The document discusses the history and concepts of quality management. It traces the evolution of total quality management (TQM) from its origins in Japan after World War II to its adoption in other countries. Some key aspects covered include Deming's statistical quality control methods, the emphasis of TQM on customer satisfaction over profits, and how the 1991 economic reforms in India increased competition and the need for quality. The document also defines quality, outlines the principles and benefits of TQM, and describes factors such as dimensions, requirements, and evolution of quality.
The document provides an overview of a lecture on Total Quality Management (TQM). It covers key concepts like the definition of quality, dimensions of quality, quality planning, quality costs, analysis techniques for quality costs, principles of TQM including leadership and management commitment. It also outlines the topics that will be covered in each of the 5 units which include TQM principles, statistical process control, tools like benchmarking and quality systems like ISO. Historical contributors to TQM like Deming and Juran are also mentioned.
Joseph Juran made many contributions to quality management, including developing the concept of the internal customer and cost of quality. He is known for establishing the "Juran Trilogy" which outlines three processes for quality management - quality planning, quality control, and quality improvement. The trilogy shows how organizations can improve by better understanding the relationships between planning, controlling, and improving quality processes and business results. Juran also proposed 10 steps for quality improvement projects and emphasized the concept of breaking through problems by understanding the journey from symptom to cause and from cause to remedy.
The document discusses the importance of organizational culture for implementing a Total Quality Management (TQM) system. It describes how TQM culture aims to satisfy customer needs by involving all employees. Key aspects of TQM culture include communication, employee empowerment, and management leading by example to promote continuous improvement. Maintaining a strong quality culture over time requires ongoing efforts like rewarding quality-focused behaviors and encouraging self-development.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
This document discusses leadership and total quality management. It states that visionary leadership is needed to set direction, create customer focus, and establish clear values and expectations. Leaders must inspire employees and encourage innovation. When implementing TQM, leaders should establish a quality council, develop core values and frameworks, and create quality statements about vision, mission, and policies. The TQM implementation process involves establishing a vision and mission, then strategic planning including developing short and long term plans. Good quality leaders prioritize customers, empower employees, emphasize improvement and prevention, and encourage collaboration. They also learn from problems and continuously improve communication and commitment to quality.
The document discusses various aspects of customer satisfaction. It covers:
- The importance of treating customers as the top priority and understanding their needs beyond basic functions.
- Using customer satisfaction to measure quality and closely following customer demands.
- The relationship between customers, frontline employees, managers and the CEO in achieving satisfaction.
- Comparing what customers need versus what companies offer to ensure success.
- The importance of seeking ongoing customer feedback to understand changing expectations.
This document provides an introduction to a presentation on Total Quality Management (TQM) given by Salman Mehmood. It includes information about the instructor, such as their educational background and experience. It also outlines how the presentation will cover topics like quality, standards, TQM principles and frameworks, early quality gurus, and the four P's and three C's of TQM. The presentation will utilize communication tools like Facebook and all assignments will be emailed to the instructor's address provided.
Quality Management and Statistical Process ControlMahmudul Hasan
This document discusses quality management concepts including the meaning of quality, quality assurance vs quality control, process control, and statistical process control. It defines quality as meeting customer expectations and fitness for use. Quality assurance focuses on implementing processes while quality control checks output. Process control monitors a process to ensure it behaves as expected. Statistical process control uses tools like control charts to reduce variability and identify sources of variation. The document reviews various quality measurement and process analysis tools.
The document provides an overview of a lecture on Total Quality Management (TQM). It covers key concepts like the definition of quality, dimensions of quality, quality planning, quality costs, analysis techniques for quality costs, principles of TQM including leadership and management commitment. It also outlines the topics that will be covered in each of the 5 units which include TQM principles, statistical process control, tools like benchmarking and quality systems like ISO. Historical contributors to TQM like Deming and Juran are also mentioned.
Joseph Juran made many contributions to quality management, including developing the concept of the internal customer and cost of quality. He is known for establishing the "Juran Trilogy" which outlines three processes for quality management - quality planning, quality control, and quality improvement. The trilogy shows how organizations can improve by better understanding the relationships between planning, controlling, and improving quality processes and business results. Juran also proposed 10 steps for quality improvement projects and emphasized the concept of breaking through problems by understanding the journey from symptom to cause and from cause to remedy.
The document discusses the importance of organizational culture for implementing a Total Quality Management (TQM) system. It describes how TQM culture aims to satisfy customer needs by involving all employees. Key aspects of TQM culture include communication, employee empowerment, and management leading by example to promote continuous improvement. Maintaining a strong quality culture over time requires ongoing efforts like rewarding quality-focused behaviors and encouraging self-development.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
This document discusses leadership and total quality management. It states that visionary leadership is needed to set direction, create customer focus, and establish clear values and expectations. Leaders must inspire employees and encourage innovation. When implementing TQM, leaders should establish a quality council, develop core values and frameworks, and create quality statements about vision, mission, and policies. The TQM implementation process involves establishing a vision and mission, then strategic planning including developing short and long term plans. Good quality leaders prioritize customers, empower employees, emphasize improvement and prevention, and encourage collaboration. They also learn from problems and continuously improve communication and commitment to quality.
