Topic1_TQM Basics.pdf
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Here are potential obstacles of TQM implementation in the given local businesses: Private commercial bank: - Inability to change organizational culture due to hierarchy - Isolated individuals and departments due to siloed operations Health-care facility: - Improper planning due to emergency nature of operations - Ineffective measurement techniques due to complexity of care delivery University academic department: - Lack of management commitment due to focus on research - Failure to continually improve due to resistance to change traditions University non-academic department: - Incompatible organizational structure due to bureaucracy - Lack of continuous training due to budget constraints Large grocery/department chain: - Paying inadequate
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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Topic1_TQM Basics.pdf
- 1. TQM: THE BASICS Dr. Md Shamimul Islam Assistant Professor Brac Business School BRAC University
- 2. WHAT IS TOTAL QUALITY MANAGEMENT? TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. A proven technique to guarantee survival in the globalized competitive business. T→ Total (Made up of the whole) Q→ Quality (Degree of excellence a product or service provides) M→ Management (Act, art, or manner of handling, controlling, directing, etc.)
- 3. SIX BASIC CONCEPTS OF TQM 1. A committed and involved management to provide long-term top-to-bottom organizational support. 2. An unwavering (steady) focus on the customer, both internally and externally. 3. Effective involvement and utilization of the entire work force. 4. Continuous improvement of the business and production process. 5. Treating suppliers as partners. 6. Establish performance measures for the processes.
- 4. NEW AND OLD CULTURE • TQM requires a cultural change. • A substantial change and difficult to accomplish in a short period of time. • Small organizations can make the transformation much faster than large organizations.
- 5. TQM GURUS • Walter Shewhart (PDSA cycle) • Rolad Fisher (Statictica analysis like design of experiments (DOE) and ANOVA) • W. Edwards Deming (a protégé of Shewhart; 14 points for quality) • Joseph M. Juran (Quality from all management level) • Armand V. Feigenbaum (Focus of customer satisfaction) • Kaoru Ishikawa (cause and effect diagram) • Phillip Crosby (conformance to requirement) • Genichi Taguchi (Design of parameters and tolerance)
- 7. WHAT IS QUALITY? • Quality (Q) Q = 𝑃𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 𝐸𝑥𝑝𝑒𝑐𝑡𝑎𝑡𝑖𝑜𝑛𝑠 • Q >1.0 returns a good feeling about any product or service • Quality is the degree to which a set of inherent characteristics that fulfils requirements (ISO 9000:2000). • Degree means that quality can be used with adjectives such as poor, good, and excellent. • Inherent is defined as existing in something, especially as a permanent characteristic. • Characteristics can be quantitative or qualitative. • Requirement is a need or expectation that is stated; generally implied by the organization, its customers, and other interested parties; or obligatory.
- 9. OBSTACLES OF TQM IMPLEMENTATION Lack of Management Commitment Inability to Change Organizational Culture Improper Planning Lack of Continuous Training and Education Incompatible Organizational Structure and Isolated Individuals and Departments Ineffective Measurement Techniques and Lack of Access to Data and Results Paying Inadequate Attention to Internal and External Customers Inadequate Use of Empowerment and Teamwork Failure to Continually Improve
- 11. LET US DO SOME EXERCISE :) • Identify 2/3 obstacles of TQM implementation in the following local businesses: • Private commercial bank (1st and 4th generation banks) • Health-care facility (including both hospital and diagnostic center) • University academic department • University non-academic department • Large grocery/department chain • Manufacturing facility • Personal care (including beauty parlor)