2. Meaning of Total Quality Management Total quality
managementis a philosophy that involves everyone in an organization
in a continual effort to improve quality and achieve customer
satisfaction Two major philosophies in TQM: 1. Never ending push to
improve 2. Customer satisfactionNaveen K R 3. Naveen K R 4. Team
members and topic coveredNaveen K R 5. Naveen K R 6. NHCE Quality
Policy To provide education services of the highest quality both
curricular and co-curricular so that our students can integrate
skills and serve industry and society equally well at the global
level. NHCE slogan Curricular Co-curricular Extra-curricular &
PlacementNaveen K R 7. CONTROL CHART FOR ATTRIBUTESNaveen K R 8.
Control chart Control chart is simply an run chart to which two
horizontal lines called control limits are added, it was first
proposed by Walter Shewhart at bell laboratories in 1920 and
supported by Deming.Walter ShewhartDemingNaveen K R 9. Control
chartdata assume only two values, Attributes for attributes Good or
bad Defective or non defective Acceptable or non acceptable Pass or
failAttributes usually cannot be measured but they can be observed
and counted and are useful in many practical situationsNaveen K R
10. Defects: A defects is a single non conforming quality
characteristic of an item.Defectives: Is an items having one or
more defects.Naveen K R 11. Different types of control charts for
attributesTypes of charts: 1. 2. 3. 4.P type chart Np type chart C
type chart U type chartNaveen K R 12. P CHARTS: Type p monitors the
P chart control chart proportion of non conforming items produced
in a lot.D U R O M E T E RUpper control limitControl limitLower
control limitSub groupNaveen K R 13. Each Sample include 100
students Sample no.NonFraction Sample no. conforming
non-conformingNonconformingFraction nonconforming166/100
=0.061166/100 =0.06255/100 =0.051211/100 =0.01300/100 =0.001388/100
=0.08411/100 =0.011477/100 =0.07544/100 =0.041555/100 =0.05622/100
=0.021644/100 =0.04755/100 =0.05171111/100=0.11833/100
=0.031833/100 =0.03933/100 =0.031900/100 =0.001022/100
=0.022044/100 =0.04Total non-conforming = 80N0. sample = 20N = 100
X 20n = 100Naveen K R 14. P chart 0.12UCl = 0.10.10.08CL =
0.040.060.040.02LCL = 0.000 1234567891011121314151617181920Naveen K
R 15. C CHART: Type C control chartThe c hart is used to control
the total number of defects per unit when sub group size is
constant. UCL=c0+30 C0=c1+c2+--/K UCL=c0-30Naveen K R 16. Sample
no.Non-conformingSample
no.Non-conforming1611625121301384114754155621647517118318393190102204Control
limit = 80/20 = 4 Upper control limit = 4+34 = 10 Lower control
limit = 4-34 = -2 or 0Naveen K R 17. C Chart 12UCL = 101086CL =
442LCL = 00 1234567891011121314151617181920Naveen K R 18. PARETO
PRINCIPLENaveen K R 19. Pareto principle principle (also known as
the 8020 rule, the law The Pareto of the vital few, and the
principle of factor sparsely) states that, for many events, roughly
80% of the effects come from 20% of the causes. Italian economist
Vilfredo Pareto, who observed in 1906 that 80% of the land in Italy
was owned by 20% of the population.Naveen K R 20. How to Use the
ToolPARETO STEPS Step 1: Identify and List Problems Step 2:
Identify the Root Cause of Each Problem Step 3: Score Problems Step
4: Group Problems Together By Root Cause Step 5: Add up the Scores
for Each Group Step 6: Take ActionNaveen K R 21. List of problems
in NHCE Class room defects = 3 out of which 3 are defective
Transportation defects = 23 out of which 4 defective Computer
defects = 5 defective Student failure = 21 Library defect = 10
Faculty on leave = 1 Students on leave = 30 averageNaveen K R 22.
Defect namedefectscumulativeStudents on leave3030Student
fail2151Library defect455Computer defects358Transportation
defects361Class room defects364Faculty on leave165Total20%
defect6580% defectNaveen K R 23. Pareto chart 120100806040200
student on leavestudent faillibrary defectcomputer defectstra
sportation defectsclass room defectsNaveen K Rfaculty on leavetotal
24. PLAN DO STUDY ACT 25. Karthic 26. Karthic 27. PDCA in NHCE
Problem : more failures in MBA finance stream Plan: 1.objectives:
to reduce number of failures in finance stream MBA 2. Prediction :
to increase pass percentage from to 80 to 90 3. Planning to carry
out the cycle 4. Planning to data collectionKarthic 28. Do:
Selecting Skill Wiz study: Study the final report of each student
given by skill wiz. Act: Based on that assigning
specialization.Karthic 29. PROCESS MANAGEMENTKarthic 30. Process
management Process management is the ensemble of activities of
planning and monitoring the performance of a process. Process
management is the application of knowledge, skills, tools,
techniques and systems to define, visualize, measure, control,
report and improve processes with the goal to meet customer
requirements profitably.Karthic 31. Steps in
PMModelOptimizeMonitorImplementExecuteKarthic 32. NHCE process
managementCurricularCocurricularExtracurricularPlacementKarthic 33.