The document discusses various aspects of customer satisfaction. It covers:
- The importance of treating customers as the top priority and understanding their needs beyond basic functions.
- Using customer satisfaction to measure quality and closely following customer demands.
- The relationship between customers, frontline employees, managers and the CEO in achieving satisfaction.
- Comparing what customers need versus what companies offer to ensure success.
- The importance of seeking ongoing customer feedback to understand changing expectations.
This document provides an introduction to a presentation on Total Quality Management (TQM) given by Salman Mehmood. It includes information about the instructor, such as their educational background and experience. It also outlines how the presentation will cover topics like quality, standards, TQM principles and frameworks, early quality gurus, and the four P's and three C's of TQM. The presentation will utilize communication tools like Facebook and all assignments will be emailed to the instructor's address provided.
Quality Management and Statistical Process ControlMahmudul Hasan
This document discusses quality management concepts including the meaning of quality, quality assurance vs quality control, process control, and statistical process control. It defines quality as meeting customer expectations and fitness for use. Quality assurance focuses on implementing processes while quality control checks output. Process control monitors a process to ensure it behaves as expected. Statistical process control uses tools like control charts to reduce variability and identify sources of variation. The document reviews various quality measurement and process analysis tools.
This document discusses continuous process improvement. It outlines the objectives of understanding concepts like the Juran Trilogy, improvement strategies, problem types, the PDSA cycle, problem solving methods, Kaizen, and reengineering. The Juran Trilogy involves quality planning, control, and improvement. There are four improvement strategies: repair, refinement, renovation, and reinvention. The PDSA cycle and problem solving methods provide frameworks for continuous improvement. Important philosophies discussed include Kaizen, which relies on employee involvement, and reengineering, which aims for fundamental redesign. Success requires committed management.
Quality Function Deployment (QFD) Seminar PresentationOrange Slides
Quality Function Deployment (QFD) is a method to translate customer needs into technical requirements for new product development. It was developed in Japan in the 1970s and involves capturing customer needs, prioritizing them, benchmarking competitors, and setting target values. The process results in a comprehensive product specification. Key tools include affinity diagrams, relations diagrams, matrices, and the House of Quality which maps customer and technical requirements. QFD aims to design products that meet customer needs and satisfy them better than competitors.
Joseph M. Juran was born in 1904 in Romania and immigrated to the United States. He received degrees in electrical engineering from the University of Minnesota. Juran worked at Bell Labs where he was introduced to statistical process control techniques. He went on to found the Juran Institute and authored several influential books on quality management. Juran is considered a pioneer in quality management, known for developing concepts like the cost of quality, internal customers, quality planning, control, and improvement processes. He emphasized understanding customer needs and introduced the 80/20 Pareto principle to quality improvement.
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
The document provides an overview of quality concepts including definitions of quality, quality control, dimensions of quality, and the evolution of quality approaches. It discusses concepts like total quality management, Deming's 14 points, Kaizen technique, quality by design, and product development cycles. The key aspects covered are definitions of quality, importance of meeting customer expectations, involvement of all aspects of a firm in quality, and designing quality into products through evaluating prototypes and design changes.
The document discusses 10 concepts for creating customer value, satisfaction, and loyalty. These include understanding customer perceived value and satisfaction, monitoring satisfaction, defining product and service quality, maximizing customer lifetime value, using customer relationship management, attracting and retaining customers, building loyalty, creating customer databases, and using data warehouses and datamining. The key is to achieve satisfaction and loyalty by understanding customer value and satisfaction, quality, lifetime value, and building relationships through relationship management, loyalty, databases, and data analysis.
Customer Focus and Customer's Perception of QualityAshok Muthusamy
The document defines customer focus as continuously satisfying customer needs and expectations through emphasizing customer-defined quality, customer service, integrating customer information into new product development, and partnering with customers on product development. It states that customers are a company's most valuable asset and customer satisfaction is key to a company's success. It also defines quality according to Deming as products or services that meet or exceed customer expectations.
The team coordinator role is to facilitate the team process and ensure the smooth and effective operation of the team. They prepare meeting agendas, monitor status, and participate as a team member while respecting others' contributions. However, they do not perform activities the team can do or dominate discussions.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. The key aspects of TQM discussed in the document include: 1) the four dimensions of quality for manufacturing and service organizations, 2) the costs of quality and prevention through tools like QFD and seven problem solving tools, 3) quality awards like the Malcolm Baldrige National Quality Award and Deming Prize that recognize excellence. TQM relies on concepts like continuous improvement, quality at the source, teams, and supplier certification.
