TQM: Continuous Improvement By; Engr, Attaullah Shah BSc Engg ( Gold Medalist), MSc Engg ( Strs),...
-
Upload
tabitha-hodges -
Category
Documents
-
view
244 -
download
0
Transcript of TQM: Continuous Improvement By; Engr, Attaullah Shah BSc Engg ( Gold Medalist), MSc Engg ( Strs),...
TQM: Continuous Improvement
By; Engr, Attaullah Shah BSc Engg ( Gold Medalist), MSc Engg ( Strs), MBA, MA ( Eco)
MSc Envir Design, PGD Computer Sc, PhD Scholar UET Taxila
Project Director Allama Iqbal Open University-Islamabad. [email protected]
SOME QUOTATIONS
God doesn't Change the Nation unless they have the will to change themselves- Holy Quran
He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery. ~Harold Wilson.
Carl Rogers said: The curious paradox is that when I accept myself just as I am, then I can change.
Change is the law of life. And those who look only to the past or present are certain to miss the future. John F. Kennedy
We must all obey the great law of change. It is the most powerful law of nature. Edmund Burke.
It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin.
Nature gives to every time and season some beauties of its own; and from morning to night, as from the cradle to the grave, it is but a succession of changes so gentle and easy that we can scarcely mark their progress. Charles Dickens.
You must be the change you wish to see in the world. Mahatma Gandhi.
To improve is to change; to be perfect is to change often. Winston Churchill
People can cry much easier than they can change. James Baldwin
To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly Henri Bergson
When you‘ve finished changing, you're finished. Benjamin Franklin
DO you Know?
What is Quality? What is TQM ?
What is PDCA? What is the difference between Quality Assurance and TQM? What are the advantages of TQM for an organization?
Total Quality Managementand Continuous Improvement
TQM is the management process used to make continuous improvements to all functions.
TQM represents an ongoing, continuous commitment to improvement.
The foundation of total quality is a management philosophy that supports meeting customer requirements through continuous improvement.
The Scope of Total Quality Management
Principles
Practices
Infrastructure Tools & Techniques
Participation and Teamwork
Custo
mer
focu
s Continuous
improvem
ent
And learning
Continuous Improvement versus Traditional Approach
Market-share focusIndividualsFocus on ‘who” and “why”Short-term focusStatus quo focusProduct focusInnovationFire fighting
Customer focusCross-functional teamsFocus on “what” and “how”Long-term focusContinuous improvementProcess improvement focusIncremental improvementsProblem solving
Traditional Approach Continuous ImprovementContinuous ImprovementContinuous ImprovementContinuous Improvement
The TQM System
CustomerFocus
ProcessImprovement
TotalInvolvement
LeadershipEducation and Training Supportive structureCommunications Reward and recognition
Measurement
ContinuousImprovement
Objective
Principles
Elements
Leadership Leadership
“Inventories can be managed, but people must be led”.
Their task is to create clear quality values & high
expectations, & then build these in to the company operations.
Continuous ImprovementContinuous Improvement
Check Do
Act Plan
Time
Qua
lity
leve
l
Process Improvement Methodology (sequenced) (1 of 3)
Develop process improvement planDetermine process or area to examineForm and train Process/Quality
Improvement TeamUse coarse tools
Process flowchart Check sheets and histograms Fishbone chart <--- Pareto analysis --->
Process Improvement Methodology (sequenced) (2 of 3)
Use fine tools Process control charts Run diagrams Scatter diagrams Failsafing
Determine process changesImplement pilot process improvement
Process Improvement Methodology (sequenced) (3 of 3)
Measure and evaluate results.
