This document provides an overview of Total Quality Management (TQM), including its definition, historical development, key concepts, benefits, and principles. Some of the main points covered include:
- TQM is defined as a philosophy and set of guiding principles for continuously improving processes across an organization to exceed customer needs.
- Important contributors to the development of TQM concepts include W. Edwards Deming, Joseph Juran, and quality control circles.
- The PDCA (Plan-Do-Check-Act) cycle is a popular framework for implementing improvements.
- Key TQM concepts include management commitment, customer focus, employee involvement, continuous improvement, and treating suppliers as partners.
- Benefits
The document provides an overview of the history and concepts of total quality management (TQM) in construction management. It discusses the evolution of TQM from craftsmen to modern manufacturing. Key aspects of TQM covered include the Deming philosophy, customer satisfaction, continuous process improvement methods like Juran's Trilogy and PDSA cycles, and the importance of quality councils, strategic goals, and leadership in TQM implementation.
The document discusses Total Quality Management (TQM). It defines TQM as integrating all functions and processes within an organization to continuously improve quality of goods and services with the goal of customer satisfaction. It discusses the contributions of quality gurus like Deming, Juran, and Crosby. It also defines different approaches to defining quality, types of quality costs, benefits of TQM, quality control processes, and objectives of quality control.
The document discusses various quality tools and techniques, including the New Seven Management Tools and the Basic Seven QC Tools. It provides details on each of the New Seven Tools: Affinity Diagrams, Relationship Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Priority Matrix, and Process Decision Program Charts. Examples and steps to create each tool are outlined. The relationship between the New Seven Tools, which organize verbal data, and the Basic Seven QC Tools, which analyze numerical data, is explained.
This document discusses quality audits and their purpose. It defines a quality audit as an independent examination to verify conformity with quality standards. Quality audits can be internal or external, and audit products, processes, or entire quality systems. The objectives of quality audits are to ensure standards are met, quality is maintained, and areas for improvement can be identified. A quality audit process typically involves planning the audit, conducting interviews and documentation reviews, reporting findings, and identifying corrective actions.
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.
Total quality management (TQM) is defined as both a philosophy and set of principles for continuously improving an organization. It aims to manage all processes to exceed customer needs and achieve productivity, market penetration, and competitive advantage. TQM requires genuine management involvement, employee involvement, first-line supervision leadership, and company-wide quality control. Customer satisfaction is subjective and based on factors like performance, features, service, warranty, price, and reputation. Organizations must continually solicit feedback to understand customer perceptions and identify opportunities to improve quality and satisfaction.
Quality and evolution of quality by suhasiniSuhasiniNayal1
The document discusses the evolution and definitions of quality. It provides various definitions of quality from different perspectives, such as meeting customer requirements, fitness for use, and conformance to specifications. The document also outlines some of the major contributors to the development of quality management knowledge in the 20th century, including Juran, Deming, Feigenbaum, Crosby, and Ishikawa. It describes some of their key concepts, such as Juran's emphasis on a balanced quality management approach and Crosby's definition of quality as conformance to requirements. Overall, the document provides an overview of the origins and development of perspectives on quality.
The document discusses the implementation of Total Quality Management (TQM) at Rashtriya Ispat Nigam Limited (RINL), a public sector steel plant in India. RINL implemented TQM to improve quality, productivity, and performance. Key steps included establishing a TQM cell, quality management system, audits, and tools like quality improvement projects. Benchmarking, annual improvement plans, and employee involvement further drove continuous improvement. TQM provided tangible benefits such as increased sales and profits, lower costs, fewer defects and accidents. Intangible benefits included improved image, customer satisfaction, and quality culture. Full ISO 9001 certification confirmed RINL's success with TQM.
The document provides an overview of the history and concepts of total quality management (TQM) in construction management. It discusses the evolution of TQM from craftsmen to modern manufacturing. Key aspects of TQM covered include the Deming philosophy, customer satisfaction, continuous process improvement methods like Juran's Trilogy and PDSA cycles, and the importance of quality councils, strategic goals, and leadership in TQM implementation.
The document discusses Total Quality Management (TQM). It defines TQM as integrating all functions and processes within an organization to continuously improve quality of goods and services with the goal of customer satisfaction. It discusses the contributions of quality gurus like Deming, Juran, and Crosby. It also defines different approaches to defining quality, types of quality costs, benefits of TQM, quality control processes, and objectives of quality control.
The document discusses various quality tools and techniques, including the New Seven Management Tools and the Basic Seven QC Tools. It provides details on each of the New Seven Tools: Affinity Diagrams, Relationship Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Priority Matrix, and Process Decision Program Charts. Examples and steps to create each tool are outlined. The relationship between the New Seven Tools, which organize verbal data, and the Basic Seven QC Tools, which analyze numerical data, is explained.
This document discusses quality audits and their purpose. It defines a quality audit as an independent examination to verify conformity with quality standards. Quality audits can be internal or external, and audit products, processes, or entire quality systems. The objectives of quality audits are to ensure standards are met, quality is maintained, and areas for improvement can be identified. A quality audit process typically involves planning the audit, conducting interviews and documentation reviews, reporting findings, and identifying corrective actions.
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.
