This document discusses process quality management. It examines key elements of process management including research and development, design, management of process quality for all work units and suppliers, systematic quality improvement and quality assessment. It also discusses the history of quality control and various quality control tools and techniques like statistical process control, Pareto analysis, quality function deployment, market research, and the benefits of just-in-time. It emphasizes the importance of controlling processes on a daily basis and moving from inspection to process control through problem solving for continuous improvement.
The presentation discusses about Customer Focus, Customer Satisfaction, Customer Orientation, Customer Complaints and Customer Retention in relation with Total Quality Management.
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
Productivity & Total Quality ManagementVaibhav Bhatt
Productivity and Total Quality Management Importance For An Organisation And How Can They Develop And Overall Efficiency Through Proper Quality Management Techniques
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.
By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.
This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.
LEARNING OBJECTIVES
1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation
CONTENTS
1. Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Key Takeaways
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
TQM is an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization.
TQM is an intensive, long term efforts to transform all parts of the organization in order to produce the best product and service possible to meet customer’s need.
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
The presentation discusses about Customer Focus, Customer Satisfaction, Customer Orientation, Customer Complaints and Customer Retention in relation with Total Quality Management.
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
Productivity & Total Quality ManagementVaibhav Bhatt
Productivity and Total Quality Management Importance For An Organisation And How Can They Develop And Overall Efficiency Through Proper Quality Management Techniques
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.
By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.
This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.
LEARNING OBJECTIVES
1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation
CONTENTS
1. Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Key Takeaways
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
TQM is an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization.
TQM is an intensive, long term efforts to transform all parts of the organization in order to produce the best product and service possible to meet customer’s need.
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
This workshop examines the approach to Continued Process Verification and demonstrating that your product and process are operating in a state of control and continue to do so over the life of the product. Without any prior coordination, the theme was elaborated by the afternoon speakers once the conference itself was underway. The concept of “step up step down” for adjusting the level of product scrutiny both for process parameters monitoring and for sampling and testing quality attributes was explored and developed.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
The Roman Empire A Historical Colossus.pdfkaushalkr1407
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Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
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http://sandymillin.wordpress.com/iateflwebinar2024
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2. Management Of Process Quality
The Management of Process Quality Category
examines the systematic process the company
uses to pursue ever-higher quality and company
operation performance. The key elements of
process management are examined, including
research and development, design, management
of process quality for all work units and suppliers,
systematic quality improvement and quality
assessment.a
2
3. Management
System Control
Quality
Assurance
Continuous
Improvement
Input Process output Customer
People Cross Product External
Materials
functional
Energy
Equipment
Or and
Methods service internal
Money
Continuous Improvement
3
4. History of Quality Control (1 of 2)
• Skilled craftsmanship during Middle Ages
• Industrial Revolution: rise of inspection and
separate quality departments
• Statistical methods at Bell System
• Quality control during World War II
• Quality management in Japan
4
5. History of Quality Control (2 of 2)
• Quality awareness in U.S. manufacturing
industry during 1980s: “Total Quality
Management”
• Malcolm Baldrige National Quality Award
(1987)
• Quality in service industries, government,
health care, and education
• Current and future challenge: keep progress in
quality management alive
5
6. Product Inspection/Testing Points
• Receiving inspection
– Spot check procedures
– 100 percent inspection
– Acceptance sampling
• In-process inspection
(1) Lot received for inspection, (2) Sample selected and
analyzed (3)Results compared with acceptance criteria
(4) Accept the lot or Reject the lot (5) Send to production or to
customer or Decide on disposition
• Final inspection
• What to inspect?
– Key quality characteristics that are related to cost or quality
(customer requirements)
• Where to inspect?
– Key processes, especially high-cost and value-added
• How much to inspect?
