A recent presentation given, highlighting two opposing management techniques {McGregors X-Y styles} with context given ranging from the father of modern economics, Adam Smith, to the highly respected Statistician William Deming. The general approach taken seems a simplification, with perhaps a hybrid model suiting some systems, therefore due to concision , caveats are attached. The presentation is an offline version as it links into local mind mapping software, so some visuals are included as thumbnail examples of RCA tools and mind-maps drawn up from my experience working in the pharmaceutical inhalation devices industry and literature sources .
Quality based organizations should continuously improve processes through techniques like PDSA cycles, problem solving methods, Kaizen, and Six Sigma. Kaizen specifically involves making small, ongoing improvements through eliminating waste and applying 5S principles. It aims to improve quality, reduce costs and lead times, and increase flexibility. Common techniques include removing muda, muri and mura to optimize processes and resources. JIT also aims to optimize processes and continuously improve through small changes as per Kaizen.
Total Quality Management involves constant improvement, customer focus, and involvement of all employees. It evolved from quality control and assurance approaches to now emphasize prevention, meeting requirements, and delivering customer value. Key thinkers like Deming, Crosby, and Juran contributed principles like the PDCA cycle, zero defects, and breaking down costs of quality into unavoidable and avoidable costs. TQM aims to improve processes through techniques like statistical process control and reduce costs over the long term.
The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.
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.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
Zero-Defects Plug and Play -- General Quality Frameworks and Processes for Ac...Jorgen Thelin
This document describes the design of quality frameworks and processes implemented at ICL's Ashton Manufacturing plant to achieve high levels of product quality. It outlines frameworks for measuring delivered quality, preventing problems through validation processes, trapping defects before shipment through audits, and driving continuous quality improvement through corrective action loops. The frameworks aim to standardize best practices while allowing customization between product lines. Ultimately, the document emphasizes the importance of organizational structure and knowledge retention in supporting effective quality processes.
The document provides an overview of tools and techniques for generating ideas and identifying opportunities for process improvement, including:
- Brainstorming to generate many ideas from a group in an uncritical environment.
- The Five Whys technique to determine the root cause of problems by asking "why" five times.
- Surveys and interviews to collect information from customers and employees.
- Three alignment questions to ensure capabilities match customer needs and organizational goals.
- Additional tools like contingency diagrams, multi-voting, nominal group technique, force field analysis, pairwise ranking, and affinity diagrams.
The section emphasizes getting employees involved in improvement efforts to generate ideas and excitement for making positive changes. Collecting the
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Quality based organizations should continuously improve processes through techniques like PDSA cycles, problem solving methods, Kaizen, and Six Sigma. Kaizen specifically involves making small, ongoing improvements through eliminating waste and applying 5S principles. It aims to improve quality, reduce costs and lead times, and increase flexibility. Common techniques include removing muda, muri and mura to optimize processes and resources. JIT also aims to optimize processes and continuously improve through small changes as per Kaizen.
Total Quality Management involves constant improvement, customer focus, and involvement of all employees. It evolved from quality control and assurance approaches to now emphasize prevention, meeting requirements, and delivering customer value. Key thinkers like Deming, Crosby, and Juran contributed principles like the PDCA cycle, zero defects, and breaking down costs of quality into unavoidable and avoidable costs. TQM aims to improve processes through techniques like statistical process control and reduce costs over the long term.
The document discusses strategies for achieving manufacturing excellence, including adopting a lean approach, strengthening manufacturing capabilities, and establishing world-class manufacturing processes. It emphasizes continuous improvement, quality focus, flexibility, and customer orientation. Specific initiatives outlined include 5S discipline, waste reduction, visual factory layouts, performance tracking, and training programs.
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.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
Zero-Defects Plug and Play -- General Quality Frameworks and Processes for Ac...Jorgen Thelin
This document describes the design of quality frameworks and processes implemented at ICL's Ashton Manufacturing plant to achieve high levels of product quality. It outlines frameworks for measuring delivered quality, preventing problems through validation processes, trapping defects before shipment through audits, and driving continuous quality improvement through corrective action loops. The frameworks aim to standardize best practices while allowing customization between product lines. Ultimately, the document emphasizes the importance of organizational structure and knowledge retention in supporting effective quality processes.
The document provides an overview of tools and techniques for generating ideas and identifying opportunities for process improvement, including:
- Brainstorming to generate many ideas from a group in an uncritical environment.
- The Five Whys technique to determine the root cause of problems by asking "why" five times.
- Surveys and interviews to collect information from customers and employees.
- Three alignment questions to ensure capabilities match customer needs and organizational goals.
- Additional tools like contingency diagrams, multi-voting, nominal group technique, force field analysis, pairwise ranking, and affinity diagrams.