Total Quality Management is a combined effort of both top level management as well as employees of an organization to formulate effective strategies and policies to deliver high quality products which not only meet but also exceed customer satisfaction.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
This document provides an overview of total quality management (TQM). It discusses key dimensions of quality for manufacturing and service organizations. It also defines costs associated with quality including prevention, appraisal, internal failure, and external failure costs. The evolution of TQM is traced from early quality gurus like Shewhart, Deming, Juran, and Ishikawa to the development of concepts like statistical process control, quality awards and standards, and implementing TQM across an organization.
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
Total Quality Management (TQM) is a philosophy and set of guiding principles for continuous improvement of processes within an organization. It focuses on customer satisfaction through an integrated system involving tools, techniques and training. The key concepts of TQM include management commitment, customer focus, quality at all levels, continuous process improvement, treating suppliers as partners, and performance measures. Important contributors to TQM include Shewhart, Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi. TQM aims to exceed customer needs now and in the future through conformance to requirements and prevention of non-conformance.
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
Armand Feigenbaum was an American engineer and quality control expert born in 1922. He is considered the founder of total quality management (TQM). Feigenbaum developed the concept of total quality control, which focused on integrating quality development, maintenance, and improvement efforts across all groups in an organization. He argued that quality should be managed from design to customer satisfaction and viewed as the responsibility of entire companies rather than just production staff. Feigenbaum's work established quality as a management philosophy and key driver of business success.
Being Quality Engineer I'll share that Why "Quality" of Anythings are so Important in any Manufacturing,Industry & Business To Establish the Reputation of Company Standards and Meets Customer's Satisfaction & Cost Effectively Quality is Part Of Everybody's Job.
Total Quality Management document outlines the key concepts of a course on TQM, including 5 units: Introduction, Continuous Improvement, Process Capability, Business Excellence, and HR Aspects. It discusses definitions of quality, principles of TQM like management commitment and customer focus, Deming's 14 principles of quality achievement, dimensions of quality, evolution of quality management, and benefits of quality efforts like increased customer satisfaction and profits.
Total Quality Management (TQM) aims to meet customer needs through continuous improvement involving all employees. It was developed in the 1980s by quality pioneers like Deming and Juran. TQM requires meeting customer needs, continuous improvement, and employee involvement. Organizations implement TQM through planning, implementing, checking, and acting on quality processes. Barriers include lack of management commitment and outdated systems. TQM is now a global concept that helps organizations improve quality, customer satisfaction, and profitability.
This document discusses continuous process improvement. It outlines the objectives of understanding concepts like the Juran Trilogy, improvement strategies, problem types, the PDSA cycle, problem solving methods, Kaizen, and reengineering. The Juran Trilogy involves quality planning, control, and improvement. There are four improvement strategies: repair, refinement, renovation, and reinvention. The PDSA cycle and problem solving methods provide frameworks for continuous improvement. Important philosophies discussed include Kaizen, which relies on employee involvement, and reengineering, which aims for fundamental redesign. Success requires committed management.
Quality Function Deployment (QFD) Seminar PresentationOrange Slides
Quality Function Deployment (QFD) is a method to translate customer needs into technical requirements for new product development. It was developed in Japan in the 1970s and involves capturing customer needs, prioritizing them, benchmarking competitors, and setting target values. The process results in a comprehensive product specification. Key tools include affinity diagrams, relations diagrams, matrices, and the House of Quality which maps customer and technical requirements. QFD aims to design products that meet customer needs and satisfy them better than competitors.
Joseph M. Juran was born in 1904 in Romania and immigrated to the United States. He received degrees in electrical engineering from the University of Minnesota. Juran worked at Bell Labs where he was introduced to statistical process control techniques. He went on to found the Juran Institute and authored several influential books on quality management. Juran is considered a pioneer in quality management, known for developing concepts like the cost of quality, internal customers, quality planning, control, and improvement processes. He emphasized understanding customer needs and introduced the 80/20 Pareto principle to quality improvement.
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
The document provides an overview of quality concepts including definitions of quality, quality control, dimensions of quality, and the evolution of quality approaches. It discusses concepts like total quality management, Deming's 14 points, Kaizen technique, quality by design, and product development cycles. The key aspects covered are definitions of quality, importance of meeting customer expectations, involvement of all aspects of a firm in quality, and designing quality into products through evaluating prototypes and design changes.
The document discusses 10 concepts for creating customer value, satisfaction, and loyalty. These include understanding customer perceived value and satisfaction, monitoring satisfaction, defining product and service quality, maximizing customer lifetime value, using customer relationship management, attracting and retaining customers, building loyalty, creating customer databases, and using data warehouses and datamining. The key is to achieve satisfaction and loyalty by understanding customer value and satisfaction, quality, lifetime value, and building relationships through relationship management, loyalty, databases, and data analysis.
Customer Focus and Customer's Perception of QualityAshok Muthusamy
The document defines customer focus as continuously satisfying customer needs and expectations through emphasizing customer-defined quality, customer service, integrating customer information into new product development, and partnering with customers on product development. It states that customers are a company's most valuable asset and customer satisfaction is key to a company's success. It also defines quality according to Deming as products or services that meet or exceed customer expectations.
