Total quality management (TQM) focuses on continuously improving processes and customer satisfaction. It involves management commitment, a focus on customers and facts, continuous improvement, and participation from all employees. The document discusses TQM principles, elements, tools like benchmarking and Kaizen, and how TQM was implemented at Rashtriya Ispat Nigam Limited (RINL), an Indian steel company. RINL saw tangible benefits from TQM like increased sales and productivity, reduced costs, defects, and accidents.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. Companies that successfully implement TQM strive for customer and employee satisfaction, continuous improvement, and data-driven decision making.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, training, teamwork and leadership. Successful TQM companies strive for customer and employee satisfaction through measurement, employee involvement, communication and continuous improvement.
Introduction to Total Quality Management[TQM]SM Parvej Islam
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
The document discusses the basics of quality management systems including definitions of quality, total quality management, ISO standards, quality management principles, benefits of certification, and key aspects of establishing a quality management system such as developing processes, auditing performance, and continually reviewing and improving the system. It provides an overview of quality management concepts, standards, and implementation.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
This document outlines the syllabus for a course on total quality management. It covers 5 units: introduction to quality management principles and concepts, TQM principles, TQM tools and techniques, quality systems, and TQM implementation. Key topics include the evolution of quality management, definitions of quality, dimensions of product and service quality, the contributions of quality gurus like Deming and Juran, TQM frameworks, principles, tools, quality systems like ISO, and implementing TQM in manufacturing and services.
This document discusses concepts related to Total Quality Management (TQM). It defines TQM and lists some key concepts, including quality control, quality assurance, and quality management. It discusses TQM gurus like Shewhart, Deming, Juran, and Ishikawa. It outlines 10 mantras and principles of TQM, including customer orientation, leadership commitment, and continuous improvement. The document also describes various TQM models, implementation approaches, and how TQM can be applied to construction projects.
This document discusses key aspects of quality management in the pharmaceutical industry. It begins by defining quality management as a process that ensures quality throughout a product's lifecycle. It then outlines three main components: quality planning, quality control, and quality assurance. Quality planning involves setting goals and standards. Quality control inspects products for defects. Quality assurance reviews processes to prevent errors. The document also discusses quality improvement, total quality management (TQM), and principles of continuous improvement. TQM aims to achieve excellence through customer focus, employee involvement, and ongoing process refinement.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. Companies that successfully implement TQM strive for customer and employee satisfaction, continuous improvement, and data-driven decision making.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, training, teamwork and leadership. Successful TQM companies strive for customer and employee satisfaction through measurement, employee involvement, communication and continuous improvement.
Introduction to Total Quality Management[TQM]SM Parvej Islam
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
The document discusses the basics of quality management systems including definitions of quality, total quality management, ISO standards, quality management principles, benefits of certification, and key aspects of establishing a quality management system such as developing processes, auditing performance, and continually reviewing and improving the system. It provides an overview of quality management concepts, standards, and implementation.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
This document outlines the syllabus for a course on total quality management. It covers 5 units: introduction to quality management principles and concepts, TQM principles, TQM tools and techniques, quality systems, and TQM implementation. Key topics include the evolution of quality management, definitions of quality, dimensions of product and service quality, the contributions of quality gurus like Deming and Juran, TQM frameworks, principles, tools, quality systems like ISO, and implementing TQM in manufacturing and services.
This document discusses concepts related to Total Quality Management (TQM). It defines TQM and lists some key concepts, including quality control, quality assurance, and quality management. It discusses TQM gurus like Shewhart, Deming, Juran, and Ishikawa. It outlines 10 mantras and principles of TQM, including customer orientation, leadership commitment, and continuous improvement. The document also describes various TQM models, implementation approaches, and how TQM can be applied to construction projects.
This document discusses key aspects of quality management in the pharmaceutical industry. It begins by defining quality management as a process that ensures quality throughout a product's lifecycle. It then outlines three main components: quality planning, quality control, and quality assurance. Quality planning involves setting goals and standards. Quality control inspects products for defects. Quality assurance reviews processes to prevent errors. The document also discusses quality improvement, total quality management (TQM), and principles of continuous improvement. TQM aims to achieve excellence through customer focus, employee involvement, and ongoing process refinement.
