Total Quality Management (TQM) is a management approach focused on customer satisfaction through continual improvement involving all employees. It uses strategies like process-centered thinking, fact-based decision making, and strategic planning to integrate quality into the organization's culture. The primary elements of TQM include having a customer focus, total employee involvement, a process-centered view, an integrated system, and a strategic and systematic approach to continual improvement. Organizations can implement TQM using approaches like focusing on key elements, following quality gurus, modeling successful organizations, adopting Japanese quality methods, or using quality award criteria.
The presentation covers the concept of Total Quality Management (TQM), Phases & Benefits of TQM and summons up with Limitations and Conclusion.
Meaning - Total quality management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training.
Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.
Total Quality Management PowerPoint Presentation SlideSlideTeam
Ensure the quality of your product or service is consistent with our content-ready total quality management PowerPoint presentation slides. These capability maturity model integration presentation slides will help you upgrade the standards of your organization. Our quality improvement PPT presentation will help you enhance the quality of your firm outputs. This content ready quality control PowerPoint PPT covers all the relevant slides such as introduction, TQM pyramid, TQM model, customer focus in TQM, planning process in TSM, process management, business process improvement, involvement of people, TQM elements, determinants of product quality, determinants of service quality, importance of good quality, consequences of poor quality, principles and certification, and tools of quality management. It also includes slide on pareto chart, flow chart, fishbone diagram, data and analysis, root cause analysis, opportunity analysis, timeline analysis, force field analysis, SIPOC analysis, 5 why analysis, failure mode effect analysis, musts and wants, cost of quality, quality cost report, quality control, and quality management dashboard. Using these presentation slides, you can explain the content of quality control and quality assessment. So, quickly download this total quality management presentation PPT. Get them in the groove with our Total Quality Management PowerPoint Presentation Slide. Encourage them to follow given directions.
This presentation is on Total Quality Management which is also called as TQM. This presentation consist
1.Basic of Total Quality Management,
2.Evolution of Total Quality Management,
3. Implementation framework of Total Quality Management,
4. Quality Control Circle (QCC),
5.Implementation process and structure of the QCC,
6. Roles and responsibilities of the steering committee, facilitator, team leader and members
7. Activities sequences of the QCC
8. Challenges of Total Quality Management,
9. Tips for successful implementation of TQM
etc.
The presentation covers the concept of Total Quality Management (TQM), Phases & Benefits of TQM and summons up with Limitations and Conclusion.
Meaning - Total quality management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training.
Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.
Total Quality Management PowerPoint Presentation SlideSlideTeam
Ensure the quality of your product or service is consistent with our content-ready total quality management PowerPoint presentation slides. These capability maturity model integration presentation slides will help you upgrade the standards of your organization. Our quality improvement PPT presentation will help you enhance the quality of your firm outputs. This content ready quality control PowerPoint PPT covers all the relevant slides such as introduction, TQM pyramid, TQM model, customer focus in TQM, planning process in TSM, process management, business process improvement, involvement of people, TQM elements, determinants of product quality, determinants of service quality, importance of good quality, consequences of poor quality, principles and certification, and tools of quality management. It also includes slide on pareto chart, flow chart, fishbone diagram, data and analysis, root cause analysis, opportunity analysis, timeline analysis, force field analysis, SIPOC analysis, 5 why analysis, failure mode effect analysis, musts and wants, cost of quality, quality cost report, quality control, and quality management dashboard. Using these presentation slides, you can explain the content of quality control and quality assessment. So, quickly download this total quality management presentation PPT. Get them in the groove with our Total Quality Management PowerPoint Presentation Slide. Encourage them to follow given directions.
This presentation is on Total Quality Management which is also called as TQM. This presentation consist
1.Basic of Total Quality Management,
2.Evolution of Total Quality Management,
3. Implementation framework of Total Quality Management,
4. Quality Control Circle (QCC),
5.Implementation process and structure of the QCC,
6. Roles and responsibilities of the steering committee, facilitator, team leader and members
7. Activities sequences of the QCC
8. Challenges of Total Quality Management,
9. Tips for successful implementation of TQM
etc.
roducing quality work (the first time) means quality is built into the processes for producing products or providing services, and continual improvement measures are taken to ensure the processes work every time. Employees are empowered to make decisions to improve a process and are provided with continual training to develop their skills.
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
roducing quality work (the first time) means quality is built into the processes for producing products or providing services, and continual improvement measures are taken to ensure the processes work every time. Employees are empowered to make decisions to improve a process and are provided with continual training to develop their skills.
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
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Deals in detail about total quality management (TQM) in all aspects of industries to be followed for optimum quality production and human resource management.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
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DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
Competition is getting harder and becoming global. Companies now have to be more responsive, offer a better product and keep improving. Total quality management (TQM) increases customer satisfaction by boosting quality.
