This document provides an overview of quality management and discusses the development of concepts like total quality management. It discusses influential quality management thinkers from both Japan and the West like Deming, Juran, Ishikawa and Crosby. The document also outlines several common quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams and histograms.
This document provides the course outline for a Total Quality Management course. The course aims to introduce concepts of total quality management and their implications for business performance and effectiveness. Key topics covered include the introduction to quality management, customer satisfaction, total quality management principles and frameworks, benchmarking, business process re-engineering, and six sigma. Quality tools and measurements are also discussed. The course is divided into 14 weeks of content and assessments.
The document traces the evolution of quality management from early inspection practices to modern total quality management approaches. It discusses how quality management progressed from individual inspectors to separate inspection departments and then quality control departments. In the 1920s, statistical process control methods were developed but not widely used until after World War 2 when Japanese companies adopted quality gurus' teachings to improve their quality and competitiveness. By the late 20th century, total quality management had become a national priority in Japan and Western companies introduced similar quality programs in response to Japanese success.
The document provides an overview of quality, including a brief history tracing it back to medieval guilds. It discusses definitions of quality and quality management systems. It also explores common business quality approaches like ISO 9001, Total Quality Management, and Six Sigma. Finally, it covers tools for measuring quality in services and products, as well as using key performance indicators.
The document discusses Japanese-style manufacturing jobs. It outlines key elements: manufacturing, manufacturing jobs in Japan (monozukuri), and the 5S workplace organization method. Japanese manufacturing emphasizes planning through superior job designs and team-based work. The 5S method involves sorting, straightening, systematic cleaning, standardization, and sustaining cleanliness. Total quality management and continual improvement are central to controlling and evaluating manufacturing processes and employee responsibilities in the Japanese style.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
Course outline Introduction to QualityMarie Graves
This document provides an overview of an Introduction to Quality course taught by Marie A. Graves. The course covers the history of quality, definitions of quality, quality management systems like ISO 9001 and Six Sigma, measuring quality, and key performance indicators. It includes the course outline, slides from lessons, and a test to assess student learning. The goal is to teach students basic concepts of quality and how quality is implemented in business operations.
The document provides an overview of a study conducted on implementing 5S principles in the clothing and textile industries in South Africa. It discusses challenges like waste, inefficiencies and health issues currently experienced. The study used qualitative methods like observations and discussions. It found that implementing 5S led to reductions in waste costs up to 80% at a textile company over 3 years. Common barriers to 5S implementation identified were lack of management commitment, understanding and employee involvement. The document concludes 5S implementation improved organization and productivity if properly maintained.
The document discusses quality management in construction projects. It provides definitions of key terms like quality assurance and quality control. It also outlines the salient features of a quality management system for a construction company, including quality assurance activities to develop standards and checklists, quality control activities like inspections and testing, and using a quality management system to meet customer needs through efficient processes and documentation. ISO standards for quality management systems are referenced.
This document provides the course outline for a Total Quality Management course. The course aims to introduce concepts of total quality management and their implications for business performance and effectiveness. Key topics covered include the introduction to quality management, customer satisfaction, total quality management principles and frameworks, benchmarking, business process re-engineering, and six sigma. Quality tools and measurements are also discussed. The course is divided into 14 weeks of content and assessments.
The document traces the evolution of quality management from early inspection practices to modern total quality management approaches. It discusses how quality management progressed from individual inspectors to separate inspection departments and then quality control departments. In the 1920s, statistical process control methods were developed but not widely used until after World War 2 when Japanese companies adopted quality gurus' teachings to improve their quality and competitiveness. By the late 20th century, total quality management had become a national priority in Japan and Western companies introduced similar quality programs in response to Japanese success.
The document provides an overview of quality, including a brief history tracing it back to medieval guilds. It discusses definitions of quality and quality management systems. It also explores common business quality approaches like ISO 9001, Total Quality Management, and Six Sigma. Finally, it covers tools for measuring quality in services and products, as well as using key performance indicators.
The document discusses Japanese-style manufacturing jobs. It outlines key elements: manufacturing, manufacturing jobs in Japan (monozukuri), and the 5S workplace organization method. Japanese manufacturing emphasizes planning through superior job designs and team-based work. The 5S method involves sorting, straightening, systematic cleaning, standardization, and sustaining cleanliness. Total quality management and continual improvement are central to controlling and evaluating manufacturing processes and employee responsibilities in the Japanese style.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
Course outline Introduction to QualityMarie Graves
This document provides an overview of an Introduction to Quality course taught by Marie A. Graves. The course covers the history of quality, definitions of quality, quality management systems like ISO 9001 and Six Sigma, measuring quality, and key performance indicators. It includes the course outline, slides from lessons, and a test to assess student learning. The goal is to teach students basic concepts of quality and how quality is implemented in business operations.
The document provides an overview of a study conducted on implementing 5S principles in the clothing and textile industries in South Africa. It discusses challenges like waste, inefficiencies and health issues currently experienced. The study used qualitative methods like observations and discussions. It found that implementing 5S led to reductions in waste costs up to 80% at a textile company over 3 years. Common barriers to 5S implementation identified were lack of management commitment, understanding and employee involvement. The document concludes 5S implementation improved organization and productivity if properly maintained.
