Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through sweeping organizational culture changes. TQM manages all aspects of an organization to exceed customer expectations on product/service quality, while Six Sigma aims for near-perfect quality with 3.4 or fewer defects per million opportunities. Both rely on statistical analysis and employee empowerment to continuously improve processes and meet customer needs.
In this presentation, we will discuss quality management philosophies like Deming, Juran’s approach, Deming’s cycle, TQM triangle, Crosby’s philosophy, Kaizen’s philosophy, Taguchi’s Loss functions, Shigeo Shingo, Walter Shewhart.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will talk in details about leadership as an imperceptible quality for an effective business, seven habits of highly effective people and seven tools on management and planning, models for TQM leadership, strategic quality management and steps creating TQM culture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will discuss quality management philosophies like Deming, Juran’s approach, Deming’s cycle, TQM triangle, Crosby’s philosophy, Kaizen’s philosophy, Taguchi’s Loss functions, Shigeo Shingo, Walter Shewhart.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will talk in details about leadership as an imperceptible quality for an effective business, seven habits of highly effective people and seven tools on management and planning, models for TQM leadership, strategic quality management and steps creating TQM culture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
The history of mankind has been the history of improvement. Darwin's concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors' evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
In today's economy, the Creative Economy, businesses face a disrupted, highly competitive, and constantly changing landscape. Robie and Jody Wood say that to thrive in the Creative Economy, team members, managers, and executives need to become and remain agile. Improvisational theater provides a proven model for developing agility skills since the characteristics of “being agile”—engaging people, learning, making decisions in the midst of uncertainty and ambiguity, and adapting—are the very skills that improv artists work to develop with every exercise they perform. This session is about “Being Agile,” developing the mindset and behaviors that grow great abilities in communication, collaboration, inspiring others, building on others’ ideas, learning, adapting, and evolving. This workshop will engage delegates in experiential learning exercises from Improvisational Theater that will have immediate impact in improving agile mindset and behavior. The workshop participants will find the exercises lively, inspiring, fun, life changing—and an experience they will never forget.
Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
The history of mankind has been the history of improvement. Darwin's concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors' evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
In today's economy, the Creative Economy, businesses face a disrupted, highly competitive, and constantly changing landscape. Robie and Jody Wood say that to thrive in the Creative Economy, team members, managers, and executives need to become and remain agile. Improvisational theater provides a proven model for developing agility skills since the characteristics of “being agile”—engaging people, learning, making decisions in the midst of uncertainty and ambiguity, and adapting—are the very skills that improv artists work to develop with every exercise they perform. This session is about “Being Agile,” developing the mindset and behaviors that grow great abilities in communication, collaboration, inspiring others, building on others’ ideas, learning, adapting, and evolving. This workshop will engage delegates in experiential learning exercises from Improvisational Theater that will have immediate impact in improving agile mindset and behavior. The workshop participants will find the exercises lively, inspiring, fun, life changing—and an experience they will never forget.
Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
Lean Six Sigma in healthcare management.pptdrparul6375
Lean Six Sigma is a methodology aimed at improving the efficiency and quality of processes within an organization. It combines the principles of Lean manufacturing, which focuses on reducing waste and increasing efficiency, with Six Sigma, which emphasizes minimizing defects and variations in processes.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
1. Definition:
Total Quality Management
• Total Quality Management (TQ, QM or TQM)
and Six Sigma (6σ) are sweeping “culture change”
efforts to position a company for greater customer
satisfaction, profitability and competitiveness.
• TQ may be defined as managing the entire
organization so that it excels on all dimensions of
products and services that are important to the
customer.
• We often think of features when we think of the
quality of a product or service; TQ is about
conformance quality, not features.
2. • Meeting Our Customer’s Requirements
• Doing Things Right the First Time; Freedom
from Failure (Defects)
• Consistency (Reduction in Variation)
• Continuous Improvement
• Quality in Everything We Do
Total Quality Is…
3. A Quality Management System Is…
• A belief in the employee’s ability to solve
problems
• A belief that people doing the work are best able
to improve it
• A belief that everyone is responsible for quality
4. Elements for Success
• Management Support
• Mission Statement
• Proper Planning
• Customer and Bottom Line Focus
• Measurement
• Empowerment
• Teamwork/Effective Meetings
• Continuous Process Improvement
• Dedicated Resources
6. Modern History of Quality Management
• Frederick W. Taylor wrote Principles of Scientific Management in 1911.
