SlideShare uma empresa Scribd logo
1 de 229
Baixar para ler offline
TOTAL QUALITY MANAGEMENT
(TQM)
Dr.Ibrahim Alhariri
21st -25th Nov 2016 -London
21 – 25 Nov 2016www.ProjacsTraining.com
1
2
3
4
5
Done
1
Introducing the Trainer
Dr.IBRAHIM ALHARIRI
396 YORK WAY
LONDON
N7 9LW
Mob: +447890380000
Email: ithariri@yahoo.com
Skype :ITHARIRI
https://www.youtube.com/watch?v=GJOka6GFwRw
21 – 25 Nov 2016 www.ProjacsTraining.com 2
 Name?
 Position?
 Experience?
 Expectations?
Introducing Each Other
21 – 25 Nov 2016 www.ProjacsTraining.com 3
Our Schedule
 –5 Day‐Training Program:
 08:30 – Starting Time
 10:00-10:20 Coffee Break
 12:30 – -12:00 Coffee Break
 14:00 – Closing Time
21 – 25 Nov 2016 www.ProjacsTraining.com 4
Rules of The Workshop…
 Attendance is a must.
 Participation is required.
 Freedom of speech & expression.
 Mobiles should be kept silent during training.
 No smoking in the conference room.
 Tea/coffee is allowed during training activities.
 Distribution of Certificate of Attendance.
 Let’s enjoy our program together and “Learn by
Fun”!
21 – 25 Nov 2016 www.ProjacsTraining.com 5
Expectations
21 – 25 Nov 2016 www.ProjacsTraining.com
Objectives:
At the end of this course trainees will be able:
Acknowledge a quality strategic frame work
Find out how to put management IN TQM
Master the eight systems to implement TQM
Know TQM
Who should attend?
The Nominees for this course is all department, preferably:
Quality department employees
QHSSE personnel
senior management in all departments
6
Agenda
Day One
Quality Management
 Defining Quality.
 Policy on Quality.
 Quality Statement.
 Absolutes of Quality.
 Four Pillars of Quality.
 3 P Equations.
 Quality Triangles.
 Role & Responsibilities.
 Grey Areas in Quality System -
Guarding Services.
 Treatment of Grey Areas.
Day Two
 Total Quality Management
 Basic Principles
 Customers and Suppliers
 Continual Process
Improvement
 Team Driven
 Measurement
 Implementation
21 – 25 Nov 2016 www.ProjacsTraining.com 7
Agenda
Day Three
ISO 9001:2000 -AWARENESS
PROGRAMME
 Introduction to ISO
 What Is Quality?
 The Triple Role
 Process Approach
 Focus Areas
 Quality Policy
 Quality Objectives
 Training
 Internal Quality Audits
 Control Of Non-Conformances
Day Four
Putting the Management in
Total Quality Management:
Creating A Strategic
Framework
 The Strategic-Framework Process
 Mission And Vision
 Key Results Areas
 Key Results Measures
 Improvement Strategies, Projects, And
Action Plans
 Monitoring The Framework
 Strategic-Framework Document
 Conclusion
21 – 25 Nov 2016 www.ProjacsTraining.com 8
Agenda
Day Five
The Eight-System Model for
Implementing Total Quality
Management
These Eight Systems Are:
 Leadership
 Structure
 Quality Planning
 Training
 Rewards And Recognition
 Quality Measurement
 Communication
 Quality-Improvement Activities
21 – 25 Nov 2016 www.ProjacsTraining.com 9
Spot the Difference…Look Inwards!
Excercise
21 – 25 Nov 2016 www.ProjacsTraining.com 10
Would you rather spend time to save
money or spend money to save time?
21 – 25 Nov 2016 www.ProjacsTraining.com 11
Quality Management
21 – 25 Nov 2016 www.ProjacsTraining.com 12
What is Quality?
 Doing things right the first time
 Working efficiently and in compliance with
regulatory bodies
 Satisfying customer needs
 Supporting the company’s Quality Policy
21 – 25 Nov 2016 13www.ProjacsTraining.com
Why Quality?
 Reasons for quality becoming a cardinal priority for
most organizations:
 Competition – Today’s market demand high quality
products at low cost. Having `high quality’ reputation
is not enough! Internal cost of maintaining the
reputation should be less.
 Changing customer – The new customer is not only
commanding priority based on volume but is more
demanding about the “quality system.”
 Changing product mix – The shift from low volume,
high price to high volume, low price have resulted in a
need to reduce the internal cost of poor quality.
1421 – 25 Nov 2016 www.ProjacsTraining.com
Why Quality?
 Product complexity – As systems have become more
complex, the reliability requirements for suppliers of
components have become more stringent.
 Higher levels of customer satisfaction – Higher
customers expectations are getting spawned by
increasing competition.
 Relatively simpler approaches to quality viz. product
inspection for quality control and incorporation of
internal cost of poor quality into the selling price,
might not work for today’s complex market
environment.
1521 – 25 Nov 2016 www.ProjacsTraining.com
Quality perspectives
Everyone defines Quality based on their own perspective
of it. Typical responses about the definition of quality
would include:
 Perfection
 Consistency
 Eliminating waste
 Speed of delivery
 Compliance with policies and procedures
 Doing it right the first time
 Delighting or pleasing customers
 Total customer satisfaction and service
1621 – 25 Nov 2016 www.ProjacsTraining.com
Quality perspectives
 Judgmental perspective “goodness of a product.”