The section emphasizes getting employees involved in improvement efforts to generate ideas and excitement for making positive changes. Collecting the
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Brenda Hugh is an experienced manufacturing and quality manager specializing in technology transfer, lean manufacturing, and quality systems. Over her 20+ year career, she has held leadership roles at Charles Stark Draper Laboratories and SRU Biosystems, focusing on product quality and customer satisfaction. In this presentation, she discusses her career highlights, leadership style, manufacturing experience, and qualifications for a manufacturing manager role.
This document discusses software engineering processes and quality. It covers the contemporary quality movement which emphasized top management buy-in, education, and statistical methods. It also discusses how manufacturing quality processes were applied to software development through defined processes, standards, and quality assurance organizations. The goal of processes is to determine the quality of software through the quality of the development and maintenance process used. Classical software development saw it as a technical activity while contemporary views see it as requiring defined processes.
Integrated methodology for testing and quality management.Mindtree Ltd.
MindtestTM is an integrated testing methodology that meshes all the components of a testing engagement, manages the quality of testing, and delivers measurable and predictable software quality.
Total Quality Management (TQM) is a comprehensive, organization-wide effort to improve quality. It aims to meet customer needs and expectations through continuous process improvement. Key aspects of TQM include defining quality as customer satisfaction, using tools like flow charts, check sheets, histograms and control charts to identify quality issues and root causes, and emphasizing employee participation through quality circles and process improvement. The goal is long-term competitive advantage through reduced costs and higher customer satisfaction.
This document discusses quality by design (QbD) and its implementation in the biopharmaceutical industry. It makes the following key points:
1) QbD aims to increase process knowledge through systematically understanding how manufacturing processes impact product quality.
2) QbD has been implemented through upfront experimentation in process development and increased data collection and analysis during manufacturing.
3) Better data collection, analysis, and control are needed to fully realize the benefits of QbD such as lower costs and improved quality and productivity.
The document discusses various quality improvement approaches and methodologies including those developed by Joseph Juran, Kaizen, reengineering, Six Sigma, and DMAIC/DMADV. It provides an overview of the key components and steps in Juran's approach of planning, control, and improvement. Additionally, it describes concepts such as Kaizen, reengineering, Six Sigma methodology and the DMAIC/DMADV processes.
Benchmarking is defined as systematically comparing business processes and performance metrics to industry bests and best practices from other companies. The document discusses various types of benchmarking including product, process, performance, and strategic benchmarking. It also outlines Xerox's pioneering use of benchmarking in the 1980s where they compared their practices to Japanese competitors and found ways to significantly cut costs and improve quality, such as reducing suppliers and inventory levels. Benchmarking is presented as a key process for continuous improvement.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
The document discusses various aspects of quality management including ways that quality can improve productivity, the flow of activities necessary to achieve total quality management, definitions of quality, key dimensions of quality, and tools used in total quality management such as continuous improvement, six sigma, employee empowerment, benchmarking, just-in-time, and statistical process control charts. It provides details on quality costs, Deming's fourteen points, concepts of TQM, and seven tools used in TQM including check sheets, scatter diagrams, cause and effect diagrams, Pareto charts, flow charts, histograms, and control charts.
Process improvement-using-dmaic-approach-case-study-in-downtime-reduction-ije...AjitsinghDaud
This document discusses using the DMAIC approach for process improvement to reduce downtime at a bearing manufacturing company. It describes conducting a case study using DMAIC (Define, Measure, Analyze, Improve, Control) to analyze downtime issues over seven months that totaled 430 hours. Pareto analysis identified critical issues as product changeover time and cycle time deviation. The goal was to minimize changeover time and reduce deviation without affecting quality. DMAIC was used to analyze the issues and identify solutions to improve the process efficiency and reduce downtime.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce defects to 3.4 defects per million opportunities. There are two main methods - DMAIC which improves existing processes and DMADV which designs new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead projects. Statistical tools like control charts are used to analyze processes, identify issues, and implement solutions to reduce variations and defects. Widespread adoption of Six Sigma has helped many companies significantly cut costs and improve quality, including Motorola who saved over $17 billion from its Six Sigma program.
Today’s healthcare executives are seeking performance improvement across multiple dimensions: expenses and profitability, waste, risk, and patient satisfaction and outcomes. That’s exactly what Crowe Horwath LLP’s Performance Improvement team delivers.
This brochure provides an overview our our service and value proposition.
This document provides a checklist for evaluating applications of the output-process-input model and goal specification form. The checklist outlines key elements to define like outputs, inputs, goals, processes, resources and standards. It also provides rules for outlining systems using this model, focusing on defining the final output, identifying input resources and labeling production, distribution and research processes.
This document discusses continuous improvement in organizations. It defines continuous improvement as striving for perfection through continuously analyzing and improving processes, anticipating customer needs, and eliminating waste. The key aspects covered are: the inputs, outputs, and feedback loops involved in processes; strategies for improvement including repair, refinement, renovation, and reinvention; types of problems organizations may encounter; and a problem-solving method involving identifying opportunities, analyzing current processes, developing solutions, implementing changes, and planning for the future. The conclusion emphasizes that continuous improvement is organization-wide and involves all employees developing ideas and skills for incremental improvements to better meet customer needs.
