TOTAL QUALITY MANAGEMEN TGROUP MEMBERS:FARAZ (438) IMTIYAZ (433)
TAJAMUL (434) SAJAD (435) FAHAD (425) MOHSIN (454) YASIR6/11/12
1
(441)
DISTRIBUTION OF TOPICS
INTRODUCTIO TO QUALITY
MOHSIN(454) INTRODUCTIO TO TQM
IMTIYAZ(433)
GOALS OF TQM BUILDING BLOCKS OF TQM
YASIR(441)
TAJAMUL(434) PRE-REQUISITES FOR TQM
FARAZ(438) DEMINGS THEORY ON TQM TOOLS AND CONCLUSION
SAJAD(435) FAHAD(425) 6/11/122
q
INTRODUCTIO TO QUALITY
DEFINITIONS:A frequently used definition of quality is
Delighting the customer by fully meeting their needs and
expectations. Dr.Juran,the most acclaimed quality guru of the 20th
century has defined Quality as fitness for use. ISO 9000:2000, the
international standard on Quality Management has defined Click to
edit Master subtitle quality as the degree to which a set of
inherent characteristics fulfills style requirements.
6/11/12
3
To sum up all the contemporary definitions: Quality can be
defined as the totality of the features or state of the products
and/or services that satisfies the stated and implied need of the
customer.
6/11/12
4
CONCEPT OF QUALITYq A complex and key aspect of current
business.q Key parameter for business success. q Satisfies three
Fs. Fit Form Function
Quality is an endless journey... 6/11/12
5
q
INTRODUCTION TO TQMTQM is composed of three paradigms:
Total: - Organization wide Quality: - With its usual
Definitions, with all its
complexities (External Definition)
Management: -system of managing with steps
like Plan, Organize, Control, Lead, Staff, etc.
6/11/12
6
Definition Total Quality Management
(TQM) is a management strategy aimed at embedding awareness of
quality in all organizational processes.
6/11/12
7
EXPLANATIONq TQM requires that the company
maintain this quality standard in all aspects of its business.q
This requires ensuring that things are
done right the first time and that defects and waste are
eliminated from operations.
6/11/12
8
TQM is a management philosophy that
seeks to integrate all organizational functions (marketing,
finance, design, engineering, and production, customer service,
etc.) to focus on meeting customer needs and organizational
objectives. right things, right the first time, every time".6/11/12
9
The simple objective of TQM is "Do the
Total Quality Management is a management
approach that originated in the 1950's and has steadily become
more popular since the early 1980's. Total Quality Management, TQM,
is a method by
which management and employees can become involved in the
continuous improvement of the production of goods and services.
Some of the companies who have implemented
TQM include Ford Motor Company, Phillips Semiconductor, SGL
Carbon, Motorola and Toyota Motor Company.6/11/12 10
TQM is the foundation for activities,
which include: Commitment by senior management and all
employees Meeting customer requirements Reducing development
cycle times Reducing product and service costs Systems to
facilitate improvement Employee involvement and empowerment Focus
on processes / improvement plans
This shows that TQM must be practiced in all activities, by all
personnel, in Manufacturing, 6/11/12 Marketing, Engineering,
R&D, Sales, Purchasing,
11
The core of TQM is the customersupplier interfaces6/11/12 12
This core must be surrounded by
commitment to quality, communication of the quality message, and
recognition of the need to change the culture of the organization
to create total quality. they are supported by the key management
functions of people, processes and systems in the organization.
These are the foundations of TQM, and
6/11/12
13
MAJOR CHARACTRESTICS OF TQM Every company member, from the
CEO to the lowest level employee is focused on product or
service quality. If management is not behind TQM, then it will
fail. training and be familiar with the necessary TQM techniques.
improvement - as general6/11/12
Everyone must have the required
Anyone can suggest areas for14
In addition, all departments interact with
each other to fix common problems in the product or process.
solutions, not on hidden agendas or favoritism.
Decisions made are based on the best
Quality becomes a governing part of
operations, with decisions that impact on quality, rejected
immediately; despite perceived cost-savings involved.
6/11/12
15
q
GOALS OF TQMtotality.
Customer delightment & Satisfaction in Continuous
improvement. Total employee involvement and
empowerment.Optimization of resources.
