The document discusses Total Quality Management (TQM) and provides definitions of quality from different perspectives. It then discusses what TQM is, noting that it is a philosophy and set of principles for continuously improving an organization through quantitative methods and human resources to exceed customer needs. The rest of the document discusses the history and development of TQM, including key figures like Deming, Juran, Ishikawa, Taguchi, and Shingo who helped develop concepts in Japan in response to ideas brought by Americans after World War II. It also discusses tools like the Ishikawa diagram and key principles promoted by Deming and others.
Total Quality Management (TQM) is a management approach focused on meeting customer needs and improving processes. The document discusses the history and key thinkers in TQM, including Deming, Juran, Ishikawa, and Crosby. It also covers the Baldrige National Quality Program established in 1987 to recognize excellence through criteria in leadership, strategic planning, customer/market focus, information/analysis, human resources, process management and business results. The Baldrige Award has become a standard for quality excellence pursued by many large corporations.
The document provides an overview of Total Quality Management (TQM), including:
I. Definitions of quality from different perspectives such as customer-based, manufacturing-based, and value-based.
II. TQM is defined as a philosophy and set of principles for continuous organizational improvement through quantitative methods and human resources to exceed customer needs.
III. TQM evolved from influences such as guilds, the industrial revolution, World War II, and the work of quality gurus in the post-war era like Deming, Juran, Ishikawa and Shingo who helped popularize concepts in Japan and the West.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced TQM's development include Deming, Juran, Feigenbaum, Ishikawa, Taguchi and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs and expectations.
The ICH guidelines for stability testing define what information must be provided at the
time of applying to register a new drug molecule. These guidelines were first adopted in
1993. After revision and updation, the current version in use called Q1A(R2) has been
adopted since 2003. This guideline harmonizes the drug registration process for all drugs in
the USA, Japan, and the EU. This means a drug registered in one of these regions will not
require repeated stability testing when to be sold in any of the other two regions.
Stability testing is important because drug products must be stable when administered
to patients. If an unstable product degrades into toxic metabolites, or if the activity of the
drug reduces below 85% of the label claim, there can be serious therapy failures that may
even result in death. Stability testing also provides data to choose the formulation
parameters, excipients, and the right container-closure system to ensure safe and effective
quality products that retain activity throughout the shelf life.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced Japan include Americans like Deming, Juran, and Feigenbaum as well as Japanese figures like Ishikawa, Taguchi, and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs now and in the future.
This document provides an overview of Total Quality Management (TQM) through summarizing key chapters from the book "Total Quality Management" by Joel E. Ross. It discusses the origins and development of TQM, from medieval guilds to modern quality gurus like Deming, Juran, Ishikawa and Crosby. It also summarizes the Baldrige National Quality Program criteria used to evaluate organizations and drive improvement through assessment. TQM aims to manage all parts of an organization to meet customer needs and achieve excellence through a prevention-focused, data-driven approach to quality.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These gurus include Deming, Juran, and Feigenbaum from the US who went to Japan in the 1950s, as well as Japanese quality leaders like Ishikawa, Taguchi, and Shingo who further developed new approaches in response. The document also examines different definitions of quality and explains the meaning and components of TQM.
Total Quality Management - Introduction Chapter 01AnumWasim2
This document provides an overview of Total Quality Management (TQM). It defines quality from different perspectives such as customer-based, manufacturing-based, and value-based. TQM aims to enhance traditional business practices by focusing on quality, with an emphasis on meeting customer expectations. The document traces the origins and development of TQM, including the contributions of quality gurus like Deming, Juran, Ishikawa, and Crosby. It also discusses how American businesses adopted TQM approaches in response to quality competition from Japanese manufacturers starting in the 1980s. Key principles of TQM include top management commitment, customer focus, continuous improvement, and treating suppliers as partners.
Total Quality Management (TQM) is a management approach focused on meeting customer needs and improving processes. The document discusses the history and key thinkers in TQM, including Deming, Juran, Ishikawa, and Crosby. It also covers the Baldrige National Quality Program established in 1987 to recognize excellence through criteria in leadership, strategic planning, customer/market focus, information/analysis, human resources, process management and business results. The Baldrige Award has become a standard for quality excellence pursued by many large corporations.
