TOTAL QUALITY TOTAL QUALITY MANAGEMENTMANAGEMENT

BERNA AKSUBERNA AKSUİSMET SIDKI UYARİSMET SIDKI UYAR

MERT ZORERMERT ZORER

HİSTORYHİSTORY

• FFirst published in 1926 and was used by Henry Ford, My irst published in 1926 and was used by Henry Ford, My Life and Work (all my life and my job) described his book Life and Work (all my life and my job) described his book as a new form of government. However, this as a new form of government. However, this management style is unpopular at that time, started to management style is unpopular at that time, started to be adopted by the Japanese. TQM can be said fully be adopted by the Japanese. TQM can be said fully implemented by the Japanese in 1950. Japanese implemented by the Japanese in 1950. Japanese managers at all levels of quality and integrated circuitmanagers at all levels of quality and integrated circuit ; ;

• all the business units spread awareness on this issue all the business units spread awareness on this issue provided by training. With this method, low-quality, well-provided by training. With this method, low-quality, well-known Japanese products within five years conquered known Japanese products within five years conquered the whole world market. This methods for implementing the whole world market. This methods for implementing this approach come from people such as Philip B. Crosby, this approach come from people such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.Ishikawa and Joseph M. Juran.

FREDERİCK W.TAYLORFREDERİCK W.TAYLOR

• There is a quality system based There is a quality system based on Taylor's philosophy. According to Taylor, on Taylor's philosophy. According to Taylor, whoevaluate their work with the workers, did not have the whoevaluate their work with the workers, did not have the capacity to control. Therefore, thecontrol elements of the capacity to control. Therefore, thecontrol elements of the finished products had to investigate. Quality control was finished products had to investigate. Quality control was working on the finished product.working on the finished product.

• Unsuitable products, scrapped leaving, re-Unsuitable products, scrapped leaving, re-processed or sold to the customer by providing the processed or sold to the customer by providing the minimum requirements. Inspection activities, depending minimum requirements. Inspection activities, depending on the factorymanager or production manager check was on the factorymanager or production manager check was conducted by the department. conducted by the department.

WHAT İS QUALİTY?WHAT İS QUALİTY?

• Quality is the ability of a product or service to Quality is the ability of a product or service to consistently meet or exceed customer expectations.consistently meet or exceed customer expectations.

OrOr

• Quality is the fitness to the customer requirements.Quality is the fitness to the customer requirements.

TOTAL QUALİTY MANAGEMENTTOTAL QUALİTY MANAGEMENT

• Total Quality Management is a philosophy that involves Total Quality Management is a philosophy that involves everyone in an organization in the quest for quality, with everyone in an organization in the quest for quality, with customer satisfaction as the driving force.customer satisfaction as the driving force.

ELEMENTS OF TQMELEMENTS OF TQM

• Continuous ImprovementContinuous Improvement• Competitive BenchmarkingCompetitive Benchmarking• Employee EmpowermentEmployee Empowerment• Team ApproachTeam Approach

PRİNCİPLES OF TQM PRİNCİPLES OF TQM • Customer focusCustomer focus -Customers' views be taken into account, the datum of the various -Customers' views be taken into account, the datum of the various methods used in the production of knowledge.methods used in the production of knowledge.

• Mutually beneficial (win / win principle)Mutually beneficial (win / win principle) -Suppliers, employees and customers a competitive advantage can be -Suppliers, employees and customers a competitive advantage can be achieved through co-operation.achieved through co-operation.• Employee participationEmployee participation -Employees should be given the freedom to participate in the -Employees should be given the freedom to participate in the management, training and motivation-enhancing techniques, explained the management, training and motivation-enhancing techniques, explained the importance of employees within the organization. Spread improvements and importance of employees within the organization. Spread improvements and enhancements to the base.enhancements to the base.

• LeadershipLeadership

PRİNCİPLES OF TQMPRİNCİPLES OF TQM• Process approach (Process Management)Process approach (Process Management) -Processes should be defined, all the processes for identifying -Processes should be defined, all the processes for identifying and measuring the effects of each other developed.and measuring the effects of each other developed.• Continuous improvementContinuous improvement -Continuous improvement must become a habit, a long-term -Continuous improvement must become a habit, a long-term effects of changes should be considered.effects of changes should be considered.• Factual approach to decisionFactual approach to decision -Total quality management is decision making tools. Through these -Total quality management is decision making tools. Through these means theenvironment are analyzed and decisions are means theenvironment are analyzed and decisions are made within the limits of feasibility.made within the limits of feasibility. System approach to managementSystem approach to management -Evaluation done the organization as a whole, the interaction of the -Evaluation done the organization as a whole, the interaction of the environment should be considered. environment should be considered.

DİMENSİONS OF QUALİTYDİMENSİONS OF QUALİTY

• Performance;Performance;Primary operating characteristicsPrimary operating characteristics

• Features;Features;Secondary operating characteristics added touchesSecondary operating characteristics added touches

Perceived QualityPerceived Quality

• Times;Times;

-Waiting in line-Waiting in line-Concept to production-Concept to production-To complete a service-To complete a service

DİMENSİONS OF QUALİTYDİMENSİONS OF QUALİTY• Reliability;Reliability;Extent of failure – free operationExtent of failure – free operation

• Durability;Durability;Amount of use until replacement is preferable to repairAmount of use until replacement is preferable to repair

• Conformance;Conformance;

• Uniformity;Uniformity;

• Service, after sale;Service, after sale;

• Aesthetics;Aesthetics;

BENEFITS OF TQMBENEFITS OF TQM1. 1. Advantages unique to TQM:Advantages unique to TQM: It makes the company a leader.It makes the company a leader. Fastens the team work.Fastens the team work. Makes the company more sensitive to customer needs.Makes the company more sensitive to customer needs. Makes the company adapt more readily to changes.Makes the company adapt more readily to changes.