The document provides guidance on implementing Lean principles in an organization. It recommends forming a multidisciplinary team to map all process touchpoints and create a value stream map. The map should be used to define the scope of initial projects, such as starting 5S and building visual controls. Tier meetings should also be established where different levels of management address operational and strategic issues. Specific areas like individual process cells can then be analyzed and standardized to establish baselines and continuously improve using tools like SMED, mistake proofing, and problem solving methods. The implementation of Lean is portrayed as an ongoing philosophy requiring organization-wide commitment rather than a one-time event.
Qcc Quality Control Circle (Collaborative Problem Solving)Parvin Sinha
Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points:
- QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues.
- Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions.
- Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
The lean team assessed the status of lean strategy implementation in an assembly unit of a company that specializes in low and medium voltage switchgear products. They formed a lean implementation team and defined key performance indicators like processing time. The existing assembly process was mapped and current performance was measured using Continuous Performance Measurement. Major wastes identified included long walk times, improper layout, and lack of tools at workstations. The lean tools implemented included redesigning the layout to reduce walking, separating tasks among operators to balance work, and providing necessary tools and parts at each station. After implementation, non-value added time decreased by 10 minutes, efficiency increased by 18%, and effectiveness increased by 22%, showing the methodology effectively improved operational performance.
The document discusses integrating Six Sigma and Lean manufacturing to lower costs and reduce lead time. It provides an overview of Lean, which focuses on eliminating waste to reduce lead time, and Six Sigma, which focuses on reducing process variation. The document recommends integrating both approaches for maximum benefit, as Lean cannot control variation and Six Sigma cannot dramatically improve speed. It then discusses key aspects of each approach including goals, definitions, tools, and implementation challenges when combining the two methodologies.
This document discusses process improvement techniques. It provides an overview of commonly used process improvement methodologies like DRIVE, Process Mapping, DMAIC, SPC, and Simulation. Process improvement techniques like Lean and Six Sigma are increasingly being used to redesign and optimize processes. These techniques require engagement from employees to achieve better results and ensure practices are embedded within an organization. Knowledge transfer partnerships can provide a cost-effective alternative to external consultants for process improvement projects. They allow access to university expertise and support for developing and delivering improvement projects. Some example cases and additional details on techniques are available in the listed sources.
This document provides an overview of quality management and the total quality approach. It defines quality and discusses different views of quality. The key elements of total quality are described, including customer focus, continual improvement, and employee involvement. The contributions of quality pioneers like Deming, Juran, and Crosby are summarized. Deming's 14 points, PDCA cycle, and seven deadly diseases are explained. Juran's trilogy and 10 steps to quality improvement are also outlined. Finally, Crosby's four absolutes of quality management are presented.
The document provides an overview of total quality management (TQM), including its history and key figures like Deming. It discusses principles of TQM like customer focus, continuous improvement, and defines quality from different perspectives such as products, users, and manufacturing. The document also covers quality tools and approaches including control charts, quality circles, cause and effect diagrams, and Deming's system of profound knowledge.
According to new syllabus of PCI M.Pharm 1st sem. students can directly utilize this ppt for their study. As per PCI new syllabus QA STUDENTS find this ppt very use full.
Brenda Hugh is an experienced manufacturing and quality manager specializing in technology transfer, lean manufacturing, and quality systems. Over her 20+ year career, she has held leadership roles at Charles Stark Draper Laboratories and SRU Biosystems, focusing on product quality and customer satisfaction. In this presentation, she discusses her career highlights, leadership style, manufacturing experience, and qualifications for a manufacturing manager role.
This document discusses software engineering processes and quality. It covers the contemporary quality movement which emphasized top management buy-in, education, and statistical methods. It also discusses how manufacturing quality processes were applied to software development through defined processes, standards, and quality assurance organizations. The goal of processes is to determine the quality of software through the quality of the development and maintenance process used. Classical software development saw it as a technical activity while contemporary views see it as requiring defined processes.
Integrated methodology for testing and quality management.Mindtree Ltd.
MindtestTM is an integrated testing methodology that meshes all the components of a testing engagement, manages the quality of testing, and delivers measurable and predictable software quality.
Total Quality Management (TQM) is a comprehensive, organization-wide effort to improve quality. It aims to meet customer needs and expectations through continuous process improvement. Key aspects of TQM include defining quality as customer satisfaction, using tools like flow charts, check sheets, histograms and control charts to identify quality issues and root causes, and emphasizing employee participation through quality circles and process improvement. The goal is long-term competitive advantage through reduced costs and higher customer satisfaction.
This document discusses quality by design (QbD) and its implementation in the biopharmaceutical industry. It makes the following key points:
1) QbD aims to increase process knowledge through systematically understanding how manufacturing processes impact product quality.