The document provides an overview of Total Quality Management (TQM), including:
I. Definitions of quality from different perspectives such as customer-based, manufacturing-based, and value-based.
II. TQM is defined as a philosophy and set of principles for continuous organizational improvement through quantitative methods and human resources to exceed customer needs.
III. TQM evolved from influences such as guilds, the industrial revolution, World War II, and the work of quality gurus in the post-war era like Deming, Juran, Ishikawa and Shingo who helped popularize concepts in Japan and the West.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced TQM's development include Deming, Juran, Feigenbaum, Ishikawa, Taguchi and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs and expectations.
The ICH guidelines for stability testing define what information must be provided at the
time of applying to register a new drug molecule. These guidelines were first adopted in
1993. After revision and updation, the current version in use called Q1A(R2) has been
adopted since 2003. This guideline harmonizes the drug registration process for all drugs in
the USA, Japan, and the EU. This means a drug registered in one of these regions will not
require repeated stability testing when to be sold in any of the other two regions.
Stability testing is important because drug products must be stable when administered
to patients. If an unstable product degrades into toxic metabolites, or if the activity of the
drug reduces below 85% of the label claim, there can be serious therapy failures that may
even result in death. Stability testing also provides data to choose the formulation
parameters, excipients, and the right container-closure system to ensure safe and effective
quality products that retain activity throughout the shelf life.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced Japan include Americans like Deming, Juran, and Feigenbaum as well as Japanese figures like Ishikawa, Taguchi, and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs now and in the future.
This document provides an overview of Total Quality Management (TQM) through summarizing key chapters from the book "Total Quality Management" by Joel E. Ross. It discusses the origins and development of TQM, from medieval guilds to modern quality gurus like Deming, Juran, Ishikawa and Crosby. It also summarizes the Baldrige National Quality Program criteria used to evaluate organizations and drive improvement through assessment. TQM aims to manage all parts of an organization to meet customer needs and achieve excellence through a prevention-focused, data-driven approach to quality.
The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These gurus include Deming, Juran, and Feigenbaum from the US who went to Japan in the 1950s, as well as Japanese quality leaders like Ishikawa, Taguchi, and Shingo who further developed new approaches in response. The document also examines different definitions of quality and explains the meaning and components of TQM.
Total Quality Management - Introduction Chapter 01AnumWasim2
This document provides an overview of Total Quality Management (TQM). It defines quality from different perspectives such as customer-based, manufacturing-based, and value-based. TQM aims to enhance traditional business practices by focusing on quality, with an emphasis on meeting customer expectations. The document traces the origins and development of TQM, including the contributions of quality gurus like Deming, Juran, Ishikawa, and Crosby. It also discusses how American businesses adopted TQM approaches in response to quality competition from Japanese manufacturers starting in the 1980s. Key principles of TQM include top management commitment, customer focus, continuous improvement, and treating suppliers as partners.
This document discusses the origins and evolution of total quality management (TQM). It begins by describing how quality inspection methods first emerged during World War I to address poor manufacturing quality. Statistical process control was developed in the 1920s. After World War II, W. Edwards Deming introduced statistical quality control methods to Japanese manufacturers, laying the foundations for Japan's post-war economic growth. By the 1970s, the concept of TQM emerged, involving all employees in quality management. While the term "TQM" faded in the 1990s, its practices continue and quality management has expanded beyond manufacturing.
The document discusses the history and concepts of quality management. It traces the evolution of total quality management (TQM) from its origins in Japan after World War II to its adoption in other countries. Some key aspects covered include Deming's statistical quality control methods, the emphasis of TQM on customer satisfaction over profits, and how the 1991 economic reforms in India increased competition and the need for quality. The document also defines quality, outlines the principles and benefits of TQM, and describes factors such as dimensions, requirements, and evolution of quality.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and management principles, TQM can benefit organizations through improved competitiveness, productivity, profits, and customer loyalty.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and organizational culture change, TQM can benefit organizations through increased competitiveness, productivity, customer loyalty, and profits.
