Faculty of Nursing

Master Course 2015 – 2016

Prepared by Samah Mohammed Fathy

Under supervision Dr. Reda Shehata

Total quality management

OBJECTIVES

GENERAL OBJECTIVES

At the end of this lecture ,students will be able to identiy

and apply total quality management in all setting works

and apply its process successfully

SPECIFIC OBJECTIVES

At the end of this lecture ,students will be able to :

Define terms

Discuss effects of total quality management

Discuss history of total quality management

List principles and practice

Mention total quality management process

List elements of total quality management

List barrier for performing TQM in egyptian health

care system

OUT LINES

Introduction

Defentions

Effect of total quality management

Principles and pratice of total quality management

total quality management process

Six basic concepts of total quality management

Elements of total quality management

barrier for performing TQM in egyptian health care system

Summary

Refrences

INTRODUCTION As aresult of industrail revolution in Europe in the

18 century , second world war 1945:in response to

challenges from japanese componies, Usa start to

begin tqm standards in 1980.

Which say that management system for a customer

focused organization that involves all employees in

continous improvement of all aspects of the

organization to establish a customers goodwill and

value –for money reputation.

Total Quality Management

The process or set of processes used to measure and assure the quality of a product

A way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers

(Total quality management )

Total Quality Management (TQM) is a comprehensive and structured approach to

organizational management that seeks to improve the quality of products and services

through ongoing refinements in response to continuous feedback

Total quality management represents a movement which is revolutionizing the way

business is done in the industrialized world. Using points of agreement between the

writings of the quality gurus

“A management philosophy embracing all activities through

which the needs and expectations of the CUSTOMER and

COMMUNITY, and the objectives of the organization are

satisfied in the most efficient and cost effective manner by

maximising the potential of ALL employees in a continuing

drive for improvement.”

Conformance to the expected use

: market research / contact

conformance to the expected use and to the expected price.

:

- Statistical quality control (SQC)

- Providing feedback at each step;

- Promote participation of the workers

conformance to the unexpected needs

Improve Quality (Product/Service)

Increase Productivity (less rejects, faster job)

Lower Costs and Higher Profit

Business Growth, Competitive, Jobs, Investment

TQM Six Basic Concepts

1. Leadership

2. Customer Satisfaction

3. Employee Involvement

4. Continuous Process Improvement

5. Supplier Partnership

6. Performance Measures

(All these present an excellent way to run a business)

1- Leadership

Top management must realize importance of quality

Quality is responsibility of everybody, but ultimate

responsibility is CEO

Involvement and commitment to CQI

Quality excellence becomes part of business strategy

Lead in the implementation process

2- Customer Satisfaction

Customer is always right – in Japan customer is “King”

Customer expectations constantly changing – 10 years

ago acceptable, now not any more!

Delighting customers (Kano Model)

Satisfaction is a function of total experience with

organization

Need to continually examine the quality systems and

practices to be responsive to ever – changing needs,

requirements and expectations – Retain and Win new

customers

Customer Feedback Tools/Method

Warranty cards/Questionnaire

Telephone/Mail Surveys

Focus Groups

Customer Complaints

Customer Satisfaction Index

Good experience are told to 6 people while bad experience

are repeated to 15 people

3- Employee Involvement

People – most important resource/asset

Quality comes from people

Deming – 15% operator errors, 85% management

system

Education and training – life long, continuous both

knowledge and skills

Motivational programmes, incentive schemes

Conducive work culture, right attitude, commitment

4-Continuous Process Improvement

View all work as process – production and business

Process – purchasing, design, invoicing, etc.

Inputs – PROCESS – outputs

Process improvement – increased customer satisfaction

Improvement – 5 ways; Reduce resources, Reduce

errors, Meet expectations of downstream customers,

Make process safer, make process more satisfying to

the person doing

5- Supplier Partnership

40% prod. Cost comes from purchased materials,

therefore supplier Quality Management important

Substantial portion quality problems from suppliers

Need partnership to achieve quality improvement –

long-term purchase contract

Supplier Management activities

Define product/program requirements;

6-Performance Measures

Managing by fact rather than gut feelings

Effective management requires measuring

Use a baseline, to identify potential projects, to asses

results from improvement

E.g. Production measures – defects per million,

inventory turns, on-time delivery

Service – billing errors, sales, activity times

Customer Satisfaction

Methods for measuring

Cost of poor quality

Internal failure

External failure

Prevention costs

Appraisal costs

The process of total quality management

measure the characteristics of a product and compare them with its

specifications;

inspection performed by the workers themselves with a feedback loop to the

production line.

set of (implemented) predefined and systematic activities necessary to give

confidence in the process quality.

management centered on quality and based on the participation of everybody

which aims at the customer satisfaction and at the improvement of the

company's personnel, of the company and of the society.

Focus on the customers

(fitness to use or to latent requirements)

1. Who are my customers ?

2. What are their needs ?

3. What is my product or service ?

4. What are my customers' measures or expectations?

5. What is my process for meeting their needs ?

6. Does my product or service meet these needs ?

7. What actions are needed to improve my process ?

Continuous improvement

(fitness to standard and of cost)

1. Select a theme

2. Collect and analyze data

3. Collect and analyze data

4. Plan and implement solution

5. Evaluate effects

6. Standardize the solution

7. Reflect on process and the next problem

Total participation

• Goals which are clear, challenging and reachable

• Means to reach the goal

• Responsibility for the outcome

• Information about the corporate goals

• Participation in decisions

• Salary

• Job security

• Interesting work

• Self-development

4) Societal Networking

• National promotional organization

• training

• knowledge dissemination

• societal promotional activities

• national standard certification

• development of new methods

Barriers for achieving TQM in egyption health care system

1. Create constancy of purpose towards improvement of product and

service with aim to be competitive, stay in business and provide jobs.

2. Adopt a new philosophy – new economic age, learn responsibilities

and take on leadership for future change.

3. Cease dependence on inspection to achieve quality. Eliminate the

need for inspection on a mass basis by building quality into product in

the first palace.

4. End the practice of awarding business on the basis of price, instead,

minimize total costs.

5. Improve constantly and forever the system of production and service,

to improve quality and productivity, thus decreasing costs.

6. Institute training on the job

7. Institute leadership, supervision to help do a better job.

8. Drive out fear, everyone can work effectively for company.

9. Breakdown barriers between departments. Work as teams to foresee

production problems.

10. Eliminate slogans, exhortations, and targets for workforce.

11. Eliminate numerical quotas on the workforce.

12. Remove barriers that rob people pride of workmanship.

13. Institute a vigorous program of education and self-improvement.

14. Put everybody to work to accomplish the transformation. SUMMARY

Finally we abstract the effect of TQM to improve quality of the product, service, and Performance measures or how TQM improve productivity by decreasing costs and increasing profit which have a great influence on our organizations, customer satisfaction and community.

REFERENCES Deming, w .Edwards. Out of the crisis.

McManus, Kevin. "Is Quality Dead?" IIE Solutions. July 1999

Youngless, jay. "Total Quality Misconception. January 2000