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TOTAL QUALITY MANAGEMENT
(TQM)
GUIDED BY MADE BY
RESP GAURAV SIR BHAVYA PANDE
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TQM
(TOTAL QUALITY MANAGEMENT)
.
TQ may be defined as managing theentire organization so that it excels onall dimensions of products and servicesthat are important to the customer. TOTAL QUALITY MANAGEMENT IS A -
1. methodology and
2. set of techniquesthat focuses companies and enterprisesin the role of customersatisfaction on their business success
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1. W .EDWARDS DEMING UNIFORMITY AND DEPENDEBILITY AT LOWCOST AND SUITED TO MARKET
2. JOSEPH JURAN DEFINES QUALITY AS FITNESS FOR USE..
3. FEIGENBAUM PROPOSED THE CONCEPT OF TOTAL QUALITYCONTROL AND ADVOCATED THE IDEA OF A WORK ENVIRONMENT .
4. PHILIP B. CROSBYDEVELOPED THE PHRASE DO IT RIGHT THE FIRSTTIME AND THE NOTION OF ZERO DEFECTS,
5. KAORU ISHIKAWA IS BEST KNOWN FOR THE DEVELOPMENT OF
QUALITY TOOLS CALLED CAUSE-AND-EFFECT DIAGRAMS,
6. AGGARWAL,SUMMER -TQM IS AN ATTITUDE OF MIND AND AJOURNEY NOT ADESTINATION.
7. KIT SADGROVE- TQM MEANS SATISFYING CUSTOMERS FIRST TIME
EVERYTIME.8 BILL COMPANY- TQM IS DEVELOPING, MANUFACTURING,
ADMINISTERING LOW COST PRODUCTS AND SERVICES TOCUSTOMERS.
9. JAMES W CORTADA- TQM IS STRATEGIC LONG TERM PRACTICE
FOR CONTINOUS IMPROVEMENT.
.
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PRINCIPLES OF MANAGEMENT
Executive Management Top management shouldact as the main driver for TQM and create anenvironment that ensures its success.
Training Employees should receive regular trainingon the methods and concepts of quality.
Customer Focus Improvements in quality shouldimprove customer satisfaction.
Decision Making Quality decisions should be madebased on measurements.
Methodology and Tools Use of appropriatemethodology and tools ensures that non-conformances are identified, measured and
responded to consistently.
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Continuous Improvement Companiesshould continuously work towardsimproving manufacturing and qualityprocedures.
Company Culture The culture of thecompany should aim at developing
employees ability to work together toimprove quality.
Employee Involvement Employees
should be encouraged to be pro-activein identifying and addressing qualityrelated problems.
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Measurement
Measurement
Measurement
MEASUREMENT
THE CONTINOUS IMPROVEMENT PROCESS
Empowerment/
Shared Leadership
Process
Improvement/
Problem
Solving
Team
Management
CustomerSatisfaction
Business
Results
. . .
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TQ: Transforming an Organization
From
Motivation through fear and loyalty
To
Motivation through shared vision
Attitude: Its their problem Ownership of every problemaffecting the customer
Attitude: the way weve always doneit Continuous improvement
Decisions based on assumptions/judgment calls
Decisions based on data and facts
Everything begins and ends with
management
Everything begins and ends with
customers
Crisis management and recovery Doing it right the first time
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Evolution of Quality Management
Inspection
Quality
Control
Quality
Assurance
TQM
Salvage, sorting, grading, blending, correctiveactions, identify sources of non-conformance
Develop quality manual, process performance
data, self-inspection, product testing, basic
quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
planning, comprehensive quality manuals, use of
quality costs, involvement of non-production
operations, failure mode and effects analysis, SPC.
Policy deployment, involve supplier & customers,
involve all operations, process management,
performance measurement, teamwork, employee
involvement.
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TQM TRANSITION MODEL BENCHMARKING VISION EVALUATION
STATEGIC APPRAISAL
PLANNING AUDIT
P1 P3
CONTINOUS IMPROVEMENT P2 INVOLVEMENT OF ALL
PDCA TEAM CREATIVITY ATTITUDE
REWARD
CUSTOMER
FOCUS
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In the figure customer delightment has been termedas the key factor in the model.
To achieve this three corner stones are there-
1.Vision 2.Continous improvement 3.involvement ofeveryone.
Vision statement is formulated with subsidiaries suchas mission, objective, goals targets and action plans.
Continuous improvement strategy has been identifiedas the corner stone for representing the systemcomponent.
The system component includes technologies,procedures, resources such as machines etc.
Continuous improvement is identified as the criticalconstituent.
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CONT.....
It is based on current needs on industries. The
industries are required to produce better qualityproducts at reduced costs in future.
It includes-
5Spave way for conductive ambience for
continuous improvement.
creativity-there should be enough opportunitiesprovided for introducing creative ideas into the
system.PDCA cycle- help in sustaining the continuousimprovement process.