The document discusses quality management in construction projects. It provides definitions of key terms like quality assurance and quality control. It also outlines the salient features of a quality management system for a construction company, including quality assurance activities to develop standards and checklists, quality control activities like inspections and testing, and using a quality management system to meet customer needs through efficient processes and documentation. ISO standards for quality management systems are referenced.
The document summarizes Carsem's implementation of lean manufacturing over multiple phases using various organizational development tools and methods. It discusses (1) using the McKinsey 7S framework as an overall implementation plan, (2) employing action learning teams to solve real business issues through short cycles of training and projects, and (3) applying the PDCA model at various stages of training, project implementation, review of results, and proliferation across lines. The implementation helped Carsem reduce waste, improve productivity and increase customer value.
The concept of quality control has evolved throughout history:
1) During craftsmanship, quality was ensured by skilled craftsmen who took pride in their work.
2) With industrialization, supervisors oversaw larger groups of workers to maintain standards.
3) As manufacturing scaled up, dedicated inspectors using tools like gauges examined each part separately from production.
4) World War II led to mass production, requiring statistical methods like control charts and sampling to help inspectors handle higher volumes. Quality control techniques continue to modernize to suit new production systems and levels.
This presentation introduces the subject of Quality Management by describing the evolution of the concept of quality with a specific focus on the 20th century.
The document provides an overview of quality management, including its definition, evolution, and various tools and techniques. It discusses that quality management aims to meet customer expectations and ensure customer satisfaction. The document then outlines several quality management approaches that have evolved over time, such as inspection, statistical process control, design of experiments, Taguchi's robust design method, ISO standards, Six Sigma, and Kaizen. It also provides a case study of Toyota's quality management system and its implementation of Lean and continuous improvement practices.
Effect of total quality management on industrial performance in nigeria an em...Alexander Decker
This document discusses a study that examined the effect of Total Quality Management (TQM) on industrial performance in Nigeria using a brewery as a case study. The study analyzed data on quality control costs, labor salary expenditures, and industrial output from 1996-2008 to assess the relationship between TQM factors and industrial performance. The results found that quality control costs had a non-significant positive effect on performance while labor costs had a non-significant negative effect. The study concluded that TQM can enhance industrial performance in the brewery subsector of Nigeria's economy if companies implement comprehensive customer-focused TQM programs.
This document provides an overview of statistical quality control. It discusses Walter Shewhart, considered the father of statistical quality control, and his development of statistical procedures and charts for controlling manufacturing processes. It also covers W. Edwards Deming and his influential 14 points program for quality management, which emphasized process improvement over inspection and the importance of management commitment to quality. The document defines statistical process control and its goal of monitoring production through various stages to help identify out-of-control processes. It notes the increased emphasis on quality control since World War II.
Armand V. Feigenbaum was an American engineer and quality management expert. He is considered a founding father of modern quality management for his pioneering work developing the concept of total quality control and management. Some of his major contributions included defining total quality control, establishing the concept of the "hidden plant" and costs of quality, and emphasizing that quality is everyone's responsibility, not just production workers. Over his career spanning decades, Feigenbaum received numerous honors and awards for his work in establishing quality management practices.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
Best Manufacturing practice adoptions by Indian IndustriesIJERA Editor
The purpose of this study is to develop a new model to provide guidance and support for Indian manufacturing companies who aim to reach at global level standards both in maintenance and manufacturing processes through continual improvement. Based on this study, a strategic model was developed through conceptual integration of popular process improvement strategies, which are based on ISO, TQM, TPM , Lean Production, six-sigma & TPM. An attempt was made to analyze and address some major limitations of existing models to pave the way of achieving manufacturing excellence
Lean is a set of practices that aim to eliminate waste and optimize efficiency. It was originally developed for manufacturing but can also be applied to services. The goals of Lean are to identify and remove non-value adding activities, improve workflow by responding to customer demand, and do more with less. Key aspects of Lean include continuous improvement, reducing inventory levels, minimizing defects and wait times, and balancing workload across processes. Implementation involves analyzing value streams, addressing bottlenecks, and using tools like kanban systems, work cell layouts, and standardized processes to smooth production flow.
Quality and evolution of quality by suhasiniSuhasiniNayal1
The document discusses the evolution and definitions of quality. It provides various definitions of quality from different perspectives, such as meeting customer requirements, fitness for use, and conformance to specifications. The document also outlines some of the major contributors to the development of quality management knowledge in the 20th century, including Juran, Deming, Feigenbaum, Crosby, and Ishikawa. It describes some of their key concepts, such as Juran's emphasis on a balanced quality management approach and Crosby's definition of quality as conformance to requirements. Overall, the document provides an overview of the origins and development of perspectives on quality.
This document discusses quality management and the process of managing quality. It defines quality, outlines the importance of quality management, and describes various quality systems and standards like ISO 9000 and Total Quality Management (TQM). It discusses key concepts such as quality planning, quality control, quality assurance, quality audits, and continuous improvement. The document is intended to provide an overview and introduction to quality management for students in a university course.