It does this by motivating the workforce and improving the way the company operates. In an increasingly competitive market, firms with a continuous improvement culture and external focus are more likely to survive and prosper. TQM is considered an important catalyst in this context.
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I have explained clearly and precisely about total quality management in Pharmaceutical Analysis- Its terms, definition, types and various procedures. Medicine and pharmaceutical analysis notes.
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2. ABOUT
Acore definition of (TQM) describes a management approach to
long–term success through customer satisfaction. In a TQM effort, all
members of an organization participate in improving processes,
products, services, and the culture in which they work.
3. THE PRIMARY ELEMENTS OF TQM
Total quality management can be summarized as
a management system for a customer-focused
organization that involves all employees in
continual improvement. It uses strategy, data, and
effective communications to integrate the quality
discipline into the culture and activities of the
organization-
4. I. CUSTOMER-FOCUSED
The customer ultimately determines the level of
quality. No matter what an organization does to
foster quality improvement—training employees,
integrating quality into the design process,
upgrading computers or software, or buying new
measuring tools—the customer determines whether
the efforts were worthwhile.
5. II. TOTAL EMPLOYEE INVOLVEMENT
All employees participate in working toward
common goals. Total employee commitment can
only be obtained after fear has been driven from the
workplace, when empowerment has occurred, and
management has provided the proper environment.
High-performance work systems integrate
continuous improvement efforts with normal
business operations. Self-managed work teams are
one form of empowerment.
6. III. PROCESS-CENTERED
A fundamental part of TQM is a focus on process
thinking. A process is a series of steps that take
inputs from suppliers (internal or external) and
transforms them into outputs that are delivered to
customers (again, either internal or external). The
steps required to carry out the process are defined,
and performance measures are continuously
monitored in order to detect unexpected variation.
7. IV. INTEGRATED SYSTEM
Although an organization may consist of many different
functional specialties often organized into vertically
structured departments, it is the horizontal processes
interconnecting these functions that are the focus of
TQM.
Micro-processes add up to larger processes, and all
processes aggregate into the business processes
required for defining and implementing strategy.
Everyone must understand the vision, mission, and
guiding principles as well as the quality policies,
objectives, and critical processes of the organization.
Business performance must be monitored and
communicated continuously.
…….to be continued
8. An integrated business system may be modeled
after the Baldrige National Quality Program criteria
and/or incorporate the ISO 9000 standards. Every
organization has a unique work culture, and it is
virtually impossible to achieve excellence in its
products and services unless a good quality culture
has been fostered. Thus, an integrated system
connects business improvement elements in an
attempt to continually improve and exceed the
expectations of customers, employees, and other
stakeholders.
9. V. STRATEGIC AND SYSTEMATIC APPROACH
A critical part of the management of quality is the
strategic and systematic approach to achieving an
organization’s vision, mission, and goals. This
process, called strategic planning or strategic
management, includes the formulation of a strategic
plan that integrates quality as a core component.
10. VI. CONTINUAL IMPROVEMENT
A major thrust of TQM is continual process
improvement. Continual improvement drives an
organization to be both analytical and creative in
finding ways to become more competitive and more
effective at meeting stakeholder expectations.
11. VII. FACT-BASED DECISION MAKING
In order to know how well an organization is
performing, data on performance measures are
necessary. TQM requires that an organization
continually collect and analyze data in order to
improve decision making accuracy, achieve
consensus, and allow prediction based on past
history.
12. VIII. COMMUNICATIONS
During times of organizational change, as well as
part of day-to-day operation, effective
communications plays a large part in maintaining
morale and in motivating employees at all levels.
Communications involve strategies, method, and
timeliness.
13. WHY IT’S EVEN MORE RELEVANT TODAY THAN IN
1950?
Total Quality Management (TQM), a scientific approach to
managing organisations, is clearly in that category. It
revolutionised Japan in the 1950s because it relied on
decisions based on facts rather than on opinions. The only
price to pay was letting the opinions go and learning to believe
the data. Few organisations and few managers in the western
countries were prepared to do so, allowing Japan to gain a
massive competitive advantage at the time.
Today, matters are even worse. With the emergence of the
internet, ever-growing volumes of opinion-based ‘information’
available online completely obfuscate peer-reviewed, factual
data. The only positive consequence of this avalanche of
pseudo-information is that organisations smart enough to
embrace TQM can enjoy even bigger competitive gap, as
many of their competitors make decisions based on
somebody else’s opinions posted on the internet.