BENCHMARKING 34. Benchmarking is the process of comparing one's
business processes and performance metrics to industry bests or
best practices from other industries.Manohar 35. Seven step
benchmarking 12 Identify what to benchmark Determine what to
measure Identify who to benchmark34567 Collect the data Analyze the
data and find the gap Set goal and develop action plan Monitor the
processManohar 36. Types of benchmarking: 1. Strategic Benchmarking
Involves examining long-term strategies, for example regarding core
competencies, new product and service development or improving
capabilities for dealing with change. This type of benchmarking is
used by successful high performers in order to improve a businesss
overall performance.Manohar 37. 2. Performance Benchmarking (or
Competitive Benchmarking) looks at performance characteristics in
relation to key products and services in the same sector. In order
to protect confidentiality this type of analysis is often
undertaken through trade associations or third parties.Manohar 38.
Top 3 Engineering College of Karnataka College nameNational
RankState RankOver All RankOverall ScoreManipal UniversityManipal
Institute AAA of Technology, ManipalAAA+NANANational Institute of
Technology, AA+ SurathkalAAA+NANABMS College of Engineering,
BangaloreAAA+NANANAManohar 39. 3. Process Benchmarking Focuses on
improving critical processes and operations through comparison with
best practice organizations performing similar work. This often
results in short term benefits.4. Internal Benchmarking Involves
benchmarking businesses or operations from within the same
organization.Comparing the strategy of MCA department and MBA
departmentManohar 40. 5. Functional Benchmarking Compares a
business with partners drawn from different sectors to find
innovative ways of improving work processes. This can lead to
dramatic improvements.6. International Benchmarking Identifies and
analyses best practitioners elsewhere in the world, perhaps because
there are too few benchmarking partners within the same country to
produce valid results.Manohar 41. Top 5 Engineering College in the
World RankInstitutionLocationOverall score1Massachusetts Institute
of Technology (MIT)United States93.12Stanford UniversityUnited
States91.93University of California, BerkeleyUnited
States90.64California Institute of Technology (Caltech)United
States90.55Princeton University United States89.5Manohar 42.
7.External Benchmarking Analyses best in class outside
organizations, providing the opportunity to learn from those at the
leading edge. This can take up significant time and resource to
ensure the credibility of the findings.Manohar 43. FISHBONE
DIAGRAMS 44. Fishbone DiagramsIshikawa diagrams (also called
fishbone diagrams, herringbone diagrams, cause-and-effect diagrams,
or Fishikawa) are causal diagrams created by Kaoru Ishikawa (1968)
that show the causes of a specific event. Common uses of the
Ishikawa diagram are product design and quality defect prevention,
to identify potential factors causing an overall effect.Nitesh 45.
1. Define the problem (effect) to be solved. 2. Identify the key
causes of the problem or event.Key causeKey cause Problem
descriptionKey causeKey causeNitesh 46. The 6 Ms (used in
manufacturing industry) Machine (technology) Method (process)
Material (Includes Raw Material, Consumables and Information.) Man
Power (physical work)/Mind Power (brain work): Kaizens, Suggestions
Measurement (Inspection) Milieu/Mother Nature (Environment)Nitesh
47. The 7 Ps (used in marketing industry) The 7 Ps (used in
marketing industry)Product/Service Price Place Promotion
People/personnel Positioning PackagingNitesh 48. 3. Identify the
reasons behind the key causes. 4. Identify the most likely causes.