2) QbD has been implemented through upfront experimentation in process development and increased data collection and analysis during manufacturing.
3) Better data collection, analysis, and control are needed to fully realize the benefits of QbD such as lower costs and improved quality and productivity.
The document discusses various quality improvement approaches and methodologies including those developed by Joseph Juran, Kaizen, reengineering, Six Sigma, and DMAIC/DMADV. It provides an overview of the key components and steps in Juran's approach of planning, control, and improvement. Additionally, it describes concepts such as Kaizen, reengineering, Six Sigma methodology and the DMAIC/DMADV processes.
Benchmarking is defined as systematically comparing business processes and performance metrics to industry bests and best practices from other companies. The document discusses various types of benchmarking including product, process, performance, and strategic benchmarking. It also outlines Xerox's pioneering use of benchmarking in the 1980s where they compared their practices to Japanese competitors and found ways to significantly cut costs and improve quality, such as reducing suppliers and inventory levels. Benchmarking is presented as a key process for continuous improvement.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
The document discusses various aspects of quality management including ways that quality can improve productivity, the flow of activities necessary to achieve total quality management, definitions of quality, key dimensions of quality, and tools used in total quality management such as continuous improvement, six sigma, employee empowerment, benchmarking, just-in-time, and statistical process control charts. It provides details on quality costs, Deming's fourteen points, concepts of TQM, and seven tools used in TQM including check sheets, scatter diagrams, cause and effect diagrams, Pareto charts, flow charts, histograms, and control charts.
Process improvement-using-dmaic-approach-case-study-in-downtime-reduction-ije...AjitsinghDaud
This document discusses using the DMAIC approach for process improvement to reduce downtime at a bearing manufacturing company. It describes conducting a case study using DMAIC (Define, Measure, Analyze, Improve, Control) to analyze downtime issues over seven months that totaled 430 hours. Pareto analysis identified critical issues as product changeover time and cycle time deviation. The goal was to minimize changeover time and reduce deviation without affecting quality. DMAIC was used to analyze the issues and identify solutions to improve the process efficiency and reduce downtime.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce defects to 3.4 defects per million opportunities. There are two main methods - DMAIC which improves existing processes and DMADV which designs new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead projects. Statistical tools like control charts are used to analyze processes, identify issues, and implement solutions to reduce variations and defects. Widespread adoption of Six Sigma has helped many companies significantly cut costs and improve quality, including Motorola who saved over $17 billion from its Six Sigma program.
Today’s healthcare executives are seeking performance improvement across multiple dimensions: expenses and profitability, waste, risk, and patient satisfaction and outcomes. That’s exactly what Crowe Horwath LLP’s Performance Improvement team delivers.
This brochure provides an overview our our service and value proposition.
This document provides a checklist for evaluating applications of the output-process-input model and goal specification form. The checklist outlines key elements to define like outputs, inputs, goals, processes, resources and standards. It also provides rules for outlining systems using this model, focusing on defining the final output, identifying input resources and labeling production, distribution and research processes.
This document discusses continuous improvement in organizations. It defines continuous improvement as striving for perfection through continuously analyzing and improving processes, anticipating customer needs, and eliminating waste. The key aspects covered are: the inputs, outputs, and feedback loops involved in processes; strategies for improvement including repair, refinement, renovation, and reinvention; types of problems organizations may encounter; and a problem-solving method involving identifying opportunities, analyzing current processes, developing solutions, implementing changes, and planning for the future. The conclusion emphasizes that continuous improvement is organization-wide and involves all employees developing ideas and skills for incremental improvements to better meet customer needs.
The document provides guidance on implementing Lean principles in an organization. It recommends forming a multidisciplinary team to map all process touchpoints and create a value stream map. The map should be used to define the scope of initial projects, such as starting 5S and building visual controls. Tier meetings should also be established where different levels of management address operational and strategic issues. Specific areas like individual process cells can then be analyzed and standardized to establish baselines and continuously improve using tools like SMED, mistake proofing, and problem solving methods. The implementation of Lean is portrayed as an ongoing philosophy requiring organization-wide commitment rather than a one-time event.
Qcc Quality Control Circle (Collaborative Problem Solving)Parvin Sinha
Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points:
- QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues.
- Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions.
- Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
The lean team assessed the status of lean strategy implementation in an assembly unit of a company that specializes in low and medium voltage switchgear products. They formed a lean implementation team and defined key performance indicators like processing time. The existing assembly process was mapped and current performance was measured using Continuous Performance Measurement. Major wastes identified included long walk times, improper layout, and lack of tools at workstations. The lean tools implemented included redesigning the layout to reduce walking, separating tasks among operators to balance work, and providing necessary tools and parts at each station. After implementation, non-value added time decreased by 10 minutes, efficiency increased by 18%, and effectiveness increased by 22%, showing the methodology effectively improved operational performance.