Total quality management (TQM) is defined as both a philosophy and set of principles for continuously improving an organization. It aims to manage all processes to exceed customer needs and achieve productivity, market penetration, and competitive advantage. TQM requires genuine management involvement, employee involvement, first-line supervision leadership, and company-wide quality control. Customer satisfaction is subjective and based on factors like performance, features, service, warranty, price, and reputation. Organizations must continually solicit feedback to understand customer perceptions and identify opportunities to improve quality and satisfaction.
Quality and evolution of quality by suhasiniSuhasiniNayal1
The document discusses the evolution and definitions of quality. It provides various definitions of quality from different perspectives, such as meeting customer requirements, fitness for use, and conformance to specifications. The document also outlines some of the major contributors to the development of quality management knowledge in the 20th century, including Juran, Deming, Feigenbaum, Crosby, and Ishikawa. It describes some of their key concepts, such as Juran's emphasis on a balanced quality management approach and Crosby's definition of quality as conformance to requirements. Overall, the document provides an overview of the origins and development of perspectives on quality.
The document discusses the implementation of Total Quality Management (TQM) at Rashtriya Ispat Nigam Limited (RINL), a public sector steel plant in India. RINL implemented TQM to improve quality, productivity, and performance. Key steps included establishing a TQM cell, quality management system, audits, and tools like quality improvement projects. Benchmarking, annual improvement plans, and employee involvement further drove continuous improvement. TQM provided tangible benefits such as increased sales and profits, lower costs, fewer defects and accidents. Intangible benefits included improved image, customer satisfaction, and quality culture. Full ISO 9001 certification confirmed RINL's success with TQM.
The overall objectives, purpose and mission of a business that have been established by its management and communicated to its employees. The organizational goals of a company typically focus on its ...
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Total quality management (TQM) aims to ensure long-term customer satisfaction and loyalty through continuous improvement involving all employees. TQM follows the PDCA (plan, do, check, act) cycle and focuses on foundations like ethics and integrity, building blocks like training and teamwork, and binding elements like communication. Key elements for success include recognition. Benefits include fewer problems, better customer satisfaction and care, and quality work.
This document discusses quality management and its role. Quality is defined as meeting or exceeding customer expectations for products, services, and processes. Quality management is an approach that aims to continually improve quality through products, services, people, processes and environments to maximize competitiveness. It discusses process improvement methods like Kaizen and Six Sigma. The roles of quality management are to increase customer satisfaction, production efficiency, manage risks, determine improvement areas, and ensure procedures follow legislation. Quality management encourages strategic operational management, improves competitiveness and flexibility through continuous improvement involving all employees.
This document provides an overview of Total Quality Management (TQM). It defines TQM as enhancing the traditional way of doing business using three pillars: total, quality, and management. The document then discusses key aspects of TQM including its definition, approach, framework, historical review, obstacles, benefits, and exemplary organizations. It also covers quality definitions, dimensions, and the historical development of quality management from ancient times to modern standards.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
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.
Total Quality Management (TQM) is an approach to improve effectiveness and flexibility across a whole organization. It involves organizing every department, activity, and person at every level to focus on preventing issues rather than just inspecting outputs. TQM aims to increase customer satisfaction by boosting quality through motivating employees and improving operations. While TQM requires major cultural changes, it can provide benefits like cost reduction, customer satisfaction, and defect reduction if implemented properly with leadership commitment, employee involvement, and continuous process improvement over the long term.
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.
A quality management system (QMS) formalizes processes and procedures to achieve quality policies and meet customer and regulatory requirements. It coordinates activities to continuously improve effectiveness and efficiency. Key elements include quality manuals, procedures, records, data management, processes, customer satisfaction, and improvement opportunities. Implementing a QMS affects all aspects of an organization by meeting customer needs to gain confidence and trust, and meeting organizational needs for compliance, cost efficiency, and growth. ISO 9001 provides requirements for an organization to manage quality processes.
Performance measurement is the sixth concept of Total Quality Management and plays an important role in business success or failure. Performance measures quantitatively indicate how products, services, and processes are performing. They help understand, manage, and improve an organization. Measures show how well goals are being met, customer satisfaction, process control, and where improvements are needed. Performance measurement aims to achieve conformance to customer requirements through prevention, detection, efficiency, and effectiveness. It involves planning goals, detecting deviations, and restoring performance in a continuous cycle of improvement.
Total Quality Management (TQM) is a management approach that aims to satisfy customers through continuous improvement efforts that involve all employees and aspects of an organization. TQM focuses on preventing defects and flaws by incorporating principles like customer focus, employee involvement, and continuous improvement. It has key elements like ethics, training, teamwork, leadership, and recognition. TQM requires strategic commitment from management and employee involvement to implement quality initiatives and manage quality through improved materials, technology, and methods. Benefits of TQM include increased productivity, profitability, customer satisfaction and loyalty.
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.
The document summarizes several management tools including affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, and prioritization matrices. It provides definitions and examples of how each tool can be used to structure brainstorming, analyze relationships between factors, break processes down into detailed levels, compare relationships between groups, and prioritize items according to weighted criteria. The tools are designed to help simplify complex problems, structure thinking, and improve decision making.
This document discusses various quality tools including check sheets, histograms, Pareto charts, cause and effect diagrams, control charts, scatter diagrams, and flow charts. It provides examples and definitions of each tool. Check sheets are used to systematically record data and a sample check sheet on garment defects is shown. Histograms and Pareto charts are used to analyze and prioritize defects found. Cause and effect diagrams help determine the root causes of problems. Control charts monitor process control and scatter diagrams show the relationship between variables. Flow charts map out process sequences.
