Tqm

TOTAL QUALITY MANAGEMENT,[object Object],Mehreen Muzafar 100101,[object Object],Hasnan Baber 100131,[object Object]

Total Quality Management,[object Object],TQM,[object Object],Total - Made up of the whole,[object Object],Quality - degree of excellence a product or service provides,[object Object],Management - Act, art or manner of planning, controlling, directing,….,[object Object],Therefore, TQM is the art of managing the whole to achieve excellence.,[object Object]

Introduction of TQM,[object Object], Concept was first developed by,[object Object],W. Adward Deming,,[object Object],Joshep Juran & A.V Feiganbaun.,[object Object],Comprehensive approach for improving product quality and get customer satisfaction. ,[object Object],Management philosophy of improving product quality through everyone commitment & ,[object Object],N involvement to ,[object Object],satisfied customer need.,[object Object]

Total Quality Management,[object Object],What’s the goal of TQM?,[object Object],“Do the right things right the first time, every time.”,[object Object]

Total Quality Management,[object Object],Another way to put it,[object Object],At it’s simplest, TQM is all managers leading and facilitating all contributors in everyone’s three main objectives:,[object Object],[object Object]

(3) continuous improvements.,[object Object]

Employee involvement,[object Object],In quality management is crucial in achieving and sustaining high level in quality.,[object Object],Employee have to be empowered to take preventive and if necessary corrective actions without management approval.,[object Object],Employee must be involved in quality by encouraging them to use quality control tools and techniques to track performance and identify areas needing improvement.,[object Object],Employee training and motivation are essential for achieving and sustaining high level of service quality.,[object Object]

Continuous improvement,[object Object],Is a never ending process and is driven by knowledge and problem solving.,[object Object],The producer must specify the quality attributes of the product or service as carefully as possible and then to meet those specifications.,[object Object],While improving the process overtime, producer should continuously strive to improving quality that is doing better job of meeting customer needs by reducing variability in all processes and introducing new products when needed.,[object Object],As producer gain a better understanding of customer expectation and as better technology becomes available, quality can be continuously improved.,[object Object]

Total Quality Management,[object Object],Quality Throughout,[object Object],“A Customer’s impression of quality begins with the initial contact with the company and continues through the life of the product.”,[object Object],Customers look to the total package - sales, service during the sale, packaging, deliver, and service after the sale.,[object Object],Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale.,[object Object],“All departments of the company must strive to improve the quality of their operations.”,[object Object]

Total Quality Management,[object Object],Basic Tenets of TQM,[object Object],1. The customer makes the ultimate determination of quality.,[object Object],2. Top Management must provide leadership and support for all quality initiatives.,[object Object],3. Preventing variability is the key to producing high quality.,[object Object],4. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement.,[object Object],5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.,[object Object]

Total Quality Management,[object Object],Value-based Approach,[object Object],Manufacturing Dimensions,[object Object],Performance,[object Object],Features,[object Object],Reliability,[object Object],Conformance,[object Object],Durability,[object Object],Serviceability,[object Object],Aesthetics,[object Object],Perceived quality,[object Object],Service Dimensions,[object Object],Reliability,[object Object],Responsiveness,[object Object],Assurance,[object Object],Empathy,[object Object],Tangibles,[object Object]

BENEFITS OF TQM,[object Object],1. Advantages unique to TQM:,[object Object],It makes the company a leader.,[object Object],Fastens the team work.,[object Object],Makes the company more sensitive to customer needs.,[object Object],Makes the company adapt more readily to changes.,[object Object],2. Benefits to company,[object Object],Quality improves.,[object Object],Increased productivity.,[object Object],Staffs are more motivated.,[object Object],Cost reduced.,[object Object]

3. Benefits to customer,[object Object],Fewer problems with product/services.,[object Object],Better customer care.,[object Object],Greater satisfaction.,[object Object],4. Benefits to staff,[object Object],Empowerment.,[object Object],More training and more skills.,[object Object],More recognition of achievement.,[object Object]

COMPETITIVE BENEFIT OF TQM:,[object Object]

TQM IMPROVES PROFITABILITY:,[object Object]

Tools of TQM,[object Object],Right first time,[object Object],Statistical Quality control,[object Object],Tools of TQM,[object Object],Bench-marking,[object Object],Speed ,[object Object],Out sourcing,[object Object],ISO 9000,[object Object],Timing ,[object Object]

Tools of TQM:,[object Object],Right First Time: Quality conscious at start,[object Object],Bench Marking: Measuring and comparing an organizational business process and practices against those of the best organization.,[object Object],Outsourcing: It is process of contracting out some function of an organization to out-side firms who can it cheaper and better.,[object Object],contd….,[object Object]

ISO 9000(International organization for standardization ): Which sets out the criteria for world quality management system. It covers product testing, employee training, record keeping, suppliers relation, repair polices & procedures.,[object Object],Speed: TO survive and win. They can gain competitive advantage by being better, smarter, and faster than their competitors at doing valuable things for their customer.,[object Object],Statistical quality control: The technique follows sampling of activities in the process and sampling of final products. This process ensures maintaining standard of quality on the basis of accepting sampling procedure.,[object Object]

19,[object Object],Quality circles,[object Object],Teams of workers and supervisors that meet regularly to address work-related problems involving quality and productivity.,[object Object],Developed by Kaoru Ishikawa at University of Tokyo.,[object Object],Became immediately popular in Japan as well as USA.,[object Object],Lockheed Missiles and Space Division was the leader in implementing Quality circles in USA in 1973 (after their visit to Japan to study the same).,[object Object],S. P. Robins:- “Quality circle is work group of employees who meet regularly to discuss quality problems, investigate causes of the problems, recommends them to implement.”,[object Object]

Fig: structure of QC,[object Object]

Objectives of QC:,[object Object],To enhanced quality of and productivity,[object Object],Promotes efficiency,[object Object],Encourage team work,[object Object],Increase employee moral & motivation,[object Object],Improve open communication & human relation by empowering the employees.,[object Object]

Problem solving process in QC:,[object Object],Problem identification ,[object Object],Problem prioritizations ,[object Object],Problem analysis,[object Object],Solution recommendation ,[object Object],Implementation of decision making ,[object Object],Decision by management,[object Object]

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