Total Quality Management, BIS certification in constructionsudhak28
The document discusses Total Quality Management (TQM) and Bureau of Indian Standards (BIS) certification of quality systems. It outlines the aims of TQM as addressing all dimensions of quality, satisfying customers, involving everyone, and continuous improvement. Ways of TQM include building commitment, focusing on customers, setting goals, employee input, and continuous processes. BIS is India's national standards body that provides IS 14000 certification, equivalent to ISO 9000. The certification process involves management commitment, training, developing documentation, audits, and registration. BIS certification of quality systems in construction helps regulate construction activities through the National Building Code of India.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document provides an overview of Total Quality Management (TQM) concepts and principles as outlined by several quality gurus. It discusses the key dimensions of product and service quality. It profiles several influential quality gurus including Deming, Juran, Crosby and their major contributions to TQM thinking. Deming emphasized the Deming cycle, his 14 points for management and the seven deadly diseases. Juran developed the quality trilogy of planning, control and improvement. Crosby proposed the six C's for quality education and the four absolutes of quality.
This document provides an overview of Total Quality Management (TQM) concepts including definitions of quality, inspection, quality control, quality assurance, and quality management. It discusses quality gurus like Deming, Juran, Crosby, and Taguchi and some of their key philosophies and tools. Specifically, it covers Deming's PDCA cycle and 14 points, Juran's quality trilogy, Crosby's 14 points and concept of "quality is free", and Taguchi's concept of customer tolerance limits and quality loss function which quantifies costs of poor quality over the lifetime of a product.
This document provides an overview of quality management systems (QMS) and related concepts such as total quality management (TQM) and Six Sigma. It discusses the history and benefits of QMS, the key elements and requirements of a QMS including documentation principles. TQM principles, characteristics, elements and advantages/disadvantages are defined. Six Sigma concepts and methodologies are also introduced. The document aims to guide the reader on QMS and quality standards like ISO 9001:2015.
Total Quality Management (TQM) is defined as an integrated organizational effort to improve quality at every level. The key principles of TQM include focusing on customers, employee involvement, and continuous improvement. TQM shifts the organization from a product-oriented definition of quality to one that is customer-oriented. It also emphasizes preventing errors rather than detecting them and making everyone in the organization responsible for quality. The benefits of TQM include improved quality, employee participation, teamwork, customer satisfaction, productivity, profitability and market share.
This document discusses the concepts and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to continuously improve quality through customer satisfaction. The key concepts of TQM include continuous improvement, customer focus, operations improvement, and human resource development. The objectives of TQM are total customer satisfaction through addressing quality in all aspects of the organization. TQM consists of putting customers first, continuous improvement, aiming for zero defects, and training & development. Implementing TQM can lead to benefits like lower costs, satisfied customers, and well-defined cultural values. Examples of successful TQM implementations include Toyota and Tata Steel.
TQM focuses on continuous improvement through a company-wide integrated effort to meet and exceed customer expectations. It involves commitment from senior management and all employees. The objectives of TQM include process improvement, defect prevention, and developing cause-and-effect relationships. TQM tools include quality improvement teams, benchmarking, and statistical process control. A systematic approach requires planning, providing inputs, operating processes, evaluating outputs, examining performance, and modifying processes. However, barriers to introducing TQM include the time and effort required, lack of management support, unwillingness of employees to adopt changes, and weaknesses in monitoring and middle management.
Total Quality Management (TQM) is an approach that aims to prevent defects by integrating quality improvement into all business processes. TQM focuses on customer satisfaction and continuous improvement through management commitment, employee empowerment, and fact-based decision making. The key principles of TQM include making quality the top priority, involving all employees, focusing on processes, and taking a strategic, systematic approach to improvement.
This document provides an overview of Total Quality Management (TQM). It defines TQM as using quantitative methods and human resources to improve all organizational processes and exceed customer needs. The document outlines the basic concepts of TQM including leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It then provides more detailed descriptions and considerations for implementing each of these concepts within an organization.
Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves all employees participating to improve processes and customer satisfaction. Key aspects of TQM include the PDCA (plan-do-check-act) cycle, customer focus, continuous improvement, and fact-based decision making. While TQM can increase profits and productivity when implemented correctly, some organizations fail due to a lack of understanding of TQM principles or not focusing on systems improvement over the long term.
Total Quality Management (TQM) is defined as an organization's culture that is focused on constantly attaining customer satisfaction through an integrated system. This involves continuous improvement of processes to produce high quality products and services. The key elements of TQM include leadership, employee involvement, process excellence, customer focus, continuous improvement, and conformance to design specifications. TQM aims to transform an organization's culture from one focused internally to one focused externally on customers.
