Total quality management
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Total Quality Management (TQM) is a comprehensive organizational management approach that seeks continuous improvements to meet customer needs and provide quality products and services. It focuses on meeting customer needs through reasonable cost and quality, continuous improvement, recognizing everyone's role, viewing the organization as a system, how tasks are accomplished, and emphasizing teamwork. TQM fails when there is lack of support from top and middle management, commitment in only one department, disagreement between workforce and management, inability to set performance measures to track progress, and not analyzing processes.
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This document discusses quality control and inspection. It defines quality as fitness for use and outlines why quality control is important. Quality control involves verifying that products meet requirements through planned and systematic actions. Key aspects of quality control covered include pre-production inspection of materials, in-process inspection during production, and final inspection of finished products. Statistical quality control techniques like control charts and acceptance sampling are also summarized. The document emphasizes that quality control is essential throughout the production system from raw materials to final outputs.
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This document discusses continuous process improvement and problem solving methods. It begins by defining key terms like process, input, output, and the input-output process model. It then discusses Juran's trilogy of quality planning, quality control, and quality improvement. Various improvement strategies are discussed like repair, refinement, renovation, and reinvention. The document also covers different types of problems like compliance, unstructured, efficiency, process design, and product design. It explains the PDSA (Plan-Do-Study-Act) cycle and how it is used for continuous improvement. Finally, the seven phases of the problem solving method are outlined, beginning with identifying opportunities for improvement.
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Toyota prioritizes quality management in its inspection and assurance processes. It uses a range of quality management approaches including quality planning, assurance, improvement, and control. Toyota aims to meet customer expectations and requirements through quality products and services. It focuses on continuous improvement, customer satisfaction, and fact-based decision making. Effective communication and consultation with staff are important for Toyota's quality schemes.
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Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
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Introduction to Total Quality Management[TQM]
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
total quality management
Total Quality Management (TQM) is a strategy for improving business performance through commitment and involvement of all employees to fully satisfy customer requirements. It focuses on continuous improvement of products, services, processes, and people. Six Sigma seeks to improve quality and minimize variability in processes. The principles of TQM include producing quality work the first time, focusing on customers, continuous improvement, teamwork, and adding value. Tools used include Pareto charts, histograms, fishbone diagrams, and flow charts. Key elements are leadership, employee involvement, and continuous improvement. Implementing TQM requires commitment, defining objectives, identifying resources, and ongoing review and improvement.
UAS Manajemen Kualitas dan Standar Mutu - Total Quality Management
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
Tqm
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
Total quality management
This document discusses Total Quality Management (TQM). It outlines the key objectives, principles, elements, tools, reasons for failure, advantages, and disadvantages of TQM. The objectives of TQM include providing high quality products to customers, continuous process improvement, and defect prevention. The principles involve management commitment, employee empowerment, and fact-based decision making. Some tools for achieving quality include risk management, complaint management processes, and data-driven decision making.
Total quality management
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
Total quality management
This document provides an overview of Total Quality Management (TQM) concepts including definitions of quality, inspection, quality control, quality assurance, and quality management. It discusses quality gurus like Deming, Juran, Crosby, and Taguchi and some of their key philosophies and tools. Specifically, it covers Deming's PDCA cycle and 14 points, Juran's quality trilogy, Crosby's 14 points and concept of "quality is free", and Taguchi's concept of customer tolerance limits and quality loss function which quantifies costs of poor quality over the lifetime of a product.
Performance measurement management
Performance measurement is a key part of total quality management. It helps identify progress towards goals, opportunities for improvement, and compare performance internally and externally. Traditional cost-based measures provide little insight for quality improvement. A good performance measurement framework focuses on customers and measures effectiveness, efficiency, and productivity. It establishes goals, metrics, collects data, identifies gaps, and initiates improvement actions through an ongoing cycle.