– All, nothing, or a sample
6
7. Process Control
• Control – the activity of ensuring conformance to requirements and
taking corrective action when necessary to correct problems
• Importance
– Daily management of processes
– Prerequisite to longer-term improvements
• Quality Policy and Quality Manual
– Contract management, design control and purchasing
– Process control, inspection and testing
– Corrective action and continual improvement
– Controlling inspection, measuring and test equipment
(metrology, measurement system analysis and
calibration)
– Records, documentation and audits
7
8. Moving From Inspection To
Process Control
Process control now become problem solving for
continuous improvement, moving from inspection to
process control take place in step or phases:
• Process characterization (definition, requirement
and identification)
• Develop standard and measures of out put
• Monitor compliance to standards and review
control
• Identify and remove causes of defects or
variations
• Achievement of process control with improved
stability and reduced variation 8
9. Statistical Process Control (SPC)
• A methodology for monitoring a process to
identify special causes of variation and
signal the need to take corrective action
when appropriate
• SPC relies on control charts
9
10. Basic Approach To Statistical
Quality Control
Identifying any deviation between what “should be” and
what “is” that is important enough to need correcting. The
activity associated with changing the state of what “is” to
what “should be” contains the following steps:
• Awareness that a problem exists.
• Determine the specific problem to be solved
• Diagnose the causes of the problem
• Determine and implement remedies to solve
problem
• Implement control to hold the gains achieved by
solution
10
11. Tools for statistical Quality Control
The basic techniques are
(1) Data Collection
Establish Metric of statistical control,
Monitor a process and signal when it goes out of control,
Determine process capability
(2) Data Display :
(After data are collected, they can be converted into
a variety of form for display and analysis)
(3) Problem analysis:
(The cause-and-effect diagram, sometime know as the
“fishbone”or Ishikawa diagram, it is an excellent tool for organizing
and documenting potential causes of problem in all area and at all
level in the organization. As a brainstorming device, it is a good way
to stimulate ideas during problem solving meeting.)
11
12. Pareto Analysis
Any cause that result from a multiplicity of
effects is primarily the result of the impact
of minor percentage of all causes. this
technique is similar to the “80-20” rule.
12
13. Manufacturing To Specification vs.
Manufacturing To Reduce Variations
Common causes of variation include:
1. Material balance disturbances
2. Energy balance changes
3. Process instabilities
4. Equipment failure and wear
5. Poor control loop performance
13
14. Process Control In Service Industries
The service process is more difficult to
control because quality is typically
measured at the customer interface, final
inspection will always be a part of the
process; the customer serves as the
inspector.
SPC can be used to measure consistency of
service and determine causes of
deterioration the from prescribed standards
and the causes of variation.
14
15. Process Control For Internal
Services
• The general manager was committed to
internal as well as external quality. In
support of this commitment, the following
policy was adopted, widely disseminated,
and implemented through excellent plus
groups: excellence Plus Commitment
15
16. Quality Function Deployment
marketing Design Production Usage
Marketing Design Planning Shipping
R&D Trial Production Purchase Usage
Planning Inspection Production Service
Inspection
16
17. House of Quality
Interrelationships Customer
6 requirement
priorities
7. Technical requirements
1.Voice of 3
5.Relationship
the
matrix
customer 4
2. Prioritize 8.Technical requirement
and Competitive
priorities
weight evaluation
17
18. Quality Function Deployment
technical
requirements
component
characteristics
process
operations
quality plan
18
19. Market Research
Market Research
Customer characteristics
Customer characteristics
Quality
Competitive Evaluation
Competitive Evaluation Function
Engineering characteristics
Customer match
Deployment
Design process
Design process
Parts characteristics
Parts characteristics
Process operation
Process operation
Process Flows
Process Flows
Production planning
Production planning
Production
Production
Product
Product
team Feedback 19
20. Benefits of Just-In-Time
• Reduction of direct and indirect labor by eliminating
extraneous activities
• Reduction of floor space and warehouse space per unit of
output
• Reduction of setup time and schedule delays as the factory
becomes a continuous production process
• Reduction of waste, rejects, and rework by detecting errors
at the source
• Reduction of lead time due to small lot sizes, so that
downstream work centers provide feedback on quality
problems
• Better utilization of machines and facilities
• Better relations with suppliers
• Better plant layout
• Better integration of and communication between
functions such as marketing, purchasing, design, and
20
production
21. The Human Side Of Process Control
Attention to the human resource dimension
provides a basis for signification improvement in
job development, job satisfaction, training, and
morale. Suggested actions to improve the change
include:
• Like all major change, top management support is
essential.
• Change the focus from production volume to
quality, from speed to flow, from execution to task
design, from performing to learning.
• Invest in training, a necessary prerequisite.
21