QUALITYright the first time. AND NOT Do it IS FOR CUSTOMERS FOR
THE SUPPLIERS6/11/12 16
Customer delightment &
Satisfaction in totality.The organization can only survive and
excel when it produces products and services fulfilling the
customers, stated or implied needs leading to their satisfaction.
The vital factor of an organizations performance excellence is its
ability to be userfriendly and develop as close relationship with
customer as possible.
Continuous improvement.The best organizations in the world are
not keeping quiet, but are growing at a good pace. Change for
better at a revolutionary pace is the ideal business mantra for
business excellence in the current highly competitive
environment.6/11/12 17
Total employee involvement
and empowerment.The employee involvement and their proactiveness
can only create an environment for performance excellence of each
and every individual leading to an all-round business
leadership.
Optimization of resources.In today's competitive world the
market force decide the price. Unless an organizations cost of
production of the product and/or services are the least, the
organization cannot survive.6/11/12 18
Do it right the first time.To fulfill the requirement of
customer satisfaction of providing products and services of the
right quality, in right time, place and at least price depends only
on the concept of do it right the first time.
6/11/12
19
q
8-BUILDING BLOCKS OF TQM
Act always in line with customer needs Develop customer
satisfaction. Measure value added Do it right the first time Work
under the 7 zero banner Focus on prevention Involve all
participants in the enterprise Satisfy all parties at the same
time
6/11/12
20
Act always in line with customer needs
Organizations should understand the needs and supply products
and services as per the same. Develop customer satisfaction.
Organizations should satisfy customers by providing goods and
services at right time, at right place, at right price and of right
quality Measure value added
Organizations should assess their performance in both financial
terms and according to their stated aim.6/11/12 21
Do it right the first
time
This calls for the implementation of the statistical process
control to ensure the reliability in terms of the zero defect in
the products, elimination 6/11/12
22
Focus on the prevention
To prevent the repetition of mistakes Involve all participants
in the
enterprise
Total quality management advocates involvement of not only its
employees, but also the organizations suppliers, vendors as well
its customers. Satisfy all parties at the same time
The organization should satisfy not only its employees,
suppliers and customers, but also the environment, its share
holders and society.6/11/12 23
q
DEMINGS THEORY ON TQMWalter Shewhart.
Edward Deming was disciple of Walter gave the concept of
P-D-C-A
cycle.Deming popularized the concept of P-
D-C-A.He introduced the concept that
Quality cannot be inspected but it has to be produced for
customer satisfaction.6/11/12
24
Increase in productivity leads to a greater
market share. problem.
There is nothing like a major or minor Separated business forces
and practices into two categories:I.
Seven deadly disasters
II. Demings fourteen points
6/11/12
25
DEMINGS SEVEN DEADLY DISASTERSThis category takes an
organization down the line of disasters and factors detrimental to
the progress of an organization1. Lack of constancy of purpose:- To
run
organizations by fear with a short-term focus.
2. Emphasis on short-term profits:-
Putting ethics or legal issues right on the edge.3. Personal
review system for managers 6/11/1226
4. Constant changing of leadership/Mobility
of management:- Also known as Job Hoping. It is a simplest and
deadliest disease.5. Using only visible data:- As rightly said
by
Albert Einstein Not everything that counts can be counted and
not everything that can be counted counts.
6. Excessive medical costs:7. Excessive cost of liability:-
6/11/12
27
DEMINGS FOURTEEN POINTSThis category comprises the points that
lead to progress of an organization and make the organization world
class1. Achieve constancy of purpose:- Top
management of an organization should define the organizations
vision and objectives. comes from change by learning and
implementing a new philosophy.
2. Learn a new philosophy:- All growth
3. Do not depend on mass inspection:-
Deming was of the opinion that we should go28 6/11/12
5. Recognize two sources of faults:(a) production systems:-
Faulty production systems cause
random faults. faults.
(b) Production workers:- Faulty workers cause assignable
6. Improve on the job training:- The best
method of training where the absorption of knowledge is the
maximum.
7. Improve supervision:- Improve it at the
process level to not only minimize the errors, but also to
strengthen the on thethe-job training to the operators.6/11/12
29
10.Eliminate fear:- Repeated and overstressed
to highlight that fear can never achieve end results.