This presentation covers quality improvement and cost reduction. It defines quality improvement as maintaining excellence through quality policy, planning, assurance, and control. Quality is defined as meeting customer needs and expectations, value is what customers are willing to pay for, and waste is what they are not. The presentation outlines 7 steps for quality improvement and 5 common myths. It also defines cost reduction as reducing costs to increase profits, and lists techniques like target costing, activity-based costing, just-in-time, and value engineering. The conclusion is that properly implementing quality improvement and cost reduction leads to better quality, customer satisfaction, and company returns.
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
The document discusses quality control, quality assurance, and total quality management. It defines quality as meeting or exceeding customer expectations through consistent standards and processes. Quality control focuses on identifying defects during production, while quality assurance aims to prevent defects through upfront planning and audits. Both work together to deliver high quality outputs, increase efficiency, and ensure customer satisfaction. Total quality management requires company-wide commitment to quality through elements like training, teamwork, statistical methods, and customer service. It also discusses quality design, benchmarking, and factors important for quality in the construction industry.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
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.
Total quality management and employees empowermentshamli Jakhu
Total quality management (TQM) aims to meet customer expectations by improving quality at all levels of a business. It is a dynamic process that promotes continuous improvement in efficiency and effectiveness. TQM targets customer satisfaction by meeting all requirements rather than predefined standards. It extends production quality to suppliers and requires cross-functional teams. TQM focuses on preventing problems in early stages and views employees as key to quality. It uses tools like Deming's PDCA cycle and statistical process control.
The overall objectives, purpose and mission of a business that have been established by its management and communicated to its employees. The organizational goals of a company typically focus on its ...
organizational goals examples
organizational goals examples for healthcare
examples of organizational goal setting
organizational goals and objectives
organizational development goals examples
organizational strategic goals
developing organizational goals
smart goals for organizational skills
different types of organizational goals
organizational goals examples
common organizational goals
organizational structure and goals
study organizational goals
business organizational goals example
importance of organizational goals
examples of organizational goal setting
organizational goals examples for healthcare
hospital organizational goals examples
organizational goals and objectives
organizational goals examples nursing
organizational goals examples for iep
organizational development goals examples
smart goals examples for employees
examples of goals for managers
written examples of smart goals
list of employee goals examples
professional smart goals examples
examples of smart goals for leadership
smart goals at work examples
smart goals for warehouse employees
measurable goals examples for work
examples of goals for managers
Total quality management (TQM) aims to ensure long-term customer satisfaction and loyalty through continuous improvement involving all employees. TQM follows the PDCA (plan, do, check, act) cycle and focuses on foundations like ethics and integrity, building blocks like training and teamwork, and binding elements like communication. Key elements for success include recognition. Benefits include fewer problems, better customer satisfaction and care, and quality work.
This document discusses quality management and its role. Quality is defined as meeting or exceeding customer expectations for products, services, and processes. Quality management is an approach that aims to continually improve quality through products, services, people, processes and environments to maximize competitiveness. It discusses process improvement methods like Kaizen and Six Sigma. The roles of quality management are to increase customer satisfaction, production efficiency, manage risks, determine improvement areas, and ensure procedures follow legislation. Quality management encourages strategic operational management, improves competitiveness and flexibility through continuous improvement involving all employees.
This document provides an overview of Total Quality Management (TQM). It defines TQM as enhancing the traditional way of doing business using three pillars: total, quality, and management. The document then discusses key aspects of TQM including its definition, approach, framework, historical review, obstacles, benefits, and exemplary organizations. It also covers quality definitions, dimensions, and the historical development of quality management from ancient times to modern standards.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
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.
Total Quality Management (TQM) is an approach to improve effectiveness and flexibility across a whole organization. It involves organizing every department, activity, and person at every level to focus on preventing issues rather than just inspecting outputs. TQM aims to increase customer satisfaction by boosting quality through motivating employees and improving operations. While TQM requires major cultural changes, it can provide benefits like cost reduction, customer satisfaction, and defect reduction if implemented properly with leadership commitment, employee involvement, and continuous process improvement over the long term.
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.
A quality management system (QMS) formalizes processes and procedures to achieve quality policies and meet customer and regulatory requirements. It coordinates activities to continuously improve effectiveness and efficiency. Key elements include quality manuals, procedures, records, data management, processes, customer satisfaction, and improvement opportunities. Implementing a QMS affects all aspects of an organization by meeting customer needs to gain confidence and trust, and meeting organizational needs for compliance, cost efficiency, and growth. ISO 9001 provides requirements for an organization to manage quality processes.
Performance measurement is the sixth concept of Total Quality Management and plays an important role in business success or failure. Performance measures quantitatively indicate how products, services, and processes are performing. They help understand, manage, and improve an organization. Measures show how well goals are being met, customer satisfaction, process control, and where improvements are needed. Performance measurement aims to achieve conformance to customer requirements through prevention, detection, efficiency, and effectiveness. It involves planning goals, detecting deviations, and restoring performance in a continuous cycle of improvement.