This document provides an overview of quality management and total quality management (TQM). It defines quality and TQM, discusses the history and implementation of TQM. It also outlines several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional quality management topics for further reading.
The document discusses the evolution of quality management from early manufacturing practices to modern total quality management approaches. It traces major developments such as the introduction of statistical process control in the 1920s by Shewhart and Deming and the popularization of quality practices in Japan in the 1940s-1950s with the help of quality experts like Juran and Deming. Total quality management became a central philosophy starting in the late 1970s and quality standards like ISO 9000 were established in the 1980s. The document also profiles several influential quality management thinkers and their key contributions.
The document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM aims to satisfy customer needs, enable employee problem-solving, eliminate waste, prevent defects, pursue continuous improvement, and ensure safety. It originated from ideas developed in the 1920s-1950s and was further advanced in Japan. TQM focuses on quality in all aspects of an organization through a customer-centric approach, employee involvement, and continuous improvement processes. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication.
This document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM refers to satisfying customer needs, enabling employees to solve problems, eliminating waste, and preventing defects through continuous improvement and ensuring safety. The history of TQM traces back to the 1920s with the development of statistical analysis methods and Deming's work teaching quality control techniques to Japanese businesses in the 1950s. TQM follows the PDCA cycle of planning, doing, checking, and acting. Its principles include a focus on customers, employee involvement, a process-centered approach, and continuous improvement. Key elements that enable successful TQM implementation are ethics, integrity, trust, training
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
HISTORY OF TOTAL QUALITY MANAGEMENT AND THE DEMING PHILOSOPHY_RICHARD MAGBATO...RichardMagbatoc1
The document provides a history of total quality management (TQM) and an overview of William Edwards Deming's philosophy on quality management. It discusses how TQM originated from statistical quality control methods developed in the 1920s and was further advanced in Japan under American advisors like Deming. Deming emphasized continuous process improvement and eliminating variation to produce high quality products. The document also outlines Deming's famous "14 Points" for quality management, which focus on building customer awareness, reducing variation, and fostering constant improvement.
Course outline Introduction to QualityMarie Graves
This document provides an overview of an Introduction to Quality course taught by Marie A. Graves. The course covers the history of quality, definitions of quality, quality management systems like ISO 9001 and Six Sigma, measuring quality, and key performance indicators. It includes the course outline, slides from lessons, and a test to assess student learning. The goal is to teach students basic concepts of quality and how quality is implemented in business operations.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
This document provides an overview of the evolution of total quality management (TQM). It discusses definitions of quality, key quality thinkers like Deming and Juran, and the historical development of quality approaches. The Japanese adoption of quality principles in the 1950s led to their economic rise over American companies. This prompted the development of TQM, which integrates quality principles throughout management systems. The document outlines Deming's 14 points and Juran's quality trilogy, which were influential quality frameworks.
1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
The document discusses concepts related to quality management. It begins with defining total quality management as applying quantitative methods and human resources to improve all processes within an organization. It then discusses dimensions of quality like performance, features, conformance, reliability, and more. The evolution of quality control is summarized, from individual craftsmanship to separate quality departments and statistical process control. Key contributors to quality concepts like Deming, Juran, and Taguchi are mentioned. Modern quality management focuses on continuous small improvements, team approaches, and total quality management with everyone responsible for quality. Quality by design aims to ensure quality is inherent in products and processes from the start. Control of purchased products includes evaluating suppliers, verifying capacity, and developing sources through
This document provides an overview of total quality management (TQM) concepts. It discusses key terms like quality, customer, and product. It outlines the historical evolution of quality management, including contributions from thinkers like Deming, Juran, Ishikawa and Ohno. Deming's 14 points for management and Juran's quality trilogy are summarized. Major quality concepts are also defined, such as the balanced scorecard, ISO standards, just-in-time, kaizen, quality circles, and six sigma. The document provides context and definitions to introduce readers to foundational TQM principles and philosophies.