2. 2. Benefits to companyBenefits to company Quality improves.Quality improves. Increased productivity.Increased productivity. Staffs are more motivated.Staffs are more motivated. Cost reduced.Cost reduced.

3. 3. Benefits to customerBenefits to customerFewer problems with product/services.Fewer problems with product/services.Better customer care.Better customer care.Greater satisfaction.Greater satisfaction.

4. 4. Benefits to staffBenefits to staffEmpowerment.Empowerment.More training and more skills.More training and more skills.More recognition of achievement.More recognition of achievement.

ELEMENTS OF ELEMENTS OF TQMTQM

• Be customer focusedBe customer focusedIt requires the company to check customers' attitudes It requires the company to check customers' attitudes regularly and includes the idea of internal customers as regularly and includes the idea of internal customers as well as external ones.well as external ones.

• Do it right the first timeDo it right the first timeThis means avoiding rework, i.e., cutting the amount of This means avoiding rework, i.e., cutting the amount of defective work.defective work.

Constantly improveConstantly improveContinuous improvement allows the Continuous improvement allows the company gradually to get better.company gradually to get better.

Quality is an attitudeQuality is an attitudeEvery one has to be committed to quality. Every one has to be committed to quality. That means changing the attitude of the That means changing the attitude of the entire workforce, and altering the way the entire workforce, and altering the way the company operates.company operates.

Telling staff what is going onTelling staff what is going onThis involves improved communication. This involves improved communication. Typically, it includes team briefing.Typically, it includes team briefing.

ACCEPTABLE QUALİTY LEVELACCEPTABLE QUALİTY LEVEL• Is there something called “AQL”Is there something called “AQL”

• For example;For example;If 99% the quality level in AmericaIf 99% the quality level in America

200 000 prescriptions incorrectly 200 000 prescriptions incorrectly 30 000 new-born baby's risk of humiliation30 000 new-born baby's risk of humiliationat least 4 days per year of unhealthy drinking water at least 4 days per year of unhealthy drinking water daily 15-minute power failuredaily 15-minute power failure

Therefore, the quality of the target must 100%Therefore, the quality of the target must 100%

CONTİNUOUS IMPROVEMENTCONTİNUOUS IMPROVEMENT

• The improvement is never enoughThe improvement is never enough• The performance should always be measured and The performance should always be measured and

improved at all times.improved at all times.

• KAI – ZEN PlanKAI – ZEN Plan(değişim) (daha iyi) (değişim) (daha iyi)

ACT DOACT DORepresent: Edward Deming CONTROLRepresent: Edward Deming CONTROL

PROBLEM SOLVİNG TECHNİCPROBLEM SOLVİNG TECHNİC

• BrainstormingBrainstorming -Is a method for generating a large number of creative -Is a method for generating a large number of creative ideas in a short period of timeideas in a short period of time -No critism, no evoluation, no discussion of ideas-No critism, no evoluation, no discussion of ideas -All ideas are recorded-All ideas are recorded

• PMI: Plus, Minus, InterestingPMI: Plus, Minus, Interesting-Review the action or the problem-Review the action or the problem-Brainstorm pluses-Brainstorm pluses-Braintstrom minuses-Braintstrom minuses-Brainstrom interesting points-Brainstrom interesting points-Calculate the outcome-Calculate the outcome

PROBLEM SOLVİNG PROBLEM SOLVİNG • Nominal Group TechniqueNominal Group Technique-Is a structured method for group brainstorming that encourages contributions from everyone-Is a structured method for group brainstorming that encourages contributions from everyone

• Six Thinking HatsSix Thinking Hats-Six thinking hats; is a powerful technique that helps you look at important desicions from a number -Six thinking hats; is a powerful technique that helps you look at important desicions from a number of of different perspectives.different perspectives.-Everyone argues that different views of a plug hat. -Everyone argues that different views of a plug hat.

HATSHATSWhite Hat: Facts, Neutral, Objective, InformationWhite Hat: Facts, Neutral, Objective, InformationRed Hat: Emotions, IntuitionRed Hat: Emotions, IntuitionBlack Hat: Critic, Analst, Logical negativeBlack Hat: Critic, Analst, Logical negativeYellow Hat: Sunshine, Optimism, Logical PositiveYellow Hat: Sunshine, Optimism, Logical PositiveGreen Hat: Creative growth, Possibilities ideasGreen Hat: Creative growth, Possibilities ideasBlue Hat: Cool agenda, ProcessBlue Hat: Cool agenda, Process

• Six Sigma is a business management strategy, Six Sigma is a business management strategy, originally developed by Motorola in 1986.originally developed by Motorola in 1986. Six Six Sigma became well known after Jack Welch made Sigma became well known after Jack Welch made it a central focus of his business strategy at it a central focus of his business strategy at General Electric in 1995, and today it is widely General Electric in 1995, and today it is widely used in many sectors of industry.used in many sectors of industry.

• Six Sigma seeks to improve the quality of process Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes outputs by identifying and removing the causes of defects (errors) and minimizing variability in of defects (errors) and minimizing variability in manufacturing and business processes.manufacturing and business processes.

• With six sigma quality processes, and whether With six sigma quality processes, and whether the numerical value of the desired qualitycan be the numerical value of the desired qualitycan be seen. This approach is a process of improving the seen. This approach is a process of improving the performance of the error rate of the unit aims to performance of the error rate of the unit aims to reach 3.4 million. reach 3.4 million.