Total Quality Management (TQM) is a management approach that aims to satisfy customers through continuous improvement efforts that involve all employees and aspects of an organization. TQM focuses on preventing defects and flaws by incorporating principles like customer focus, employee involvement, and continuous improvement. It has key elements like ethics, training, teamwork, leadership, and recognition. TQM requires strategic commitment from management and employee involvement to implement quality initiatives and manage quality through improved materials, technology, and methods. Benefits of TQM include increased productivity, profitability, customer satisfaction and loyalty.
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.
The document summarizes several management tools including affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, and prioritization matrices. It provides definitions and examples of how each tool can be used to structure brainstorming, analyze relationships between factors, break processes down into detailed levels, compare relationships between groups, and prioritize items according to weighted criteria. The tools are designed to help simplify complex problems, structure thinking, and improve decision making.
This document discusses various quality tools including check sheets, histograms, Pareto charts, cause and effect diagrams, control charts, scatter diagrams, and flow charts. It provides examples and definitions of each tool. Check sheets are used to systematically record data and a sample check sheet on garment defects is shown. Histograms and Pareto charts are used to analyze and prioritize defects found. Cause and effect diagrams help determine the root causes of problems. Control charts monitor process control and scatter diagrams show the relationship between variables. Flow charts map out process sequences.
This presentation covers quality improvement and cost reduction. It defines quality improvement as maintaining excellence through quality policy, planning, assurance, and control. Quality is defined as meeting customer needs and expectations, value is what customers are willing to pay for, and waste is what they are not. The presentation outlines 7 steps for quality improvement and 5 common myths. It also defines cost reduction as reducing costs to increase profits, and lists techniques like target costing, activity-based costing, just-in-time, and value engineering. The conclusion is that properly implementing quality improvement and cost reduction leads to better quality, customer satisfaction, and company returns.
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
The document discusses quality control, quality assurance, and total quality management. It defines quality as meeting or exceeding customer expectations through consistent standards and processes. Quality control focuses on identifying defects during production, while quality assurance aims to prevent defects through upfront planning and audits. Both work together to deliver high quality outputs, increase efficiency, and ensure customer satisfaction. Total quality management requires company-wide commitment to quality through elements like training, teamwork, statistical methods, and customer service. It also discusses quality design, benchmarking, and factors important for quality in the construction industry.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
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.
Total quality management and employees empowermentshamli Jakhu
Total quality management (TQM) aims to meet customer expectations by improving quality at all levels of a business. It is a dynamic process that promotes continuous improvement in efficiency and effectiveness. TQM targets customer satisfaction by meeting all requirements rather than predefined standards. It extends production quality to suppliers and requires cross-functional teams. TQM focuses on preventing problems in early stages and views employees as key to quality. It uses tools like Deming's PDCA cycle and statistical process control.
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
This document provides an overview of Total Quality Management (TQM). It defines TQM and discusses its historical development. Key aspects covered include the basic concepts of TQM like management involvement, customer focus, and continuous improvement. Barriers to TQM implementation and the benefits are also summarized. Quality costs like prevention, appraisal, internal failure, and external failure costs are defined. The 5S principles of sorting, setting in order, shining, standardizing, and sustaining are also introduced.
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,
This document discusses the concepts of Total Quality Management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and involving all employees. The key aspects of TQM include leadership commitment, satisfying customers, employee involvement, continuous process improvement, supplier partnerships, and performance measurement. It provides examples of how companies can implement TQM principles and outlines the benefits, such as increased productivity and profits.
This document discusses the concepts of Total Quality Management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and involving all employees. The key aspects of TQM include leadership commitment, meeting customer expectations, employee involvement, continuous process improvement, supplier partnerships, and performance measurement. TQM requires cultural changes like preventing issues rather than just detecting them. It also emphasizes long-term decision making and life-cycle costs over short-term gains and price. Proper implementation of TQM begins with top management commitment and establishing a quality council to develop strategies and monitor progress.
Deming emphasized continual improvement and treating manufacturing as an interconnected system. Juran asserted that quality is fundamental, not innovative. Crosby's four principles for quality management included "doing it right the first time." The PDSA cycle involves planning a small test, conducting it, analyzing results, and refining changes. 5S and kaizen involve small, ongoing improvements through organization and cooperation. Shewhart introduced statistical process control. Feigenbaum defined quality management as integrating quality efforts across an organization. Total quality requires customer focus, treating quality and cost as equivalent, and making quality improvement continuous. Ishikawa developed cause diagrams and Taguchi advocated design for quality. Ohno identified seven types of waste including delays, overproduction,
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
1) The document provides an overview of total quality management (TQM), including its history, key concepts, and implementation strategies. It discusses figures like Deming and Juran who helped develop TQM principles.
2) Toyota is used as a case study. The document finds Toyota could improve employee involvement in decision-making and strengthening relationships with suppliers to better ensure quality control.
3) Recommendations include empowering employees through teams, rewards, and expanding some in-house production to strengthen quality oversight of suppliers.
This document discusses concepts related to total quality management. It defines quality as customer satisfaction and fitness for use. Total quality management is described as a comprehensive, organization-wide effort to improve quality. Key concepts covered include defining customers, products, and how customer satisfaction is achieved through product features and freedom from deficiencies. Reasons for the increased focus on quality like competition and changing customer demands are provided. Different perspectives on quality are outlined. The document also discusses quality gurus like Deming, Juran, Feigenbaum and their philosophies. It covers topics like costs of quality, elements of TQM implementation, and process management tools.