Evaluation of Total Quality Management Implementation as Engineering Practice...IOSR Journals
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two key factors - continuous improvement and customer satisfaction - by examining how four ISO 9001-2008 requirements are applied across different project phases. A questionnaire survey of 177 engineers found that overall, TQM implementation was at a moderate level in most project phases in Jordan, with some weaknesses identified, such as inadequate analysis, lack of third-party reviews, and insufficient responsibility authorization in certain phases. The study concludes that while TQM factors are applied, some improvements are needed for fully effective quality management in Jordanian construction.
International Journal of Computational Engineering Research (IJCER) is dedicated to protecting personal information and will make every reasonable effort to handle collected information appropriately. All information collected, as well as related requests, will be handled as carefully and efficiently as possible in accordance with IJCER standards for integrity and objectivity
This is a short, approximately three pages, analysis of a company's current process and the benefits of implementing Lean Manufacturing practices.
This report is the product of an academic assignment
Effect of Lean Manufacturing on Operational Performance: An Empirical Study o...IRJET Journal
This document discusses a study on the effect of lean manufacturing on operational performance in the Indian automobile manufacturing industry. The study aims to identify critical factors for lean manufacturing success and examine the relationship between lean manufacturing and operational performance. Based on literature review, the study identifies 10 key lean success factors. A conceptual framework and hypotheses are proposed relating these factors to operational performance. Empirical data is collected through a questionnaire and analyzed using factor analysis and structural equation modeling. The results provide evidence that lean manufacturing has a statistically significant positive relationship with operational performance in the Indian automobile industry.
The document discusses quality management systems and standards, including ISO 9001, which establishes requirements for quality management that can be applied to any organization. It provides an overview of the requirements of ISO 9001 in its eight clauses covering the scope, documented information, operational planning and control. The document also discusses implementing a quality management system based on ISO 9001, including management commitment, documentation, training, internal audits and obtaining registration through an external audit.
This document provides an overview of quality management and total quality management (TQM). It defines quality and TQM, discusses the history and implementation of TQM. It also outlines several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional quality management topics for further reading.
This document discusses quality management. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management ensures consistency in organizations, products, and services. It uses processes and procedures to achieve consistent quality outcomes. The document then provides a brief history of quality management and how approaches have evolved over time with contributions from various individuals and groups.
This document provides an overview of the evolution of total quality management (TQM). It discusses definitions of quality, key quality thinkers like Deming and Juran, and the historical development of quality approaches. The Japanese adoption of quality principles in the 1950s led to their economic rise over American companies. This prompted the development of TQM, which integrates quality principles throughout management systems. The document outlines Deming's 14 points and Juran's quality trilogy, which were influential quality frameworks.
The document summarizes Carsem's implementation of lean manufacturing over multiple phases using various organizational development tools and methods. It discusses (1) using the McKinsey 7S framework as an overall implementation plan, (2) employing action learning teams to solve real business issues through short cycles of training and projects, and (3) applying the PDCA model at various stages of training, project implementation, review of results, and proliferation across lines. The implementation helped Carsem reduce waste, improve productivity and increase customer value.
The concept of quality control has evolved throughout history:
1) During craftsmanship, quality was ensured by skilled craftsmen who took pride in their work.
2) With industrialization, supervisors oversaw larger groups of workers to maintain standards.
3) As manufacturing scaled up, dedicated inspectors using tools like gauges examined each part separately from production.
4) World War II led to mass production, requiring statistical methods like control charts and sampling to help inspectors handle higher volumes. Quality control techniques continue to modernize to suit new production systems and levels.
This presentation introduces the subject of Quality Management by describing the evolution of the concept of quality with a specific focus on the 20th century.
The document provides an overview of quality management, including its definition, evolution, and various tools and techniques. It discusses that quality management aims to meet customer expectations and ensure customer satisfaction. The document then outlines several quality management approaches that have evolved over time, such as inspection, statistical process control, design of experiments, Taguchi's robust design method, ISO standards, Six Sigma, and Kaizen. It also provides a case study of Toyota's quality management system and its implementation of Lean and continuous improvement practices.
Effect of total quality management on industrial performance in nigeria an em...Alexander Decker
This document discusses a study that examined the effect of Total Quality Management (TQM) on industrial performance in Nigeria using a brewery as a case study. The study analyzed data on quality control costs, labor salary expenditures, and industrial output from 1996-2008 to assess the relationship between TQM factors and industrial performance. The results found that quality control costs had a non-significant positive effect on performance while labor costs had a non-significant negative effect. The study concluded that TQM can enhance industrial performance in the brewery subsector of Nigeria's economy if companies implement comprehensive customer-focused TQM programs.
This document provides an overview of statistical quality control. It discusses Walter Shewhart, considered the father of statistical quality control, and his development of statistical procedures and charts for controlling manufacturing processes. It also covers W. Edwards Deming and his influential 14 points program for quality management, which emphasized process improvement over inspection and the importance of management commitment to quality. The document defines statistical process control and its goal of monitoring production through various stages to help identify out-of-control processes. It notes the increased emphasis on quality control since World War II.