Repeat if results unsatisfactory; deploy full implementation if results satisfactory
The Seven QC ToolsFlowchartsCheck sheetsHistogramsCause-and-effect diagramsPareto diagramsScatter diagramsControl charts+ Run charts
Mod. SJSU Bus. 142 DAB 09/19/02
FlowchartsShows unexpected complexity, problem areas,
redundancy, unnecessary loops, and where simplification may be possible
Compares and contrasts actual versus ideal flow of a process
Allows a team to reach agreement on process steps and identify activities that may impact performance
Serves as a training tool
Flowchart Passenger Arrives
Ticket No Wait for For Flight Appropriate
Flight
Yes
Check Yes Excess Luggage Carry-on
No
IssueBoarding Pass
PassengerBoards Airplane
Check Sheet
Creates easy-to-understand data
Builds, with each observation, a clearer picture of the facts
Forces agreement o the definition of each condition or event of interest
Makes patterns in the data become
obvious quickly
Histogram
Displays large amounts of data that are difficult to interpret in tabular form
Shows centering, variation, and shapeIllustrates the underlying distribution of the
dataProvides useful information for predicting
future performanceHelps to answer the question “Is the process
capable of meeting requirements?
Cause and Effect Diagram
Enables a team to focus on the content of a problem, not on the history of the problem or differing personal interests of team members
Creates a snapshot of collective knowledge and consensus of a team; builds support for solutions
Focuses the team on causes, not symptoms
Effect
Cause
Pareto Diagram The Pareto principle suggests that most effects come from
relatively few causes.
In quantitative terms: 80% of the problems come from 20% of the causes (machines, raw materials, operators etc.); 80% of the wealth is owned by 20% of the people etc.
Therefore effort aimed at the right 20% can solve 80% of the problems. Double (back to back) Pareto charts can be used to compare 'before and after' situations. General use, to decide where to apply initial effort for maximum effect.
Helps a team focus on causes that have the greatest impactDisplays the relative importance of problems in a simple visual format.
Helps prevent “shifting the problem” where the solution removes some causes but worsens others
Scatter Diagram
Supplies the data to confirm a hypothesis that two variables are related
Provides both a visual and statistical means to test the strength of a relationship
Provides a good follow-up to cause and effect diagrams *
* ** * *
Control ChartFocuses attention on detecting and
monitoring process variation over time
Distinguishes special from common causes of variation
Serves as a tool for on-going control
Provides a common language for discussion process performance
* * * * *
* *
Run ChartMonitors performance of one or more processes
over time to detect trends, shifts, or cyclesAllows a team to compare performance before and
after implementation of a solution to measure its impact
Focuses attention on truly vital changes in the process
* * * * *
* *
ISO Certification System and TQM
WHAT IS ISO
Because "International Organization for Standardization" would have different abbreviations in different languages ("IOS" in English, "OIN" in French for Organisation internationale de normalisation), it was decided at the outset to use a word derived from the Greek isos, meaning "equal". Therefore, whatever the country, whatever the language, the short form of the organization's name is always ISO.
ISO QUALITY SYSTEM
ISO 9001:2000 Quality Management Systems - Requirements contains the general requirements for a quality management system. The standard is applicable to all companies including manufacturing and service providers.
ISO QUALITY SYSTEM
ISO 9000 is concerned with "quality management". This means what the organization does to enhance satisfaction by meeting customer and customer applicable regulatory requirements and continually to improve its performance in this regard.
ISO QUALITY SYSTEM
In the most recent revision (2000) the text was reworded for easier adaptation to a wider range of organizations.
Transition from ISO 9000-1994 to ISO 9000-2000 is simply merging of ISO 9001-1994,ISO 9002-1994, ISO 9003-1994 and ISO 9004-1994 to simply ISO 9001-2000.
ISO QUALITY SYSTEM"Subcontractor" has been changed to
"supplier".
"Supplier" now refers to the main organization seeking certification.
"Customer" remains unchanged.
ISO QUALITY SYSTEMThe standard has a new process-oriented
structure. It includes a process model based on the Plan-Do-Check-Act cycle, which outlines the product and/or service cycle and the management control cycle.
ISO QUALITY SYSTEM
The old 20-point format has been replaced.
The text of the standard is now organized into five major auditable processes or Modules. A brief description is as follows.