 Shewhart’s transcendental definition of quality –
“absolute and universally recognizable, a mark of
uncompromising standards and high achievement.”
 Examples of products attributing to this image: Rolex
watches, Lexus cars.
 Product-based perspective
 “function of a specific, measurable variable and that
differences in quality reflect differences in quantity of
some product attributes.”
 Example: Quality and price perceived relationship.
1721 – 25 Nov 2016 www.ProjacsTraining.com
Quality perspectives
 User-based perspective “fitness for intended use.”
 Individuals have different needs and wants, and hence
different quality standards.
 Example – Nissan offering ‘dud’ models in US markets
under the brand name Datson which the US customer
didn’t prefer.
 Value-based perspective “quality product is the one
that is as useful as competing products and is sold at a
lesser price.”
 US auto market – Incentives offered by the Big Three
are perceived to be compensation for lower quality.
1821 – 25 Nov 2016 www.ProjacsTraining.com
Quality perspectives
 Manufacturing-based perspective “the desirable
outcome of a engineering and manufacturing
practice, or conformance to specification.”
 Engineering specifications are the key!
 Example: Coca-cola – “quality is about
manufacturing a product that people can depend
on every time they reach for it.”
1921 – 25 Nov 2016 www.ProjacsTraining.com
Quality levels
At organizational level, we need to ask following
questions:
 Which products and services meet your expectations?
 Which products and services you need that you are not
currently receiving?
At process level, we need to ask:
 What products and services are most important to the
external customer?
 What processes produce those products and services?
 What are the key inputs to those processes?
 Which processes have most significant effects on the
organization’s performance standards?
2021 – 25 Nov 2016 www.ProjacsTraining.com
Quality levels
At the individual job level, we should ask:
 What is required by the customer?
 How can the requirements be measured?
 What is the specific standard for each measure?
2121 – 25 Nov 2016 www.ProjacsTraining.com
History of quality management
 …To know the future, know the past!
 Before Industrial Revolution, skilled craftsmen served
both as manufacturers and inspectors, building quality
into their products through their considerable pride in
their workmanship.
 Industrial Revolution changed this basic concept to
interchangeable parts. Likes of Thomas Jefferson and
F. W. Taylor (“scientific management” fame)
emphasized on production efficiency and decomposed
jobs into smaller work tasks. Holistic nature of
manufacturing rejected!
2221 – 25 Nov 2016 www.ProjacsTraining.com
History of quality management
 Statistical approaches to quality control started at
Western Electric with the separation of inspection
division. Pioneers like Walter Shewhart, George
Edwards, W. Edwards Deming and Joseph M. Juran
were all employees of Western Electric.
 After World War II, under General MacArthur's Japan
rebuilding plan, Deming and Juran went to Japan.
 Deming and Juran introduced statistical quality
control theory to Japanese industry.
 The difference between approaches to quality in USA
and Japan: Deming and Juran were able to convince
the top managers the importance of quality.
2321 – 25 Nov 2016 www.ProjacsTraining.com
History of quality management
 Next 20 odd years, when top managers in USA focused
on marketing, production quantity and financial
performance, Japanese managers improved quality at
an unprecedented rate.
 Market started preferring Japanese products and
American companies suffered immensely.
 America woke up to the quality revolution in early
1980s. Ford Motor Company consulted Dr. Deming to
help transform its operations.
 (By then, 80-year-old Deming was virtually unknown
in USA. Whereas Japanese government had instituted
The Deming Prize for Quality in 1950.)
2421 – 25 Nov 2016 www.ProjacsTraining.com
History of quality management
 Managers started to realize that “quality of
management” is more important than “management of
quality.” Birth of the term Total Quality Management
(TQM).
 TQM – Integration of quality principles into
organization’s management systems.
 Early 1990s: Quality management principles started
finding their way in service industry. FedEx, The Ritz-
Carton Hotel Company were the quality leaders.
 TQM recognized worldwide: Countries like Korea,
India, Spain and Brazil are mounting efforts to increase
quality awareness.
2521 – 25 Nov 2016 www.ProjacsTraining.com
History of quality management
2621 – 25 Nov 2016 www.ProjacsTraining.com
27
History of TQM philosophies
-1988 - Reengineering
Kaizen – Imai 1986
1980- -TQM-Quality Circles
1970–Crosby-Zero Defect
1960–Tallchi Ohno- Japan Quality Revolution
1950 - Ishikawa – Rebuild Quality
1940– - Deming –Statistical Pholisophy
1920– Tylor - Time and Motion Study
1990 - Educated Organization
1992–Balanced Scorecard
19936
Taiichi
Ohno
Kaora Ishikawa
Juran
Deming
Crosby
Kaplan and Norton
Drucker
Walter J. Shewhart
1930 - Shewhart- PDCA
2014L6
2821 – 25 Nov 2016 www.ProjacsTraining.com
Frederick Taylor (1856–1915), leading
proponent of scientific managemen
(1891-1967)
Walter J. Shewhart
” father of statistical quality control .."
