Total Quality Management (TQM) is a company-wide approach to quality that focuses on continuous improvement, customer satisfaction, and employee empowerment. Key concepts of TQM include continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time production, and quality tools. TQM aims to prevent defects by building quality into processes from the beginning rather than relying on inspection and quality control.
Quality Management: Nature of Inspection; Quality Control; Statistical Quality Control (SQC); Types of Control Charts; Acceptance Sampling Technique; Total Quality Management; What is Quality Management? Modern Quality Management;
Clinical laboratory total quality management (TQM) systemTapeshwar Yadav
Generally, management can be defined as “an ongoing process that seeks to achieve the objectives of an organization in the most efficient ways possible”.
Only sound management of quality in health laboratories will enable countries to produce test results that the international community will trust in cases of international emergency.
Medical laboratory work is composed of the technical activities that produce laboratory results for patient care and the management activities that support the technical work.
It is the job of the laboratory technical staff to perform pre-analytic activities, analytic activities and post analytic activities that transforms a clinician’s order for a laboratory test.
Quality control (QC) is a procedure or set of procedures intended to ensure that a manufactured product or performed service adheres to a defined set of quality criteria or meets the requirements of the client or customer. QC is similar to, but not identical with, quality assurance (QA).
QC IN clinical biochemistry labs and hospitals
Quality control, or QC for short, is a process by which entities review the quality of all factors involved in the production. ISO 9000 defines quality control as "A part of quality management focused on fulfilling quality requirements"
This presentation gives a brief idea of Quality control and how to execute it.
Quality Management: Nature of Inspection; Quality Control; Statistical Quality Control (SQC); Types of Control Charts; Acceptance Sampling Technique; Total Quality Management; What is Quality Management? Modern Quality Management;
Clinical laboratory total quality management (TQM) systemTapeshwar Yadav
Generally, management can be defined as “an ongoing process that seeks to achieve the objectives of an organization in the most efficient ways possible”.
Only sound management of quality in health laboratories will enable countries to produce test results that the international community will trust in cases of international emergency.
Medical laboratory work is composed of the technical activities that produce laboratory results for patient care and the management activities that support the technical work.
It is the job of the laboratory technical staff to perform pre-analytic activities, analytic activities and post analytic activities that transforms a clinician’s order for a laboratory test.
Quality control (QC) is a procedure or set of procedures intended to ensure that a manufactured product or performed service adheres to a defined set of quality criteria or meets the requirements of the client or customer. QC is similar to, but not identical with, quality assurance (QA).
QC IN clinical biochemistry labs and hospitals
Quality control, or QC for short, is a process by which entities review the quality of all factors involved in the production. ISO 9000 defines quality control as "A part of quality management focused on fulfilling quality requirements"
This presentation gives a brief idea of Quality control and how to execute it.
A greater understanding of quality control, types of quality control, Quality inspection, Elements of quality inspection and Quality inspection planning
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According to WHO (World Health Organization):
“QA is the activity of providing evidence needed to establish confidence among all concerned that quality related activities are being performed effectively.”
According to ISO:
“All those planned and systematic activities implemented to provide adequate confidence that an entity will fulfill requirements for quality.
Self-inspection should be carried out in order to verify compliance by the enterprise with the requirements of these Rules and suggest the necessary corrective actions.
After this PPT you'll get idea about 'What is quality control? Why is Quality control Important? Types of Quality control, What is quality inspection? Tools of Quality inspection and Quality inspection loop.'
This presentation breifs about the quality control sector, its ojectives, benefits. The various departments which monitor the quality in India are also mentioned.
A greater understanding of quality control, types of quality control, Quality inspection, Elements of quality inspection and Quality inspection planning
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
According to WHO (World Health Organization):
“QA is the activity of providing evidence needed to establish confidence among all concerned that quality related activities are being performed effectively.”
According to ISO:
“All those planned and systematic activities implemented to provide adequate confidence that an entity will fulfill requirements for quality.
Self-inspection should be carried out in order to verify compliance by the enterprise with the requirements of these Rules and suggest the necessary corrective actions.
After this PPT you'll get idea about 'What is quality control? Why is Quality control Important? Types of Quality control, What is quality inspection? Tools of Quality inspection and Quality inspection loop.'
This presentation breifs about the quality control sector, its ojectives, benefits. The various departments which monitor the quality in India are also mentioned.