Armand V. Feigenbaum was an American engineer and quality management expert. He is considered a founding father of modern quality management for his pioneering work developing the concept of total quality control and management. Some of his major contributions included defining total quality control, establishing the concept of the "hidden plant" and costs of quality, and emphasizing that quality is everyone's responsibility, not just production workers. Over his career spanning decades, Feigenbaum received numerous honors and awards for his work in establishing quality management practices.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
Best Manufacturing practice adoptions by Indian IndustriesIJERA Editor
The purpose of this study is to develop a new model to provide guidance and support for Indian manufacturing companies who aim to reach at global level standards both in maintenance and manufacturing processes through continual improvement. Based on this study, a strategic model was developed through conceptual integration of popular process improvement strategies, which are based on ISO, TQM, TPM , Lean Production, six-sigma & TPM. An attempt was made to analyze and address some major limitations of existing models to pave the way of achieving manufacturing excellence
Lean is a set of practices that aim to eliminate waste and optimize efficiency. It was originally developed for manufacturing but can also be applied to services. The goals of Lean are to identify and remove non-value adding activities, improve workflow by responding to customer demand, and do more with less. Key aspects of Lean include continuous improvement, reducing inventory levels, minimizing defects and wait times, and balancing workload across processes. Implementation involves analyzing value streams, addressing bottlenecks, and using tools like kanban systems, work cell layouts, and standardized processes to smooth production flow.
Quality and evolution of quality by suhasiniSuhasiniNayal1
The document discusses the evolution and definitions of quality. It provides various definitions of quality from different perspectives, such as meeting customer requirements, fitness for use, and conformance to specifications. The document also outlines some of the major contributors to the development of quality management knowledge in the 20th century, including Juran, Deming, Feigenbaum, Crosby, and Ishikawa. It describes some of their key concepts, such as Juran's emphasis on a balanced quality management approach and Crosby's definition of quality as conformance to requirements. Overall, the document provides an overview of the origins and development of perspectives on quality.
This document discusses quality management and the process of managing quality. It defines quality, outlines the importance of quality management, and describes various quality systems and standards like ISO 9000 and Total Quality Management (TQM). It discusses key concepts such as quality planning, quality control, quality assurance, quality audits, and continuous improvement. The document is intended to provide an overview and introduction to quality management for students in a university course.
Evaluation of Total Quality Management Implementation as Engineering Practice...IOSR Journals
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two key factors - continuous improvement and customer satisfaction - by examining how four ISO 9001-2008 requirements are applied across different project phases. A questionnaire survey of 177 engineers found that overall, TQM implementation was at a moderate level in most project phases in Jordan, with some weaknesses identified, such as inadequate analysis, lack of third-party reviews, and insufficient responsibility authorization in certain phases. The study concludes that while TQM factors are applied, some improvements are needed for fully effective quality management in Jordanian construction.
International Journal of Computational Engineering Research (IJCER) is dedicated to protecting personal information and will make every reasonable effort to handle collected information appropriately. All information collected, as well as related requests, will be handled as carefully and efficiently as possible in accordance with IJCER standards for integrity and objectivity
This is a short, approximately three pages, analysis of a company's current process and the benefits of implementing Lean Manufacturing practices.
This report is the product of an academic assignment
Effect of Lean Manufacturing on Operational Performance: An Empirical Study o...IRJET Journal
This document discusses a study on the effect of lean manufacturing on operational performance in the Indian automobile manufacturing industry. The study aims to identify critical factors for lean manufacturing success and examine the relationship between lean manufacturing and operational performance. Based on literature review, the study identifies 10 key lean success factors. A conceptual framework and hypotheses are proposed relating these factors to operational performance. Empirical data is collected through a questionnaire and analyzed using factor analysis and structural equation modeling. The results provide evidence that lean manufacturing has a statistically significant positive relationship with operational performance in the Indian automobile industry.
The document discusses quality management systems and standards, including ISO 9001, which establishes requirements for quality management that can be applied to any organization. It provides an overview of the requirements of ISO 9001 in its eight clauses covering the scope, documented information, operational planning and control. The document also discusses implementing a quality management system based on ISO 9001, including management commitment, documentation, training, internal audits and obtaining registration through an external audit.
This document provides an overview of quality management and total quality management (TQM). It defines quality and TQM, discusses the history and implementation of TQM. It also outlines several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional quality management topics for further reading.
This document discusses quality management. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management ensures consistency in organizations, products, and services. It uses processes and procedures to achieve consistent quality outcomes. The document then provides a brief history of quality management and how approaches have evolved over time with contributions from various individuals and groups.
This document provides an overview of the evolution of total quality management (TQM). It discusses definitions of quality, key quality thinkers like Deming and Juran, and the historical development of quality approaches. The Japanese adoption of quality principles in the 1950s led to their economic rise over American companies. This prompted the development of TQM, which integrates quality principles throughout management systems. The document outlines Deming's 14 points and Juran's quality trilogy, which were influential quality frameworks.