The document discusses integrating Six Sigma and Lean manufacturing to lower costs and reduce lead time. It provides an overview of Lean, which focuses on eliminating waste to reduce lead time, and Six Sigma, which focuses on reducing process variation. The document recommends integrating both approaches for maximum benefit, as Lean cannot control variation and Six Sigma cannot dramatically improve speed. It then discusses key aspects of each approach including goals, definitions, tools, and implementation challenges when combining the two methodologies.
This document discusses process improvement techniques. It provides an overview of commonly used process improvement methodologies like DRIVE, Process Mapping, DMAIC, SPC, and Simulation. Process improvement techniques like Lean and Six Sigma are increasingly being used to redesign and optimize processes. These techniques require engagement from employees to achieve better results and ensure practices are embedded within an organization. Knowledge transfer partnerships can provide a cost-effective alternative to external consultants for process improvement projects. They allow access to university expertise and support for developing and delivering improvement projects. Some example cases and additional details on techniques are available in the listed sources.
This document provides an overview of quality management and the total quality approach. It defines quality and discusses different views of quality. The key elements of total quality are described, including customer focus, continual improvement, and employee involvement. The contributions of quality pioneers like Deming, Juran, and Crosby are summarized. Deming's 14 points, PDCA cycle, and seven deadly diseases are explained. Juran's trilogy and 10 steps to quality improvement are also outlined. Finally, Crosby's four absolutes of quality management are presented.
The document provides an overview of total quality management (TQM), including its history and key figures like Deming. It discusses principles of TQM like customer focus, continuous improvement, and defines quality from different perspectives such as products, users, and manufacturing. The document also covers quality tools and approaches including control charts, quality circles, cause and effect diagrams, and Deming's system of profound knowledge.
According to new syllabus of PCI M.Pharm 1st sem. students can directly utilize this ppt for their study. As per PCI new syllabus QA STUDENTS find this ppt very use full.
This document discusses definitions of quality and approaches to quality management. It provides definitions of quality from different perspectives and lists the five main approaches to defining quality. It then discusses total quality management (TQM) and its key elements - the foundation of ethics and trust, building blocks like training and teamwork, the binding mortar of communication, and the roof of recognition. The document also outlines eight principles of TQM and discusses various quality management thinkers like Deming, Juran, Crosby, Taguchi, Ishikawa, and Shewhart and their contributions.
This document provides an overview of Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization through applying quantitative methods and human resources to improve all processes and exceed customer needs now and in the future. The document outlines some of the key foundations and tools of TQM, including the four Ps (planning, processes, people, performance), three Cs (commitment, communication, culture) and contributions from quality gurus like Deming, Juran, Crosby and Taguchi. It also discusses definitions and dimensions of quality.
The document provides an overview of quality concepts including definitions of quality, quality control, dimensions of quality, and the evolution of quality approaches. It discusses concepts like total quality management, Deming's 14 points, Kaizen technique, quality by design, and product development cycles. The key aspects covered are definitions of quality, importance of meeting customer expectations, involvement of all aspects of a firm in quality, and designing quality into products through evaluating prototypes and design changes.
Quality management concepts include defining quality as customer satisfaction and fitness for use. Total quality management (TQM) is an organization-wide effort to improve quality. Key elements of TQM are leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management tools like statistical process control.
This document provides an overview of quality management systems and Six Sigma. It discusses key concepts such as total quality management (TQM), Six Sigma methodology, ISO standards, quality gurus, quality costs, and the principles of quality management. The document summarizes TQM goals and components, the DMAIC and DMADV processes of Six Sigma, roles in Six Sigma implementation, common quality tools and standards like ISO 9001, and principles of quality management systems including customer focus, leadership, and continual improvement. It aims to introduce fundamental aspects of establishing and maintaining an effective quality management approach.
This document discusses key concepts in quality management. It defines quality as meeting customer satisfaction through both product features and freedom from deficiencies. Total quality management (TQM) is described as an organization-wide effort to improve quality. Several quality gurus who contributed to the field are discussed, including Deming, Juran, and Crosby. The summary emphasizes the importance of continuous improvement, customer focus, and preventing defects to reduce costs.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
The document discusses quality planning and project kickoff, including defining quality, quality planning processes, quality gurus like Deming and Juran, frameworks for quality like ISO and Six Sigma, core quality concepts around stakeholder satisfaction and process management, and planning for a project kickoff meeting. It provides an overview of important concepts for ensuring project quality and setting the stage for a successful project launch.
Role of qa&qc in manufacturing presentationImran Jamil
This document discusses quality control, quality assurance, and quality improvement concepts. It provides examples of quality control and quality assurance activities in manufacturing, such as inspections, audits, and process documentation. Quality control focuses on inspection and testing to find defects, while quality assurance aims to prevent defects by improving processes. Quality improvement is about continuously studying processes to identify and implement solutions to problems. The goal is to create systems that prevent errors from occurring.
