Introduction to total quality management in technician programs
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Transcript of Introduction to total quality management in technician programs
INTRODUCTION TO TOTAL QUALITY
Quality management in technicianEducation programs
Suppliers-Processes-Customers Suppliers State government SBTET-SPIU_DTE Central government MHRD_NPD_NPIU_AICTE ACADEMIC CONSULTANTS
PROCESSES TRANSFERMATION CURRICULUM IMPLEMENTATION INSTRUCTIONAL DELIVERY EVALUATION AND GRADING GUIDANCE AND COUNSELLING INDUSTRIAL EXPOSURE ON THE JOB TRAINING PLACEMENT
PRODUCTS TECHNICIONS SERVICES CONSULTANCY PROJECTS PROTO TYPES DEVELOPMENT JOB WORKS LEASING
CUSTOMERS STUDENTS LOCAL GOVERNMENT ENGINEERING DEPARTMENTS PRIVATE INDUSTRIES N G O s COMMUNITY
CUSTOMER REQUIREMENTS STUDENTS Competencies Counseling Placement Student services Communication Feedback
CUSTOMER REQUIREMENTS MARKERT ANALYSIS Ability to meet the needs? Capability ? Continuous meeting ? Monitoring ?
SUPPLIERS DEMANDS RULES COMPLAINCE NORMS AND STANDARDS OUTPUTS/TARGETS FORMAL PROGRAMS NONFORMAL PROGRAMS COSULTANCY PROGRAMS TECHNOLOGY TRANSFER
QUALITY QUALITY SHOULD BE AIMED AT
NEEDS OF THE CUSTOMER, PRESENT,and FUTURE--- Deming
CONFORMATION TO REQUIREMENTS--- Crosby
Quality FITNESS FOR PURPOSE OR USE---
Juran
QUALITY THE TOTALITY OF FEATURES and
CHARACTERISTICS OF A PRODUCT OR SERVICES THAT BEAR ON ITS ABILITY STATED OR IMPLIED NEEDS---- ISO 8402
QUALITY QUALITY INVOLVES MEETING OR
EXCEEDING CUSTOMER EXPECTATIONS
QUALITY APPLIES TO PRODUCTS,PROCESSES and ENVIRONMENTS.
QUALITY IS AN EVER-CHANGING STATE.
QUALITY---a dynamic state QUALITY IS A DYNAMIC STATE
WITH PRODUCTS,SERVICES,PEOPLE, AND ENVIRONMENTS THAT MEETS OR EXCEEDS EXPECTATIONS
TOTAL QUALITY MANAGEMENT CONSISTS OF COTINUOUS
IMPROVEMENT ACTIVITIES INVOLVING EVERYONE IN THE ORGANISATION IN A TOTALLY INTEGRATED EFFORT TOWARD IMPROVING PERFORMANCE AT EVERY LEVEL.
IMPROVED PERFORMANCE Directed toward satisfying such cross-
functional management techniques,existing improvement efforts, and technical tools under a disciplined approach focused on continued process improvement.
Ultimately focused on increased customer satisfaction
REPUTATION BUILT UPON COMPETITVE
ELEMENTS OF QUALITY,RELIABILITY,DELIVERY, AND PRICE OF WHICH QUALITY HAS BECOME STRATEGICALLY THE MOST IMPORTANT.
POOR REPUTATION Once an organization acquires a poor
reputation for quality,it takes a very long time to change it.
National reputation Reputations ,good or bad,can quickly
become national reputation.
LEARNING OF QUALITY THE MANAGEMENT OF THE
COMPETITVE WEAPONS, SUCH AS QUALITY, CAN BE LEARNED LIKE ANY OTHER SKILL,AND USED TO TURN ROUND A POOR REPUTATION,IN TIME.
Information requirements Characteristics of performance and
reliability Any obligatory regulations or standards
governing the nature of the product or service
MARKET DEMAND COMPETANTANT TECHNICIANS PROBLEM SOLVING CAPABLITY LIFE LONG LEARNING COMMUNICATION TEAM DEVELOPMENT QUALITY LEADERSHIP
MARKET RESEARCH CUSTOMER SURVEYS QUALITY PANEL OR FOCUS GROUP
TECHNIQUES BRAINSTROMING AND DISCUSSIONS ROLE ANALYSIS NEEDS ANALYSIS
QUALITY CONTROL QUALITY CONTROL IS THE
EMPLOYMENT OF ACTIVITIES AND TECHNIQUES TO ACHIEVE AND MAINTAIN THE QUALITY OF A PRODUCT,PROCESS OR SERVICE
QUALITY ASSURANCE QUALITY ASSURANCE IS THE
PREVENTION OF QUALITY PROBLEMS THROUGH PLANNED AND SYSTEMATIC ACTIVITIES.
Quality starts with marketing Marketing establishes the true requirements
for the product or service.These must be communicated throughout the organization in the form of specifications.
QUALITY IN ALL FUNCTIONS ALL MEMBERS OF AN
ORGANISATION NEED TO WORK TOGETHER ON ORGANISATION-WIDE QUALITY IMPROVEMENT.
The co-operation of everyone at every interface is required to achieve perfection.
Total Quality Approach Strategically based Customer focus Obsession with quality Scientific approach to decision making and
problem solving Teamwork Continuous process improvement
Total Quality Approach -contd Education and Training Freedom through Control Unity of Purpose Employee Involvement and Empowerment
Total quality pioneers W.Edwards Deming Joseph M.Juran Philip B.Crosby
The Deming Cycle Plan Do Check Act Analyze
Juran’s three basic steps to progress Achieve structured improvements on a
continual basis combined with dedication and a sense of urgency.
Establish an extensive training program. Establish commitment and leadership on
the part of higher management.
The Juran Trilogy Quality planning Quality control Quality improvement
Organization’s failure 85% of organizations failures are the fault
of the management 15% of them are fault of the workers
End Thank you