Total-Quality-Management-TQM.ppt

7/14/2019 Total-Quality-Management-TQM.ppt

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Total Quality Management - TQM

Standards in Action

www.bsieducation.org/standardsinaction


The quality journey continues..

Author:

Dr Rhys Rowland-Jones
http://www.uwe.ac.uk/?page=0


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Standards in Action


Session Plan Introduction to concepts of TQM

Standards and TQM

TQM Reasons for failure

Measurement of Quality


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Standards in Action


Total Quality Management

TQM is a philosophy which applies equally to all parts of theorganization.

TQM can be viewed as anextension of the traditional approach

to quality. TQM places the customer at the forefront of quality decision

making.

Greater emphasis on the roles and responsibilities of everymember of staff within an organization to influence quality.

All staff are empowered.


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Standards in Action


Total Quality ManagementDoing things right..

.FIRST time.

Internetix (2005)


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Standards in Action


British Standards on TQMBS 7850-1:1992

Total quality management.Guide to management principles.

BS 7850-2:1994,

ISO 9004-4:1993

Total quality management. Guidelines for qualityimprovement.


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Standards in Action


Elements of TQM Leadership

Top management vision, planning and support.

Employee involvement

All employees assume responsibility for the quality of their work. Product/Process Excellence

Involves the process for continuous improvement.


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Standards in Action


Elements of TQM Continuous Improvement

A concept that recognizes that quality improvement is a journeywith no end and that there is a need for continually looking for newapproaches for improving quality.

Customer Focus on Fitness for Use Design quality

Specific characteristics of a product that determine its value in themarketplace.

Conformance quality

The degree to which a product meets its design specifications.


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Standards in Action


A fundamental concept of TQMfrom BS 7850 - a Process

A set of inter-related resources and activities which

transform inputs into outputs.(ISO 8402).

Any activity that accepts inputs, adds values to these

inputs for customers, and produces outputs for these

customers. The customers may be either internal or

external to the organization. (BS 7850)


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Standards in Action


Controls

Process OutputsInputs

Resources

"The Simple Process"

(Source: BS 7850: 1992, Total Quality Management)


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Standards in Action


Changing Role of the Process Owner

As customer

Process owner

As customerAs supplier

Process owner

As supplier

Process 1

Process 1

InputOutput

Output tocustomer

Input fromsupplier

(Source: BS 7850: 1992, Total Quality Management)


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Standards in Action


TQM & organizational Cultural ChangeTraditional Approach

Lack of communication

Control of staff

Inspection & fire fighting

Internal focus on rule

Stability seeking

Adversarial relations

Allocating blame

TQM

Open communications

Empowerment

Prevention

External focus on customer

Continuous improvement

Co-operative relations

Solving problems at their roots


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Standards in Action


Custome

rs

expectations

for

the

produ

ctor

service

Customers

perceptions

of

the

product

or

service

Customers

perception

s

of

the

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tor

service

Customers

expectation

s

forthe

produ

ct

orservice

Customers

perceptions

ofthe

productorserviceGap

Perceived qualityis poor

Perceived quality isgood

Expectations >perceptions

Expectations =perceptions

Expectations

Documents

Total-Quality-Management-TQM.ppt