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- 1. Total Quality Management By: Diana Priscila Montesdeoca Benitez Subject: English Socio-Educational Project
- 2. 1. Quality – An Introduction Quality Introduction Quality is a degree of excellence Business exists to créate and retain satisfied customers QA focuses on producing products and services of appropriate quality QC focuses on the process of producing the product or service QM includes QA and QC TQM was developed first for industry. Nowadays, it can also be applied in education The TQM model suggest a highly strutured system of management
- 3. 2. Quality and Competitive Advantage Levels of quality: • Evaluate and summarize overall quality management at the organization level. • Evaluate and summarize quality management at the process level • Evaluate and describe quality management at the performer level Competitive advantage • Firms create and sustain competitive advantage due to continuously improvement, innovation and update.
- 4. 3. Quality Philosophy Deming philosophy Deming focused on the optimal relationship between workers and companies managers Juran philosophy Juran turn the company goals into results. Crosby philosophy Crosby established that real improvement takes a while to fulfill. Sampling The acceptance sampling would reduce the portion of defective ítems.
- 5. 4. ISO 9000-2000 ISO 9000 Mayor changes of 2000: Fundamentals and standards: provide terminology and definitions used in standards. ISO is a requiremen t for doing business
- 6. 5. Introduction To Total Quality Management (TQM) Levels of organization 1. Quality Management (QM) 2. Quality Assurance (QA) 3. Quality Control (QC) TQM The 1st feature of TQM is the company’s focus on its customers TQM philosophy is the continuous improvement. Quality is customer driven. 1st identify the customers needs and then meet them. Company needs to gather information about customers (surveys, interviews)
- 7. 6. Contributions To TQM Crosby Juran Deming The principal TQM Gurus are: Ishikawa Taguchi Taichi Ohno Shingo Shingo Japanese pioneers on TQM:
- 8. 7. Principles Of TQM-I TQM Principles Leadership Process in which one person can lead and aid others to achieve a common goal Customer satisfaction Customers want to get their money’s worth from a product or service. Employee and involvement The supervisor has to try to keep his/her staff happy and productive.
- 9. 8. Principles Of TQM-II TQM Principles Leadership Process in which one person can lead and aid others to achieve a common goal Continuous Process Improvement Set of on-going systems engineering and management activities used to select, tailor, implement and assess the process to achieve the company’s goal. Employee and involvement Alliance is important to dominate any technology or business..
- 10. 9. Evolution Of Total Quality Kaizen • Total productive Maintenance (TPM) • Meaning • Statistical Quality Control basics Basic s of sampling and reliability • Reliability is in agreement with TQM and Concurrent Engineering efforts. Quality tool and techniques • Plan, do, check, and act (PDCA) • Gap analysis technique • Homologation. Quality improvement • Total Employee Involvement (TEI) • TQM principles & strategies pertaining to employee • Motivation: Internal and external • Theory ‘Y’, Theory ‘Z’ • Team Work • Training and Development
- 11. 10. JIT Manufacturing and Lean Manufacturing Through Waste Elimination JIT • Just-in-time manufacturing • Concept introduced by the Ford motor company, it works on a demand-pull basis. 1. Model Exa1.Cooperation with a value chain perspective. 2. Respect for people at all levels 3. Quality at the source - jidohka 4. Simplification or just enough resources 5. Continuous improvement - Kaizen 6. A long term perspective 7. Recognize seven types of waste to be eliminated
- 12. 11. Seven Magnificent Quality Tools and Techniques 1. Make sure that goals and expectations are well defined and communicated. 2. Explain the differentiation of roles of members to all 3. The responsibilities and accountabilities of each member need to be clear. 4. Team meetings should evolve in to self-regulated event. 5. Plan the work and work the plan. 6. Keep the sponsors in the loop 7.Celebrate milestone completions with appropriate activities.
- 13. 12. Tools And Techniques of TQM -I TQM-I tools help organizations to identify, analyze and assess qualitative and quantitative data that is relevant to their business. ISO 9000
- 14. 13. Measurement Tools Data • Can be qualitative or quantitative. Measures • The range (R), • Sum of squares (S), • Variance (V) • Standard deviation (s)
- 15. 14. Analytical Tools 1 Process mapping 2 Regression Analysis 3 Resource Utilization and Customer service Analysis The Five whys 5. Overall Requirement Effectiveness 4
- 16. 15. Improvement Tools And Techniques Kaizen JIT Quality circles Force Field Analysis Five S’s
- 17. 16. Control Tools •Allows you to see: What the various activities are, When each activity begins and ends, How long each activity is scheduled to last, Where activities overlap with other activities, and by how much. GANTT CHART •Shows the way various components of a computer network interact with each otherNETWORK DIAGRAM •It take action to standardize or improve the processTHE PDCA CYCLE •Is a graphical method of displaying multivariate data in the form of a two dimensional chart RADAR CHART •It emphasize how performance measurement techniques can be a valuable management tool MILESTONE TRACKER DIAGRAM AND EARNED
- 18. Reference • SRI Venkateswara University courses, Total Quality Management, available at: http://lms.svuict.in/