quality management

1. TOTAL QUALITY MANAGEMENT: TQM Origins, Evolution & key elements

5. QUALITY MANAGEMENT TRIANGLE COMMITMENT TO NEVER-ENDING QUALITY IMPROVEMENT INVOLVEMENT SCIENTIFIC KNOWLEDGE

6. What is Quality? Quality is “fitness for use” (Joseph Juran) Quality is “conformance to requirements” (Philip B. Crosby) Quality of a product or services is its ability to satisfy the needs and expectations of the customer “ The quality of a product or service is a customer’s perception of the degree to which the product or service meets customer’s expectations.”

8. WHAT IS QUALITY ? EVERYTHING WHICH MATTERS TO THE CUSTOMER WHAT IS POTENTIAL OF AN ORGANISATION ? ( INCLUDING THE EFFECT OF SYNERGY ) WHAT IS PRESENT LEVEL OF PERFORMANCE ? QUALITY MANAGEMENT ATTEMPTS TO FILL THIS GAP

18. Evolution of Quality Management Inspection Quality Control Quality Assurance TQM Salvage, sorting, grading, blending, corrective actions, identify sources of non-conformance Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control. Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC . Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement.

20. W. E. Deming and the 6 Era’s of Quality 1920’s : New statistical thinking and methods in manufacturing 1930/40’s : Use of statistical thinking outside manufacturing 1950/60’s : Systems of improvement 1970/80’s : The fourteen points Late 80’s : The “New Climate” 1990’s : System of Profound Knowledge

23. Deming’s view of a production as a system Consumer Research Design & redesign Receipt & test of materials Suppliers, materials & equipment Production, assembly, inspection Distribution Consumers Test of processes, machines, methods, cost

24. Improve Quality Productivity improves Provide jobs and more jobs Deming’s Chain Reaction Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine time and materials Stay in business Capture the market with better quality and lower price

25. PLAN CHECK DO ACT The Deming Cycle or PDCA Cycle Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any.

26. W. Edwards Deming’s 14 Points Create constancy of purpose towards improvement of product and services. Adopt the new philosophy. We can no longer live with commonly accepted levels of delays, mistakes, defective workmanship. Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built in. End the practice of awarding business on the basis of price tag. 1) 2) 3) 4)

27. W. Edwards Deming’s 14 Points Find problems. It is management’s job to work continually on the system. Institute modern methods of training on the job. Institute modern methods of supervision of production workers. The responsibility of foremen must be changed from numbers to quality. Drive out fear that everyone may work effectively for the company. 5) 6) 7) 8)

28. Break down barriers between departments. Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods. Eliminate work standards that prescribe numerical quotas. Remove barriers that stand between the hourly worker and his right to pride of workmanship. 9) 10) 11) 12) W. Edwards Deming’s 14 Points

29. Institute a vigorous programme of education and retraining. Create a structure in top management that will push everyday on the above 13 points. 13) 14) W. Edwards Deming’s 14 Points

30. Deming’s System of Profound Knowledge Appreciation for system Knowledge about variation Theory about knowledge Knowledge of psychology