This document provides an overview of the evolution of total quality management (TQM). It discusses key thinkers who influenced quality such as Deming, Juran, Ishikawa and others. Their work in Japan after World War II helped Japanese companies greatly improve quality and outcompete American manufacturers. This led American companies to adopt quality practices in the 1980s. The document also outlines major TQM concepts like Deming's 14 points, Juran's quality trilogy, ISO standards, just-in-time, kaizen, quality circles, and six sigma. Overall, it traces the history and development of the TQM movement from early industrialization to its widespread adoption globally.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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This document discusses the origins and evolution of total quality management (TQM). It begins by describing how quality inspection methods first emerged during World War I to address poor manufacturing quality. Statistical process control was developed in the 1920s. After World War II, W. Edwards Deming introduced statistical quality control methods to Japanese manufacturers, laying the foundations for Japan's post-war economic growth. By the 1970s, the concept of TQM emerged, involving all employees in quality management. While the term "TQM" faded in the 1990s, its practices continue and quality management has expanded beyond manufacturing.
The document discusses the history and concepts of quality management. It traces the evolution of total quality management (TQM) from its origins in Japan after World War II to its adoption in other countries. Some key aspects covered include Deming's statistical quality control methods, the emphasis of TQM on customer satisfaction over profits, and how the 1991 economic reforms in India increased competition and the need for quality. The document also defines quality, outlines the principles and benefits of TQM, and describes factors such as dimensions, requirements, and evolution of quality.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and management principles, TQM can benefit organizations through improved competitiveness, productivity, profits, and customer loyalty.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and organizational culture change, TQM can benefit organizations through increased competitiveness, productivity, customer loyalty, and profits.
This document provides an overview of quality management and total quality management (TQM). It defines quality and TQM, discusses the history and implementation of TQM. It also outlines several quality management tools, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional quality management topics for further reading.
The document discusses the evolution of quality management from early manufacturing practices to modern total quality management approaches. It traces major developments such as the introduction of statistical process control in the 1920s by Shewhart and Deming and the popularization of quality practices in Japan in the 1940s-1950s with the help of quality experts like Juran and Deming. Total quality management became a central philosophy starting in the late 1970s and quality standards like ISO 9000 were established in the 1980s. The document also profiles several influential quality management thinkers and their key contributions.
The document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM aims to satisfy customer needs, enable employee problem-solving, eliminate waste, prevent defects, pursue continuous improvement, and ensure safety. It originated from ideas developed in the 1920s-1950s and was further advanced in Japan. TQM focuses on quality in all aspects of an organization through a customer-centric approach, employee involvement, and continuous improvement processes. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication.
This document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM refers to satisfying customer needs, enabling employees to solve problems, eliminating waste, and preventing defects through continuous improvement and ensuring safety. The history of TQM traces back to the 1920s with the development of statistical analysis methods and Deming's work teaching quality control techniques to Japanese businesses in the 1950s. TQM follows the PDCA cycle of planning, doing, checking, and acting. Its principles include a focus on customers, employee involvement, a process-centered approach, and continuous improvement. Key elements that enable successful TQM implementation are ethics, integrity, trust, training
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
HISTORY OF TOTAL QUALITY MANAGEMENT AND THE DEMING PHILOSOPHY_RICHARD MAGBATO...RichardMagbatoc1
The document provides a history of total quality management (TQM) and an overview of William Edwards Deming's philosophy on quality management. It discusses how TQM originated from statistical quality control methods developed in the 1920s and was further advanced in Japan under American advisors like Deming. Deming emphasized continuous process improvement and eliminating variation to produce high quality products. The document also outlines Deming's famous "14 Points" for quality management, which focus on building customer awareness, reducing variation, and fostering constant improvement.