The team coordinator role is to facilitate the team process and ensure the smooth and effective operation of the team. They prepare meeting agendas, monitor status, and participate as a team member while respecting others' contributions. However, they do not perform activities the team can do or dominate discussions.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. The key aspects of TQM discussed in the document include: 1) the four dimensions of quality for manufacturing and service organizations, 2) the costs of quality and prevention through tools like QFD and seven problem solving tools, 3) quality awards like the Malcolm Baldrige National Quality Award and Deming Prize that recognize excellence. TQM relies on concepts like continuous improvement, quality at the source, teams, and supplier certification.
Total Quality Management is a combined effort of both top level management as well as employees of an organization to formulate effective strategies and policies to deliver high quality products which not only meet but also exceed customer satisfaction.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
This document provides an overview of total quality management (TQM). It discusses key dimensions of quality for manufacturing and service organizations. It also defines costs associated with quality including prevention, appraisal, internal failure, and external failure costs. The evolution of TQM is traced from early quality gurus like Shewhart, Deming, Juran, and Ishikawa to the development of concepts like statistical process control, quality awards and standards, and implementing TQM across an organization.
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
Total Quality Management (TQM) is a philosophy and set of guiding principles for continuous improvement of processes within an organization. It focuses on customer satisfaction through an integrated system involving tools, techniques and training. The key concepts of TQM include management commitment, customer focus, quality at all levels, continuous process improvement, treating suppliers as partners, and performance measures. Important contributors to TQM include Shewhart, Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi. TQM aims to exceed customer needs now and in the future through conformance to requirements and prevention of non-conformance.
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
Armand Feigenbaum was an American engineer and quality control expert born in 1922. He is considered the founder of total quality management (TQM). Feigenbaum developed the concept of total quality control, which focused on integrating quality development, maintenance, and improvement efforts across all groups in an organization. He argued that quality should be managed from design to customer satisfaction and viewed as the responsibility of entire companies rather than just production staff. Feigenbaum's work established quality as a management philosophy and key driver of business success.
Being Quality Engineer I'll share that Why "Quality" of Anythings are so Important in any Manufacturing,Industry & Business To Establish the Reputation of Company Standards and Meets Customer's Satisfaction & Cost Effectively Quality is Part Of Everybody's Job.
Total Quality Management document outlines the key concepts of a course on TQM, including 5 units: Introduction, Continuous Improvement, Process Capability, Business Excellence, and HR Aspects. It discusses definitions of quality, principles of TQM like management commitment and customer focus, Deming's 14 principles of quality achievement, dimensions of quality, evolution of quality management, and benefits of quality efforts like increased customer satisfaction and profits.
Total Quality Management (TQM) aims to meet customer needs through continuous improvement involving all employees. It was developed in the 1980s by quality pioneers like Deming and Juran. TQM requires meeting customer needs, continuous improvement, and employee involvement. Organizations implement TQM through planning, implementing, checking, and acting on quality processes. Barriers include lack of management commitment and outdated systems. TQM is now a global concept that helps organizations improve quality, customer satisfaction, and profitability.
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
This document provides an introduction to Total Quality Management (TQM). It discusses the evolution of quality practices from craftsmen to modern manufacturing. Key concepts in TQM like customer focus, continuous improvement, and leadership are introduced. The document also defines quality, explores the effects of poor quality and benefits of quality. It examines customer satisfaction factors and methods to collect customer feedback. Overall the document lays the groundwork for understanding TQM principles and practices.
Total Quality Management (TQM) is a management approach focused on customer satisfaction. It involves organization-wide commitment to quality and continuous process improvement. The document discusses definitions of quality by Deming, Juran, and Crosby. It also summarizes five approaches to defining quality, differences between old and new quality, dimensions of product quality, the historical evolution of TQM, benefits of TQM, what Six Sigma is, the DMAIC process in Six Sigma, and concludes with a call for action plans to support quality.
Module - 1
Principles and Practice: Definition, basic approach, gurus of TQM, TQM Framework, awareness, defining quality, historical review, obstacles, benefits of TQM.
Quality Management Systems: Introduction, benefits of ISO registration, ISO 9000 series of standards, ISO 9001 requirements.
Student will be able to
Explain the various approaches of TQM
Infer the customer perception of quality
Analyze customer needs and perceptions to design feedback systems.
Apply statistical tools for continuous improvement of systems
Apply the tools and technique for effective implementation of TQM.
TEXT BOOKS:
Total Quality Management: Dale H. Besterfield, Publisher -Pearson Education India, ISBN: 8129702606, Edition 03.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced TQM's development include Deming, Juran, Feigenbaum, Ishikawa, Taguchi and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs and expectations.