Total Quality Management (TQM) is a management approach focused on continually improving processes and meeting customer needs. The document discusses the history and key aspects of TQM such as its focus on customers, employee involvement, and continual process improvement. It provides examples of how companies like Ritz-Carlton have implemented successful TQM programs through strategies such as rigorous employee selection and training, quality control processes, and obtaining continual customer feedback. Overall, TQM aims to reduce errors and costs while improving productivity, innovation, and customer satisfaction.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
- The document summarizes W. Edwards Deming's 14 Points for Total Quality Management, which are a set of management practices to help companies increase quality and productivity. It also describes Joseph M. Juran's Quality Trilogy, which outlines three processes for managing quality: quality planning, quality control, and quality improvement. Quality circles are also discussed as a way to involve employees in quality improvement efforts. The key aspects of Deming's 14 Points, the Juran Trilogy processes, and benefits of quality circles are highlighted.
- The document summarizes W. Edwards Deming's 14 Points for Total Quality Management, which are a set of management practices to help companies increase quality and productivity. It also describes Joseph M. Juran's Quality Trilogy, which outlines three processes for managing quality: quality planning, quality control, and quality improvement. Quality circles are also discussed as a way to involve employees in quality improvement efforts. The key aspects of Deming's 14 Points, the Juran Trilogy processes, and benefits of quality circles are highlighted.
This document provides an overview of Total Quality Management (TQM). It discusses the key principles of TQM including customer focus, employee involvement, a process-centered approach, and fact-based decision making. The document also outlines W. Edwards Deming's 14 points for TQM implementation. Total quality management aims to achieve customer satisfaction, improve processes and products, and promote continual organizational improvement. While time-consuming initially, TQM can reduce costs and increase profitability through better quality and productivity if an organization remains committed to systematic changes over the long term.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Total Quality Management, BIS certification in constructionsudhak28
The document discusses Total Quality Management (TQM) and Bureau of Indian Standards (BIS) certification of quality systems. It outlines the aims of TQM as addressing all dimensions of quality, satisfying customers, involving everyone, and continuous improvement. Ways of TQM include building commitment, focusing on customers, setting goals, employee input, and continuous processes. BIS is India's national standards body that provides IS 14000 certification, equivalent to ISO 9000. The certification process involves management commitment, training, developing documentation, audits, and registration. BIS certification of quality systems in construction helps regulate construction activities through the National Building Code of India.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document provides an overview of Total Quality Management (TQM) concepts and principles as outlined by several quality gurus. It discusses the key dimensions of product and service quality. It profiles several influential quality gurus including Deming, Juran, Crosby and their major contributions to TQM thinking. Deming emphasized the Deming cycle, his 14 points for management and the seven deadly diseases. Juran developed the quality trilogy of planning, control and improvement. Crosby proposed the six C's for quality education and the four absolutes of quality.
This document provides an overview of Total Quality Management (TQM) concepts including definitions of quality, inspection, quality control, quality assurance, and quality management. It discusses quality gurus like Deming, Juran, Crosby, and Taguchi and some of their key philosophies and tools. Specifically, it covers Deming's PDCA cycle and 14 points, Juran's quality trilogy, Crosby's 14 points and concept of "quality is free", and Taguchi's concept of customer tolerance limits and quality loss function which quantifies costs of poor quality over the lifetime of a product.
This document provides an overview of quality management systems (QMS) and related concepts such as total quality management (TQM) and Six Sigma. It discusses the history and benefits of QMS, the key elements and requirements of a QMS including documentation principles. TQM principles, characteristics, elements and advantages/disadvantages are defined. Six Sigma concepts and methodologies are also introduced. The document aims to guide the reader on QMS and quality standards like ISO 9001:2015.
Total Quality Management (TQM) is defined as an integrated organizational effort to improve quality at every level. The key principles of TQM include focusing on customers, employee involvement, and continuous improvement. TQM shifts the organization from a product-oriented definition of quality to one that is customer-oriented. It also emphasizes preventing errors rather than detecting them and making everyone in the organization responsible for quality. The benefits of TQM include improved quality, employee participation, teamwork, customer satisfaction, productivity, profitability and market share.
This document discusses the concepts and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to continuously improve quality through customer satisfaction. The key concepts of TQM include continuous improvement, customer focus, operations improvement, and human resource development. The objectives of TQM are total customer satisfaction through addressing quality in all aspects of the organization. TQM consists of putting customers first, continuous improvement, aiming for zero defects, and training & development. Implementing TQM can lead to benefits like lower costs, satisfied customers, and well-defined cultural values. Examples of successful TQM implementations include Toyota and Tata Steel.
