TOTAL QUALITY MANAGEMENT

TQM PRACTICES FOLLOWED AT TOYOTA

SUBMITTED TO: PROF. NADKARNI

SUBMITTED BY:

SANDIP DAUND 9174SWAPNIL DHAMALE 9175SONAL INGAWALE 9182RAVIKIRAN KASHID 9190SADHANA RANJANE 9204SHARMISTA SHETTY 9211

WHAT IS QUALITY?

“Quality is totality of features and characteristics of product (goods and services) that bears on its ability to satisfy given needs.”

Quality is total composite product (goods and services) characteristics, through which the product in use will meet the needs and expectations of the customers.

EVOLUTION OF QUALITY MANAGEMENT

Mass Inspection

Quality Control (Acceptance Sampling)

Quality Assurance

Total Quality Control

Company wide Quality Control

Total Quality Management

GURU’S OF TQM

Dr. Genichi Taguchi

Dr. Kaoru Ishikawa Dr. Masaaki ImaiDr. Shigeo Shingo Dr .Armand V. Feigenbaum

Dr. W E Deming Dr. J M Juran Dr. Philip Crosby

INTRODUCTION TO TOYOTA• VISION:

Since its foundation, Toyota has been using its Guiding Principles to produce reliable vehicles and sustainable development of society by employing innovative and high quality products and services.

• Long – Term Philosophy:Base your Management Decisions on a Long-Term

Philosophy, even at the Expense of Short-Term Financial

Goals.

Toyota Visionary Management: The Tree Metaphor

GURUS OF TQM IN TOYOTA

• Sakichi Toyoda (1867-1930): Toyoda Power Loom equipped with a new weft-breakage automatic stopping device (developed in 1896)World's first automatic loom with a non-stop shuttle-change motion, the Type-G Toyoda Automatic Loom (developed in 1924).

• Kiichiro Toyoda (1894-1952): Drawing on his experience of introducing a flow production method using a chain conveyor into the assembly line of a textile plant (completed in 1927) with a monthly production capacity of 300 units, Kiichiro Toyoda also introduced this method into the body production line at Toyota Motor Co., Ltd.'s Koromo Plant (present day Honsha Plant), completed in 1938.

• Eiji Toyoda (1913-): implementation of jidoka and the Just-in-Time method

• Taiichi Ohno (1912-1990):With strong backing from Eiji Toyoda, Taiichi Ohno helped establish the Toyota Production System, and built the foundation for the Toyota spirit of "making things" by, for example, creating the basic framework for the Just-in-Time method.

14 PRINCIPLES OF TPS

1. The Right Process Will Produce the Right Results.

2. Create Continuous Process Flow to Bring Problems to the Surface.

3. Use “Pull” Systems to avoid Over Production.

4. Level out the Work Load (Heijunka).

5. Build a Culture of Stopping to Fix Problems, to get Quality Right the First Time.

Continue …….

14 PRINCIPLES OF TPS

6. Standardised Tasks are the foundation for Continuous Improvement and Employee Empowerment.

7. Use Visual Control so no Problems are Hidden.

8. Use Only Reliable, Thoroughly Tested Technology that Serves your People and Processes.

9. Add Value to the Organisation by Developing Your People and Partners.

10. Develop Exceptional People and Teams who follow your

Company’s Philosophy.

14 PRINCIPLES OF TPS

11.Go and See for Yourself to thoroughly Understand the Situation.

12.Continuously Solving Root Problems Drives Organisational

Learning.

13.Make Decisions Slowly by Consensus, thoroughly Considering all Options, Implement Decisions Rapidly.

14.Become a Learning Organisation through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen).

Philosophy(Long-term Thinking)

People and Partners

(Respect, Challenge and Grow Them)

Process(Eliminate Waste)

ProblemSolving

(Continuous Improvement & Learning)

• Continual organizational learning through Kaizen• Go see for yourself to thoroughly understand the situation (Genchi Genbutsu)• Make decisions slowly by consensus, thoroughly considering all options; implement rapidly

• Grow leaders who live the philosophy• Respect, develop, and challenge your people and teams• Respect, challenge, and help your suppliers

• Create process “flow” to surface problems• Use pull systems to avoid overproduction• Level out the workload (Heijunka)• Stop when there is a quality problem (Jidoka)• Standardize tasks for continuous improvement• Use visual control so no problems are hidden• Use only reliable, thoroughly tested

technology

• Base management decisions on a long-term philosophy, even at the expense of short-term financial goals

Gench

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Resp

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Kaiz

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Challenge

Toyota’sTerms

“4 P” MODEL OF THE TOYOTA WAY

TPS HOUSE

PEOPLE

Long – term Asset –> Learned Skills

Machinery Depreciates -> Loses Value

People Appreciates -> Continue to Grow

PHILOSOPHICAL

MANAGEM

ENTTE

CHNIC

ALTechnical

• Stability• JIT• Jidoke• Kaizen• Heijunka

Management• True North• Tools to Focus Management Attention• Go and See• Problem – Solving• Presentation Skills• Project Management• Supportive Culture

Philosophy / Basic Thinking• Customer First• People are most Important Asset• Kaizen • Go and See -> Focus on Floor

• Give feedback to Team Members and Earn Respect• Efficiency Thinking

• True (vs. apparent) Condition• Total (vs. Individual) Team Involvement

TOYOTA’S LEADER VIEW

3 M’S IN TPS

ANY QUERIES???

THANK YOU

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