Tqm
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Tqm as PDF for free.
More details
- Words: 490
- Pages: 12
Total Quality Management By
M. Ali Hassan [email protected]
What is Quality? Definitions of Quality Fitness for use Conformance to specifications Minimum variations Reduced errors or defects Meeting customer satisfaction Q=P/E Where P is Performance of the product and E is Expectation of the customer.
Dimensions of Quality Performance Features Reliability Competitive Value Serviceability Reputation Conformance Aesthetics Sales Staff Response
Myths about Quality Quality Products have to cost more because their production cost is higher. Focus on Quality reduces Production output. Quality is only concerned with production of products. Some level of defects or errors are acceptable even in a quality product or process.
Quality and Productivity Significance of Quality towards improving productivity Productivity = Outputs of products or services Inputs of resources (3Ms) Inputs = Men, Material, and Money *** To enhance productivity increase number of products or decrease waste of resources *** Concept of Zero Defect or Six Sigma •Do you think Zero defect is conceivable ?
Quality Issues in Pakistan Current Quality Conditions of businesses 15 – 20% reject rate Obsolete or Inefficient technology High rework costs Low worker motivation Late deliveries Higher inventory costs Higher inspection and correction costs
Scenario of Pakistan under WTO!
What is Total Quality Management? TQM is a proven corporate business philosophy for competitive success, based on systematic approach in which everyone connected with organization is focused towards customer satisfaction. Total – Everyone in the organization – all people & all processes Quality – Degree to which an organization meets customer expectations Management – The process of planning, organizing, staffing, leading and controlling the organizational activities effectively and efficiently.
TQM - Continued TQM is a concept of business leadership in which products and services exceed customer expectation delivered on time and at the most competitive cost It is achieved by consistent commitment of top management in developing a Quality Culture, open communication, inter-departmental coordination and treating suppliers as partners It involves a systematic approach, using process workers in measuring and controlling their process and then improving it continuously
Elements of TQM Commitment of top management Customer satisfaction Employee involvement and empowerment Performance measures and Process controls Continuous Process Improvement Long-term Supplier Partnership Team based work system
TQM Approach to Business Difference in Traditional business operations and TQM Operations Traditional Operations: Production – inspection – Sales TQM Operations: Customer Needs – Designing – Processing – Testing – Supply- Sales Feedback
What’s the Difference? Quality Element
Traditional Way
TQM Way
Management Focus
Quantity of Output
Quality of Output
Responsibility
QA Dept
Everyone
Emphasis
Detection
Prevention
Decision making
Individual, short-term
Teams, Long-term
Procurement Criteria
Lower Price
Better Quality
Reward Basis
Higher Output
Quality Improvement
Manager’s Role
Assign, Enforce, Control
Delegate, Facilitate, Mentor
Benefits of TQM Greater Market share More customer Retention Less wastage, rework and scrap Reduced production cost Higher worker motivation Less procurement related problems Less R&D to production time Unity of purpose among departments Better Process Controls
M. Ali Hassan [email protected]
What is Quality? Definitions of Quality Fitness for use Conformance to specifications Minimum variations Reduced errors or defects Meeting customer satisfaction Q=P/E Where P is Performance of the product and E is Expectation of the customer.
Dimensions of Quality Performance Features Reliability Competitive Value Serviceability Reputation Conformance Aesthetics Sales Staff Response
Myths about Quality Quality Products have to cost more because their production cost is higher. Focus on Quality reduces Production output. Quality is only concerned with production of products. Some level of defects or errors are acceptable even in a quality product or process.
Quality and Productivity Significance of Quality towards improving productivity Productivity = Outputs of products or services Inputs of resources (3Ms) Inputs = Men, Material, and Money *** To enhance productivity increase number of products or decrease waste of resources *** Concept of Zero Defect or Six Sigma •Do you think Zero defect is conceivable ?
Quality Issues in Pakistan Current Quality Conditions of businesses 15 – 20% reject rate Obsolete or Inefficient technology High rework costs Low worker motivation Late deliveries Higher inventory costs Higher inspection and correction costs
Scenario of Pakistan under WTO!
What is Total Quality Management? TQM is a proven corporate business philosophy for competitive success, based on systematic approach in which everyone connected with organization is focused towards customer satisfaction. Total – Everyone in the organization – all people & all processes Quality – Degree to which an organization meets customer expectations Management – The process of planning, organizing, staffing, leading and controlling the organizational activities effectively and efficiently.
TQM - Continued TQM is a concept of business leadership in which products and services exceed customer expectation delivered on time and at the most competitive cost It is achieved by consistent commitment of top management in developing a Quality Culture, open communication, inter-departmental coordination and treating suppliers as partners It involves a systematic approach, using process workers in measuring and controlling their process and then improving it continuously
Elements of TQM Commitment of top management Customer satisfaction Employee involvement and empowerment Performance measures and Process controls Continuous Process Improvement Long-term Supplier Partnership Team based work system
TQM Approach to Business Difference in Traditional business operations and TQM Operations Traditional Operations: Production – inspection – Sales TQM Operations: Customer Needs – Designing – Processing – Testing – Supply- Sales Feedback
What’s the Difference? Quality Element
Traditional Way
TQM Way
Management Focus
Quantity of Output
Quality of Output
Responsibility
QA Dept
Everyone
Emphasis
Detection
Prevention
Decision making
Individual, short-term
Teams, Long-term
Procurement Criteria
Lower Price
Better Quality
Reward Basis
Higher Output
Quality Improvement
Manager’s Role
Assign, Enforce, Control
Delegate, Facilitate, Mentor
Benefits of TQM Greater Market share More customer Retention Less wastage, rework and scrap Reduced production cost Higher worker motivation Less procurement related problems Less R&D to production time Unity of purpose among departments Better Process Controls