Course outline Introduction to QualityMarie Graves
This document provides an overview of an Introduction to Quality course taught by Marie A. Graves. The course covers the history of quality, definitions of quality, quality management systems like ISO 9001 and Six Sigma, measuring quality, and key performance indicators. It includes the course outline, slides from lessons, and a test to assess student learning. The goal is to teach students basic concepts of quality and how quality is implemented in business operations.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
This document provides an overview of the evolution of total quality management (TQM). It discusses definitions of quality, key quality thinkers like Deming and Juran, and the historical development of quality approaches. The Japanese adoption of quality principles in the 1950s led to their economic rise over American companies. This prompted the development of TQM, which integrates quality principles throughout management systems. The document outlines Deming's 14 points and Juran's quality trilogy, which were influential quality frameworks.
1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
The document discusses concepts related to quality management. It begins with defining total quality management as applying quantitative methods and human resources to improve all processes within an organization. It then discusses dimensions of quality like performance, features, conformance, reliability, and more. The evolution of quality control is summarized, from individual craftsmanship to separate quality departments and statistical process control. Key contributors to quality concepts like Deming, Juran, and Taguchi are mentioned. Modern quality management focuses on continuous small improvements, team approaches, and total quality management with everyone responsible for quality. Quality by design aims to ensure quality is inherent in products and processes from the start. Control of purchased products includes evaluating suppliers, verifying capacity, and developing sources through
This document provides an overview of total quality management (TQM) concepts. It discusses key terms like quality, customer, and product. It outlines the historical evolution of quality management, including contributions from thinkers like Deming, Juran, Ishikawa and Ohno. Deming's 14 points for management and Juran's quality trilogy are summarized. Major quality concepts are also defined, such as the balanced scorecard, ISO standards, just-in-time, kaizen, quality circles, and six sigma. The document provides context and definitions to introduce readers to foundational TQM principles and philosophies.
This document provides an overview of the evolution of total quality management (TQM). It discusses key thinkers who influenced quality such as Deming, Juran, Ishikawa and others. Their work in Japan after World War II helped Japanese companies greatly improve quality and outcompete American manufacturers. This led American companies to adopt quality practices in the 1980s. The document also outlines major TQM concepts like Deming's 14 points, Juran's quality trilogy, ISO standards, just-in-time, kaizen, quality circles, and six sigma. Overall, it traces the history and development of the TQM movement from early industrialization to its widespread adoption globally.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
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2. Definitions of Quality
Quality means different to different people:
1. Customer-Based: Fitness for use, meeting customer
expectations.
2. Manufacturing-Based: Conforming to design, specifications,
or requirements. Having no defects.
3. Product-Based: The product has something that other
similar products do not that adds value.
4. Value-Based: The product is the best combination of price
and features.
5. Transcendent: It is not clear what it is, but it is something
good...
3. Total Quality Management (TQM)
Quality means different to different people. There are five ways of looking at quality definitions
I. Transcendent Definition:
"Quality is neither mind nor matter, but a third entity independent of the two…even through Quality
cannot be defined, you know what it is."
II. Product-Based Definition:
"Quality refers to the amounts of the unpriced attributes contained in each unit of the priced attribute.
"
III. User-Based Definition:
"Quality is fitness for use." (J.M. Juran, ed., Quality Control Handbook, p2).
IV. Manufacturing-Based Definition:
"Quality [means] conformance to requirements." "Quality is the degree to which a specific product
conforms to a design or specification."
V. Value-Based Definition:
"Quality means best for certain customer conditions. These conditions are (a) the actual use and (b) the
selling price of the product."
4. What is TQM?
▪ TQM is the enhancement to the traditional way of doing
business.
▪ It is a proven technique to guarantee survival in the world-
class competition.
▪ TQM is for the most part common sense.
▪ Analyzing three words (TQM), we have:
Total—Made up of the whole
Quality—Degree of excellence a product or service provides
Management—Act, art, or manner of handling, controlling,
directing, etc.
▪ Therefore TQM is the art of managing the whole to achieve
the excellence.
5. What is TQM? (Continued)
▪ TQM is defined as both philosophy and a set of guiding
principles that represents the foundation of a continuously
improving organization.
▪ It is the application of quantitative methods and human
resources to improve all the processes within an
organization and exceed customer needs now and in future.
▪ TQM integrates fundamental management techniques,
existing improvement efforts, and technical tools under
disciplined approach.