ISO 9000 2000: Quality Management Principles FOCUS ON YOUR CUSTOMERS ORGANIZATIONS
RELY ON CUSTOMERS. THEREFORE: ORGANIZATIONS MUST UNDERSTAND CUSTOMER NEEDS. ORGANIZATIONS MUST MEET CUSTOMER REQUIREMENTS. ORGANIZATIONS MUST EXCEED CUSTOMER EXPECTATIONS.
PROVIDE LEADERSHIP ORGANIZATIONS RELY ON LEADERS. THEREFORE:
LEADERS MUST ESTABLISH A UNITY OF PURPOSE AND SET THE DIRECTION THE ORGANIZATION SHOULD TAKE.
LEADERS MUST CREATE AN ENVIRONMENT THAT ENCOURAGES PEOPLE TO ACHIEVE THE ORGANIZATION'S OBJECTIVES
ISO 9000 2000 Quality Management Principles INVOLVE YOUR PEOPLE ORGANIZATIONS
RELY ON PEOPLE. THEREFORE: ORGANIZATIONS MUST ENCOURAGE THE
INVOLVEMENT OF PEOPLE AT ALL LEVELS. ORGANIZATIONS MUST HELP PEOPLE TO
DEVELOP AND USE THEIR ABILITIES.
USE A PROCESS APPROACH ORGANIZATIONS ARE MORE EFFICIENT AND EFFECTIVE THEN THEY USE A PROCESS APPROACH. THEREFORE: ORGANIZATIONS MUST USE A PROCESS APPROACH
TO MANAGE ACTIVITIES AND RELATED RESOURCES.
ISO 9000 2000 Quality Management Principles TAKE A SYSTEMS APPROACH
ORGANIZATIONS ARE MORE EFFICIENT AND EFFECTIVE WHEN THEY USE A SYSTEMS APPROACH. THEREFORE: ORGANIZATIONS MUST IDENTIFY INTERRELATED
PROCESSES AND TREAT THEM AS A SYSTEM. ORGANIZATIONS MUST USE A SYSTEMS APPROACH
TO MANAGE THEIR INTERRELATED PROCESSES. ENCOURAGE CONTINUAL IMPROVEMENTORGANIZATIONS ARE
MORE EFFICIENT AND EFFECTIVE WHEN THEY CONTINUALLY TRY TO IMPROVE. THEREFORE:
ORGANIZATIONS MUST MAKE A PERMANENT COMMITMENT TO CONTINUALLY IMPROVE THEIR OVERALL PERFORMANCE.
ISO 9000 2000 Quality Management Principles GET THE FACTS BEFORE YOU DECIDE
ORGANIZATIONS PERFORM BETTER WHEN THEIR DECISIONS ARE BASED ON FACTS. THEREFORE:
ORGANIZATIONS MUST BASE DECISIONS ON THE ANALYSIS OF FACTUAL INFORMATION AND DATA.
WORK WITH YOUR SUPPLIERS ORGANIZATIONS DEPEND ON THEIR SUPPLIERS TO HELP THEM CREATE VALUE. THEREFORE:
ORGANIZATIONS MUST MAINTAIN A MUTUALLY BENEFICIAL RELATIONSHIP WITH THEIR SUPPLIERS.
ISO QUALITY SYSTEM
Section 4. Quality Management System and its Continues Improvement
Section 5. Management Responsibility
Section 6. Resource Management
Section 7. Product Realization
Section 8. Measurement, Analysis, and Improvement
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 1 Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 2 Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 3 Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 4 Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 5 System approach to management
Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 6 Continual improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 7 Factual approach to decision making
Effective decisions are based on the analysis of data and information
EIGHT QUALITY MANAGEMENT PRINCIPLES
Principle 8 Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value
Essence of Survival“Every morning in Africa, a Gazelle ( Small Deer) wakes up,it knows it must run faster than the fastest Lion or it will be killed. Every morning a Lion wakesup, it knows it must outrun the slowest Gazelle orit will starve to death. It does not matter whetheryou are a Lion or a Gazelle – when the sun comes up; You’d better be running.”