PDCA :
1.Plan the improvement
2. Do and start the change
3. Check the results of improvement
4. Act to hold the gain or start again.
Evolution of TQM philosophies
 The Deming Philosophy
 Definition of quality, “A product or a service
possesses quality if it helps somebody and enjoys a
good and sustainable market.”
30
Improve quality Decrease cost because
of less rework, fewer
mistakes.
Productivity improves
Capture the market
with better quality
and reduced cost.
Stay in
business
Long-term
competitive
strength
21 – 25 Nov 2016 www.ProjacsTraining.com
The Deming philosophy
 William Edwards Deming (October 14, 1900–
December 20, 1993) was an American statistician,
college professor, author, lecturer, and consultant.
Deming is widely credited with improving
production in the United States during World War
II, although he is perhaps best known for his work
in Japan.
3121 – 25 Nov 2016 www.ProjacsTraining.com
The Deming philosophy
14 points for management:
1. Create and publish to all employees a statement of
the aims and purposes of the company. The
management must demonstrate their commitment to
this statement.
2. Learn the new philosophy.
3. Understand the purpose of inspection – to reduce the
cost and improve the processes.
4. End the practice of awarding business on the basis of
price tag alone.
5. Improve constantly and forever the system of
production and service.
3221 – 25 Nov 2016 www.ProjacsTraining.com
The Deming philosophy
6. Institute training
7. Teach and institute leadership.
8. Drive out fear. Create an environment of innovation.
9. Optimize the team efforts towards the aims and
purposes of the company.
10. Eliminate exhortations for the workforce.
11. Eliminate numerical quotas for production.
12. Remove the barriers that rob pride of workmanship.
13. Encourage learning and self-improvement.
14. Take action to accomplish the transformation.
3321 – 25 Nov 2016 www.ProjacsTraining.com
The Deming philosophy
 “A System of Profound Knowledge”
 Appreciation for a system - A system is a set of
functions or activities within an organization that
work together to achieve organizational goals.
Management’s job is to optimize the system. (not
parts of system, but the whole!). System requires
co-operation.
 Psychology – The designers and implementers of
decisions are people. Hence understanding their
psychology is important.
3421 – 25 Nov 2016 www.ProjacsTraining.com
The Deming philosophy
 Understanding process variation – A production
process contains many sources of variation.
Reduction in variation improves quality. Two types
of variations- common causes and special causes.
Focus on the special causes. Common causes can
be reduced only by change of technology.
 Theory of knowledge – Management decisions
should be driven by facts, data and justifiable
theories. Don’t follow the managements fads!
3521 – 25 Nov 2016 www.ProjacsTraining.com
The Juran philosophy
 Joseph Moses Juran (December 24, 1904 –
February 28, 2008) was a 20th century
management consultant who is principally
remembered as an evangelist for quality and
quality management, writing several influential
books on these subjects.
3621 – 25 Nov 2016 www.ProjacsTraining.com
The Juran philosophy
 Pursue quality on two levels:
 The mission of the firm as a whole is to achieve high
product quality.
 The mission of each individual department is to
achieve high production quality.
 Quality should be talked about in a language senior
management understands: money (cost of poor
quality).
 At operational level, focus should be on conformance to
specifications through elimination of defects- use of
statistical methods.
3721 – 25 Nov 2016 www.ProjacsTraining.com
The Juran Trilogy
3821 – 25 Nov 2016 www.ProjacsTraining.com
The Juran philosophy
 Quality Trilogy –
 Quality planning: Process of preparing to meet
quality goals. Involves understanding customer
needs and developing product features.
 Quality control: Process of meeting quality goals
during operations. Control parameters. Measuring
the deviation and taking action.
 Quality improvement: Process for breaking
through to unprecedented levels of performance.
Identify areas of improvement and get the right
people to bring about the change.
3921 – 25 Nov 2016 www.ProjacsTraining.com
The Crosby philosophy
 Philip Bayard "Phil" Crosby, (June 18, 1926–
August 18, 2001) was a businessman and author
who contributed to management theory and
quality management practices.
 Crosby initiated the Zero Defects program at the
Martin Company Orlando, Florida plant. As the
quality control manager of the Pershing missile
program, Crosby was credited with a 25 percent
reduction in the overall rejection rate and a 30
percent reduction in scrap costs.
4021 – 25 Nov 2016 www.ProjacsTraining.com
The Crosby philosophy
 Absolute’s of Management
 Quality means conformance to requirements not elegance.
 There is no such thing as quality problem.
 There is no such thing as economics of quality: it is always
cheaper to do the job right the first time.
 The only performance measurement is the cost of quality:
the cost of non-conformance.
 Basic Elements of Improvement
 Determination (commitment by the top management)
 Education (of the employees towards Zero Defects (ZD))
 Implementation (of the organizational processes towards
ZD)
4121 – 25 Nov 2016 www.ProjacsTraining.com
The Crosby philosophy
4221 – 25 Nov 2016 www.ProjacsTraining.com
Kaora Ishikawa
 Kaoru Ishikawa was a Japanese organizational theorist,
Professor at the Faculty of Engineering at The University of
Tokyo, noted for his quality management
innovations. Wikipedia
 Born: July 13, 1915, Tokyo, Japan
 Died: April 16, 1989, Japan
 Education: University of Tokyo
 Awards: Shewhart Medal
 Fields: Quality, Chemical Engineering
 (QC Circle Koryo and How to Operate QC Circle Activities),
Ishikawa played a major role in the growth of quality circles.
