Total
Quality Management TQM, Definition, 6 C's of TQM, Quality Guru's, Dimn.
of TQM, Benefits, Principle, TQM Approach, System, Cost of quality,
Evaluation.
What is TQM ?
Deliver the customer what they exactly want
First time & every time
Nothing less, Nothing more
Quality Target 100%
Traditional Views Vs TQM
Understanding Quality Tools
Ongoing training on analysis, assessment, and correction, & implementation of Quality tools
Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions or gut feelings
Team Approach
Teams formed around processes – 8 to 10 people
Meet weekly to analyze and solve problems
Bench marking
Studying practices at “best in class” companies
Managing Supplier Quality
Certifying suppliers vs. receiving inspection
Manufacturing Quality
What is TQM ?
Total – Made up of the whole
Quality – Degree of excellence a product or service provides
Management – Act, art or manner of planning,
controlling, directing….
Meeting quality expectations as defined by the
customer
Integrated organizational effort designed to improve
quality of processes at every business level
Quality assurance (QA) is a way of
preventing mistakes and defects in manufactured products and avoiding problems
when delivering products or services to customers; which ISO 9000 defines as
"part of quality management focused on providing confidence that quality
requirements will be fulfilled".
TQM is a management approach of an organization,
centered on the participation of all its members and aiming at long term
success through customer satisfaction and benefits to the members of
organization and society
-
ISO 8402 / IS 13999
What’s the goal
of TQM?
Do the right things right, the first time and every
time
Customer
Expectations
Deliver the customer what they exactly want
First time & every time
Nothing less, Nothing more
Quality Target 100%
Defining Quality
in 5 ways
- Conformance to specifications
- Does product/service meet targets and tolerances defined by designers?
- Fitness for use
- Evaluates performance for intended use
- Value for price paid
- Evaluation of usefulness vs. price paid
- Support services
- Quality of support after sale
- Psychological
- Example - Ambiance (Surrounding), prestige, friendly staff
6
C’s of TQM
Traditional Views Vs TQM
Traditional View: - Quality cannot be
improved without significant losses in productivity
TQM
View: -
Improved quality leads to improved productivity
When we improved in the quality, number of parts producing
increases, Sale increases, Cost of poor quality decreases.
Basic Principles of
TQM
TQM attempts to
embed quality in every aspect of the organization
Focus on Customer
Identify and meet customer needs
Stay tuned to changing needs, e.g. fashion styles
Continuous Improvement
Continuous learning and problem solving, e.g. Kaizen, 6 sigma
Quality goals are a moving target, thereby requiring a commitment toward continuous improvement
Quality goals are a moving target, thereby requiring a commitment toward continuous improvement
Quality at the
Source
Inspection vs. prevention & problem solving
Preventing variability is the key to producing high quality
Employee Empowerment
Empower all employees; external and internal customers Team approach, quality circle
Top Management must provide leadership and support for all quality
initiatives
Ongoing training on analysis, assessment, and correction, & implementation of Quality tools
Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions or gut feelings
Team Approach
Teams formed around processes – 8 to 10 people
Meet weekly to analyze and solve problems
Bench marking
Studying practices at “best in class” companies
Managing Supplier Quality
Certifying suppliers vs. receiving inspection
TQM System
Manufacturing Quality
Manufacturing quality focuses on tangible product features
Conformance, performance, reliability, features, durability,
serviceability
Service Quality
Service organizations produce intangible products that must
be experienced
Quality often defined by perceptional factors like courtesy
(Discipline), friendliness of staff, promptness in resolving complaints,
atmosphere, waiting time, consistency
Dimensions of
Quality
The evolution of
TQM
Early 20th century – Quality meant inspection. Reactive in nature
1980s – Quality began to have strategic meaning. Proactive in nature
Successful companies understand that quality provides a competitive
advantage
Put customer first, and define quality as meeting or exceeding customers expectation.
Quality excellence has become a standard for doing business
Industrial 1.0 to
4.0
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