This document provides an overview of Total Quality Management (TQM) concepts and principles as outlined by several quality gurus. It discusses the key dimensions of product and service quality. It profiles several influential quality gurus including Deming, Juran, Crosby and their major contributions to TQM thinking. Deming emphasized the Deming cycle, his 14 points for management and the seven deadly diseases. Juran developed the quality trilogy of planning, control and improvement. Crosby proposed the six C's for quality education and the four absolutes of quality.
Total Quality Management (TQM) is a management approach focused on continuously improving processes and meeting customer needs. The document defines TQM and outlines its key principles, including management commitment, employee empowerment, continuous improvement, customer focus, and fact-based decision making. It also discusses essential requirements for successful TQM implementation such as establishing a quality culture, continuous improvement mindset, and customer focus. A case study example is provided on implementing TQM at a machinery manufacturing firm in China. Weak areas identified included lack of leadership empowerment and supplier quality management, as well as an unclear long-term vision statement.
The document discusses the quality philosophies of Deming, Juran, and Crosby. Deming emphasized continuous process improvement and reducing variation through his 14 points for quality transformation and PDCA cycle. Juran focused on quality planning, control, and improvement through the quality trilogy. Crosby defined quality as conformance to requirements and advocated for zero defects through his five absolutes of quality management.
According to new syllabus of PCI M.Pharm 1st sem. students can directly utilize this ppt for their study. As per PCI new syllabus QA STUDENTS find this ppt very use full.
Total quality management is a process-centered approach that focuses on eliminating defects at the earliest stages of production to satisfy customers. It involves employees in quality analysis and uses a continuous improvement process. The PDCA (plan-do-check-act) cycle is used as a strategic approach, where planning and actions are taken to address problems, implementation is checked, and improvements are made. TQM aims to lower costs while increasing quality, productivity, and a company's reputation through principles like customer focus, communication, and decision making.
The document discusses Total Quality Management (TQM). It defines TQM as a long-term strategy that aims for customer satisfaction, employee satisfaction, and quality improvement at all stages. TQM provides for continuous improvement through systematic and consistent involvement of all employees and departments. The key aspects of TQM include management commitment, meeting customer needs, preventing defects, employee training, and continuous measurement and improvement of quality.
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.
The document outlines the six basic concepts of total quality management (TQM): 1) top management commitment to quality principles and long-term plans, 2) focus on internal and external customers, 3) effective involvement and utilization of the entire workforce, 4) continuous improvement of processes, 5) treating suppliers as partners, and 6) establishing performance measures for processes. It then provides further details about each concept, emphasizing top management's role in quality, customer satisfaction, employee involvement through training and teams, continuous small improvements, the importance of suppliers, and using measures to track quality improvement.
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1. KARNATAKA VETERINARY, ANIMAL &
FISHERIES SCIENCES UNIVERSITY, BIDAR
DAIRY SCIENCE COLLEGE, BENGALURU-24
REPORT ON “TOTAL QUALITY MANAGEMENT”
DT(421)
DEPARTMENT OF DAIRY TECHNOLOGY
Submitted To,
Dr. Thejaswini M L
Assistant Professor,
Department of Dairy Technology,
Dairy Science College, Bengaluru- 560024
Submitted By,
Rohith.P.S
Sai Sharan Patil
Samaria T Sangma
2. TOTAL QUALITY MANAGEMENT
Definition:
Total – Whole, entire, complete
Quality – Excellence, class, meeting expectation
Management – organising, administering, art of getting things done.
TQM is defined as both philosophy and a set of guiding principles that represent the
foundation of continuously improving organisation. It is the application of quantitative
methods and human resources to improve all the process within the organisation and exceed
customer needs now and in the future.
Total Quality Management is an effective system for integrating the quality development,
quality maintenance and quality improvement efforts of various groups in an organization
continuously, so as to enable marketing, engineering, production and service at the most
economic levels which allow for full customer satisfaction.
Historical Review of TQM Industrialization led to mass production in which it led to the
concept of one product at a time to the assembly line of production. Though workmanship
was affected but mass production led to more job and reduction in cost of the product and
increase in quality, reduction of defects etc.
1924 – After WWI, W.A. Sherwat of Bell Telephone statistical chart for the control of various.
Concept of sample tests were followed. It was a failure in the initial stages.
1946 – ASQC American Society for Quality Control, now ASQ. Frequent meetings,
conferences and publications were made to public.
1950 – W.Edwards Demings his guidance and lecture to Japan engineers transformed quality
concepts in the organisation. His cycle PLAN-DOCHECK - ACT
1954 – Joseph M.Juran Concept of efficient and productive. Juran Trilogy Quality planning –
Quality Control – Quality Improvement
1960 – Quality control circles was formed. Zero defects concepts
3. 1970 – Reactive approach to proactive approach. Shift from Japan to USA
1980 – SPC – Statistical Process Control. Concepts of parameter and tolerance. Experiments
1990 – Concepts of certification of ISO, CMM etc
What Is PDCA?
In the 1950s, management consultant Dr William Edwards Deming developed a method of
identifying why some products or processes don't work as hoped. His approach has since
become a popular strategy tool, used by many different types of organizations. It allows them
to formulate theories about what needs to change, and then test them in a "continuous feedback
loop."