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Discussing increasing numbers of Complexities in Home Health that challenge reimbursement and the financial and quality outcomes bottom line;
Exploring Regulatory Issues and Agency Finances
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PM INTERVENTORA & CONSULTORA S.A.S, tiene como objeto principal brindar asesoría, consultoría y tercerización de servicios, en lo relacionado con: Gerencia de proyectos, Implementación de la Oficina de Gestión de Proyectos (PMO), Formulación y Evaluación de proyectos, Auditoria e Interventoría de proyectos. Bajo los lineamientos del Project Management Institute® - PMI y con el apoyo de diversas herramientas, de acuerdo a las necesidades de nuestros clientes.
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UAS Manajemen Kualitas dan Standar Mutu - Total Quality ManagementCandy Chua
Ujian Akhir Semester
Manajemen Kualitas dan Standar Mutu
Total Quality Management
Dosen: Prof. Ir. Syamsir Abduh, MM. Ph.D
Nama Anggota Kelompok:
Antony S 222160505
Candy 222160506
Jonathan 222160509
Program Doktor Strategik
Universitas Trisakti
This presentation is based of quality Management with the Productivity of any types of production ( Mobile Manufacturing,Mechanical Parts Manufacturing etc.)
Week 4:
Quality Management
OPERATIONS MANAGEMENT
1
Outline
Quality definition
Dimension of quality in product and services
Quality assurance
Quality leaders
Cost of quality
Total quality management and tools
Definition of Quality
Quality is a predictable degree of uniformity and dependability, at low cost and suitable to the market (Deming)
Quality is fitness for use (Juran)
Quality is the conformance to requirements (Crosby)
Quality is the (minimum) loss imparted by a product to
society from the time the product is shipped. (Taguchi)
Why Quality
4
Managing quality supports differentiation, low cost, and response strategies
Quality helps firms increase sales and reduce costs
Building a quality organization is a demanding task
4
Ethics and Quality Management
5
Operations managers must deliver healthy, safe, quality products and services
Poor quality risks injuries, lawsuits, recalls, and regulation
Organizations are judged by how they respond to problems
5
Dimensions of Quality for Manufacturing Product
Performance: Product’s primary operating characteristics
Features: Secondary characteristics that supplement the products basic functioning
Reliability: The probability of a product’s surviving over a specified period of time under stated conditions of use
Durability: The amount of use one gets from a product before it physically deteriorates or until replacement is preferable.
Serviceability: The ability to repair a product quickly and easily
Aesthetics: How a product looks, feels, tastes, or smells
Service Quality Attributes
Timeliness: Will a service be performed when promised?
Completeness: Are all items in an order included?
Courtesy: Do front-line employees greet each customer cheerfully and politely.
Consistency: Are services delivered in the same fashion for every customer and every time for the same customers.
Accessibility and convenience: Is the service easy to obtain?
Accuracy: Are the services performed right the first time?
Responsiveness: Can the service personnel response quickly and resolve unexpected problem?
Quality Control
All those operational techniques and activities that are used to fulfill requirements for quality.
The objectives are:
(i) To ensure true expression/correct translation of stated and implied needs of the customers.
(ii) To monitor the process for realization of the product at various stages of its operations and eliminating causes of unsatisfactory performance at all stages of quality loop in order to achieve economic effectiveness.
(iii) Inspection of the product/service package to determine conformance to customer needs.
Quality Assurance
All the planned and systematic activities implemented within the organization for quality management, to provide adequate confidence that a product or service will satisfy given requirements for quality (ISO - International Organization for Standardization).
Quality assurance is a preventive activity an.