The ICH guidelines for stability testing define what information must be provided at the
time of applying to register a new drug molecule. These guidelines were first adopted in
1993. After revision and updation, the current version in use called Q1A(R2) has been
adopted since 2003. This guideline harmonizes the drug registration process for all drugs in
the USA, Japan, and the EU. This means a drug registered in one of these regions will not
require repeated stability testing when to be sold in any of the other two regions.
Stability testing is important because drug products must be stable when administered
to patients. If an unstable product degrades into toxic metabolites, or if the activity of the
drug reduces below 85% of the label claim, there can be serious therapy failures that may
even result in death. Stability testing also provides data to choose the formulation
parameters, excipients, and the right container-closure system to ensure safe and effective
quality products that retain activity throughout the shelf life.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced Japan include Americans like Deming, Juran, and Feigenbaum as well as Japanese figures like Ishikawa, Taguchi, and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs now and in the future.
This document provides an overview of Total Quality Management (TQM) through summarizing key chapters from the book "Total Quality Management" by Joel E. Ross. It discusses the origins and development of TQM, from medieval guilds to modern quality gurus like Deming, Juran, Ishikawa and Crosby. It also summarizes the Baldrige National Quality Program criteria used to evaluate organizations and drive improvement through assessment. TQM aims to manage all parts of an organization to meet customer needs and achieve excellence through a prevention-focused, data-driven approach to quality.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These gurus include Deming, Juran, and Feigenbaum from the US who went to Japan in the 1950s, as well as Japanese quality leaders like Ishikawa, Taguchi, and Shingo who further developed new approaches in response. The document also examines different definitions of quality and explains the meaning and components of TQM.
This document provides an overview of total quality management (TQM) concepts including definitions of quality, the evolution of quality practices, customer satisfaction, and service quality. It discusses key aspects of TQM such as management leadership, strategic quality planning, customer feedback, and the importance of internal and external customers. The document also describes models for understanding customer requirements and satisfaction like the Kano and Teboul models.
The document provides definitions and concepts related to total quality management from various quality experts like Deming, Juran, Crosby and ISO standards. It discusses key TQM principles like management commitment, customer focus, continuous improvement. It also summarizes Deming's 14 points and PDCA cycle. Barriers to and benefits of implementing TQM are highlighted.
This document provides an overview of total quality management (TQM) and its evolution. It discusses:
1) How quality practices have evolved from craftsmen and artisans who took pride in their work, to modern mass production with less individual quality control, to today's focus on quality management systems.
2) Key aspects of TQM including management commitment, customer focus, employee involvement, continuous improvement, supplier partnerships, and performance measurement.
3) Definitions of quality, including meeting standards, fitness for use, and exceeding customer expectations.
4) The benefits of quality such as increased customer satisfaction, productivity, and profits as well as the costs of poor quality.
5) Historical milestones
The document discusses the evolution and key concepts of Total Quality Management (TQM). It covers origins in inspection and quality control, evolving to quality assurance and TQM. TQM focuses on achieving excellence through managing the whole organization, involving all employees, and focusing on customer needs. Key elements include commitment to continuous improvement, scientific problem solving, and an organizational culture of quality.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
TQM is a process and philosophy of achieving best possible outcomes from inputs by using them effectively and efficiently to deliver best value for customers while achieving long term organizational objectives. It involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. Some key principles of TQM include meeting customer requirements, continuous improvement, prevention over detection, and top management commitment and involvement. Barriers to implementing TQM include lack of management commitment, inability to change culture, and lack of employee involvement and training. Quality gurus like Deming, Juran, and Shewhart made important contributions to the development of concepts like statistical process control, continuous improvement cycles, and an emphasis on management responsibility for quality.
This document discusses modeling transportation problems as linear programming problems that can be represented in a transportation table and solved using existing software. It identifies three methods for finding a basic feasible solution to these transportation problems: the North West Corner Rule, Minimum Cost Method, and Penalty Cost (Vogel’s Approximation method).
Sex has historically been used in advertising to generate curiosity and shock value, especially to sell products like deodorants and lingerie. While sex can be an effective way to initially attract attention, it does not necessarily translate to increased sales. In modern times, activism and political messages have become more impactful in advertising than the use of sex alone. Brands are now using their platforms to take stands on important social issues rather than solely relying on sexual imagery. While sex retains relevance for certain products, overall its impact has diminished in the current environment where sexuality is more readily available online.
Inventory management aims to balance inventory investment and customer service. Inventory includes raw materials, work in process, finished goods, packaging, and spare parts stored to meet future demand. Key inventory costs include holding, ordering, and setup costs. Companies use various inventory control techniques and systems to manage inventory levels and meet customer demand while minimizing costs. Nordstrom links online and physical store inventories through its web-based system, allowing customers to purchase from any store location. This improves inventory turnover and reduces the company's days inventory outstanding compared to competitors.