6. Total Quality Management (TQM)
In trying to define TQM is it is well worth considering the relevance and meaning of
the three words in it's title.:
Total - The responsibility for achieving Quality rests with everyone a business no
matter what their function. It recognizes the necessity to develop processes across
the business, that together lead to the reliable delivery of exact, agreed customer
requirements. This will achieve the most competitive cost position and a higher
return on investment.
Quality - The prime task of any business is to understand the needs of the customer,
then deliver the product or service at the agreed time, place and price, on every
occasion. This will retain current customers, assist in acquiring new ones and lead
to a subsequent increase in market share.
Management - Top management lead the drive to achieve quality for customers,
by communicating the business vision and values to all employees; ensuring the
right business processes are in place; introducing and maintaining a continuous
improvement culture.
7. Total Quality Management (TQM)
Antecedents of Modern Quality Management
▪ Guilds of Medieval Europe
(From the end of 13th
Century to Early 19th
Century)
▪ The Industrial Revolution
(From the end of 17th
Century to 1800s)
▪ The World War II
(From 1938 to 1945)
▪ Post World War Era
(After 1945)
8. Total Quality Management (TQM)
Guilds of Medieval Europe
(From the end of 13th
Century to Early 19th
Century)
9. Total Quality Management (TQM)
Guilds of Medieval Europe
(From the end of 13th
Century to Early 19th
Century)
10. Total Quality Management (TQM)
Antecedents of Modern Quality Management
The Industrial Revolution
(From the end of 17th
Century to 1800s)
▪ Craftsmanship
▪ The Factory System
▪ The Taylor System
13. Total Quality Management (TQM)
Post World War II
The Birth of Total Quality Management
The birth of the Total Quality Control in US was in direct response to a quality
revolution in Japan following WW-II as Japanese manufacturers converted from
Producing Military Goods for internal use to producing civilian goods for trade.
At first Japan had a widely held reputation for shoddy exports, and their goods
were shunned by international markets. This led Japanese organizations to
explore new ways of thinking about quality.
And from here starts the era of “Quality Gurus”!
14. Total Quality Management (TQM)
What is a quality guru?
▪ A guru, by definition, is a good person, a wise person
and a teacher.
▪ A quality guru should be all of these, plus have a
concept and approach to quality within business that
has made a major and lasting impact.
▪ These gurus have done, and continue to do, that, in
some cases, even after their death.
15. The Era of Quality Gurus
There have been three groups of gurus since the 1940’s:
Early 1950’s: Americans who took the messages of quality to
Japan
Late 1950’s: Japanese who developed new concepts in
response to the Americans
1970’s-1980’s: Western gurus who followed the Japanese
industrial success
16. Total Quality Management (TQM)
J. Edward Deming Joseph M. Juran
The Americans who went to Japan:
Armand V Feigenbaum
17. Total Quality Management (TQM)
Joseph Juran
Juran is a founder of the Juran Institute in Wilton, Connecticut.
He promoted the concept known as Business Process Quality,
which is a technique of Cross-Functional Quality Improvement.
He was invited to Japan in 1954 by the Union of Japanese
Scientists and Engineers (JUSE)
He predicted the quality of Japanese goods would overtake
the quality of goods produced in US by Mid-1970s because of
Japan’s revolutionary rate of quality improvement
18. Total Quality Management (TQM)
W. Edward Deming
Deming, who had become frustrated with American managers when most programs of statistical
quality control were terminated once the war and government contracts came to an end, was
invited to Japan in 1954 by the Union of Japanese Scientists and Engineers (JUSE).
Deming was the main figure in popularizing quality control in Japan and regarded as national hero in
that country.
He believes that quality must be built I into the product at all stages in order to achieve a high level
of excellence.
His thoughts were highly influenced by Walter Shwartz who was the proponent of Statistical Quality
Control (SQC). He views statistics as a management tool and relies on statistical process control as
means in managing variations in a process.