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Involvement -1)Team work
2)Attitude
3)Reward
There are three processes indicated in the
model-
P1- Planning process
P2-Doing process
P3-Checking process
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INTEGRATED TQM
MANAGEMENT LEADERSHIP
human
product/process resource excellence
CUSTOMER FOCUS
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MANAGENENT LEADERSHIP
Proper vision
100% commitment from management Motivation to employees
Strategic planning
PRODUCT/PROCESS EXCELLENCE
Continuous improvement
Preventive measures
Documentation
Data based approach
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CONT.....
HUMANRESOURCE EXCELLENCE
Training
Team building
Information flow/communication
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PDCA CYCLE
DEEMING WHEEL
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DEEMING WHEEL PDCA CYCLE- PLAN ,DO, CHECK AND ACT.
PLAN
identify the process which require continuousimprovement.
Locate the problem area.
Define the problem.
Project the expected results. Identify the best method for solving.
Set targets for solving the problem.
Preparing the resources.
Prepare a time schedule.DO-
. Proper training.
. Improvement activity has to be taken up.
. Commitment on personnel involvement.
CHECK
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CHECK
Methodology, and the outcomes are compared with the plans
already made.
Gap existing if any is identified.
ACT
Involves either standardisation or non-conformance analysis.
4
Plan-Do-Check-Act (PDCA) Cycle
Check Act
Do Plan
Time
Qualitylev
el
Problem-solving process Deming Wheel
WHAT IS SIX SIGMA
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WHAT IS SIX SIGMA ?
A goal of near perfection in meeting customerrequirements
Sigma accuracy means the process is 99.999998%accurate that is the process will/can produce only .002defects per million.
A sweeping culture change effort to position acompany for greater customer satisfaction,profitability and competitiveness
A comprehensive and flexible system for
achieving, sustaining and maximizing businesssuccess; uniquely driven by close understanding ofcustomer needs, disciplined use of facts, data, andstatistical analysis, and diligent attention tomanaging, improving and reinventing business
process
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Six Sigma Improvement MethodsDMAIC vs. DMADV
Define
Measure
Analyze
Design
Validate
Improve
Control
Continuous Improvement Reengineering
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DEFINE-- who your customers are ,their requirements and expectations.- your goals ,project boundaries and your expectation.
MEASURE-
- dont make assumptions about customers needs and expectations.- collect data's related to customers requests, frequency of defects
occurring and client feedback. ANALYZE-
- analyze is used to organize data and look for process problemsand opportunities.
- This step helps to identify gaps between current and goalperformance, prioritize opportunities to improve, identifysources of variation and root causes of problems in the process.
IMPROVE-
- Generate both obvious and creative solutions to fix andprevent problems.
- Finding creative solutions by correcting root causesrequires innovation, technology and discipline.
CONTROL
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CONTROL
- Insure that the process improvements, once implemented,will hold the gains rather than revert to the same problemsagain.
- Various control tools such as statistical process control can beused. Other tools such as procedure documentation helpsinstitutionalize the improvement.
DESIGN-
- Develop detailed design for new process. Determine and
evaluate enabling elements. Create control and testing plan fornew design. Use tools such as simulation, benchmarking,Quality Function Deployment (QFD), and cost/benefit analysis
VALIDATE-
- Test detailed design with a pilot implementation. If
successful, develop and execute a full-scaleimplementation.
- Tools in this step include: planning tools, flowcharts/otherprocess management techniques, and work
documentation.
BENCHMARKING
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BENCHMARKING Benchmarking is a way to go backstage and watch another companys
performance from the wings, where all stage tricks and hurriedrealignments are visible.
OR
. The practice of measuring company's performance, productivity againststandards either internal or external.
TYPES
COMPARISONS (PARTNER SELECTION)
INTERNALCOMPETITIVE
FUNCTIONAL
FORM
PERFORMANCE BENCHMARKINGPROCESS BENCHMARKING
STRATEGIC BENCHMARKING
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t -
Selecting Benchmarking PartnersBenchmarking
Type
Internal
Competitor
Functional
Potential Benchmarking PartnersComparable sites, branches, sections, departments
within the business
Within the same industry sector
Same function across all industry fields
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Performancebenchmarkingenables managers to assesstheir competitive positions through product and servicecomparisons.
Usually focuses on elements of price , technical qualities ,product features etc.
PROCESS BENCHMARKING-focuses on discrete work processand operating system such as customer complaint process, orderand fulfillment process and strategic planning. Seeks to identify the most effective operating services from anycompanies that perform similar work.
STRAREGIC BENCHMARKING-focuses on how companiescompete and seldom industry focus.
Influences the longer term competitive patterns of a company.
.
.
Performance Benchmarking
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Total Quality Management -Spring -
Why Benchmark?To Obtain an External Perspective of What Is PossibleTo Assist in Setting Strategic TargetsTo Promote Improvements in PerformanceTo Establish a Competitive EdgeTo Enhance Customer SatisfactionTo Reduce CostsTo Improve Employee MoraleTo Achieve Quality Awards
To Survive
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ZERO DEFECT CONCEPTCURRENT STATE
QUALITY
DESIRED FUTURE STATENEW QUALITY
NEW FUTURE STATE
1. It is a continuous improvement process at every stage
attaining improvement over the previous one.2. The current process and the desired future status of theprocess are to be clearly defined.
3. The difference between these two indicate the qualityimprovement that has to be brought in the process.
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THANK YOU