Just-in-time manufacturing is a production philosophy that aims to avoid waste by only producing items as they are needed. It evolved in Japan after WWII to reduce inventory costs and improve quality. Key principles include total quality management, pull-based production, close supplier relationships, and minimizing waste and inventory. Toyota is cited as pioneering JIT through practices like communicating demand to suppliers 20 days in advance and receiving over 2 million improvement proposals from employees in 1986. Benefits include lower costs and higher quality, while risks include lack of flexibility and reliance on suppliers.
Mentoring involves an experienced person assisting a mentee in developing skills and knowledge to enhance professional and personal growth. Counseling provides advice to someone who is confused, while mentoring helps capable individuals develop their abilities. When mentoring, one may face challenges like assessing the mentee's background, identifying their motivation, dealing with inexperience, setting goals, keeping them engaged, building confidence, fostering independence, and setting boundaries. Mentoring relationships can be open or closed, public or private, formal or informal, active or passive, and stable or unstable. The case study describes a basketball referee who receives mentoring from a colleague to improve his interactions with coaches and players.
This document provides an overview of machine learning, including definitions, common applications, and examples of companies using machine learning. It discusses how BuildFax, a company that provides building permit data and services to industries like insurance, used Amazon Machine Learning to build more accurate predictive models for roof age and job cost estimates. By leveraging Amazon ML, BuildFax was able to build models much faster and provide more precise, property-specific predictions to customers through APIs.
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9
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RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Total quality management
1.
2. Introduction to Quality
TQM concept evolved in Japan - World war II
Edward Deming - use of statistical methods.
RM……………… ………………….Consumer research
TQM set a new trend in the Japanese industry by shifting the
management’s focus from profits to quality.
During 1980’s American….. Ford Motors, Xerox.
Mfu Companies - Industrial Revolution.
4. Quality movement in India
No competition - Public sector, one or two players
Top Management - sold, cost, awareness & interest level
"let's stay home, let's copy or imitate, and let's
compete on price".
1991 -
5. Significance of LPG – World
L - Liberalization - Trade barriers
Removing license raj
Freeing Economy From Government Control
350 %.............20%
P - Privatization - Reducing Government stake
G – Globalization (Integrating the economy of a country with
the world economy. WTO, Quota System)
“One world – One Market”
(Single Market - Borderless World).
5
6. 1991 LPG era …competition, car, Marketing concept,
customer is the God.
……………………….
6
7. Introduction to TQM cont…
Globalisation - Mindset change
South Indian Companies - TVS,
Sundram Fasteners - China.
Indian brands - global market
Pharma, Six sigma, Tata steel
Quality awards - Deming Award
To succeed and to Survival ……
7
12. Total Quality Management
TQM is a Management Approach - originated -1950’s.
Become more popular since early 1980’s.
Description of the culture, attitude of the Organisation.
Act of managing the whole organisation, its suppliers and buyers
to achieve excellence.
Union of Japanese Scientists and Engineers (JUSE)
Defines TQM:
“A set of systemic activities carried out by the entire
organisation to effectively and efficiently achieve company
objectives to provide products and services with a level of quality
that satisfies customers, at the appropriate time and price”.
13. TQM cont..
TQM is associated with ..doing right things right, first
time.
Method by which management and employees
involved in the continuous improvement.
15. What is Quality?
Juran (1974)…. “Fitness for use”
Crosby (1979) VP of International Telephone &
Telegraph (ITT)…
“Conformance to requirements or specifications”
Deming(1900 – 1993) statistician worked in Western
Electric company….
“Quality should be aimed at the needs of the
consumer, present and future”.
16. Quality Cont…
Walter A Shewhart
Pioneer of Modern Quality Control
“Founder of the control chart” (e.g. X-bar and R chart).
Originator of the plan-do-check-act cycle. (PDCA Cycle)
Perhaps the first to successfully integrate statistics, Engineering, and
economics.
defined quality
Objective quality: Quality of a thing independent of people.
Subjective quality: Quality is relative to how people perceive it. (value)
The term quality is perceived differently by different people.
17. Quality cont…
In ISO 9000 : a more definitive definition of quality is given.
“degree to which a set of inherent characteristics fulfills
Requirements”.
Degree - quality can be used with adjectives such as poor,
good and excellent.
Inherent - something, especially as a permanent
characteristics.
Characteristics can be quantitative or qualitative.
Requirement is a need or expectation that is stated by
customers, and other interested parties.
18. Quality Cont…
Quality can be quantified as follows: Q =P / E
Where Q - Quality, P - Performance, E - Expectations.
Quality, therefore is
Defined by the customers,
A measure of achievement of customer satisfaction
Safety, effective packaging,
On - time delivery,
Efficient technical service, caring for the customer’s feedback.
Keeping one’s word
Ensuring no defects, Utility to the society.
Quality is both a user oriented and a production oriented expression.
20. Stakeholder Expectations
Customers - Product Quality
Employees - Career / Work Satisfaction
Owners - Investment Performance
Vendors - Continuing Business Opportunity.