The Four Phases of the PDCA Cycle
With the PDCA cycle you can solve problems and implement solutions in a rigorous,
methodical way. Let's look at each of the four stages in turn:
1. Plan
First, identify and understand your problem or opportunity. Perhaps the standard of a finished
product isn't high enough, or an aspect of your marketing process should be getting better
results.
Explore the information available in full. Generate and screen ideas, and develop a robust
implementation plan.
Be sure to state your success criteria and make them as measurable as possible. You'll return to
them later in the Check stage.
4. 2. Do
Once you've identified a potential solution, test it safely with a small-scale pilot project. This
will show whether your proposed changes achieve the desired outcome – with minimal
disruption to the rest of your operation if they don't. For example, you could organize a trial
within a department, in a limited geographical area, or with a particular demographic.
As you run the pilot project, gather data to show whether the change has worked or not. You'll
use this in the next stage.
3. Check
Next, analyze your pilot project's results against the criteria that you defined in Step 1, to
assess whether your idea was a success.
If it wasn't, return to Step 1. If it was, advance to Step 4.
You may decide to try out more changes, and repeat the Do and Check phases. But if your
original plan definitely isn't working, you'll need to return to Step 1.
4. Act
This is where you implement your solution. But remember that PDCA/PDSA is a loop, not a
process with a beginning and end. Your improved process or product becomes the new
baseline, but you continue to look for ways to make it even better.
When to Use PDCA?
The PDCA/PDSA framework works well in all types of organizations. It can be used to
improve any process or product, by breaking them down into smaller steps or development
stages, and exploring ways to improve each one.
It's particularly helpful for implementing Total Quality Management or Six Sigma initiatives,
and for improving business processes generally.
5. However, going through the PDCA/PDSA cycle can be much slower than a straightforward,
"gung ho" implementation. So, it might not be the appropriate approach for dealing with an
urgent problem.
It also requires significant buy-in from team members, and offers fewer opportunities for
radical innovation – which may be what your organization needs instead.
How to Use PDCA to Improve Personal Performance
While PDCA/PDSA is an effective business tool, you can also use it to improve your own
performance:
First, Plan: Identify what's holding you back personally, and how you want to progress. Look
at the root causes of any issues, and set goals to overcome these obstacles.
Next, Do: When you've decided on your course of action, safely test different ways of getting
the results that you want.
Then, Check: Review your progress regularly, adjust your behavior accordingly, and consider
the consequences of your actions.
Finally, Act: Implement what's working, continually refine what isn't, and carry on the cycle
of continuous improvement
TQM Basic Concepts
1. Management Involvement – Participate in quality program, develop quality council,
direct participation
2. Focus on customer – who is the customer – internal and external, voice of the customer,
do it right first time and every time.
3. Involvement and utilisation of entire work force – All levels of management
4. Continuous improvement – Quality never stops, placing orders, bill errors, delivery,
minimise wastage and scrap etc.
5. Treating suppliers as partners – no business exists without suppliers. 6. Performance
measures – creating accountability in all levels.
6. Barriers in TQM Implementation
1. Lack of commitment from top management – avoiding training for self and employees,
meetings
2. Lack of employee involvement – particularly at managerial level, supportive attitude, trust
3. Lack of team work – Co-operation and co-ordination within workers.
4. Lack of customer oriented approach – Know the customer need, demand, taste,
shortcomings
5. Lack of attention to feedback and complaints
6. Supplier control – in terms of materials, cost, quality, delivery etc 7. Review quality
procedures – up gradation, correct past errors. Learn from experience
Five Pillars of TQM are,
· Product
· Process
· System
· People
· Leadership
3 Benefits of TQM : Customer satisfaction oriented benefits :
1. Improvement in product quality
2. Improvement in product design
3. Improvement in production flow
4. Improvement in employee morale and quality consciousness
5. Improvement in product service
6. Improvement in market place acceptance
Economic improvement oriented benefits :
1. Reduction in operating costs
2. Reduction in operating losses
3. Reduction in field service costs
4. Reduction in liability exposure
7. Principles of TQM :
Visionary leadership
Customer-driven excellence
Organizational and personal learning
Valuing employees and partners
Agility
Focus on the future
Managing for innovation
Management by fact
Public responsibility
Focus of results and creating value
Quality – When a product or service meets or exceeds expectation considering the intended
use and the selling price. Quality = performance / expectation Definition by ISO 9000:2000
It if defined as the degree to which a set of inherent characteristics fulfils requirement. Degree
– good, excellent, bad Inherent – existing, within, natural Requirement – need or expectation.
Dimensions of quality
1. Performance - Fulfilment of primary requirement
2. Features - Additional things that enhance performance
3. Conformance - Meeting specific standards set by the industry
4. Reliability - Consistence performance over a period of time
5. Durability - Long life and less maintenance
6. Service - Ease of repair, guarantee, and warranty
7. Response - Dealer customer relationship, human interface
8. Aesthetics - exteriors, packages
9. Reputation - Past performance, ranking, branding.
Quality Policy: The Quality Policy is a guide for everyone in the organization as to how they
should provide products and service to the customers. The common characteristics are :
Quality is first among equals.
Meet the needs of the internal and external customers.
Equal or exceed the competition.
8. Continually improve the quality.
Include business and production practices. Utilize the entire work force.