This document provides an overview of Total Quality Management (TQM) concepts from several quality experts. It defines TQM as a comprehensive, organization-wide effort to improve quality through management of quality in all processes, functions, products and services. Key aspects discussed include Deming's 14 points of management, Juran's quality trilogy, Crosby's zero defects program, Shewhart's contributions to statistical process control, and the emphasis on continuous improvement, customer focus, employee empowerment and team-based approaches.
This document discusses concepts related to total quality management. It defines quality as customer satisfaction and fitness for use. Total quality management is described as a comprehensive, organization-wide effort to improve quality. Key concepts covered include defining customers, products, and how customer satisfaction is achieved through product features and freedom from deficiencies. Reasons for the increased focus on quality like competition and changing customer demands are provided. Different perspectives on quality are outlined. The document also discusses quality gurus like Deming, Juran, Feigenbaum and their philosophies. It covers topics like costs of quality, elements of TQM implementation, and process management tools.
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
The document discusses key concepts in quality management including definitions of quality, total quality management (TQM), customers, products, and how customer satisfaction is achieved. It also discusses reasons why quality has become a priority, different perspectives on quality, levels of quality in organizations, views of quality in services, historical philosophies of quality, and influential quality gurus such as Deming, Juran, and Shewhart and their philosophies and contributions to quality management.
Total Quality Management is a comprehensive, organization-wide effort to improve quality. It focuses on customer satisfaction by preventing defects and reducing variation. Key elements of TQM include leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into day-to-day operations through communication, teamwork, training, and statistical process control.
The document discusses quality assurance in agile software development. It notes several research gaps around ensuring sustained quality benefits from agile practices and how context affects agile's ability to create quality software. The objective is to empirically analyze key enablers for sustaining agile quality and identify critical links between quality success/failure. The methodology includes interviews, a survey, and statistical analysis to derive conclusions on quality factors and their relationships. Case study results found differing quality understandings and identified intrinsic and extrinsic factors that positively influence quality perceptions.
Similar to Managing A Successful Team Offline Version (20)
3. McGregor's X-Y theory of management
Theory X Theory Y
management
staff
Authoritarian, oppressive, coercive. Liberating, developmental. Control,
Tight control, no development. achievement, continuous improvement,
Produces limited, depressed culture achieved by enabling and empowering,
and giving responsibility
staff management
Ref: Douglas McGregor , X-Y theory , 1960 , The Human Side Of Enterprise'.
4. X-Y theory of management
The Culture
Quality
The Team
The System
5. X theory of management : The Culture
Blame culture
• Seeks culprits for failures or shortfalls
• Holds on to responsibility but shifts accountability to subordinates
• Communicates one-way, shouts, demands, never asks
• Issues deadlines, ultimatums
• Thinks giving orders is delegating
Results : Atomized workforce
• Demoralised workers fearful of castigation
• High Staff Attrition
• More time spent training new staff
• Process speed decreases, defects increase
• Reactive environment – firefighting multiplier
6. Y theory of management : The Culture
Engagement : Nurture an Inclusive Environment
• Encourage contribution & open discussion where ideas are valued .
• Drive out any fear of retribution that may be implied from expressing a point of view so
{ref 2,3: Deming}
that everyone may work effectively for the company
{ref 7: Shidle}
• Encourage people – tell them they‟re going to do good before they’ve done it
• Focused on learning from experience and preventing recurrence
• Focused on performance, urgency and commitment to make the system perform better
• Anticipate opportunities to continually improve and to develop long term goals
Results : Cohesive workforce
• Positive Proactive culture
• Multiplier effect on solutions to both challenges as well as problems
• Valued engaged colleagues. Low Staff Attrition. Less time spent training new staff
• Quality built into the system, improved processes & productivity
• Customer oriented to meet expectations of quality {VOC} = Customer delight
7. X theory of management : Quality
Behaviour
{ref 5: Adam Smith}
• Focuses on productivity – reductionism - division of labour
{ref
• Relying on quality inspection to achieve quality rather than improve product quality
2,3: Deming}
• Results-driven and deadline-driven, to the exclusion of everything else.
Results
• Low quality, continual firefighting = low productivity [non-sequitur]
• When you are reactive, you blame other people and circumstances for obstacles or
{ref 4: Covey}
problems.
"A manager of people needs to understand that all people are different. This is not ranking people. He/she
needs to understand that the performance of anyone is governed largely by the system that he/she works in.
Placing blames on workforces who only responsible for 15% {4%} of mistakes where the system desired by
management is responsible for 85% {96%} of the unintended consequences. “ {ref 2 & 3: Deming}
8. Y theory of management : Quality
Behaviour
• Focuses on quality above all else
• You cant inspect quality into a product
• Eliminate the need for massive inspection by building quality into the product in the first
{ref 2,3: Deming}
place‟
• Continual improvement and ever better understanding of customers needs
• Improve constantly and forever the system of production and service, to improve quality
{ref 2,3: Deming}
and productivity, and thus constantly decrease costs
Results
• Improved quality, higher productivity & lower costs
• Removes barriers that rob the worker of his/her right to pride of workmanship. The
{ref 2,3: Deming}
responsibility of supervisors must be changed from sheer numbers to quality.