 Toyota had 6000 QC’s in 1960
4321 – 25 Nov 2016 www.ProjacsTraining.com
Kaora Ishikawa
4421 – 25 Nov 2016 www.ProjacsTraining.com
Kaizen – Imai 1986
4521 – 25 Nov 2016 www.ProjacsTraining.com
Masaaki Imai (born, 1930)
is a Japanese organizational theorist and management
consultant, known for his work on quality management,
specifically on Kaizen
Kaizen – Imai 1986
4621 – 25 Nov 2016 www.ProjacsTraining.com
Kaizen, 改善, is Japanese for
"improvement". When used in the
business sense and applied to the
workplace, kaizen refers to activities
that continuously improve all functions
and involve all employees from
the CEO to the assembly line workers. It
also applies to processes, such as
purchasing and logistics, that cross
organizational boundaries into
the supply chain.[1] It has been applied
in healthcare,[2] psychotherapy,[3] life-
coaching, government, banking, fantasy
hockey, and other industries.
Kaizen – Imai 1986
4721 – 25 Nov 2016 www.ProjacsTraining.com
Kaizen – Imai 1986
4821 – 25 Nov 2016 www.ProjacsTraining.com
Kaplan and Norton
1992
4921 – 25 Nov 2016 www.ProjacsTraining.com
The balanced scorecard (BSC) is a strategy performance
management tool – a semi-standard structured report, supported by
design methods and automation tools, that can be used by managers to
keep track of the execution of activities by the staff within their control
and to monitor the consequences arising from these actions.[1]
The phrase 'balanced scorecard' is commonly used in two broad forms:
As individual scorecards that contain measures to manage performance,
those scorecards may be operational or have a more strategic intent; and
As a Strategic Management System, as originally defined by Kaplan &
Norton.
The critical characteristics that define a balanced scorecard are:[2]
it focus on the strategic agenda of the organization concerned
the selection of a small number of data items to monitor
a mix of financial and non-financial data items.
Kaplan and Norton
Balanced Scorecard
5021 – 25 Nov 2016 www.ProjacsTraining.com
Peter Ferdinand Drucker
1909-2005
6 Sigma-1993
Management By Objectives (MBO)
5121 – 25 Nov 2016 www.ProjacsTraining.com
Drucker
6 Sigma-1993
5221 – 25 Nov 2016 www.ProjacsTraining.com
Drucker
6 Sigma-1993
5321 – 25 Nov 2016 www.ProjacsTraining.com
Drucker
6 Sigma-1993
5421 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
5521 – 25 Nov 2016 www.ProjacsTraining.com
Lean Six Sigma is a methodology that relies on a collaborative
team effort to improve performance by systematically removing
waste,[1] combining lean manufacturing/lean enterprise and Six
Sigma to eliminate the eight kinds of waste (muda):
Transportation, Inventory, Motion, Waiting, Over production, Over
processing, Defects, and Skills (abbreviated as 'TIMWOODS').
Lean 6 Sigma-2014
5621 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
5721 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
5821 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
5921 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
6021 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
6121 – 25 Nov 2016 www.ProjacsTraining.com
Lean 6 Sigma-2014
6221 – 25 Nov 2016 www.ProjacsTraining.com
Ibrahim Alhariri philosophy
6321 – 25 Nov 2016 www.ProjacsTraining.com
TQM
Zero
Time
Zero
Balance
Zero
Defect
Zero
Damage
Zero
Conflict
Zero
Services
Zero
Paper
Zero
Risk
Company Quality Policy
 The company is committed to customer
satisfaction and product quality through strong
supplier partnerships and by focusing on
continuous improvement of its products and
services.
21 – 25 Nov 2016 64www.ProjacsTraining.com
The Quality Function Deliverables
 Manage complaints handling, Corrective and
preventive action (CAPA ), supplier management
system and ensuring compliance with regulatory
requirements from training, 'standard operating
procedure (SOP) , inspections, audits, labels,
others
21 – 25 Nov 2016 65www.ProjacsTraining.com
Quality Objectives
1. Prepare the company for any FDA audit by ensuring
that all complaints are documented and closed
2. Maintain the CAPA and supplier management system
3. Train suppliers and others on Quality Management
System (QMS)
4. Prepare to perform quality audits in both offices and
suppliers sites
5. Identify other improvement programs and support
management metrics with the goal of efficient
workflow from across the organization and supplier
sites
6. Perform other data analysis and investigations to
streamline operations and ensure product quality
21 – 25 Nov 2016 66www.ProjacsTraining.com
What is quality?
 Dictionary has many definitions: “Essential
characteristic,” “Superior,” etc.
 Some definitions that have gained wide acceptance
in various organizations: “Quality is customer
satisfaction,” “Quality is Fitness for Use.”
 The American National Standards Institute (ANSI)
and the American Society for Quality (ASQ) define
quality as:
 “The totality of features and characteristics of a
product or service that bears on its ability to satisfy
given needs.”
6721 – 25 Nov 2016 www.ProjacsTraining.com
Policy on Quality
 Company policy on quality is to supply and deliver
products based on the concepts of "Quality,
Tradition and Professional Knowledge".
 Our products must be considered to be among the
best on the market.