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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1. Total Quality Management
• Encompasses entire organization, from
supplier to customer
• Stresses a commitment by management to
have a continuing, companywide drive
toward excellence in all aspects of products
and services that are important to the
customer
2. The Quality Hierarchy
Whole Operation
Quality as strategy
Team & empower
Quality as systems
& controls
Problem solving
Standards
Sampling
Checking
Error detection
Rectification
3. The Quality Hierarchy
Inspection
• The ad – hoc physical check of products or
goods or services to establish their
compliance to specification
• “Quality” introduced after the production
of the goods or services
• Does not examine cause and effect of
poor quality
• Done by remote third party
– Does not empower or make quality
part of the producers responsibility
• Requires physical intervention
• Limited to checking and proving that item
only
– Defects are easily missed unless
100% checking or sampling
techniques applied
• Often limited to the sensitivity of the
testing process or ‘testability’ of the
characteristics under examination
Quality control
• The systematic checking of outputs from
or during a productive process
• “Quality” introduced after the production
of the goods or services
– More systematic
• Still done by remote third party
• Requires physical intervention
• Limited to checking and proving that item
only
– Defects are easily missed unless
100% checking or sampling
techniques applied
• Often limited to the sensitivity of the
testing process or ‘testability’ of the
characteristics under examination
4. The Quality Hierarchy
Assurance
• A practical implementation of a total
quality approach
– Requires total company commitment
• Strategic quality principle
– Requires total company commitment
• Quality introduced at the outset and
throughout the process
– Builds quality in
• Quality becoming the responsibility of the
producer
• Quality as part of the process
• Administered and policed by remote third
party
Total Quality Management (TQM)
• A total company approach to quality
• Strategic top down strategy
– Used when quality is a key
competitive advantage
• As much a philosophy as a technique
– Customer is king
– Build in rather than inspect in
– Empowerment of the producer
• Demming as pioneer
• Japanese as exemplars of approach
5. Total Quality Management Concepts
1. Continuous improvement
2. Six Sigma
3. Employee empowerment
4. Benchmarking
5. Just-in-time (JIT)
6. Taguchi concepts
7. Knowledge of TQM tools
6. Total Quality Management Concepts
Continuous Improvement
Represents continual improvement of all
processes
Involves all operations and work centers
including suppliers and customers
People, Equipment, Materials, Procedures
8. Total Quality Management Concepts
Six Sigma
Two meanings
Statistical definition of a process that is
99.9997% capable, 3.4 defects per million
opportunities (DPMO)
A program designed to reduce defects, lower
costs, and improve customer satisfaction
10. Total Quality Management Concepts
Six Sigma
• Black Belt
– project leader
• Master Black Belt
– a teacher and mentor
for Black Belts
• Green Belts
– project team members
12. Total Quality Management Concepts
Employee Empowerment
Getting employees involved in product and
process improvements
85% of quality problems are due
to process and material
Techniques
Build communication networks
that include employees
Develop open, supportive supervisors
Move responsibility to employees
Build a high-morale organization
Create formal team structures
13. Total Quality Management Concepts
Benchmarking
Selecting best practices to use as a standard
for performance
1. Determine what to
benchmark
2. Form a benchmark team
3. Identify benchmarking partners
4. Collect and analyze benchmarking
information
5. Take action to match or exceed the
benchmark
14. Total Quality Management Concepts
Just In Time (JIT)
Relationship to quality:
JIT cuts the cost of quality
JIT improves quality
Better quality means less inventory
and better, easier-to-employ JIT
system
15. Total Quality Management Concepts
Just In Time (JIT)
‘Pull’ system of production scheduling including
supply management
Allows reduced inventory levels
Inventory costs money and hides process and material problems
Encourages improved process and product
quality
16. Total Quality Management Concepts
Just In Time (JIT)
Scrap
Unreliable
Vendors
Capacity Imbalances
Work in process
inventory level
(hides problems)
17. Total Quality Management Concepts
Just In Time (JIT)
Reducing inventory reveals
problems so they can be solved
Scrap
Unreliable
Vendors
Capacity Imbalances
18. Total Quality Management Concepts
Taguchi Concepts
Engineering and experimental design
methods to improve product and process
design
Identify key component and process variables
affecting product variation
Taguchi Concepts
Quality robustness
Quality loss function
Target-oriented quality
19. Total Quality Management Concepts
Quality Robustness
Ability to produce products uniformly in
adverse manufacturing and
environmental conditions
Remove the effects of adverse conditions
Small variations in materials and process
do not destroy product quality
20. Total Quality Management Concepts
Quality Loss Function
Shows that costs increase as the
product moves away from what the
customer wants
Costs include customer dissatisfaction,
warranty and service, internal
scrap and repair, and costs to society
Traditional conformance specifications
are too simplistic
21. Total Quality Management Tools
Tools for Generating Ideas
Check sheets
Scatter diagrams
Cause-and-effect diagrams
Tools to Organize the Data
Pareto charts
Flowcharts
25. Total Quality Management Tools
Printers
Run
Out of
Toner
Machinery People
Materials Methods Money
Staff don’t
report poor
print
Managers
budgets too
tightly
controlled
Too many
forms to
fill in
Low capacity
toner refills
Using non
branded
toner to
save
money
30. Total Quality Management Tools
Number of
occurrences
Room svc Check-in Pool hours Minibar Misc.