9. Y theory of management : Quality model 1
Improvement in quality begets improvement in productivity
Ref 9: Walter A. Shewhart, 1931, ‘Economic Control of Quality of Manufactured Product '.
10. Y theory of management : Quality model 2
High quality makes it possible to attain fast speed*
Lean Six Sigma
Up to 96% problems built into work system
Delight Improve
Customers 4% Individual Processes
Variation & Defects
Process Flow**
Quality
Speed
Team - work
Data and Facts
* Overall process speed – not how quickly an individual person works
** The physical path, get rid of unnecessary complexity i.e. division of labour, poor logistics
Only customers can define quality {VOC}: Ref 8 : Mike George, What is Lean Six Sigma’, 2004
11. Y theory of management : Quality model 3
Quality by Design {ICH Q8, 9 & 10}
Aspects Traditional QbD
Quality Quality assured by testing and inspection Quality built into product & process by design, based on scientific
understanding. Develop effective CAPA –eliminate “special cause
”variability. An ability to effect continuous improvement and
continuous "real time" assurance of quality
Pharmaceutical Empirical, Random, Focus on optimization, Systematic, Multivariate experiments, Focus on control strategy and
Development typically univariate experiments robustness
Manufacturing Process Fixed; validation on 3 initial full-scale Adjustable within design space, managed by company’s quality
batches; focus on reproducibility systems; continuous verification within design space; focus on
control strategy and robustness. Understanding and controlling
CQA’s
Process Control Some in-process testing for go/no-go; PAT utilized for feedback and feed forward at real time. Process
offline analysis w/ slow response operations tracked and trended
Product Specification Specifications based on batch history. Part of the overall quality control strategy, specifications based on
Primary means of quality control, based on desired product performance. Establish CQA target values and
batch data acceptable variability around the target value
Control Strategy Mainly by intermediate inspection and end Risk-based control strategy , real-time release possible, controls
product testing shifted upstream; Utilize a monitoring system that demonstrates
“state of control” preferably based on critical material attributes
Submission Data intensive submission – disjointed Knowledge rich submission – showing product knowledge &
information without ‘big picture’ process understanding
Lifecycle management ‘Frozen process’ discouraging changes. Flexible process within design space, allowing continuous
Reactive to problems & OOS; post- improvement
approval changes needed
QbD leads to identification of critical quality attributes, process steps, and process parameters, which
provides focus to specifications, validation protocol, batch record and controls
12. X theory of management : Quality
Productivity by Design
Operating Expenses increase due to
rework, more mistakes, more • Quality suffers
Focus on • Operating Profit decreases
delays, poor logistical planning, use
Productivity • Operating Margin lowers
of machine-time, {people, methods}
and materials • Company’s Net Profit Suffers
13. X theory of management : The ‘X’ Team
Behaviour
{ref 2,3: Deming}
• Lack of constancy of purpose
• Myopic vision {focusing on the shadows}
• Power used to achieve surface compliance
• Does not participate or team-build, unconcerned about staff welfare, or morale
• Does not thank or praise. distant, detached, arrogant, elitist, poor listener
Results
• Atomisation of mission
• [Cassandra complex]
14. Y theory of management : The ‘A’ Team
Behaviour
{ref 4: Covey}
• Visualisation character ethic : Begin with the End In Mind
{ref 2,3: Deming}
• Create constancy of purpose toward improvement of product and service
{ref 2,3: Deming}
• Put everybody in the company to work to accomplish the transformation
{ref 4: Covey}
• Synergize : The way a team plays as a whole determines its success
• Apply collaborative decision making. effective problem solving. DMAIC Six Sigma Tools
• Value differences
• Embrace and leverage innovation, creative collaboration
{ref 6: Templar}
• Make your team better than you
Results - Together Everyone Achieves More
• When synergy is pursued as a habit, the result of the teamwork will exceed the sum of
what each of the members could have achieved on their own. “The whole is greater than
the sum of its parts.”