TQM focuses on continuous improvement through a company-wide integrated effort to meet and exceed customer expectations. It involves commitment from senior management and all employees. The objectives of TQM include process improvement, defect prevention, and developing cause-and-effect relationships. TQM tools include quality improvement teams, benchmarking, and statistical process control. A systematic approach requires planning, providing inputs, operating processes, evaluating outputs, examining performance, and modifying processes. However, barriers to introducing TQM include the time and effort required, lack of management support, unwillingness of employees to adopt changes, and weaknesses in monitoring and middle management.
Total Quality Management (TQM) is an approach that aims to prevent defects by integrating quality improvement into all business processes. TQM focuses on customer satisfaction and continuous improvement through management commitment, employee empowerment, and fact-based decision making. The key principles of TQM include making quality the top priority, involving all employees, focusing on processes, and taking a strategic, systematic approach to improvement.
This document provides an overview of Total Quality Management (TQM). It defines TQM as using quantitative methods and human resources to improve all organizational processes and exceed customer needs. The document outlines the basic concepts of TQM including leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It then provides more detailed descriptions and considerations for implementing each of these concepts within an organization.
Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves all employees participating to improve processes and customer satisfaction. Key aspects of TQM include the PDCA (plan-do-check-act) cycle, customer focus, continuous improvement, and fact-based decision making. While TQM can increase profits and productivity when implemented correctly, some organizations fail due to a lack of understanding of TQM principles or not focusing on systems improvement over the long term.
Total Quality Management (TQM) is defined as an organization's culture that is focused on constantly attaining customer satisfaction through an integrated system. This involves continuous improvement of processes to produce high quality products and services. The key elements of TQM include leadership, employee involvement, process excellence, customer focus, continuous improvement, and conformance to design specifications. TQM aims to transform an organization's culture from one focused internally to one focused externally on customers.
Total Quality Management (TQM) is a management approach focused on continually improving processes and meeting customer needs. The document discusses the history and key aspects of TQM such as its focus on customers, employee involvement, and continual process improvement. It provides examples of how companies like Ritz-Carlton have implemented successful TQM programs through strategies such as rigorous employee selection and training, quality control processes, and obtaining continual customer feedback. Overall, TQM aims to reduce errors and costs while improving productivity, innovation, and customer satisfaction.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
- The document summarizes W. Edwards Deming's 14 Points for Total Quality Management, which are a set of management practices to help companies increase quality and productivity. It also describes Joseph M. Juran's Quality Trilogy, which outlines three processes for managing quality: quality planning, quality control, and quality improvement. Quality circles are also discussed as a way to involve employees in quality improvement efforts. The key aspects of Deming's 14 Points, the Juran Trilogy processes, and benefits of quality circles are highlighted.
- The document summarizes W. Edwards Deming's 14 Points for Total Quality Management, which are a set of management practices to help companies increase quality and productivity. It also describes Joseph M. Juran's Quality Trilogy, which outlines three processes for managing quality: quality planning, quality control, and quality improvement. Quality circles are also discussed as a way to involve employees in quality improvement efforts. The key aspects of Deming's 14 Points, the Juran Trilogy processes, and benefits of quality circles are highlighted.
This document provides an overview of Total Quality Management (TQM). It discusses the key principles of TQM including customer focus, employee involvement, a process-centered approach, and fact-based decision making. The document also outlines W. Edwards Deming's 14 points for TQM implementation. Total quality management aims to achieve customer satisfaction, improve processes and products, and promote continual organizational improvement. While time-consuming initially, TQM can reduce costs and increase profitability through better quality and productivity if an organization remains committed to systematic changes over the long term.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. JSS College of Pharmacy, Mysuru
What is TQM
• Total quality management (TQM) is continuously
improving quality (CQI) by focusing on customer’s
requirement improving the processes which related
to these expectations and involving everyone in the
process of improvement.
• A people-focused management system that aims at
continual increase of customer satisfaction at
continually lower cost.
TQM 2
3. JSS College of Pharmacy, Mysuru
Some dimensions of product quality
• Performance
• Feature
• Reliability
• Conformance
• Durability
• Serviceability
• Appearance
• Safety
• Perception
TQM 3
4. JSS College of Pharmacy, Mysuru
Some dimension of quality: service
• Time and timeliness
• Completeness
• Courtesy
• Consistency
• Accessibility And Convenience
• Accuracy
• Responsiveness
TQM 4
5. JSS College of Pharmacy, Mysuru
Evolution of TQM
The historical evolution of Total Quality
Management has taken place in four stages :
• Quality inspection
• Quality control
• Quality assurance
• Total quality management
TQM 5
6. JSS College of Pharmacy, Mysuru
TQM – development
• The development of total quality management from
1950 onwards can be credited to the works of
various American experts.