The document discusses the top quality gurus and their contributions to total quality management. It begins with an introduction to total quality management and how quality gurus helped develop it. It then lists the top 10 quality gurus, providing 1-2 sentences on each guru's major contribution: Walter Shewhart developed PDCA and process control theories. W. Edwards Deming advanced quality concepts and popularized the PDCA cycle. Joseph Juran developed the quality trilogy of planning, improvement, and control. Armand Feigenbaum developed the idea of total quality control. Kaoru Ishikawa created the Ishikawa diagram. The document continues describing the other gurus' contributions, including Taguchi, Shingo, Crosby
HISTORY OF TOTAL QUALITY MANAGEMENT AND THE DEMING PHILOSOPHY_RICHARD MAGBATO...RichardMagbatoc1
The document provides a history of total quality management (TQM) and an overview of William Edwards Deming's philosophy on quality management. It discusses how TQM originated from statistical quality control methods developed in the 1920s and was further advanced in Japan under American advisors like Deming. Deming emphasized continuous process improvement and eliminating variation to produce high quality products. The document also outlines Deming's famous "14 Points" for quality management, which focus on building customer awareness, reducing variation, and fostering constant improvement.
The document discusses Total Quality Management (TQM) and provides definitions of quality from different perspectives. It then discusses what TQM is, noting that it is a philosophy and set of principles for continuously improving an organization through quantitative methods and human resources to exceed customer needs. The rest of the document discusses the history and development of TQM, including key figures like Deming, Juran, Ishikawa, Taguchi, and Shingo who helped develop concepts in Japan in response to ideas brought by Americans after World War II. It also discusses tools like the Ishikawa diagram and key principles promoted by Deming and others.
Total Quality Management (TQM) is a management approach focused on meeting customer needs and improving processes. The document discusses the history and key thinkers in TQM, including Deming, Juran, Ishikawa, and Crosby. It also covers the Baldrige National Quality Program established in 1987 to recognize excellence through criteria in leadership, strategic planning, customer/market focus, information/analysis, human resources, process management and business results. The Baldrige Award has become a standard for quality excellence pursued by many large corporations.
The document provides an overview of Total Quality Management (TQM), including:
I. Definitions of quality from different perspectives such as customer-based, manufacturing-based, and value-based.
II. TQM is defined as a philosophy and set of principles for continuous organizational improvement through quantitative methods and human resources to exceed customer needs.
III. TQM evolved from influences such as guilds, the industrial revolution, World War II, and the work of quality gurus in the post-war era like Deming, Juran, Ishikawa and Shingo who helped popularize concepts in Japan and the West.
This summarizes Deming's approach to quality management, which includes his 14 points and system of profound knowledge. It also discusses total quality control approaches used in Japan, including elements of the thought revolution. Additional quality approaches covered include kaizen (continuous improvement), the Toyota Production System and lean thinking, and the ISO 9000 quality standards.
Sqc irfan bashir kardaash - assistant professor - copyIRFAN BASHIR
This document provides an overview of statistical quality control. It discusses Walter Shewhart's pioneering development of statistical process control techniques like control charts. It also covers W. Edwards Deming's influential 14 points program for quality management that he introduced in Japan after World War 2. Deming emphasized continuous process improvement over inspection and eliminating quotas/ratings. The document concludes by noting how statistical quality control is used to monitor production and identify out of control processes, with the goal of reducing defects and costs of poor quality.
The document discusses concepts related to quality management. It begins with defining total quality management as applying quantitative methods and human resources to improve all processes within an organization. It then discusses dimensions of quality like performance, features, conformance, reliability, and more. The evolution of quality control is summarized, from individual craftsmanship to separate quality departments and statistical process control. Key contributors to quality concepts like Deming, Juran, and Taguchi are mentioned. Modern quality management focuses on continuous small improvements, team approaches, and total quality management with everyone responsible for quality. Quality by design aims to ensure quality is inherent in products and processes from the start. Control of purchased products includes evaluating suppliers, verifying capacity, and developing sources through
The document discusses quality management philosophies and tools. It provides biographies of influential quality management thinkers like W. Edwards Deming, Joseph Juran, and Phillip Crosby. It also describes Six Sigma quality programs and various quality management tools including control charts, Pareto charts, scatter plots, Ishikawa diagrams, check sheets, and histograms. The document is an overview of foundational concepts in quality management.
The document provides a history of quality gurus and awards from 1901 to 2015. It summarizes key events and contributions including: Sir John Wolfe-Barry establishing standardization of iron and steel sections in 1901; Frederick W. Taylor publishing "The Principles of Scientific Management" in 1911; the formation of the American Society for Quality Control in 1946; Dr. Edward Deming helping Japanese industries after World War II in 1947; the establishment of the Deming Prize in 1951; and the introduction of Six Sigma at Motorola in 1986. It also profiles Malcolm Baldrige and William Edwards Deming, and outlines Deming's System of Profound Knowledge and his famous 14 Principles.