Quality Cost Analysis
The main language of corporate management is money, so the concept of studying quality-
related costs is essential. The quality guru, Joseph Juran has been advocating the analysis of
quality-related costs since 1951. He give his theory of quality improvement which is
commonly known as Juran Trilogy.
Quality costs:
The costs that are associated with preventing, finding, and correcting defective work are
Quality Costs. Normally, these costs are running at 20% – 30% of sales. Many of these costs
can be significantly reduced or completely avoided. One of the key functions of a Quality
Analysis / Engineer is the reduction of the total cost of quality associated with a product /
service.
Customer perception of quality
Before 1988 – Performance, Prize and service After 1989 – Performance, service and prize
ASQ – American Society for Quality
1. Performance – availability (ready for use), reliability (free from failure), maintainability
2. Features – psychological and technical. Added feature along with main usage
3. Service – intangible, made up of many small things
4. Warranty – Vs guarantee. Customer feels comfortable with this
5. Price – value for money, ready to pay at the same time comparative study to be done
6. Reputation – Branding merges with quality. Good exp reaches 6 bad reaches 15
Service Quality
Shift in focus from manufacturing industry to service industry and the services involved in
manufacturing organization. Customer service is the set of activities an organization uses to win,
attract and retain customers. It can be provided before, during and after the sale of the product.
Categories of Quality Cost :
Many companies summarize quality costs into four broad categories. They are,
a) Internal failure costs - The cost associated with defects that are found prior to transfer of the
product to the customer.
9. b) External failure costs - The cost associated with defects that are found after product is shipped
to the customer.
c) Appraisal costs - The cost incurred in determining the degree of conformance to quality
requirement. d) Prevention costs - The cost incurred in keeping failure and appraisal costs to a
minimum.
5-S PRINCIPLES
The 5S framework was originally developed by just-in-time expert and international consultant
Hiroyuki Hirano. The 5S framework is an extension of Hirano's earlier works on just-in-time
production systems. The 5Ss represent a simple "good housekeeping" approach to improving the
work environment consistent with the tenets of Lean Manufacturing System. It promotes daily
activity for continuous improvement. It fosters efficiency and productivity while improving work
flow. It encourages a proactive approach that prevents problems and waste before they occur. It
provides a practical method for dealing with the real problems that workers face every day. And
it fits with a facility's other efforts, such as total preventive maintenance, just-in-time
manufacturing, pollution prevention, safety initiatives, and lean manufacturing efforts.
SEIRI / SORT / CLEANUP:
The first step of the "5S" process, Seiri, refers to the act of throwing away all unwanted,
unnecessary, and unrelated materials in the workplace. People involved in Seiri must not feel
sorry about having to throw away things. The idea is to ensure that everything left in the
workplace is related to work. Even the number of necessary items in the workplace must be kept
to its absolute minimum. There are two main objectives of Seiri; first is the simplification of
tasks and effective use of space. In performing Seiri, this simple guideline is a must:
1. Separate needed items from unneeded items.
2. Remove unneeded items from working areas.
3. Discard the items never used.
4. Store items not Item not needed now.
5. Remove all excess items from working areas, including work pieces, supplies, personal items,
tools, instruments, and equipment.
6. Use red tag to get rid of unneeded items.
10. 7. Store items needed by most people in a common storage area.
8. Store items only needed by each individual in his/her own working area.
9. Organize working / storage area.
SEITON / SET IN ORDER / ARRANGING:
Seiton, or orderliness, is all about efficiency. This step consists of putting everything in an
assigned place so that it can be accessed or retrieved quickly, as well as returned in that same
place quickly. If everyone has quick access to an item or materials, work flow becomes efficient,
and the worker becomes productive. Every single item must be allocated its own. Place for
safekeeping, and each location must be labeled for easy identification of what it's for. Its
objective includes; the needed items can be easily found, stored and retrieved, supports efficiency
and productivity, First-in first-out (FIFO), and save space and time. In performing Seiton, follow
these guidelines:
1. A place for everything and everything in its place.
2. Place tools and instructional manual close to the point of use.
3. Store similar items together. Different items in separate rows.
4. Don't stack items together. Use rack or shelf if possible.
5. Use small bins to organize small items.
6. Use color for quickly identifying items.
7. Clearly label each item and its storage areas (lead to visibility).
8. Use see-through cover or door for visibility.
9. Use special designed cart to organize tools, jigs, measuring devices, etc., that are needed for
each particular machine.
SEISO / SHINE / NEATNESS
Seiso, the third step in "5S", says that 'everyone is a janitor.' Seiso consists of cleaning up the
workplace and giving it a 'shine'. Cleaning must be done by everyone in the organization, from
operators to managers. It would be a good idea to have every area of the workplace assigned to
a person or group of persons for cleaning. Seiso is not just cleaning, but a whole attitude that
includes ensuring everything is in perfect condition. Everyone should see the 'workplace' through
the eyes of a visitor - always thinking if it is clean enough to make a good impression. Its
objective includes; cleanliness ensures a more comfortable and safe working place, cleanliness
will lead to visibility so as to reduce search time and cleanliness ensures a higher quality of work
and products. Follow these guidelines in performing Seiso: 1. Use dust collecting covers or
devices to prevent possible dirt or reduce the amount of dirt.
11. 2. Investigating the causes of dirtiness and implement a plan to eliminate the sources of dirt.