• Among them, Dr. Edward Deming (1982), Dr. Joseph
Juran (1980) and Philip Crosby (1982) have
contributed significantly towards the continuous
development of the subject.
TQM 6
7. JSS College of Pharmacy, Mysuru
Quality Management Practices
Deming’s 14 Points
• Create constancy of purpose toward improvement
of product and service.
• Management must awaken to the challenge, learn
their responsibilities, and take on leadership for
change.
• Cease reliance on mass inspection to achieve quality.
Eliminate the need for inspection on a mass basis by
building quality into the product.
• End the practice of awarding business on the basis of
price tags. Instead minimize total cost. Move toward
a single supplier for any one item, building a long
term relationship of loyalty and trust.
TQM 7
8. JSS College of Pharmacy, Mysuru
Deming’s 14 Points Cont…
• Constantly improve the system of production and
service to improve quality and productivity and
thus constantly decrease costs.
• Establish on-the-job training.
• Institute leadership. The aim of supervisors
should be to help people, machines and gadgets
to do a better job.
• Drive out fear so that everyone may effectively
for the company.
TQM 8
9. JSS College of Pharmacy, Mysuru
Deming’s 14 Points Cont…
• Break down barriers between departments.
People in research, design, sales, and
production must work as a team to foresee
problems that may be encountered with the
product or service.
• Eliminate slogans and targets for the work
force that ask for zero defects and new levels
of productivity. Such aims merely create
adversarial relationships.
TQM 9
10. JSS College of Pharmacy, Mysuru
Deming’s 14 Points Cont…
• Leadership should substitute for work standards
(quotas) on the factory floor, management by
objectives, management by numbers and
numerical goals.
• Remove barriers that rob employees,
management, and engineering of their right to
pride of workmanship. Also, abolish annual
review or merit ratings and management by
objectives. The responsibility of supervisors must
be changed from merely looking at numbers to
looking at quality.
TQM 10
11. JSS College of Pharmacy, Mysuru
Deming’s 14 Points Cont…
• Institute vigorous education and self-improvement
programs.
• Initiate employees to shoulder the responsibility of
accomplishing the transformation.
TQM 11
12. JSS College of Pharmacy, Mysuru
Philosophy, principles and concepts of
TQM
TQM is characterised by five principles :
1. Management’s commitment (leadership)
2. Focus on the customer and the employee
3. Focus on facts
4. Continuous improvements
5. Everybody’s participation
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13. JSS College of Pharmacy, Mysuru
Management’s Commitment
(Leadership)
• To outline quality goals, quality policies and quality plans in
accordance with the four sides of the TQM pyramid.
• Make action plans (Long term & short term plans).
• Make annual quality audit to understand the problems in
realizing the quality plan.
• Bench-marking (a continuous process, the purpose of which is
to measure services, products and procedures against the
toughest competitors or leading procedures in a given
market).
• Know your own strengths and weaknesses.
• Know your competitors (opponents) and the best in the field.
• Learn from the best.
• Achieve leadership.
TQM 13
14. JSS College of Pharmacy, Mysuru
Focus on the Customer and the
Employee
• In addition to focusing on external customers and
their expectations and demands, it is necessary to
focus on so-called internal customer (employees)
and supplier relations.
• To create customer satisfaction, it is not enough just
to live up to the customer’s expectations.
TQM 14
15. JSS College of Pharmacy, Mysuru
Focus on Facts
The quality process starts with measurements
• External customer’s satisfaction (CSI= Customer
Satisfaction Index) like service level, price, quality,
time of delivery etc.
• Internal customer’s satisfaction (ESI= Employee
Satisfaction Index) by survey, feedback, performance
level, complaints etc.
• Other quality measurements of the firm’s internal
processes, often called ‘quality checkpoints’ and
‘quality control points’.
TQM 15
16. JSS College of Pharmacy, Mysuru
Continuous Improvements
• Higher quality both should and can be achieved
through:
– Internal quality improvements
– External quality improvements
• The main aim of internal quality improvements is
to prevent defects and problems in the internal
processes which will lead to lower costs.
• As their name suggests, external quality
improvements and aimed at the external
customer, the aim being to increase customer
satisfaction and thereby achieve a bigger market
share and with it, higher earnings.