Key causeKey causeKey causecauseProblem description cause cause Key
causeKey causeKey causeNitesh 49. NHCEprocedurespolicyUnit delivery
Curriculum Placement Passing conditionrecruitmentClass timings
Contents in unitsExam question paper model Assessment
criteriaImprove results Student faculty ratio Teaching aidClass
roomsLab facilityRest roomsLibrary facilityExternal envi.Parents
faculty ratio Faculty knowledge level Student deduction Comp. and
netFaculty motivation ability technologypeopleNitesh 50. CONTINUAL
IMPROVEMENT PROCESS 51. Continual improvement process A continual
improvement process, also often called a continuous improvement
process (abbreviated as CIP or CI), is an ongoing effort to improve
products, services, or processes. These efforts can seek
"incremental" improvement over time or "breakthrough" improvement
all at once.Nitesh 52. Continuous Improvement Process 1 Communicate
expectations. 2 Deliver information and training. 3 Assess
knowledge and skills. 4 Explain to everyone why they matter 5
Provide encouragement in order to develop a culture of continuous
improvement 6 Show consistency in your approach. 7Allow room for
experimentation and mistakesNitesh 53. continuous improvement in
NHCE2nd Sem MBA3rd Sem MBANitesh 54. TOTAL QUALITY FUNCTION 55. QFD
(quality function deployment)Quality Function Deployment (QFD)QFD
(quality function deployment) is defined as a method for developing
a design quality aiming at satisfying the consumer and then
translating the consumer's demand into design targets and major
quality assurance points to be used throughout the production
phase.Moses 56. Customer requirements planningQFD processTechnical
features deploymentProcess planning and quality control
chartOperating instructionsMoses 57. 4House of QualityHouse 1House
2(Customer requirement to Technical requirement)(Technical
requirement to Component Characteristics)House 3House 4(Component
Characteristics to process Operation)(process Operation to Quality
Control Plan)Moses 58. NHCE QFD 1. Student Requirement: good
education, industrial exposure, 100% placement. 2. Technical
requirement: 100% admission, through Quality education and 100%
placement. 3. Process planning: . providing 3 different types of
admission Global, Professional, Executive. . Placement training
.All final year students having eligibility compulsory should
attend interview. 4. Quality control: curriculum, co curriculum,
extra curriculum, placement.Moses 59. ISO 60. What is a standard?A
standard is a document that provides requirements, specifications,
guidelines or characteristics that can be used consistently to
ensure that materials, products, processes and services are fit for
their purpose.Namratha 61. What are the benefits of ISO
International Standards?ISO International Standards ensure that
products and services are safe, reliable and of good quality. For
business, they are strategic tools that reduce costs by minimizing
waste and errors, and increasing productivity. They help companies
to access new markets, level the playing field for developing
countries and facilitate free and fair global trade.Namratha 62.
Popular Standards ISO 9000 - Quality management Make sure your
products and services meet customers' needs with this family of
standards. ISO 14000 - Environmental management Improve your
environmental performance with this family of standards. ISO 3166 -
Country codes Avoid confusion when referring to countries and their
subdivisions with this standard.Namratha 63. ISO 22000 - Food
safety management Inspire confidence in your food products with
this family of standards. ISO 4217 - Currency codes Avoid confusion
when referring to world currencies with this standard. ISO 639 -
Language codes Describe languages in an internationally accepted
way with this standard.Namratha 64. ISO 20121 - Sustainable events
Manage the social, economic and environmental impacts of your event
with this standard. ISO 27001 - Information security Ensure your
organization's information is secure with this family of
standards.Namratha 65. Namratha 66. Currently, the ISO 9000 series
is comprised of the following international standards: ISO 9000 -
Guidelines for selection and use ISO 9001 - Model for quality
assurance: design, development, production, installation and
servicing ISO 9002 - Model for quality assurance: production,
installation and servicing ISO 9003 - Model for quality assurance:
final inspection and test ISO 9004 - Quality management and quality
system elementsNamratha 67. ISO 9000 series is comprised of the
following quality Management Responsibility Quality Planning
Contract Review Design Control Document and Data Control Purchasing
Control of Customer-Supplied Product Identification and
Traceability Process ControlNamratha 68. Inspection and Testing
Control of Inspection, Measuring and Test Equipment Inspection and
Test Status Control of Nonconforming Product Corrective and
Preventive Action Storage, Handling, Packaging, Preservation and
Delivery Control of Quality Records Internal Quality Audits
Training Servicing Statistical TechniquesNamratha 69. FLOWCHART 70.
Flowchart A flowchart is a type of diagram that represents an
algorithm or process, showing the steps as boxes of various kinds,
and their order by connecting them with arrows.Naveen K R 71. A
flowchart is a graphic illustration of the steps and sequence of a
process. A flowchart helps users understand a particular process.
It can communicate and train others in the process, helping each
individual or work group identify their part in the process. A
flowchart can also be useful for examining and identifying
inefficiencies, resulting in a new more effective and efficient
process.Naveen K R 72. Circle: signifies beginning or end of a
process Common shapes used in flowchart Arrow: identifies the
direction of flow Box: identifies an individual step in the process
Diamond : signifies where decisions are made in the processNaveen K
R 73. NHCE Admission ProcessstartsAdmission to MBA in NHCEThrough
PGCTYes, admissionThrough Kmat, Cmat, Management QuotanoStudent
interested financial aid Yes, admissionNaveen K Rno 74. Apply for
financial aidSubmit documents in admission Dep.Submit the bank ch.
to acc. Dep.Make payments in bankReceive acknowledgementAttend
classesExitNaveen K R 75. By:Naveen Karthic Manohar Nitish Moses
Namratha