 We seek to motivate our employees through
regular training, and to promote professional
competence, quality consciousness and job
satisfaction at the workplace.
21 – 25 Nov 2016 68www.ProjacsTraining.com
Policy on Quality
In order to achieve this, we must have a management
that:
 Takes active steps to ensure that the policy on
quality and other objectives are understood and
put into practice at all levels in the company.
 Allocates resources for setting up and operating an
appropriate quality assurance system.
 Increases commitment to implementing the quality
assurance system among employees and suppliers.
21 – 25 Nov 2016 69www.ProjacsTraining.com
Policy on Quality
We must have employees who:
 React to deviations from quality and take the
initiative for improvements in their own work.
 Assume responsibility for satisfying customers'
requirements and expectations.
 Know and understand Company objectives and
policy on quality.
21 – 25 Nov 2016 70www.ProjacsTraining.com
Quality statements
 Vision statement – a short declaration of what
the organization hopes to be tomorrow.
 Mission statement – a statement of purpose –
who we are, who are our customers, what we do ,
and how we do it.
 Quality policy – is a guide for everyone in the
organization ,how they should provide products
and services to the customers.
21 – 25 Nov 2016 www.ProjacsTraining.com 71
Absolutes of Quality Management
 Absolutes answer four questions
 What is quality?
 What system is needed to cause quality?
 What performance standard should be used?
 What measurement system is required?
7221 – 25 Nov 2016 www.ProjacsTraining.com
First Absolute
 The definition of quality is conformance to
requirements
 Quality means conformance, not elegance or
goodness
 “Do It Right the First Time (DIRFT)”
 Management has 3 tasks related to this:
 Clearly establish requirements
 Supply means to meet requirements
 Spend time helping employees meet requirements
 In software—invest in quality requirements
7321 – 25 Nov 2016 www.ProjacsTraining.com
Quality Requirements
 Software requirements must conform to the
requirements for software requirements:
 Correct
 Complete
 Unambiguous
 Consistent
 Traceable
 Modifiable
 Verifiable
 Prioritized
7421 – 25 Nov 2016 www.ProjacsTraining.com
The Second Absolute
 The system of quality is prevention
 The system for causing quality is prevention, not
appraisal.
 An error that does not exist can’t be missed.
 Secret of prevention is to look at process and
identify opportunities for error
 Prevention in software engineering is the result of a
good process including early inspections, reviews,
testing
7521 – 25 Nov 2016 www.ProjacsTraining.com
The Third Absolute
 The performance standard is zero defects
 Not a “motivational” program. It is a management
standard tells people what is expected of them.
 Employees perform to the standards of the leaders.
 Mistakes caused by two factors:
 Lack of knowledge. Knowledge can be measured in deficiencies
corrected through tried-and-true means.
 Lack of attention. Must be corrected by the person himself or
herself. An attitude problem.
7621 – 25 Nov 2016 www.ProjacsTraining.com
The Fourth Absolute
 The measurement of quality is the price of
nonconformance
 Traditional quality measurements are technical in
nature, however, they need to be converted to
numbers that management understands.
 Price of Conformance. All expenses necessary to
make things right. Quality functions, prevention
efforts, quality education.
 Price of Nonconformance. All expenses involved in
doing things wrong. Cost of fixing problems,
correcting orders, correcting products, warranties.
7721 – 25 Nov 2016 www.ProjacsTraining.com
Four Pillars for Making quality certain
 Management participation and attitude
 Overcome traditional definition of quality
 Professional quality management
 Must be at same level as other departments
 Original programs
 Numerous programs at unit level
 Takes 4-5 years for concepts to take hold
 Recognition
 Shining star of the entire integrity system
7821 – 25 Nov 2016 www.ProjacsTraining.com
Grey Areas
 Grey areas. Actions that are not “illegal” but which,
under particular circumstances, could be
inconsistent with a firm’s values are sometimes
difficult to address because they are often
dependent on facts and circumstances.
21 – 25 Nov 2016 79www.ProjacsTraining.com
Grey Areas
 Those on the front lines are often called upon to
exercise their discretion in fulfilling customer
requests; these decisions are sometimes complex,
and can vary across business lines. Under these
circumstances, it is difficult to make a priori
determinations on the best course of action or to
draw bright lines. Firms need to develop
frameworks to address these questions in a
consistent manner.
21 – 25 Nov 2016 80www.ProjacsTraining.com
Grey Areas
 Visible institutional leadership in resolving and
sanctioning weak management of conduct risk will
be important.
 Engaging business lines in cooperative approaches
to identifying conduct risk such as “reporting in the
public interest” may help overcome limitations of
“whistleblowing” approaches, which risk implying
putting employees and the institution on opposite
sides.
21 – 25 Nov 2016 81www.ProjacsTraining.com
Grey Areas
 It was however noted that there was a significant
amount of regulation and case law in existence
which should help to give firms clarity on what
constituted a breach of regulation or law.
21 – 25 Nov 2016 82www.ProjacsTraining.com
Treatment of Grey Areas
 Developing best practices. Several industry
representatives see a need for the international
community to develop best practices to support
consistent treatment of “grey areas”.
 Given that supervisors and regulators see a range
of practices across firms, they are best placed to
develop such guidance.
 For instance, Japan provides examples of best
practices based on on-site exams, and also
publishes examples of bad practices.