TQM 16
17. JSS College of Pharmacy, Mysuru
Everybody’s Participation
• Involve all employees
• Educate and train all employees at all levels in:
– Identifying defects and problems.
– Finding the causes of defects and problems.
– Preventions, i.e. preventing the causes of defects
and problems. Educations and training to
employees facilitate them make suggestions and
implement quality improvements.
– Start again.
TQM 17
19. JSS College of Pharmacy, Mysuru
Elements of TQM
• Top management commitment and involvement
• Customer involvement
• Design products for quality
• Design production processes for quality
• Control production processes for quality
• Develop supplier partnerships
• Customer service, distribution and installation
• Building teams of empowered employees
• Benchmarking (having internal standards) and
continuous improvement
TQM 19
20. JSS College of Pharmacy, Mysuru
Continuous Improvements and their
Consequences
TQM 20
21. JSS College of Pharmacy, Mysuru
Worst Case Non TQM v/s TQM
TQM 21
22. JSS College of Pharmacy, Mysuru
PLAN
Plan for CQI and build team to do the following :
• Set standards.
• Monitor current quality level and identify
problem/s.
• Analyze root causes of problem/s.
• Generate solution/s.
DO : Implement chosen solution/s.
CHECK : Monitor success of solution.
ACT : Adjust solution/s to ensure success and
standardize effective solution/s.
TQM 22
23. JSS College of Pharmacy, Mysuru
THE COMPANY
IMPLEMENTATION OF TQM AT:
TQM 23
24. JSS College of Pharmacy, Mysuru
Rashtriya Ispat Nigam Limited
(Vizag Steel Plant)
• One of the leading public sector enterprises
under the Ministry of Steel, Government of
India
• Located in the state of Andhra Pradesh.
TQM 24
25. JSS College of Pharmacy, Mysuru
Why TQM at RINL?
• TQM was implemented in the company to
achieve the objectives of:
• Preparing the company's products and internal
processes to global standards
• Enhancing quality, productivity, and total
performance of the organization
• Enriching the quality of work life of its employees
TQM 25
26. JSS College of Pharmacy, Mysuru
How TQM was Implemented?
• The journey of TQM in the company began on
September 15, 1995 with the setting up of the
TQM Cell.
• To meet the quality planning requirements as
well as to facilitate continuous improvement, the
company has established, documented,
implemented and maintained the Quality
Management System (QMS) in accordance with
the requirements of the International Standards.
• In order to verify and determine the effective
implementation and maintenance of the QMS,
quality audits were carried out at regular
intervals by the Internal Quality Auditors.
TQM 26
27. JSS College of Pharmacy, Mysuru
The company also implemented a number of
TQM tools such as :
• Formation of Quality Improvement
Projects(QIPs),
• Signing of MOUs
• ISO certification
• Benchmarking
• Employee involvement schemes
• House keeping
• The company embarked upon both external
and internal benchmarking for improving its
production, commercial,
TQM 27
28. JSS College of Pharmacy, Mysuru
• It benchmarked with British Steel Co., South
Korea Steel Plant (POSCO)1 SAIL, and Tata
Steel for reduction in the rejection rate,
affrorestation, and improving manpower
productivity respectively.
• Annual improvement action plans were
implemented involving techniques like Kaizen
cycle time reduction for further improvement
in delivery and technological process
upgradation, leading to improvement in
quality of products and enhanced customer
focus.
TQM 28
29. JSS College of Pharmacy, Mysuru
Kaizen is defined as a cycle of continuous
improvements focusing on analysing the
performance, brain storming improvement
opportunities, implementing improvement
and documentation of new standard
operating procedure and then repeating the
cycle.
TQM 29
30. JSS College of Pharmacy, Mysuru
Tangible benefits of implementing
TQM
• Increase in sales per year from Rs. 3263.66 cr to
Rs. 7867.6 cr
• Reduced manufacturing expenses from.
Rs. 3,94,706.6 cr to Rs. 3,46,158.86 cr
• Reduced net loss incurred by the company from
Rs. 6,97,525.90 cr to Rs. 4,00, 94.58 cr
• Reduced the defective products from 5.76% to
1.2%
TQM 30
31. JSS College of Pharmacy, Mysuru
• Accident rates reduced from 113 to 107 (both
fatal and non-fatal)
• Customer complaint rates from 0.27 to 0.13
(of total sales)
• Increased productivity rate (tonnes per man
year) from 176 to 194 from the pre-TQM to
post-TQM period.
TQM 31