11.Consider work standards carefully:-
Critically examine each work standard from the functional point
of view and not add any value when customers are not ready to pay
for it. statistical process control system in manufacturing.
12.Teach statistical methods:- Implement
13.Encourage new skills:- New skills and
innovation brings in a fresh air into the health of an
organization.6/11/12
30
Demings contribution to the Japanese industry was so much that
Japanese Govt. named the highest quality award for the industry
after his name as the Deming Award.6/11/12 31
q
PRE-REQUISITES FOR TQM
Commitment at the top Organization for quality Strategic
direction Customer orientation Need based education and training
Total involvement of employees Supportive culture Teamwork
Prevention-based systems Recognition and reward system
6/11/12
32
q
TOOLS OF TQMQuality Management tools. They are:
Here follows a brief description of the basic set of Total
Pareto Principle Scatter Plots Control Charts Flow Charts Cause and
Effect , Fishbone, Ishikawa Diagram Histogram or Bar Graph Check
Lists Check Sheets
6/11/12
33
Pareto Principle
The Pareto principle suggests that most In quantitative terms:
80% of the
effects come from relatively few causes. problems come from 20%
of the causes (machines, raw materials, operators etc.); 80% of the
wealth is owned by 20% of the people etc. compare 'before and
after' situations. General use, to decide where to apply initial
effort for maximum effect.6/11/12
Double Pareto charts can be used to
34
6/11/12
35
Scatter Plotsthe point intersections between the two data sets
are plotted but no attempt is made to physically draw a line.
A scatter plot is effectively a line graph with no line -
i.e.
The Y axis is conventionally used for the characteristic
whose behavior we would like to predict. Use, to define the area
of relationship between two variables.
6/11/12
36
Control Charts
Control charts are a method of Statistical
Process Control, SPC. (Control system for production
processes).
Upper and lower control and tolerance limits
are calculated for a process and sampled measures are regularly
plotted about a central line between the two sets of limits.
stability/trend of the process.
The plotted line corresponds to the Action can be taken based on
trend rather than
on individual variation.6/11/12 37
CONTROL CHARTS
6/11/12
38
Flow Charts
Pictures, symbols or text coupled with lines,
arrows on lines show direction of flow.
Enables modeling of processes;
problems/opportunities and decision points etc. Develops a
common understanding of a process
by those involved.
No particular standardization of symbology, so
communication to a different audience may require considerable
time and explanation.
6/11/12
39
Flow Charts
6/11/12
40
Cause and Effectanalyzing process dispersion.
The cause-and-effect diagram is a method for The diagram's
purpose is to relate causes and effects. Three basic types:
Dispersion analysis, Process
classification and cause enumeration. grasped, result to be
achieved. sequential view.
Effect = problem to be resolved, opportunity to be Helps
organize and relate factors, providing a Can be difficult to
identify or demonstrate
interrelationships.
6/11/12
41
Cause and Effect , Fishbone, Ishikawa Diagram
6/11/12
42
Histogram or Bar Graph
A Histogram is a graphic summary of variation
in a set of data.
It enables us to see patterns that are difficult to
see in a simple table of numbers. Can be analyzed to draw
conclusions about the
data set.
A histogram is a graph in which the continuous
variable is clustered into categories and the value of each
cluster is plotted to give a series of bars.6/11/12
43
Histogram or Bar Graph
6/11/12
44
Check Lists
A Check Sheet is a data recording form that has
been designed to readily interpret results from the form
itself.
It needs to be designed for the specific data it is
to gather. Used for the collection of quantitative or
qualitative repetitive data. Minimal interpretation of results
required. forms of bias - exclusion, interaction, perception,
operational, non-response, estimation.
Adaptable to different data gathering situations. Easy and quick
to use. No control for various
6/11/12
45
Check Lists
A Checklist contains items that are important or
relevant to a specific issue or situation.
Checklists are used under operational
conditions to ensure that all important steps or actions have
been taken. Their primary purpose is for guiding operations,
not for collecting data. Generally used to check that all
aspects of a
situation have been taken into account before action or decision
making.6/11/12 46
CONCLUSION
6/11/12
47