21 – 25 Nov 2016 83www.ProjacsTraining.com
Total Quality Management
21 – 25 Nov 2016 www.ProjacsTraining.com 84
Introduction
Total Quality Management (TQM) is enhancement to
the traditional way of doing business.
 Total:- Made up of whole or Involvement of all
levels in the organization
 Quality:-Degree of excellence a product or service
provides or Conformance to agreed upon
requirements
 Management:- Act, art or manner of handling,
controlling, directing
21 – 25 Nov 2016 www.ProjacsTraining.com 85
Introduction
 TQM is defined as both philosophy and a set of
guiding principles that represent the foundation of
a continuously improving organization.
 It is the application of quantitative methods and
human resources to improve all the processes
within an organization and exceeds customer
needs now and in future.
21 – 25 Nov 2016 www.ProjacsTraining.com 86
Introduction
 Total Quality Management means that the
organization's culture is defined by and supports
the constant attainment of customer satisfaction
through an integrated system of tools, techniques,
and training.
 This involves the continuous improvement of
organizational processes, resulting in high quality
products and services.
21 – 25 Nov 2016 www.ProjacsTraining.com 87
Introduction
 What is a customer?
 Anyone who is impacted by the product or process delivered
by an organization.
 External customer: The end user as well as intermediate
processors. Other external customers may not be
purchasers but may have some connection with the product.
 Internal customer: Other divisions of the company that
receive the processed product.
 What is a product?
 The output of the process carried out by the organization. It
may be goods (e.g. automobiles, missile), software (e.g. a
computer code, a report) or service (e.g. banking,
insurance)
8821 – 25 Nov 2016 www.ProjacsTraining.com
Introduction
How is customer satisfaction achieved?
 Two dimensions: Product features and Freedom from
deficiencies.
 Product features – Refers to quality of design.
 Examples in manufacturing industry: Performance,
Reliability, Durability, Ease of use, Esthetics etc.
 Examples in service industry: Accuracy, Timeliness,
Friendliness and courtesy, Knowledge of server etc.
 Freedom from deficiencies – Refers to quality of
conformance.
 Higher conformance means fewer complaints and
increased customer satisfaction.
8921 – 25 Nov 2016 www.ProjacsTraining.com
Definition of TQM
 Systematic activities of operating the whole units of a
company effectively and efficiently to supply goods and
services of quality satisfactory to customers at right
time and at right price, thus contributing to attaining
Business Purposes.
 TQM is integrated organisational approach in
delighting customers (both internal and external) by
meeting their expectations on a continuous basis
through everyone involved in the organisation, working
on continuous improvement in all products, services,
and processes along with proper problem solving
methodology.
21 – 25 Nov 2016 90www.ProjacsTraining.com
Definition of TQM
 Total Quality Management means that the
organization's culture is defined by and supports
the constant attainment of customer satisfaction
through an integrated system of tools, techniques,
and training. This involves the continuous
improvement of organizational processes, resulting
in high quality products and services.
21 – 25 Nov 2016 91www.ProjacsTraining.com
Definition of TQM
 "TQM is a management approach for an
organization, centered on quality, based on the
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.”
 Total Quality Management (TQM) is a
management strategy aimed at embedding
awareness of quality in all organizational
processes.
21 – 25 Nov 2016 92www.ProjacsTraining.com
What’s the goal of TQM?
“Do the right things right
the first time, every time.”
21 – 25 Nov 2016 93www.ProjacsTraining.com
Pillars of TQM
 1- Customer Focus: Studying customer
needs, gathering customer requirements, and
measuring and managing customer satisfaction.
 Customer satisfaction is seen as the company's
highest priority. The company believes that it will
only be successful if its customers are satisfied.
21 – 25 Nov 2016 94www.ProjacsTraining.com
Pillars of TQM
 2- Process Management: Develop a
production process that reduce the product
variations. Applying the same process; the same
product should be produces with the same level of
quality every time.
 Teams are process-oriented, and interact with their
internal customers to deliver the required results.
Management's focus is on controlling the overall
process, and rewarding teamwork.
21 – 25 Nov 2016 95www.ProjacsTraining.com
Pillars of TQM
 3- Employee Empowerment (Human
side of Quality): TQM environment requires a
committed and well-trained work force that
participates fully in quality improvement activities.
 On-going education and training of all employees
supports the drive for quality.
21 – 25 Nov 2016 96www.ProjacsTraining.com
Pillars of TQM
 4- Continuous Improvement: TQM
recognizes that product quality is the result of
process quality. As a result, there is a focus on
continuous improvement of the company's
processes.
 This will lead to an improvement in process
quality. In turn this will lead to an improvement in
product quality. Measurement and analysis id the
tool that has been used for that.
21 – 25 Nov 2016 97www.ProjacsTraining.com
Continuous Improvement
(through measurement and analysis)
Customer
Focus
Process
Management
Employee Training
& Empowerment
T. Q. M.
• Reduce rework activities (Cost reduction)
• Shorter development cycle (Cost reduction)
• Increased customer satisfaction (Quality improvement)
Pillars of TQM
21 – 25 Nov 2016 98www.ProjacsTraining.com
TQM six basic Concepts
1. Management commitment to TQM principles and
methods & long term Quality plans for the
Organization
2. Focus on customers
3. Quality at all levels of the work force.
4. Continuous improvement of the
production/business process.