• Walter A. Shewhart used statistics in quality control and inspection, and
showed that productivity improves when variation is reduced (1924); wrote
Economic Control of Manufactured Product in 1931.
• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to
Japan in 1950; began transformation from “shoddy” to “world class” goods.
• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups
to eliminate variation and improve processes.
• In the late ‘70’s and early ‘80’s:
– Deming returned from Japan to write Out of the Crisis,
and began his famous 4-day seminars in the United States
– Phil Crosby wrote Quality is Free
– NBC ran “If Japan can do it, why can’t we?”
– Motorola began 6 Sigma
7. Deming’s 14 Points
1. Create constancy of purpose for improvement
2. Adopt a new philosophy
3. Cease dependence on mass inspection
4. Do not award business on price alone
5. Work continually on the system of production and service
6. Institute modern methods of training
7. Institute modern methods of supervision of workers
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans, exhortations, and targets for the work force
11. Eliminate numerical quotas
12. Remove barriers preventing pride of workmanship
13. Institute a vigorous program of education and retraining
14. Take action to accomplish the transformation
History of Quality Management
8. History of Quality Management
Deming’s Concept of “Profound Knowledge”
Understanding (and appreciation) of Systems
- optimizing sub-systems sub-optimizes the total system
- the majority of defects come from systems, the responsibility of
management (e.g., machines not in good order, defective material, etc.
Knowledge of Statistics (variation, capability, uncertainty in data, etc.)
- to identify where problems are, and point managers and workers
toward solutions
Knowledge of Psychology (Motivation)
- people are afraid of failing and not being recognized,
so they fear how data will be used against them
Theory of Knowledge
- understanding that management in any form is a prediction, and is
based on assumptions
9. According to Dr. Joseph M. Juran (1991):
“On the assembly line at the Ford Motor Company in 1923,
most of the workers producing Model T’s were immigrants
and could not speak English. Many were also illiterate.
Workers learned their trade by modeling the actions of other
workers. They were unable to plan, problem-solve, and make
decisions. As a result, the Taylor scientific school of
management flourished, and MBAs and industrial engineers
were invented to do this work. Today, however, the workforce
is educated. Workers know what is needed to improve their
jobs, and companies that do not tap into this significant source
of knowledge will truly be at a competitive disadvantage.”
History of Total Quality
10. According to Phil Crosby, Quality is . . .
An attitude:
- Zero Defects
- Continuous Improvement
A measurement:
- Price of Conformance, plus
- Price of Nonconformance (defects)
History of Total Quality
11. From
Motivation through fear and loyalty
To
Motivation through shared vision
Attitude: “It’s their problem” Ownership of every problem
affecting the customer
Attitude: “the way we’ve always done
it”
Continuous improvement
Decisions based on assumptions/
judgment calls
Decisions based on data and facts
Everything begins and ends with
management
Everything begins and ends with
customers
Crisis management and recovery Doing it right the first time
Choosing participative OR scientific
management
Choosing scientific AND
participative management
TQ: Transforming an Organization
12. What is Six Sigma?
• A goal of near perfection in meeting customer requirements
• A sweeping culture change effort to position a company for
greater customer satisfaction, profitability and
competitiveness
• A comprehensive and flexible system for achieving,
sustaining and maximizing business success; uniquely driven
by close understanding of customer needs, disciplined use of
facts, data, and statistical analysis, and diligent attention to
managing, improving and reinventing business processes
(Source:The Six Sigma Way by Pande, Neuman and Cavanagh)
13. Is 99% Quality Good Enough?
• 22,000 checks will be deducted from the
wrong bank accounts in the next 60
minutes.
• 20,000 incorrect drug prescriptions will be
written in the next 12 months.
• 12 babies will be given to the wrong parents
each day.
14. Six Sigma Quality
The objective of Six Sigma quality is 3.4 defects
per million opportunities!
