Total Quality Management Chapter Two Total Quality Management and Continuous Improvement.
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Transcript of total quality management
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Presentation on
By Mandeep khairaTo Mrs. Palak Bajaj Arora
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What is quality?
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Quantified definition of Quality:
Q = P / E
where, Q = qualityP = performanceE = expectations
If Q is greater than 1, then the customer has a good feeling about the quality of product or service.
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Dimensions of quality
Dimensions of quality are the different features of product or service.
Functionality: Functionality refers to the core features and characteristics of
a product that satisfy the customer.
Reliability: Reliability is measured by mean time between failures (MTBF)
and mean time to first failure. Reliability is an indicator of durability of products.
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Usability: A product should be user friendly. The customer should be
able to use the product easily without the help of expert.
Maintainability: It refers to the ease with which a product can be maintained
in the original condition. Maintainability is measured as mean time to repair (MTTR).
Efficiency: Efficiency is how much out put is taken by different products
on giving same input.
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Aesthetics: A product or service should not only perform well but also
appear attractive. It also includes color, finish and overall look of product or service.
Serviceability: It includes: How well the customers are treated? How complaints are handled and resolved? How much time you take to resolve problem? This feature plays a vital role in service organizations.
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What is TQM?
TQM implies that every one associated with the organization is committed towards continual improvement of the organization through customer satisfaction.
TQM – A Road to success
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Functions of TQM
• Quality of design• Quality of planning• Quality of production• Quality of shipment• Quality of field service (market)
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Evolution of TQM
• Quality Management philosophy was evolved in Japan after second world war.
• An American expert Edwards Deming helped Japanese to apply concepts of TQM.
• In 1968 the Japanese shaped the phrase Total Quality Control and became the world quality leader.
• In the 1980 the U.S. Navel Air Systems coined the TQM phrase. The Navy based most of the principles on the Japanese Total Quality Control philosophy.
• In 80’s most companies in the world started applying this concept and enhanced their productivity and profitability remarkably.
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Role of leadership in TQM
• Promoting cultural change• Leading from the front• Open communication• Removing barriers between departments• Instilling more customer focus• Aligning company goals with Vision and Mission
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Quality Assurance
• Quality assurance refers to customers that the products, parts, components, tools etc.
• It contain specified characteristics are fit for the intended use.
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Helpful factors of Quality Assurance
• Quality specifications• Inspections and testing procedures• Periodical evaluation• Chemical and physical properties
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Quality Control
V’s
Quality Assurance
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Quality Control Quality Assurance
• Reactive approach
• Focuses on product/service
• Find defects
• Line function
• Proactive approach
• Focuses on process
• Prevent defects
• Staff function
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Main pillars of
Total Quality Management
• Customer Satisfaction
• Continual Improvement
• Employee Involvement
• Management commitment
• Performance Measurement
• Supplier evaluation
• Acceptance Sampling
• Process Capability
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According to a worldwide Gallup poll of 20 000 people conducted recently by Bozell Worldwide of America, world consumers believe the best quality goods are made by Japan.
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Obstacles to TQM implementation:
• Lack of management commitment• Inability to change organizational culture• Improper planning• Lack of continuous training and education• Ineffective measurement techniques• Inadequate use of empowerment and teamwork• Failure to continually improve
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Benefits of TQM include:
• Improves competitive position • Increase adaptability to global markets • Elevated productivity • Eliminates defects • Significantly reduces waste. • Reduces quality costs • Improves management communication • Raises profits • Customer loyalty
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Some criticisms of TQM
1. Blind pursuit of TQM programs2. Programs may not be linked to strategies3. Quality-related decisions may not be tied to
market performance4. Failure to carefully plan a program
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PDCA Cycle repeated to create continuous improvement
Time
Performance
“Continuous”improvement
Plan
Do
Check
Act
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Summary
• TQM – a way of working• Involves everyone• High prominence on ‘customer’• Awards based upon TQM
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