The document discusses the origins and key figures in the development of Total Quality Management (TQM). It began with W. Edwards Deming introducing his ideas about TQM to Japanese industrialists after World War 2. Implementing Deming's ideas helped Japan's economy and industries recover, allowing them to outcompete American and Western competitors by the 1970s. Other quality gurus like Juran, Crosby, Ishikawa, and Taguchi further developed concepts around quality management. Key aspects of TQM included continuous improvement, statistical process control, quality circles, and mistake-proofing.
Explain how modern quality has evolved from quality control through statistical process control (SPC) to total quality management and leadership principles (including Deming’s 14 points), and how quality has helped form various continuous improvement tools including lean, Six Sigma, theory of constraints, and so on.
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Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
Quality is no longer an "optional extra", it is a requirement for all organizations. No organization will survive without providing the quality their customer's expect and demand. This is an introduction to quality and TQM.
This document provides an overview of the evolution of total quality management (TQM). It discusses key thinkers who influenced quality such as Deming, Juran, Ishikawa and others. Their work in Japan after World War II helped Japanese companies greatly improve quality and outcompete American manufacturers. This led American companies to adopt quality practices in the 1980s. The document also outlines major TQM concepts like Deming's 14 points, Juran's quality trilogy, ISO standards, just-in-time, kaizen, quality circles, and six sigma. Overall, it traces the history and development of the TQM movement from early industrialization to its widespread adoption globally.
Article is the iso 9000 series for total quality management (international..Princess Zaza
This document discusses the similarities and differences between total quality management (TQM) and the ISO 9000 quality standards. It provides background on TQM philosophy and principles, definitions of quality, and problems in manufacturing that TQM aims to address. The document also describes the history, purpose, and contents of the ISO 9000 standards and how they relate to but differ from a full TQM system in focusing more narrowly on documentation of quality processes.
This document provides information about food safety and quality management including forms, tools, and strategies. It discusses the contents of food safety and quality management programs which cover issues from farm to fork and teach standards like HACCP. Quality management tools like check sheets, control charts, Pareto charts, scatter plots, and Ishikawa diagrams are also explained.
This document provides information about quality management training courses. It discusses improving skills and competences in quality management with ISO 9001 training courses offered by TÜV Rheinland. These courses include quality management training for professionals and job starters, quality auditor training, and ISO 9001 personnel certification. Quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms are also summarized. Additional topics related to quality management training courses like quality management systems and standards are listed.
Quality management systems fundamentals and vocabularyselinasimpson1401
The document provides information about quality management systems fundamentals and vocabulary, including definitions of key terms and descriptions of common quality management tools. It discusses topics like ISO standards, quality principles, and tools such as control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Links to additional online resources on quality management topics are also included.
This document discusses quality management project management. It provides an overview of quality management tools that can be used for quality management project management including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. It also lists additional topics related to quality management project management such as quality management systems, courses, techniques, standards, policies and strategies. The document aims to provide useful information and resources for quality management project management.
This document discusses quality management tools and strategies for nursing. It provides examples of six commonly used quality management tools: check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. It also lists additional topics related to quality management in nursing such as quality management systems, courses, techniques, standards, policies and strategies. The document aims to provide useful information and resources for quality management in the nursing field.
This document provides information about a quality management diploma program. It discusses the contents and modules of the diploma, which covers topics like quality management systems, standards, tools, and strategies. The diploma is offered both in-person and online, and provides an internationally recognized qualification in quality management.
This document provides information about quality management certificates, including the contents and curriculum of a quality management certificate program. The certificate program covers quality tools, quality management, and six sigma quality improvement methods. It is designed to provide skills at the green belt level and prepare students for the ASQ six sigma certification. The document also lists several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms.
The document provides information about productivity and quality management including definitions of productivity, quality, and total quality management. It discusses measuring productivity and factors that affect it. Quality is defined as conformance to requirements. The document also lists and describes several quality management tools: check sheets, control charts, Pareto charts, scatter plots, and Ishikawa diagrams. These tools can be used to measure and improve quality.
The document discusses an online Master of Science in Quality Management degree program offered by Eastern Michigan University. The 30-36 credit hour program is designed to prepare students to assist organizations with quality improvement and provides coursework that can help students attain professional certifications in quality management. The program offers both a coursework only option and a capstone research option. The rest of the document provides details on common quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms.
This document provides an introduction and overview of quality management tools and techniques for healthcare. It explains the basic principles of healthcare quality management and describes common quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Examples of each tool are given to illustrate how they are used to measure, assess, and improve healthcare quality.
This document provides an overview of quality management systems and examples of tools and frameworks used for quality management. It discusses popular quality management models like ISO9001, Six Sigma, and Total Quality Management that organizations can use as guides to design their own quality management systems. Key components of quality management systems are also outlined, including defining quality and using tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Additional related topics around quality management are also listed.
This document provides an overview of quality management systems definitions for pharmaceutical and medical device industries. It discusses key FDA regulations like 21 CFR Part 211 and guidance documents that inform quality management systems definitions. These definitions generally cover establishing a quality control unit and documenting quality processes around areas like document control, training, auditing, corrective actions and risk management. The document also lists several quality management tools commonly used, such as check sheets, control charts, Pareto charts, scatter plots and Ishikawa diagrams.