• Shared purpose - Internalised cognitive change through leadership – Cohesion
15. X theory of management : The System
Behaviour
{ref 2,3: Deming}
• Thinks short term - Transactional - Emphasis on short-term profits
• Manages by visible figures alone
• Treats system as fixed, individual parts
• Scrutinises expenditure to the point of false economy [mission creep]
• Unconcerned with investing in anything to gain future improvements
• Concentration of knowledge – {epistemical mercantilism}
Results - the little picture
{ref 2,3: Deming}
• Measuring productivity does not improve productivity
• Inspection doesn‟t improve quality or guarantee it [its too late – good or bad, quality is
already in the product]
• A fixed system cannot buffer the influence of incoming variability
• Narrow spectrum of operational definition
• Low skilled workforce, systemic apathy, low appreciation / knowledge of variation
• High division of labour leading to increased opportunity for defects
16. Y theory of management : The System
Behaviour – the big picture
• Thinks long term – Transformational – Emphasis on Continual Development
• Continuously sharpen knowledge/mind & skills to anticipate/meet ever-changing
{ref 4: Covey}
requirements for success
{ref 2,3: Deming}
• Institute training on the job, education and self-improvement
• Develop in others exceptional management & teamwork abilities
• Provide operational definition and share knowledge
• Helpful feedback to reinforce behavior {+ve} & motivate players to learn from mistakes {-ve}
• Skillfully listen {empathetically} - the other person feels as though he/she has been
listened to in a way that encourages further contribution
{ref 4: Covey}
• Think Win/Win {reciprocity} where mutually beneficial solutions are sought
• Communicate & collaborate - Integrate helpful efforts of other departments to help the
whole system become more effective
• Break down barriers between departments so the whole company works
{ref 2,3: Deming}
interdependently
17. The Bottom Line
• Businesses need to make money
• Employee engagement is a significant lead indicator to success
• „We were successful because our employees were motivated to meet the customer need.‟
Companies with low levels of Engagement Companies with high levels of Engagement
Above Avg. Financials Below Avg. Financials Above Avg. Financials Below Avg. Financials
29%
38%
62%
71%
„When we see financials as the indicator of our success, we are too late. Financials are like
the rear view mirror in our car, we are looking at a picture of the past. The moment we react to
{ref 10: Federman}
financials, we make short term decisions to achieve fiscal responsibility‟
Source: Adapted from Corporate Leadership Council, a division of The Conference Executive Board Company, 2004 Employee Engagement Study
18. In Summary
Management Theory ‘X’ {Sisyphus}
• The average person dislikes work and will avoid it he/she can.
• Therefore most people must be forced with the threat of punishment to work towards
{ref 1: McGregor}
organisational objectives.
Management Theory ‘Y’ {Prometheus}
• Pride and effort in work are natural
• Self actualisation : People will apply self-control and self-direction in the pursuit of
organisational objectives, without external control or the threat of punishment
• Commitment to objectives is a function of „rewards‟ associated with their achievement
• People usually accept and often seek responsibility
• The capacity to use a high degree of imagination, ingenuity and creativity in solving
organisational problems is widely, not narrowly, distributed in the population
Ref: Douglas McGregor , X-Y theory , 1960 , The Human Side Of Enterprise'.
19. Thank You
Insanity : ‘Doing the same thing over and over again and expecting different results.’
Albert Einstein
References
[1] Douglas McGregor , X-Y theory , ‘The Human Side Of Enterprise‘, 1960
[2] Dr. William E. Deming, Points for Management for transforming business effectiveness, ‘Out of the Crisis’, 1982
[3] Dr. William E. Deming, Deadly Diseases of Management, ‘Out of the Crisis’, 1982
[4] Stephen R. Covey, ‘The 7 Habits of Highly Effective People’, 1989
[5] Adam Smith, ‘An Inquiry into the Nature and Causes of the Wealth of Nations’, 1776
[6] Richard Templar ‘The rules of management’, 2005
[7] Norman Glass Shidle, ‘The art of successful communication’, 1965
[8] Mike George, ‘What is Lean Six Sigma?’, 2004
[9] Walter A. Shewhart, ‘Economic Control of Quality of Manufactured Product ‘, 1931
[10] Brad Federman, ‘Employee Engagement : A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty’, 2009
20. Spaghetti diagram showing excessive travel during work activity
Define Measure Analyse Implementation Control
Baseline data were collated and assessed by the Lean Lab team. Specific improvement
activities were identified from this analysis. These activities were then combined into an
implementation plan that was approved and resourced by the sponsoring Vice President.
Improvement activities included redesign of equipment layouts, re-assigning
responsibilities and the removal of unused or underused equipment. Ref: Kevin D. Altria, Ann M.
Dufton, Stephen W. Carleysmith, ‘Learning from Lean Sigma’, PHARMACEUTICAL TECHNOLOGY EUROPE, Volume 21, Issue 2, Feb 1, 2009
21. A system of profound knowledge
Understand how interactions (i.e. feedback) between the elements of a system can result
in internal restrictions that force the system to behave as a single organism that
automatically seeks a steady state. It is this steady state that determines the output of the
system rather than the individual elements. Thus it is the structure of the organization {e.g.
process flow} rather than the employees, alone, which holds the key to improving the
quality of output.
The Knowledge of variation involves understanding that everything measured consists of
both "normal" variation due to the flexibility of the system and of "special causes" that
create defects. Quality involves recognizing the difference to eliminate "special causes"
while controlling normal variation. Deming taught that making changes in response to
"normal" variation would only make the system perform worse. Understanding variation
includes the mathematical certainty that variation will normally occur within six standard
{ref 2,3: Deming}
deviations of the mean.