21. Evolution of Quality
1920’s - QC - Process control;
- Acceptance sampling
1930’s - Great depression after world war
- Defense role in quality
1950’s - TQC, - Japanese QC
1960’s - QA in new product development
1970’s - Worldwide management of Quality
1980’s - Quality systems and standards
1990’s - Quality as a main winning point
2000’s - Continual improvement.
22. New and old culture of Quality
Q Elements Prior to TQM With TQM
Definition Product oriented Customer
Decisions Short term Long term
Responsibility Quality control Every one
Problem solving Managers Teams
Procurement Price Life cycle cost &
partnership
Emphasis Detection Prevention
Manager’s Role Plan, assign Delegate, coach, facilitate
and mentor
24. A good Quality process
Driving the business from customer needs
Setting a clear vision which is deployed down
into coordinated action.
Managing processes to their optimal capability
Using the contribution of every person to the full
Managing well beyond company boundaries.
Developing workers to manage and mangers to
lead
Becoming faster, leaner and more responsive to
market opportunities.
26. Dimensions of quality
Performance: Also called Functionality or Operationality.
It is the main operating characteristics of a product.
Example: Crystal clear picture, for clear sound etc., in a TV set.
Enhancement or Additional Features: It represents the
additional features supplementing the product’s basic
function.
Example: Auto power off when not in use, Telephone directory
storage, In built videogames, child lock facility etc.,
Reliability: Probability that a product is performing its intended
function over its intended life and under the stated
conditions.
27. Dimensions of quality cont..
Conformance: The extent to which the product’s design and
operating characteristics satisfy the pre . determined
standards.
Durability: Measure of products. useful life,
Serviceability: Time consumed in servicing, Courtesy,
Competence and ease of repair or reconditioning of a
product.
Aesthetics: Should appeal to senses. It is Human response to a
product . how it looks, feels, sounds, tastes or smells..
Reputation: Past performance, Brand image
29. Edwards Deming had
proposed fourteen principles
towards quality achievement.
These principles are summarized
as follows:
30. 1. Create and Publish the Aims and Purposes of the Organization:
Long range goals, resource allocation for innovation,
R&D, training and continuous education for the employees.
2. Adopt new philosophy :
Focus on the customer satisfaction,
prevention of non - conformance, rather than detection and correction,
3. Understand the Purpose of Inspection:
Eliminate the need for mass inspection by building quality into the product.
Mass inspection is costly and unreliable.
Mass inspection is managing for failure and Defect prevention is managing for
success
To improve the process and reduce its cost, use of statistical techniques should
be adopted.
31. 4. Stop Awarding Business Based on Price Alone:
End the practice of selecting the suppliers, based solely on
price.
Price is meaningless, without quality.
Minimize total cost by working with a single supplier, thereby
developing a long term ethical and economical relationship,
loyalty and trust with the suppliers.
5. Improve constantly and forever - the system of production and
service to improve quality and productivity and to decrease cost.
32. 6. Institute training on the job.
Each employee is to be trained in quality improvement skills,
communication skills, statistical methods and problem solving methods.
Management must allocate resource to train employees to perform their
jobs in the best possible manner.
7. Teach and Institute leadership:
Improving Supervision is Management’s responsibility.
Management must provide supervisors with training on analytical methods.
Instead of focusing on a negative, fault-finding atmosphere, Supervisors
should create a positive, supportive climate.
All communications must be clear from top management to supervisors to
operators.
33. 8. Drive out Fear, Create Trust, and Create a climate for Innovation:
Fear is caused by lack of job security, performance appraisal by
superiors, ignorance of organizational goals, poor supervision and poor
knowledge of the job.
All the employees are to be treated with dignity - Only then, they can
provide ideas and act upon for improvement.
Management must encourage open, effective communication and team
work.
Management can begin by providing workers with adequate training,
good supervision, and proper tools to do the job.
9. Optimize the Efforts of Teams and groups:
Break down barriers between departments, research, design, sales and
production .
must work together to foresee problems in production .
34. 10. Eliminate slogans, exhortations and numerical targets for the
workforce:
Goals - achievable and the methods are known and made available, to all the
employees.
Improvements in the process cannot be made unless the tools and methods are
available.
11. Eliminate quotas or work standards:
Quota and work standards give importance to quantity, rather than quality.
They encourage poor workmanship in order to meet their quotas
Instead of fixing quantity, the management must concentrate on the methods
for improvement and quality.
Statistical method of Process Control may replace Quotas.
35. 12.Remove barriers that rob people of their right to pride of
workmanship;
Loss of pride in workmanship occurs in organizations, because of the
following reasons:
Workers - unaware how to relate their efforts to the organization’s missions.
They are blamed for system failure.
Poor designs leading to waste of product or service.
Inadequate training.
Punitive supervision.
Inadequate or faulty equipments and tools provided for performing the job.
When workers feel proud of their work, they will grow fully and successfully,
in their job and out of their job.