19. Total Quality Management (TQM)
W Edwards Deming placed great importance and responsibility on management, at both the individual and
company level, believing management to be responsible for 94% of quality problems. His fourteen point
plan is a complete philosophy of management, that can be applied to small or large organizations in the
public, private or service sectors:
1. Create constancy of purpose towards improvement of product and service
2. Adopt the new philosophy. We can no longer live with commonly accepted levels of delay, mistakes
and defective workmanship
3. Cease dependence on mass inspection. Instead, require statistical evidence that quality is built in
4. End the practice of awarding business on the basis of price
5. Find problems. It is management’s job to work continually on the system
6. Institute modern methods of training on the job
7. Institute modern methods of supervision of production workers, The responsibility of foremen must
be changed from numbers to quality
8. Drive out fear, so that everyone may work effectively for the company
9. Break down barriers between departments
10. Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without provid
methods
11. Eliminate work standards that prescribe numerical quotas
12. Remove barriers that stand between the hourly worker and their right to pride of workmanship
13. Institute a vigorous program of education and retraining
14. Create a structure in top management that will push on the above points every day
20. Total Quality Management (TQM)
Armand V Feigenbaum was the originator of “total
quality control”, often referred to as total quality.
He defined it as:
“An effective system for integrating quality
development, quality maintenance and quality
improvement efforts of the various groups within an
organization, so as to enable production and
service at the most economical levels that allow full
customer satisfaction”.
He saw it as a business method and proposed three steps to
quality:
• Quality leadership
• Modern quality technology
• Organisational commitment
21. Total Quality Management (TQM)
Japanese who developed new concepts in response to the Americans
Dr Kaoru Ishikawa Dr Genichi Taguchi Shigeo Shingo
22. Dr Kaoru Ishikawa made many contributions to quality, the most noteworthy being his total
quality viewpoint, company wide quality control, his emphasis on the human side of quality,
the Ishikawa diagram and the assembly and use of the “seven basic tools of quality”:
– Pareto analysis which are the big problems?
– Cause and effect diagrams what causes the problems?
– Stratification how is the data made up?
– Check sheets how often it occurs or is done?
– Histograms what do overall variations look
like?
– Scatter charts what are the relationships
between factors?
– Process control charts which variations to control and
how?
23. Total Quality Management (TQM)
Ishikawa Diagram (Cause & Effects Diagram)
Also known as Fishbone Analysis
24. Total Quality Management (TQM)
Shigeo Shingo
Shingo is strongly associated with Just-in-Time manufacturing,
and was the inventor of the single minute exchange of die
(SMED) system, in which set up times are reduced from
hours to minutes, and the Poka-Yoke (mistake proofing)
system.
In Poka Yoke, defects are examined, the production system
stopped and immediate feedback given so that the root
causes of the problem may be identified and prevented
from occurring again.
26. Total Quality Management (TQM)
Dr Genichi Taguchi
Taguchi believed it is preferable to design product that is robust
or insensitive to variation in the manufacturing process, rather
than attempt to control all the many variations during actual
manufacture.
“Taguchi methodology” is fundamentally a prototyping method
that enables the designer to identify the optimal settings to
produce a robust product that can survive manufacturing time
after time, piece after piece, and provide what the customer
wants.
27. Total Quality Management (TQM)
Western gurus who followed the Japanese industrial success
Philip B Crosby Tom Peters
28. Total Quality Management (TQM)
Philip B Crosby
Crosby is known for the concepts of “Quality is Free” and “Zero
Defects”, and his quality improvement process is based on his four
absolutes of quality:
– Quality is conformance to requirements
– The system of quality is prevention
– The performance standard is zero defect
– The measurement of quality is the price of non-
conformance
29. Total Quality Management (TQM)
Tom Peters
Tom Peters identified leadership as being central to the quality
improvement process, discarding the word “Management” for
“Leadership”. The new role is of a facilitator, and the basis is “Managing by
walking about” (MBWA), enabling the leader to keep in touch with
customers, innovation and people, the three main areas in the pursuit of
excellence.
He believes that, as the effective leader walks, at least 3 major activities are
happening:
– Listening suggests caring
– Teaching values are transmitted
– Facilitating able to give on-the-spot help
30. The Trends Accelerating Use of TQM: 1970s the era of Hue & Cry!
“If Japan Can… Why Can’t We?”