72% 16% 5% 4% 3%
12
4 3 2
54
– 100
– 93
– 88
– 72
70 –
60 –
50 –
40 –
30 –
20 –
10 –
0 –
Frequency(number)
Causes and percent of the total
Cumulativepercent
Data for October
Pareto Charts
31. Total Quality Management Tools
Flow Chart
MRI Flowchart
1. Physician schedules MRI
2. Patient taken to MRI
3. Patient signs in
4. Patient is prepped
5. Technician carries out MRI
6. Technician inspects film
7. If unsatisfactory, repeat
8. Patient taken back to room
9. MRI read by radiologist
10. MRI report transferred to
physician
11. Patient and physician discuss
32. Total Quality Management Tools
Statistical Process Control (SPC)
Uses statistics and control charts to tell when
to take corrective action
Drives process improvement
Four key steps
Measure the process
When a change is indicated, find the assignable cause
Eliminate or incorporate the cause
Restart the revised process
34. Total Quality Management Tools
Inspection
Involves examining items to see if an
item is good or defective
Detect a defective product
Does not correct deficiencies in process
or product
It is expensive
Issues
When to inspect
Where in process to inspect
35. Total Quality Management Tools
When and where to inspect?
1. At the supplier’s plant while the supplier is
producing
2. At your facility upon receipt of goods from the
supplier
3. Before costly or irreversible processes
4. During the step-by-step production process
5. When production or service is complete
6. Before delivery to your customer
7. At the point of customer contact
36. Total Quality Management Tools
Source Inspection
Also known as source control
The next step in the process is your
customer
Ensure perfect product
to your customer
37. Total Quality Management Tools
Service Industry Inspection
Organization
What is
Inspected
Standard
Arnold Palmer
Hospital
Billing
Pharmacy
Lab
Nurses
Admissions
Accurate, timely, and
correct format
Prescription accuracy,
inventory accuracy
Audit for lab-test accuracy
Charts immediately
updated
Data entered correctly and
completely
38. Total Quality Management Tools
Service Industry Inspection
Organization
What is
Inspected
Standard
Nordstrom
Department
Store
Display areas
Stockrooms
Salesclerks
Attractive, well-organized,
stocked, good lighting
Rotation of goods,
organized, clean
Neat, courteous, very
knowledgeable
39. Total Quality Management Tools
Service Industry Inspection
Organization
What is
Inspected
Standard
Hard Rock Hotel Reception
desk
Doorman
Room
Minibar
Use customer’s name
Greet guest in less than 30
seconds
All lights working, spotless
bathroom
Restocked and charges
accurately posted to bill
40. Total Quality Management Tools
Service Industry Inspection
Organization
What is
Inspected
Standard
Arnold Palmer
Hospital
Billing
Pharmacy
Lab
Nurses
Admissions
Accurate, timely, and
correct format
Prescription accuracy,
inventory accuracy
Audit for lab-test accuracy
Charts immediately
updated
Data entered correctly and
completely
41. Total Quality Management Tools
Service Industry Inspection
Organization
What is
Inspected
Standard
Olive Garden
Restaurant
Busboy
Busboy
Waiter
Serves water and bread
within 1 minute
Clears all entrée items and
crumbs prior to dessert
Knows and suggest
specials, desserts
42. Total Quality Management Tools
Attributes Vs. Variables
Attributes
Items are either good or bad, acceptable or
unacceptable
Does not address degree of failure
Variables
Measures dimensions such as weight, speed,
height, or strength
Falls within an acceptable range
Use different statistical techniques
43. Total Quality Management in Service
Service quality is more difficult to
measure than the quality of goods
Service quality perceptions depend on
Intangible differences between products
Intangible expectations customers have of
those products
44. Total Quality Management in Service
The Operations Manager must
recognize:
1. The tangible component of services is
important
2. The service process is important
3. The service is judged against the
customer’s expectations
4. Exceptions will occur
46. Total Quality Management in Service
Determinants of Service Quality
Reliability Consistency of performance and dependability
Responsiveness Willingness or readiness of employees
Competence Required skills and knowledge
Access Approachability and ease of contact
Courtesy Politeness, respect, consideration, friendliness
Communication Keeping customers informed
Credibility Trustworthiness, believability, honesty
Security Freedom from danger, risk, or doubt
Understanding/
knowing the customer
Understand the customer’s needs
Tangibles Physical evidence of the service
47. Total Quality Management in Service
Service Recovery Strategy
Managers should have a plan for when
services fail
Marriott’s LEARN routine
Listen
Empathize
Apologize
React
Notify