14. HOW TO ACHIEVE THE EXTRAORDINARY
The power of TQM comes from moving management practice
beyond common sense – TQM uses facts, process measurement
and statistical assessments, rather than personal opinions,
experience-based practices, or arbitrarily set numerical targets. It
makes clear distinction between processes and events – it uses
different protocols for systemic issues and for incidents. But,
most importantly, TQM is not a one-off project – it’s a different
management paradigm, an unwavering business-wide dedication
to long-term success via structured thinking, continuous
improvement and focus on customer satisfaction.
I have the view that one of the key reasons why TQM has not
become more widespread in Australian business is that it doesn’t
produce instant results typically expected in western culture. You
can’t ‘test-drive’ TQM and you can’t expect instant outcomes.
With share market-driven businesses, geared around fast growth
and short-term performance metrics, TQM doesn’t look like an
attractive proposition. Frequent changes at executive level
prevent TQM from being deployed too.
15. Why common sense is no longer
sufficient
Stories in the media continually confirm that the world is
composed of three sets of people – those who require detailed
guidance, those who have common sense and can guide
themselves and others, and those who actually understand
how the real world operates and achieve remarkable results. I
would argue that the last category comprises no more than
one or two percent of the population.
Common sense is obviously important, but not everything can
be analysed according to cause-and-effect principle. In the
real world not all causes can be identified and some effects
are unexpected. Those who understand this are more
effective in business and in life. In my assessment one of the
reasons why so few people think like this is our culture
16. TOTAL QUALITY MANAGEMENT BENEFITS
Strengthened competitive position
Adaptability to changing or emerging market
conditions and to environmental and other
government regulations
Higher productivity
Enhanced market image
Elimination of defects and waste
Reduced costs and better cost management
Higher profitability
Improved customer focus and satisfaction
……to be continued.
17. Increased customer loyalty and retention
Increased job security
Improved employee morale
Enhanced shareholder and stakeholder value
Improved and innovative processes
The benefits of total quality management are
endless, helping your organization get results.
18.
19. FIVE STRATEGIES TO DEVELOP THE TQM
PROCESS
Strategy 1: The TQM element approach
Strategy 2: The guru approach
Strategy 3: The organization model approach
Strategy 4: The Japanese total quality approach
Strategy 5: The award criteria approach
20. STRATEGY 1: THE TQM ELEMENT APPROACH
The TQM element approach takes key business
processes and/or organizational units and uses the
tools of TQM to foster improvements. This method
was widely used in the early 1980s as companies
tried to implement parts of TQM as they learned
them.
Examples of this approach include quality circles,
statistical process control, Taguchi methods, and
quality function deployment.
21. STRATEGY 2: THE GURU APPROACH
The guru approach uses the teachings and writings
of one or more of the leading quality thinkers as a
guide against which to determine where the
organization has deficiencies. Then, the
organization makes appropriate changes to remedy
those deficiencies.
For example, managers might study Deming’s 14
points or attend the Crosby College. They would
then work on implementing the approach learned.
22. STRATEGY 3: THE ORGANIZATION MODEL
APPROACH
In this approach, individuals or teams visit
organizations that have taken a leadership role in
TQM and determine their processes and reasons
for success. They then integrate these ideas with
their own ideas to develop an organizational model
adapted for their specific organization.
This method was used widely in the late 1980s and
is exemplified by the initial recipients of the Malcolm
Baldrige National Quality Award.
23. STRATEGY 4: THE JAPANESE TOTAL QUALITY
APPROACH
Organizations using the Japanese total quality
approach examine the detailed implementation
techniques and strategies employed by Deming
Prize–winning companies and use this experience
to develop a long-range master plan for in-house
use.
This approach was used by Florida Power and
Light—among others—to implement TQM and to
compete for and win the Deming Prize
24. STRATEGY 5: THE AWARD CRITERIA APPROACH
When using this model, an organization uses the
criteria of a quality award, for example, the Deming
Prize, the European Quality Award, or the Malcolm
Baldrige National Quality Award, to identify areas
for improvement. Under this approach, TQM
implementation focuses on meeting specific award
criteria.
Although some argue that this is not an appropriate
use of award criteria, some organizations do use
this approach and it can result in improvement.
25. DEMING’S 14 POINTS ON QUALITY
MANAGEMENT
A core concept on implementing total quality
management, is a set of management practices to help
companies increase their quality and productivity.
Create constancy of purpose for improving products and
services.
Adopt the new philosophy.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on price alone;
instead, minimize total cost by working with a single
supplier.
Improve constantly and forever every process for
planning, production and service.
Institute training on the job.
Adopt and institute leadership.
26. Drive out fear.
Break down barriers between staff areas.
Eliminate slogans, exhortations and targets for the
workforce.
Eliminate numerical quotas for the workforce and
numerical goals for management.
Remove barriers that rob people of pride of
workmanship, and eliminate the annual rating or merit
system.
Institute a vigorous program of education and self-
improvement for everyone.
Put everybody in the company to work accomplishing
the transformation.