▪ At first U.S. manufacturers held onto to their assumption that Japanese
success was price-related, and thus responded to Japanese competition
with strategies aimed at reducing domestic production costs and
restricting imports.
▪ This, of course, did nothing to improve American competitiveness in
quality.
▪ As years passed, price competition declined while quality competition
continued to increase.
▪ By the end of the 1970s, the American quality crisis reached major
proportions, attracting attention from national legislators,
administrators and the media.
▪ A 1980 NBC-TV News special report, “If Japan Can… Why Can’t We?”
highlighted how Japan had captured the world auto and electronics
markets. Finally, U.S. organizations began to listen.
31. The American Response
The US Business Community Wakes up in 1980s from Deep Slumber
▪ The chief executive officers of major U.S. corporations
stepped forward to provide personal leadership in the
quality movement.
▪ The U.S. response, emphasizing not only statistics but
approaches that embraced the entire organization,
became known as Total Quality Management (TQM).
▪ Several other quality initiatives followed. The ISO 9000
series of quality-management standards, for example,
were published in 1987.
32. Total Quality Management (TQM)
The American Response
The US Business Community Wakes up in 1980s from Deep Slumber
Several other quality initiatives followed. The ISO 9000 series of quality-management
standards, for example, were published in 1987. The Baldrige National Quality Program and
Malcolm Baldrige National Quality Award were established by the U.S. Congress the same
year. American companies were at first slow to adopt the standards but eventually came on
board.
▪ The major rationale behind establishment of this law was intense foreign competition
especially from Japan.
▪ The award has set a national standard for quality, and hundreds of major corporations used
the criteria in application form as a basic management guide for quality improvement
programs.
▪ Meeting criteria is not an easy matter. A perfect score is 1000
33. Examination Categories/Items _____ Point Values
1.0 Leadership 95
1.1 Senior Executive Leadership 45
1.2 Management for quality 25
1.3 Public Responsibility and corporate citizenship 25
2.0 Information and Analysis 75
2.1 Scope and management of quality and performance data 15
information.
2.2 Competitive comparisons and benchmarking 20
2.3 Analysis and uses of company-level data 40
3.0 Strategic Quality Planning 60
3.1 Strategic quality and company performance planning process 35
3.2 Quality performance plans 25
Baldrige Award Points Scale
34. Total Quality Management (TQM)
Why Apply for Baldrige Award?
We applied for the Award, not with the idea of winning, but with the goal of
receiving the evaluation of the Baldrige Examiners. That evaluation was
comprehensive, professional, and insightful...making it perhaps the most
cost-effective, value-added business consultation available anywhere in
the world today.
Bob Barnett
Executive Vice President
Motorola, Inc.
2003 Baldrige Award Ceremony
35. Total Quality Management (TQM)
TQM Beyond 2000
As the 21st century begins, the quality movement has matured. The new quality systems
have evolved beyond the foundations laid by Deming, Juran and the early Japanese
practitioners of quality
– In 2000 the ISO 9000 series of quality management standards was revised to increase
emphasis on customer satisfaction. Sector-specific versions of the ISO 9000 series of
quality management standards were developed for such industries as automotive
(QS-9000), aerospace (AS9000) and telecommunications (TL 9000 and ISO/TS 16949) and
for environmental management (ISO 14000).
– Six Sigma, a methodology developed by Motorola to improve its business processes by
minimizing defects, evolved into an organizational approach that achieved
breakthroughs – and significant bottom-line results. When Motorola received a Baldrige
Award in 1988, it shared its quality practices, like Toyota Motor Corporation, with others.
36. Total Quality Management (TQM)
– Quality function deployment was developed by Yoji Akao
as a process for focusing on customer wants or needs in
the design or redesign of a product or service.
– Quality has moved beyond the manufacturing sector into
such areas service, healthcare, education and government.
– The Malcom Baldridge National Quality Award has added
education and healthcare to its original categories:
manufacturing, small business and service. Many
advocates are pressing for the adoption of a “nonprofit
organization” category as well.