3. Cover around cords, legs of machines and tables such that dirt can be easily and quickly
removed.
4. Operators clean their own equipment and working area and perform basic preventive
maintenance. 5. Keep everything clean for a constant state of readiness.
SEIKETSU / SYSTEMIZE / DISCIPLINE:
The fourth step of "5S", or seiketsu, more or less translates to 'standardized clean-up'. It consists
of defining the standards by which personnel must measure and maintain 'cleanliness'. Seiketsu
encompasses both personal and environmental cleanliness. Personnel must therefore practice
'seiketsu' starting with their personal tidiness. Visual management is an important ingredient of
seiketsu. Color- coding and standardized coloration of surroundings are used for easier visual
identification of anomalies in the surroundings. Personnel are trained to detect abnormalities
using their five senses and to correct such abnormalities immediately. The guidelines include:
1. Removing used, broken, or surplus items from the work area
2. Making safety a prime requirement by paying attention to noise, fumes, lighting, cables, spills,
and other aspects of the workplace environment
3. Checking that items are where they should be
4. Listening to the "voice" of the process and being alert to things such as unusual noises
5. Ensuring that there is a place for everything and that everything is in its place
6. Wearing safe working apparel and using safe equipment
7. Minimizing all waste and the use of valuable resources such as oil, air, steam, water, and
electricity
SHITSUKE / SUSTAIN / ON-GOING IMPROVEMENT:
The last step of "5S", Shitsuke, means 'Discipline.' It denotes commitment to maintain
orderliness and to practice the first 4 S as a way of life. The emphasis of shitsuke is elimination
of bad habits and constant practice of good ones. Once true shitsuke is achieved, personnel
voluntarily observe cleanliness and orderliness at all times, without having to be reminded by
management. The characteristic of 5S tends to overlap significantly rather than cover very
different subjects. Rather than worry about what fits into Seiri and what fits into Seiton, use them
to reinforce each other and implement the whole thing.
STEPS IN IMPLEMENTING TQM
Total Quality Management stands on 7 key pillars.
12. 1. Focus on the Customer
Customers are the true North Star and barometer of a business. In the TQM approach, customer
sentiments and feedback are closely monitored through call tracking and surveys.
2. Employee Involvement
Employees must understand why the obsession with improvement ultimately gives them the
freedom to innovate on their jobs. TQM not only boosts the financial health of a business, it also
improves talent connectedness and communication.
3. Process Centeredness
The requirements are met by defining processes. There should be processes to collect and
integrate customer and employee feedback. There should be distinct processes to course correct
on the TQM journey by adjusting strategy and tactics. And even a set of processes to measure
the process centeredness of the implementation.
4. Integrated Structure
Silos stymie Total Quality Management. As discussed, though the concept advocates structure
and processes, isolation is not favoured. Different departments in the organization need to learn
from each other and refine their processes in collaboration.
5. Strategic Approach
Begin with the company vision and objectives to achieve. Set the processes according to this
overarching strategy. Then let the TQM changes manifest as changes in culture, vision and
objectives.
6. Clear Communication
Without clear, unhesitant communication between employees and between a business and its
customers, gathering authentic feedback and driving improvements is impossible. In any power
dynamic, the final say should be in favour of the approach dictated by data and honest feedback.
7. Iterative Improvement
13. TQM is capable of ushering changes because when an organizational sensor actually “senses” a
gap, action is taken according to defined processes and improvements are made to eliminate the
errors. The best feedback loop is useless if continuous improvement isn’t prioritized.
Advantages of TQM:
(i) Sharpens Competitive Edge of the Enterprise:
TQM helps an organisation to reduce costs through elimination of waste, rework etc. It increases
profitability and competitiveness of the enterprise; and helps to sharpen the organisation’s
competitive edge, in the globalized economy of today.
(ii) Excellent Customer Satisfaction:
By focusing on customer requirements, TQM makes for excellent customer satisfaction. This
leads to more and more sales, and excellent relations with customers.
(iii) Improvement in Organisational Performance:
Through promoting quality culture in the organisation, TQM lead to improvements in
managerial and operative personnel’s performance.
(iv) Good Public Image of the Enterprise:
TQM helps to build an image of the enterprise in the minds of people in society. This is due to
stress on total quality system and customers’ requirements, under the philosophy of TQM.
(v) Better Personnel Relations:
TQM aims at promoting mutual trust and openness among employees, at all levels in the
organisation. This leads to better personnel relations in the enterprise.
Limitations of TQM:
1) Production Disruption
Implementing a Total Quality Management system in a company requires extensive training of
employees and these requires them to take some time of their day to day work duties. While the
improvements do reduce lead time, eliminate waste and improve productivity, the beginning
stages of implementing Total Quality Management in an organization can reduce worker output.
2) Employee Resistance
14. Total Quality Management requires change in mindset, attitude and methods for performing their
jobs. When management does not effectively communicate the team approach of Total Quality
Management, workers may become fearful, which leads to employee resistance. When workers
resist the program, it can lower employee morale and productivity for the business.
3) Quality is Expensive
TQM is expensive to implement. Implementation often comes with additional training costs,
team-development costs, infrastructural improvement costs, consultant fees and the like.
4) Discourages Creativity
TQM focus on task standardization to ensure consistency discourages creativity and innovation.
It also discourages new ideas that can possibly improve productivity