Tqm

Ravenshaw Management Center

1

Quality The

totality of features and characteristics of a product or service that bears on its ability to satisfy the given needs.  Conformance

to requirements -Crosby  Fitness for use –Juran

Ravenshaw Management Center

2

TQM A comprehensive, organization-wide effort to improve the quality of products and services, applicable to all organizations.  Management

Approach of an Organization

centered on Quality based on participation of all its members and aiming at long term success through customer satisfaction, and benefits to all members of the organization and to society. Ravenshaw Management Center

3

TOTAL QUALITY MANAGEMENT

Ravenshaw Management Center

4

Contd….. ü The core of TQM is the customer-supplier interfaces, both externally and internally, and at each interface lie a number of processes. ü This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organization to create total quality. ü These are the foundations of TQM, and they are supported by the key management functions of people, processes and systems in the organization.

Ravenshaw Management Center

5

ELEMENTS OF TQM

Ravenshaw Management Center

6

Advantages of TQM  Eliminating

errors and doing things right the first time saves time and resources.  Creates an organizational atmosphere of excitement and sense of accomplishment through the rewarding of creativity.  Employees begin to develop a commitment to the organization rather than looking at it as just their employer.

Ravenshaw Management Center

7

Contd…  TQM

gives an organization greater problemsolving flexibility and increases the quality of work life for all employees.

 Total

Quality Management may be a "profit generator," even for public organizations. It does not actually create profit for the organizations, but if implemented properly, it may identify costly processes and cost-saving measures.

Ravenshaw Management Center

8

IMPLEMENTATION OF TQM TQM can be implemented by practicing the following processes in the organization:  kaizen  poka-yoke  6σ  ISO:9000  lean

manufacturing system  quality circles  statistical process control  just in time

Ravenshaw Management Center

9

PIT FALLS:

PITFALL NO.-1 THE MIDDLE MANAGEMENT THREAT Middle management interacts very closely with Both top-level and lower level management, so they are aware of the problems and if they think that the quality concept is imposed without consulting them then they may become a threat. Ravenshaw Management Center

10

Pitfall no.-2 THE RIDICULOUS QUALITY SLOGAN Slogans usually oversimplify the quality goals; if reality is not as simple, the existence of the slogan will cause constant frustration. It is not a good idea to announce a "zero-defects day" if your employees are working in a research laboratory where two out of three experiments fail because of their complexity:

Ravenshaw Management Center

11

Pitfalls no.-3 THE CULTURE-REPLACES-TECHNOLOGY MISCONCEPTION TQM’s- "cultural aspect", rightly points out that high and persistent quality requires an explicit commitment to continuous quality improvement by every member of the organization. However, this does not replace, but extend the older approaches, which may lead to confusion.

Ravenshaw Management Center

12

Pit fall no.-4 THE QUALITY-MEANS-CORRECTNESS MISCONCEPTION Quality has several attributes (correctness and effectiveness being just two of them). For thorough quality control it is important to check compliance of the product with each of these quality aspects. ‘Correctness‘-Compliance with the specification, and this is checked thoroughly during the tests. ‘Effectiveness‘-Suitable for the purpose of the end user.

Ravenshaw Management Center

13

Pit fall no.-5 THE PAPER PRODUCTION MACHINE

The ISO 9000 recommendations to document every important aspect of a production or business process may lead to tons of documented material which nobody will ever read.

Ravenshaw Management Center

14

PITFALL NO.-6 SPENDING ON MINOR QUALITY IMPROVEMENTS Eg.-usage of better software development tools will typically improve quality by about 20%, while replacing an incompetent person by a competent specialists may improve the situation by a factor of 20%

Ravenshaw Management Center

15

Pitfall no. -7 DON'T KNOW ABOUT QUALITY COSTS If costs is not tracked for quality assurance, it will be hard to argue why additional TQM measures might reduce quality costs in a long run.

Ravenshaw Management Center

16

Pitfall no. -8 MEASURING THE WRONG QUALITY INDICATORS Sometimes the urge to measure something leads to completely inadequate quality indicators

Ravenshaw Management Center

17

Pitfall no. -9 TQM MEASURES ARE NOT FIT FOR THE EVERY CULTURAL BACKGROUND Cultural background does not encourage open criticism, which is required for the TQM

Ravenshaw Management Center

18

Pitfall no. -10 THE COMPETING-TEAM-PITFALL A company has to launch two TQM campaigns Two sets of development standards, two sets of development tools, two sets of check lists and so on.

Ravenshaw Management Center

19

Conclusion § Hazard analysis vDesign a TQM campaign vList all possible bad things might happen vFind mechanism to avoid all troubles

Ravenshaw Management Center

20

REFERENCE  WIKIPEDIA  QUALITY  BY-

ANALYSIS & PLANNING

J.M.JURAN

 GOOGLE  TQM

PITFALLS RESEARCH-by Jan Peleska and Cornelia Zahlten

Ravenshaw Management Center

21

THANK YOU Ravenshaw Management Center

22