5. Treating suppliers as partners
6. Establish performance measures for the
processes.
21 – 25 Nov 2016 www.ProjacsTraining.com 99
Seven QC Tools
21 – 25 Nov 2016 www.ProjacsTraining.com 100
Process improvement tools
Seven QC Tools:
1. Flow charts
2. Check sheets
3. Histograms
4. Pareto diagrams
5. Cause-and-effect diagrams
6. Scatter diagrams
7. Control charts
10121 – 25 Nov 2016 www.ProjacsTraining.com
Flow charts
 Process map identifies the sequence of activities or
the flow in a process.
 Objectively provides a picture of the steps needed
to accomplish a task.
 Helps all employees understand how they fit into
the process and who are their suppliers and
customers.
21 – 25 Nov 2016 102www.ProjacsTraining.com
Flow charts
 Can also pinpoint places where quality-related
measurements should be taken.
 Also called process mapping and analysis.
 Very successfully implemented in various
organizations. e.g. Motorola reduced
manufacturing time for pagers using flow charts.
21 – 25 Nov 2016 103www.ProjacsTraining.com
Flow charts
21 – 25 Nov 2016 104www.ProjacsTraining.com
Check sheets
 Special types of data collection forms in which the
results may be interpreted on the form directly without
additional processing.
 Data sheets use simple columnar or tabular forms to
record data. However, to generate useful information
from raw data, further processing generally is
necessary.
 Additionally, including information such as
specification limits makes the number of
nonconforming items easily observable and provides
an immediate indication of the quality of the process.
10521 – 25 Nov 2016 www.ProjacsTraining.com
Check sheets
10621 – 25 Nov 2016 www.ProjacsTraining.com
Pareto diagrams
 Based on the 85-15
Pareto distribution.
 Helpful in
identifying the
quality focus areas.
 Popularized by
Juran.
 It is a histogram of
the data from the
largest frequency
to the smallest.
10721 – 25 Nov 2016 www.ProjacsTraining.com
Cause-effect diagrams
 Also called fishbone diagrams (because of their
shape) or Ishikawa diagrams.
 Helps in identifying root causes of the quality
failure. (Helps in the diagnostic journey.)
10821 – 25 Nov 2016 www.ProjacsTraining.com
A general cause-and-effect diagram
10921 – 25 Nov 2016 www.ProjacsTraining.com
Scatter diagrams
 Graphical components of the regression analysis.
 Often used to point out relationship between
variables. Statistical correlation analysis used to
interpret scatter diagrams.
11021 – 25 Nov 2016 www.ProjacsTraining.com
Run charts and Control charts
 Run chart: Measurement against progression of
time.
 Control chart: Add Upper Control Limit and Lower
Control Limit to the run chart.
11121 – 25 Nov 2016 www.ProjacsTraining.com
Quality Management Certificates
21 – 25 Nov 2016 www.ProjacsTraining.com 112
Elements in ISO 9000 Implementation
21 – 25 Nov 2016 www.ProjacsTraining.com 113
ISO 9001:2000
Focusing
21 – 25 Nov 2016 www.ProjacsTraining.com 114
ISO 9001:2000
Documentation Requirements
21 – 25 Nov 2016 www.ProjacsTraining.com 115
Two of the Most Important Objectives in
the Revision of the ISO 9000- Standard
 To develop a simplified set of standards that will be
equally applicable to small as well as medium and
large organizations
 For the amount and detail of documentation
required to be more relevant to the desired results
of the organization’s process activities
21 – 25 Nov 2016 www.ProjacsTraining.com 116
ISO 9001:2000
 Significantly reduces documentation requirements
 Is much less prescriptive
 Allows more flexibility in choice of documentation
system
21 – 25 Nov 2016 www.ProjacsTraining.com 117
ISO 9001:2000
 Enables each organization to develop the minimum
amount of documentation needed in order to
demonstrate the effective planning, operation and
control of its processes and the implementation
and continual improvement of the effectiveness of
its quality management system
21 – 25 Nov 2016 www.ProjacsTraining.com 118
What Is a Document?
 Communication of information
 Evidence of conformity
 Knowledge sharing
21 – 25 Nov 2016 www.ProjacsTraining.com 119
Communication of Information
 The type and extent of the documentation will
depend on the nature of the organization’s
products and processes
 The degree of formality of communication systems
 The level of communication skills
 The organizational structure
21 – 25 Nov 2016 www.ProjacsTraining.com 120
Evidence of Conformity
 Provision of evidence that what was planned has
actually been done.
 Say what you do, do what you say and prove it.
21 – 25 Nov 2016 www.ProjacsTraining.com 121
Knowledge Sharing
 In order to disseminate and preserve the
organization’s experiences.
 Example: a technical specification, which can be
used as a base for design and development of a new
product.
