must listen to “the voice of the customer” and
emphasize design quality and defect prevention
► Do it right the first time and every time, for
customer satisfaction is the most important
consideration
16. 3. Organization-wide Challenge
► TQM is everyone’s responsibility
► All personnel must be trained in TQM, SPC and other
appropriate quality improvement skills so they can
effectively participate on project teams including internal
customers and suppliers
► Those affected by the plan must be involved in its
development and implementation
► Changing behavior should be the goal. People must not
come to do their job simply but to think how to improve it
► People must be empowered at the lowest possible level to
perform processes in an optimum manner
17. 4. Continuous Improvement
► There must be a continual striving to improve all
business and production processes
► Quality improvement projects such as on-time
delivery, order entry efficiency, billing error rate,
customer satisfaction, cycle time, scrap reduction
and supplier management are good places to
begin with
► Technical techniques such as SPC,
benchmarking, quality function deployment, ISO
9000, and designed experiments are excellent for
problem solving
18. 5. Supplier Partnership
► Supplier quality must be outstanding because on
the average 40% of the sales is purchased
product or service
► A partnering relationship rather than an
adversarial one must be developed
► Both parties have as much to gain or loose based
on the success or failure of product/service
► The focus should be on quality and life-cycle costs
rather than price
► Suppliers should be few in number so that true
partnering can occur
19. 6. Performance Measures
► Performance measures such uptime,
percent nonconforming, absenteeism and
customer satisfaction should be determined
for each functional area
► These measures should be posted for
everyone to see
► Quantitative data are necessary to measure
the continuous quality improvement activity
20. Summing up
► The purpose of TQM is to
provide a quality product
and/or service to
customers, which will in
turn, increase productivity
and lower cost.
► TQM requires a cultural
change
► In a nutshell, TQM
approaches are
foundations on which the
impressive edifice of TQM
stands
22. ► The Pakistan Standards and Quality Control Authority, under the
Ministry of Science and Technology, is the national standardization
body. In performing its duties and functions, PSQCA is governed by the
PSQCA Act, 1996. PSQCA came into operation since 1st December
2000, working with 81 scientists/engineers and 254 supporting staff as
self-finance organization, been given the task of not only formulation of
Pakistan Standards, but is also responsible for promulgation thereof.
► PSQCA is a member of International Organization for Standardization
(ISO), International Electro-technical Commission (IEC), and
International Organization of Legal Metrology (OIML).
► PSQCA has also been established to advise the Government on
standardization policies, programs and activities to promote industrial
efficiency and development, as well as for consumer protection.
23. Vision
"I would like Pakistan to become a synonym and
hallmark for standards and quality in the
market-place of the world"
Quaid-e-Azam Muhammad Ali Jinnah – April 27, 1948
Mission
"To provide sustainable industrial quality
infrastructure for global compatibility and
market place through standards and conformity
assessment"
24.
25. References
1. Total Quality Management by Dale H.
Besterfield et. al, 3rd Edition
2. Wikipedia
3. Pakistan Standards and Quality Control
Authority - http://www.psqca.com.pk/