1. Quality management article
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I. Contents of quality management article
==================
A brief survey of the development of the concept of Total Quality Management and its
importance.
Since the beginning of the twentieth century the quality function has developed from what at best
could be described as a cursory inspection of products, into a concept of Total Quality
Management (TQM) - a management philosophy in which the needs of the customer are
exceeded and which encourages all employees to strive towards continuous improvement in the
quality of the products and services of their organisations. The primary objective of the quality
function is ‘to ensure that all products are manufactured free from defects, conform to all
specifications and satisfy the customer’s requirement’ (NCI Quality Management Module 3
Handout, 2005). This function is the main underlying concept behind quality control, quality
assurance and TQM and all the main developments, innovations and theories down the decades
to the present date have kept this function in focus.
Since the 1920's mathematicians and engineers have used the word ‘sigma’ as a symbol for a
unit of measurement in product quality variation. ‘Six Sigma’ is an advanced form of TQM.
American Motorola engineers first used the expression in the context of quality improvement in
1986 as an informal name for an in-house initiative for reducing defects in production processes.
By 2000 it had effectively ensconced its quality and process improvement standards in
organisations worldwide.
2. In the pre-1920 manufacturing period, when an employee’s work was inspected a decision was
made whether to accept or reject it. But in the years that followed and manufacturing became
more sophisticated, full time inspection jobs had to be created because more specialized skills,
which most production staff did not have, were needed to cope with the more complex and more
technical problems that cropped up. Since most inspectors lacked training, a separate inspection
department evolved with a “chief inspector” answerable to the works manager. With this
department came new services and issues requiring higher standards of quality control. Thus
evolved the quality control department with a “quality control manager”, responsible for quality
control engineering as well as inspection services.
In the 1920’s quality control began to benefit from the application of statistical theory and in
1924 Shewhart made the first sketch of a modern control chart. In fact, much of what today
comprises the theory of statistical process control (SPC) developed from his early work, though
it wasn’t till the late 1940s, especially during the rejuvenation of defeated Japan’s industrial
system which had been destroyed in the Second World War, that these techniques were to prove
useful in the manufacturing industry.
In 1947 General Douglas McArthur took 200 scientists and specialists, including the renowned
American statistician Dr. W. Edwards Deming(1900-1993) to Japan to help re-generate its
economy and redeem its reputation for shoddy goods. By 1949 the Union of Japanese Scientists
and Engineers (JUSE) was formed and Kaoru Ishikawa (1916-1989) developed and delivered
their first basic quality control course that was attended by managers from companies like Sony,
Nissan, Mitsubishi and Toyota. 1950 the Union invited Deming to deliver lectures on his
statistical quality techniques. Many Japanese manufacturing companies adopted these and while
businesses in the United States were more interested in producing large quantities of products at
the expense of quality, the Japanese were gaining a considerable foothold in American markets
with their inexpensive and high quality products. In fact, quality management practices
developed rapidly in Japanese plants in the early 1950’s and become a major theme in Japanese
management philosophy.
In the late 1960’s and early 1970’s Japan’s imports into the USA and Europe continued to
significantly and by the late 70s and 80s American businesses were feeling the brunt of Japan's
more advanced industrial practices. Some companies, including Ford, IBM, and Xerox, had
started to adopt Dr Deming’s principles of Total Quality Management as a result of which they
were able to regain some of the markets earlier lost to the Japanese. However, by this time
Japanese firms were able to measure their quality defects in terms of a small number of parts per
million, while their Western counterparts were still quoting percentage defects.
The development of the quality function owed a lot to the theories and ideas of three groups of
gurus whose contributions to the development of the quality function were groundbreaking.
3. These were the Americans who went to Japan in the fifties like Deming, Juran and Feigenbaum;
theJapanese like Ishikawa, Taguchi and Shingo who developed new concepts in response to the
Americans in the late 1950 and Western gurus in the 1970’s-1980’s like Peters and Crosby.
Deming (1900-1993) promoted problem solving and team work, concepts that were new to
statistical quality control. He believed management to be responsible for 94% of quality
problems and his famous fourteen point plan included creating a constancy of purpose towards
improvement of product and service, ceasing the dependence on mass inspection, ending the
practice of awarding business on the basis of price and instituting a vigorous programme of
education and retraining (1982).
He also promoted the Plan, Do, Check, Act (PDCA) cycle, also known as the Deming cycle (see
diagram on right), although it was developed by his colleague, Dr Shewhart (1891-1967).
His contemporary Dr Joseph M. Juran developed the quality trilogy – quality planning, quality
control and quality improvement (1951). According to him, good quality management requires
quality actions to be planned out, improved and controlled. His ten steps to quality improvement
included building awareness of the need and opportunity for improvement, setting goals for
improvement, providing training, carrying out projects to solve problems and maintain
momentum (1988).
Another American Armand V. Feigenbaum contributed the concept of Total Quality Control
which he defined it as “an effective system for integrating quality development, quality
maintenance and quality improvement efforts of the various groups within an organisation, so as
to enable production and service at the most economical levels that allow full customer
satisfaction” (1951).