13.Encourage Education and Self-Improvement
36. 14. Put everyone in the company to work to
accomplish the transformation.
Create a structure in top management that will
emphasize the preceding thirteen points every day.
The principles may be aptly called,
“codes of ethics for Quality”.
38. Barriers to TQM implementation
Lack of Management commitment
Inability to change Organisation culture
Improper planning
Inadequate use of empowerment
Lack of continuous training and education
Paying inadequate attention to internal and
external customers.
Failure to continually improve.
39. Quality Management
Quality Management - coordinated activities to direct and
control an
organization with regard to quality
QM = QP + QA + QC + QI
Quality Plan-focuses on setting quality objectives
Quality Assurance- providing confidence that quality
requirements will be fulfilled
Quality Control - focused on fulfilling quality requirements
Quality Improvement - focused on increasing the ability to
fulfill quality requirements.
40. Quality Management
Quality Planning: Planning process to meet the customer
requirements
Define Q. Policy, Objectives and requirements.
Statement describes an org commitment to Q.
Guides everyone in the org.
Plan about the resources.
Identify your customer, Determine their needs, Translate them
into your language, Develop a product.
Juran’s Q Planning..
44. Quality Cost
Cost incurred by the firm because of producing poor
quality products.
Cost associated with non achievement of product as
defined by the requirements.
Any cost associated with correcting failure or
reworking the finished product or wastage go into
Quality costs.
A reduction in Quality cost will lead to increased profit.
45. Quality Cost
Appraisal cost
Inspection and Testing of incoming material, In-process
inspection, Final inspection,
Product Inspection and Testing
Maintaining accuracy of test equipment.
Prevention Cost
Quality Planning & Inspection, New Products Review, Product
Process Design
Process Control, Quality training, TQM
Failure cost
Internal Failure Cost
External Failure cost.
48. Benchmarking
Concept of Benchmarking taken the new meaning since
1970s.
Companies compared the performance CY… LY
Parameters like cost, profit, sales volume, expenses,
etc…..Target
“The process of identifying, understanding, and adapting
outstanding practices and process from organisations
anywhere in the world to an organisation to improve its
performance”
…….Systematic and continuous measurement process………
49. Benchmarking
Systematic method by which organisations can measure
themselves against the best in class org in order to achieve
the best of the best.
It is the search for the industry best practices that lead to
superior performance.
BM is a tool generally used for continuous improvement.
It utilizes a systematic process for improving the
performance of product/service, process or an organization
as a whole by continuously identifying, understanding, and
adapting best practices that are found either inside or
outside the organization.
50. Benchmarking
Reasons to Benchmark:
Helps to set new goals and adopts the best practices
Helps to develop the strengths and reduce the weakness
Benchmarking is time and cost efficient
Types of Benchmarking:
a)Internal
b)Competitive
c)Functional or process
d)Generic benchmarking
54. Benchmarking process:
a) Identify what function is to be benchmarked
(Critical Success Factor - CSF)
…..PROCESS that causing most trouble, factors that are not
performing up to the satisfaction level, critical factors
that result in customer satisfaction, areas in which more
competition,
Process or function that would help to achieve Competitive
Advantage.
b) Identify best-in-class company
c) Identify the data that to be collected
55. Benchmarking – Process…
d) Analyse the data to arrive at the current performance gap.
e) Communicate the benchmark findings to the employees
f) Establish functional goals to achieve objectives
g) Develop action plan, implement and monitor the progress.
Examples:
Toyota, ITC, Amul, Arvind, Gillette, Intel, Fevicol,
Mumbai Dabbawallahs,
Sachet.
Tata Indica – “More car per car”
56.
57. Benefits of Benchmarking:
Company will become competitive
Customer requirements can be taken care of
Helps in continuous improvement
Understanding the best industry practices
58.
59. Case Study - Tata Indica
December 1998 – created history – within seven days of its
launch, an astonishing 1,15,000 orders were booked by the
company.
It was positioned as a ‘More car per car’
Maruti 800 as an inadequate car.
Prospects were car owners who had a 3-5 year old Maruti 800.
63. Xerox - Case analysis
Xerox 914 - First plain copier - 1959….New industry
During 1960’s high growth….selling all it could produce
CA.. STRONG PATENT, GROWING MARKET, LITTLE COMPETITION
No focus on customer
During 1970’s IBM, Kodak ,,,, several Japanese companies
High Q Low Volume copiers ……..ignored
Federal Trade commission accused Xerox ..illegally monopolizing the copier
business 1700 patents to competitors.
1980 market share fell down by less than 50 per cent.
Company would not survive
64. Xerox –Case analysis
Rework, scrap, excessive inspection, lost business costing more than
20 per cent of revenue, Comparing with competition
In 1983 company president David Kearns …need for long range
planning
Team……Quality strategy for Xerox
Benchmarked more than 200 process
Customer satisfaction was important
Malcolm Baldrige National Quality award
1989 David Quality is
A Race without Finish Line………