(Number of Standard Deviations) 3 Sigma 4 Sigma 5 Sigma 6 Sigma
0.0 2700 63 0.57 0.002
0.5 6440 236 3.4 0.019
1.0 22832 1350 32 0.019
1.5 66803 6200 233 3.4
2.0 158,700 22800 1300 32
15. But is Six Sigma Realistic?
·
1
11
21
31
41
3 4 5 6 7
10
1
100
1K
10K
100K
765432
(66810 ppm)
· IRS – Tax Advice (phone-in)
Best in Class
(3.4 ppm)
Domestic Airline
Flight Fatality Rate
(0.43 ppm)
·(233 ppm)
Average
Company
Purchased Material
Lot Reject Rate
Air Line Baggage Handling
Wire Transfers
Journal Vouchers
Order Write-up
Payroll Processing
Doctor Prescription Writing
Restaurant Bills
·······
DefectsPerMillionOpportunities(DPMO)
SIGMA
16. Six Sigma Improvement Methods
DMAIC vs. DMADV
Define
Measure
Analyze
Design
Validate
Improve
Control
Continuous Improvement Reengineering
17. Six Sigma DMAIC Process
Measure
Control
Define
Analyze
Improve
Define: Define who your
customers are, and what
their requirements are for
your products and services –
Their expectations. Define
your team goals, project
boundaries, what you will
focus on and what you won’t.
Define the process you are
striving to improve by
mapping the process.
18. Six Sigma DMAIC Process
Measure
Control
Define
Analyze
Improve
Measure: Eliminate
guesswork and assumptions
about what customers need
and expect and how well
processes are working. Collect
data from many sources to
determine speed in responding
to customer requests, defect
types and how frequently they
occur, client feedback on how
processes fit their needs, how
clients rate us over time, etc.
The data collection may
suggest Charter revision.
19. Six Sigma DMAIC Process
Measure
Control
Define
Analyze
Improve
Analyze: Grounded in the
context of the customer and
competitive environment,
analyze is used to organize
data and look for process
problems and opportunities.
This step helps to identify gaps
between current and goal
performance, prioritize
opportunities to improve,
identify sources of variation and
root causes of problems in the
process.
20. Six Sigma DMAIC Process
Measure
Control
Define
Analyze
Improve
Improve: Generate both
obvious and creative
solutions to fix and prevent
problems. Finding creative
solutions by correcting root
causes requires innovation,
technology and discipline.
21. Six Sigma DMAIC Process
Measure
Control
Define
Analyze
Improve
Control: Insure that the
process improvements, once
implemented, will “hold the
gains” rather than revert to
the same problems again.
Various control tools such as
statistical process control can
be used. Other tools such as
procedure documentation
helps institutionalize the
improvement.
22. Six Sigma DMADV Process
Measure
Validate
Define
Analyze
Design
Design: Develop
detailed design for new
process. Determine and
evaluate enabling
elements. Create
control and testing plan
for new design. Use
tools such as simulation,
benchmarking, DOE,
Quality Function
Deployment (QFD),
FMECA analysis, and
cost/benefit analysis.
23. Six Sigma DMADV Process
Measure
Validate
Define
Analyze
Design
Validate: Test detailed
design with a pilot
implementation. If
successful, develop and
execute a full-scale
implementation. Tools
in this step include:
planning tools,
flowcharts/other process
management techniques,
and work documentation.
Editor's Notes
1980’s Long Range
Encompasses entire organization
Essential elements to business success include:
Customer Loyalty
Employee Commitment
Operating Efficiency
Some interesting evidence to validate transitioning into a Customer Focused company:
Customer perception of quality in the top 1/5….pretax ROI=32%
Customer perception of quality in the bottom 2/5….pretax ROI=14%
Almost 70% of why customers left companies had nothing to do with product quality
Only 4% of customers complain
65-90% of unhappy customers would never again buy from the company
When people did complain and their problems were resolved quickly, 82% would buy again
It costs five times as much to replace a typical customer as it does to take actions that would have kept the customer in the first place
Only 4% of company problems or barriers to delighting the customer are known to top managers. (9% to managers, 74% to supervisors, 100% baseline employee)
Truth: “Quality offers something to everyone…the customer, the employee, and the business. It stands for what most employees especially believe in…doing a job right the first time, being “the best” at what they do, and having everyone’s ideas treated with respect.”