Tqm
This document discusses dimensions of manufacturing quality, dimensions of service quality, total quality management (TQM), basic concepts of TQM, definitions of TQM, barriers to TQM implementation, Deming's contributions including his 14 points and PDCA cycle, Juran's contributions including internal customer, cost of quality, quality trilogy, 10 steps for quality improvement, and the breakthrough concept, and Phillip Crosby's four absolutes of quality. It provides an overview of key aspects of quality management including definitions, concepts, approaches, tools, and challenges.
Heizer 06
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
Operations management ppt @ bec doms bagalkot
The document discusses various tools and concepts related to total quality management (TQM), including cause-and-effect diagrams, Pareto charts, process charts, benchmarking, just-in-time production, and Deming's fourteen points for quality management. It also examines the importance of quality in reducing costs and improving customer satisfaction, productivity, and profits. Key aspects of achieving TQM are organizational practices, quality principles, employee fulfillment, and customer satisfaction.
Session 7_OM
The document discusses key concepts in quality management including total quality management (TQM), Six Sigma, benchmarking, just-in-time (JIT) manufacturing, and tools for continuous improvement. It explains that quality supports business strategies, improves profitability through increased productivity and lower costs, and defines quality from different perspectives including user-based and manufacturing-based views. Key dimensions of quality and costs of quality are also summarized.
Tqm
Total quality management (TQM) is a management approach focused on quality that involves all members of an organization. It aims for long-term success through customer satisfaction and benefits for all stakeholders. TQM embeds quality awareness into all organizational processes. It has been widely used in manufacturing, education, call centers, government, and service industries. TQM principles include continuous improvement, employee involvement, a focus on meeting customer needs and processes, and leadership commitment.
QUALMAN QUIZ # 1 Reviewer
SEVEN (7) CONCEPTS OF TQM
Continous Improvement
Six Sigma
Employee Empowerment
Benchmarking
Just-in-Time
Taguchi Concept
Knowledge of TQM tools
Productivity & Total Quality Management
Productivity and Total Quality Management Importance For An Organisation And How Can They Develop And Overall Efficiency Through Proper Quality Management Techniques
Total quality management (tqm) final
This document discusses Total Quality Management (TQM) and Life Cycle Cost (LCC). It defines TQM as an integrated organizational effort to improve quality at every level by meeting customer expectations. It also defines key aspects of quality and objectives of TQM like meeting customer requirements. The document then discusses the cost of quality and categories like prevention, appraisal, internal and external failure costs. It also outlines features of TQM and stages of LCC analysis from planning to implementation and monitoring.
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Total quality management
- 1. TOTAL QUALITY MANAGEMENT JOT SWAROOP SINGH MBA
- 2. WHAT IS TOTAL QUALITY MANAGEMENT ? Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback.
- 3. CHARACTERISTICS OF TQM Focuses on meeting customer needs , by providing quality services at a reasonable cost. Focuses on continuous improvement . Recognised role of everyone in the organisation. Views organisation as an internal system with a common aim. Focuses on the way tasks are accomplished . Emphasises team work .
- 5. COST OF QUALITY Prevention costs – cost of preparing and implementing a quality plan Appraisal costs – cost of testing, evaluating and inspecting quality Internal failure costs – cost of scrap, rework, and material losses External failure costs – cost of failure at customer site, including returns, repairs and recalls External failures can sometimes put a company out of business almost overnight External failure costs tend to be particularly high for service organizations
- 7. FOUR DIMENSIONS OF QUALITY Quality of design Determining which features to include in the final design Quality of conformance to design Production processes are set up to meet design specifications Ease of use Instructions, operation, maintenance, safety Post-sale service Responsiveness, rapid repair, p.m., spare parts
- 8. PDSA CYCLE Plan Evaluate current process Collect procedures, data, identify problems Develop an improvement plan, performance objectives Do Implement the plan – trial basis Study Collect data and evaluate against objectives Act Communicate the results from trial If successful, implement new process
- 9. REASONS OF FAILURE TQM fails because : Lack of top management support . Lack of middle management support . Commitment in only one department . The workforce and the management do not agree on what needs to happen. Urgent problems intervene. No performance measure or targets are set, so progress cannot be measured. Processes are not analyzed, systems are weak and procedures are not written down.
- 10. THANK YOU