Developments relating to the quality function were also taking place among the Japanese gurus.
The renowned Dr Kaoru Ishikawa interpretedtotal quality as company wide quality control,
whereby all staff were encouraged to practice continuous improvement in the quality and
productivity of products and services, so that the needs of the customer were not only catered for,
but also surpassed. His innovations includethe assembly and use of Pareto analysis (a tool used
to separate the vital few from the trivial many - or the 80:20 Rule); Stratification, Check sheets,
and Process Control charts -also known as the “seven basic tools of quality”.
He is also famous for the Ishikawa (or fishbone or cause and effect) diagram (see diagram
below). First used in the 1960s it is a graphical method used in a root cause analysis for
identifying the most likely causes for an undesired effect. The main bones of the diagram can be
4. labelled with categories such as the 4 Ms: management, manpower, machines and materials (the
4 M's), the 4 Ps: Place, Procedure, People, Policies and the 4 Ss: Surroundings, Suppliers,
Systems, Skills, with identified problems stemming from each.
Wikipedia 2005
His contemporary Dr Genichi Taguchi introduced the “Taguchi methodology” which enabled
designers to identify the best possible settings to produce a sturdy product that could survive
manufacturing and provide what the customer wants. Another Japanese expert Shigeo Shingo is
strongly associated with the Poka-Yoke (mistake proofing) system which examined defects and
the production system was either stopped so that the root causes of the problem could be
established and prevented from reoccurring, or the error condition was automatically adjusted to
prevent it from becoming a defect. The aim of Poka-Yoke was to stop errors becoming defects.
He also identified Zero quality control as the ideal production system.
The American Tom Peters identified leadership as being central to the quality improvement
process and suggested “Managing By Walking About” (MBWA), innovation and people as the
three main areas in the pursuit of excellence (1982). His contemporary, Philip Crosby helped to
popularise the use of TQM and introduced the "4 Absolutes of Quality" which identified quality
as conformance to requirements, achieved through prevention rather than appraisal. He
championed "zero defects" as the quality performance standard and believed that by setting up
processes that are designed to prevent errors, not only will quality improve, but production cost
will also be reduced.
Peters’ fourteen steps to quality improvement include giving formal recognition to all
participants, forming a management level quality improvement team (QIT), evaluating the cost
of quality and encouraging employees to communicate to management any problems they
identify.
In 1983 the National Quality using BS5750 was introduced and since then the International
Standardisation Organisation (ISO)9000 – a globally recognised standard for quality
management systems and Sigma Six (introduced by Motorola in 1986) - a quality improvement
methodology for achieving near perfect quality (UK DTI, 2005), have become the internationally
recognised standards for the implementation of the quality function in the twenty-first century.
==================
III. Quality management tools
5. 1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
Who filled out the check sheet
What was collected (what each check represents,
an identifying batch or lot number)
Where the collection took place (facility, room,
apparatus)
When the collection took place (hour, shift, day
of the week)
Why the data were collected
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
6. not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
this requires consideration.
3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
7. of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
4. Scatter plot Method
A scatter plot, scatterplot, or scattergraph is a type of
mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each
having the value of one variable determining the position
on the horizontal axis and the value of the other variable
determining the position on the vertical axis.[2] This kind
of plot is also called a scatter chart, scattergram, scatter
diagram,[3] or scatter graph.
A scatter plot is used when a variable exists that is under
the control of the experimenter. If a parameter exists that
is systematically incremented and/or decremented by the
other, it is called the control parameter or independent
variable and is customarily plotted along the horizontal
axis. The measured or dependent variable is customarily
plotted along the vertical axis. If no dependent variable
exists, either type of variable can be plotted on either axis
and a scatter plot will illustrate only the degree of
correlation (not causation) between two variables.
A scatter plot can suggest various kinds of correlations
between variables with a certain confidence interval. For
example, weight and height, weight would be on x axis
and height would be on the y axis. Correlations may be
positive (rising), negative (falling), or null (uncorrelated).
If the pattern of dots slopes from lower left to upper right,
it suggests a positive correlation between the variables
being studied. If the pattern of dots slopes from upper left
to lower right, it suggests a negative correlation. A line of
best fit (alternatively called 'trendline') can be drawn in
order to study the correlation between the variables. An
equation for the correlation between the variables can be
8. determined by established best-fit procedures. For a linear
correlation, the best-fit procedure is known as linear
regression and is guaranteed to generate a correct solution
in a finite time. No universal best-fit procedure is
guaranteed to generate a correct solution for arbitrary
relationships. A scatter plot is also very useful when we
wish to see how two comparable data sets agree with each
other. In this case, an identity line, i.e., a y=x line, or an
1:1 line, is often drawn as a reference. The more the two
data sets agree, the more the scatters tend to concentrate in
the vicinity of the identity line; if the two data sets are
numerically identical, the scatters fall on the identity line
exactly.
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific
event.[1][2] Common uses of the Ishikawa diagram are
product design and quality defect prevention, to identify
potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes
are usually grouped into major categories to identify these
sources of variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
9. 6. Histogram method
A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]
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