Tqm 1

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Refers to the quest of quality in an organization

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Total quality management

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A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction

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Total quality management

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A management system to utilizing all resources to provide continuous customer satisfaction

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Total quality management

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A management approach that seeks to improve quality of products and service through ongoing refinements in response to continuous feedback

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Total quality management

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A management strategy aimed at embedding awareness of quality in all organizational processes

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Total quality management

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An approach to achieve operational excellence

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Total quality management

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Means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques and training

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Total quality management

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The art of managing the whole to achieve excellence

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Total quality management

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Goal of TQM:

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Do the right thing right the first time, every time

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Two main objectives of TQM:

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1. Total client satisfaction

2. Continuous improvement

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Basic tenets of TQM:

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1. The customer makes the ultimate determination of quality

2. Top management must provide leadership and support for all quality initiatives

3. Preventing variability is the key in producing high quality

4. Quality goals are a moving target that requires a commitment toward continuous improvement

5. Improving quality requires the establishment of effective metrics

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Three aspects of TQM:

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- counting

- customer

- culture

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Objective of TQM:

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Continuous improvement

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Principles of TQM:

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1. Customer focus

2. Process improvement

3. Total involvement

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Elements of TQM:

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1. Leadership

2. Education and training

3. Supportive structure

4. Communication

5. Rewards and recognition

6. Measurement

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Elements of TQM (stevenson):

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1. Continuous improvement

2. Competitive benchmarking

3. Employee empowerment

4. Team approach

5. Decison based on facts

6. Knowledge of tools

7. Supplier quality

8. Champion

9. Quality at the source

10. Suppliers are partners in the process

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4 process steps of TQM:

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1. Kaizen

2. Atarimae Hinshitsu

3. Kansei

4. Miryokuteki Hinshitsu

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Focuses on continuous improvement to make processes visible, repeatable and measurable

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Kaizen

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The idea that things will work as they are supposed to

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Atarimae Hinshitsu

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Examining the way the user applies the product

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Kansei

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The idea that things should have an aesthetic quality

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Miryokuteki Hinshitsu

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Quality gurus:

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- dr. W. Edwards deming

- dr. Walter a. Shewhart

- dr. Joseph juran

- dr. Kaoru ishikawa

- philip crosby

- armand v. Feigenbaum

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Lead the quality movement in Japan

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Dr. W. Edwards Deming

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He modified the PDCA cycle to PDSA cycle

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Dr. W. Edwards Deming

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Advocated extensive of statistics and control charts and focused on product improvement and service conformance

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Dr. W. Edwards Deming

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Stressed the importance of suppliers and customers for the business development and improvement

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Dr. W. Edwards Deming

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Deming's system of profound knowledge:

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1. Theory of optimization

2. Theory of variation

3. Theory of knowledge

4. Theory of psychology

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Deming's fourteen points:

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1. Create constancy purpose toward improvement of product and service

2. Adapt the new philosophy

3. Cease dependence on mass inspection

4. Minimize total cost

5. Continuously improve the system of production and service

6. Institute training on the job

7. Institute leadership

8. Drive out fear

9. Break down barriers between areas

10. Eliminate slogans aimed solely for the work force

11. Eliminate numerical goals, work standards and quotas

12. Remove barriers that hinder workers

13. Institute a vigorous program of education and self improvement

14. Take action to accomplish the transformation

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A cyclic process for planning and testing improvement activities prior to full-scale implementation and / or prior to formalizing the improvement

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Deming cycle

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Defines quality as fitness for use in terms of design, conformance, availability, safety and field use

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Dr. Joseph Juran

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He relies on system and problem-solving techniques

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Dr. Joseph Juran

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Focuses on top-down management and technical methods

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Dr. Joseph Juran

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Juran's quality trilogy:

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1. Quality planning

2. Quality control

3. Quality improvement

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Provide operators with the ability to produce goods and services that can meet customers needs

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Quality planning

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The inspection part where operators compare actual performance with plans and resolve the differences

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Quality control

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Encompasses improvement of fitness for use and error reduction by applying breakthrough thinking

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Quality improvement

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States that zero defects is an ethos that management should adopt and promote

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Philip Crosby

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Develop and promote the principle of doing it right the first time (DRIFT)

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Philip Crosby

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Crosby's four absolutes of quality:

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1. Quality is conformance to requirements

2. The management system is prevention

3. The performance standard is zero defects

4. The measurement system is the cost of quality

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He pioneered quality control activities in Japan

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Dr. Kaoru Ishikawa

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He is mostly known for developing the cause and effect diagram

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Dr. Kaoru Ishikawa

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11 points of Ishikawa's philosophy of TQM:

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1. Quality begins and ends in education

2. The first step to quality is to know the requirements of the customer

3. The ideal state of quality control is when quality inspection is no longer necessary

4. Remove the root cause, not the symptoms

5. Quality control is the responsibility of all workers and all divisions

6. Do not confuse means with objectives

7. Put quality first and set your sights to long term objectives

8. Marketing is the entrance and exit to quality

9. Top management must not show anger when facts are presented to subordinates

10. 95% of the problems in a company can be solved by the seven tools of quality

11. Data without dispersion information is false data

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Emphasized the theory of probability as the tool of the statistician

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Dr. Walter A. Shewhart

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He described quality control as the use of statistical methods

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Dr. Walter A. Shewhart

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According to him, quality must encompass all the phases in the manufacturing of a product

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Armand V. Feigenbaum

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Phases in the manufacturing of product:

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1. Design

2. Manufacturing

3. Quality checks

4. Sales

5. After sales services

6. Customer satisfaction

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Controls to control the phases of manufacturing a product:

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1. New design control

2. Incoming material control

3. Product control

4. Special process studies

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Feigenbaum's contribution to the quality body knowledge:

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1. Total quality control

2. Concept of a hidden plant

3. Accountability for quality

4. Concept of quality costs

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An effective system for integrating the quality development, quality maintenance and quality improvement efforts which allow full customer satisfaction

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Total quality control

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Three steps to quality:

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1. Quality leadership

2. Quality technology

3. Organizational commitment

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Motivating force for quality improvement

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Quality leadership

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Statistics and machinery used to improve technology

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Quality technology

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Includes everyone in the quality struggle

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Organizational commitment

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Selection of suppliers is based on:

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- quality

- price

- delivery

- service

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Ten strategies for top management according to Subburaj Ramasamy:

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1. Proactive management

2. Adventurous and bold change management

3. Do it right the first time (DRIFT)

4. Continuous preventive action

5. Care for little things and accumulate gains

6. Ensure economic performance

7. Practice manage by walking around

8. Measure success

9. Never rest on laurels, continue to improve

10. Build a virtual organization

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Philip Crosby's simple requirements for DRIFT:

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1. Define the requirements for each employees

2. Provide the wherewithal to achieve the requirements

3. Keep on motivating and encouraging the employees

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Three major activities in MWBA:

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- listening

- facilitating

- teaching

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Advantage of MWBA:

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Helps the organization to consolidate talents, wisdom of all the employees and other stakeholders

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3Ps

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1. Product

2. Process

3. Personnel

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Means that whatever subunits, components/materials, fixtures needed for manufacturing a product are all manufactured by the organization

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Vertical integration

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Requirements for virtual enterprise:

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1. Identify the most critical parts

2. Identify the other parts

3. Identify vendors for the other parts

4. Continuously increase sub-contracting