21 – 25 Nov 2016 www.ProjacsTraining.com 122
Document Mediums
 Paper
 Magnetic
 Electronic
 Photographic
 Master Sample
 Other
21 – 25 Nov 2016 www.ProjacsTraining.com 123
Clause 4.1, General Requirements
 Documented statements of quality policy and
quality objectives
 A quality manual
 Documented procedures required by the
international standard
 Documents needed by the organization to ensure
effective planning, operation and control of its
processes
 Records required by the international standard
21 – 25 Nov 2016 www.ProjacsTraining.com 124
Documented Statements of Quality Policy
(1 of 2)
 Defined in Clause 5.3
 Appropriate to the purpose of the organization
 Includes a commitment to comply with
requirements and continually improve the
effectiveness of the Quality Management System
 A framework for establishing and quality objectives
21 – 25 Nov 2016 www.ProjacsTraining.com 125
Documented Statements of Quality Policy
(2 of 2)
 Defined in Clause 5.3
 Is communicated and understood within the
organization
 Is reviewed for continuing suitability
21 – 25 Nov 2016 www.ProjacsTraining.com 126
Documented Statements of Quality
Objectives
 Defined in Clause 5.4.1
 Includes those needed to meet requirements for
product [Clause 7.1]
 Are established at relevant functions and levels
within the organization
 Are measurable and consistent with Quality Policy
21 – 25 Nov 2016 www.ProjacsTraining.com 127
Quality Manual
 Minimum content specified in Clause 4.2.2
 Scope of the Quality Management System,
including details of and justification for any
exclusions
 Documented procedures established for the QMS,
or references to them
 Description of the interaction between processes of
the QMS
21 – 25 Nov 2016 www.ProjacsTraining.com 128
Quality Manual-Structure
 Structure of the manual is a decision for the
organization based on:
 Organization’s size
 Organization’s complexity
 Organization’s culture
 Controlled in accordance with the requirements of
Clause 4.2.3
21 – 25 Nov 2016 www.ProjacsTraining.com 129
Documented Procedures
 Required by ISO 9001:2000
 Control of documents (Clause 4.2.3)
 Control of records (Clause 4.2.4)
 Internal Audit (Clause 8.2.2)
 Control of nonconforming product (Clause 8.3)
 Corrective action (Clause 8.5.2)
 Preventive Action (Clause 8.5.3)
21 – 25 Nov 2016 www.ProjacsTraining.com 130
Documents Needed by the Organization
 Specifically referenced in ISO 9001:2000
 Quality policy (Clause 4.2.1a)
 Quality objectives (Clause 4.2.1a)
 Quality Manual (Clause 4.2.1b)
21 – 25 Nov 2016 www.ProjacsTraining.com 131
Additional Documentation
 There are several requirements of ISO 9001:2000
where an organization could add value to its
Quality Management System and demonstrate
conformity by the preparation of other documents
21 – 25 Nov 2016 www.ProjacsTraining.com 132
Additional Documentation
 Process maps, process flow charts,and/or process
descriptions
 Organization charts
 Specifications
 Work and/or test instructions
 Production schedules
 Approved suppliers lists
 Test and inspection plans
 Quality plans
21 – 25 Nov 2016 www.ProjacsTraining.com 133
Documented Procedures
 Controlled in accordance with Clause 4.2.3
 May combine the procedure for several activities
into one document
 May require more than one document for a single
procedure
 May require additional procedures in order to
implement an effective QMS
21 – 25 Nov 2016 www.ProjacsTraining.com 134
Records
 Requirements for control of records are different
from those for other documents
 All records have to be controlled in accordance
with the requirements of Clause 4.2.4
 Organization are free to develop records that may
be needed to demonstrate conformity of their
processes, products, and QMS
21 – 25 Nov 2016 www.ProjacsTraining.com 135
Required Records (1 0f 2)
 Management reviews
(5.6.1)
 Education, training, skills
and experience (6.2.2e)
 Evidence that the
realization processes and
resulting product fulfill
requirements (7.1d)
 Design and development
inputs (7.3.2)
 Results of design and
development reviews
(7.3.4)
 Results of design and
development
verification
 Results of design and
development validation
 Results of review of
design and
development changes
(7.3.7)
21 – 25 Nov 2016 www.ProjacsTraining.com 136
Required Records (2 of 2)
 Results of supplier
evaluations (7.4.1)
 To demonstrate process
validity where output
cannot be measured
(7.5.2d)
 The unique
identification of a
product (7.5.3)
 Customer property
(7.5.4)
 Basis for calibration of
measuring equipment (7.6a)
 Results of calibration (7.6)
 Internal audits (8.2.2)
 Release of product (8.2.2)
 Nonconforming product
(8.3)
 Results of corrective action
(8.5.2)
 Results of preventive action
(8.5.3)
21 – 25 Nov 2016 www.ProjacsTraining.com 137
Preparing to Implement a QMS
 Process approach
 Identify the processes necessary for effective
implementation
 Understand interactions between these processes
 Document the processes to assure effective
operation and control
21 – 25 Nov 2016 www.ProjacsTraining.com 138
Processes Include
 Management
 Resources
 Product realization
 Measurement
21 – 25 Nov 2016 www.ProjacsTraining.com 139
Process Analysis
 Should be driving force for defining amount of
documentation, taking into account the
requirements of ISO 9001:2000
 Should not be the documentation that drives the
processes
21 – 25 Nov 2016 www.ProjacsTraining.com 140
Demonstrating Conformity With ISO
9001:2000
 May not need extensive documentation
 Must be able to provide objective evidence of
effectiveness of processes and quality management
system
21 – 25 Nov 2016 www.ProjacsTraining.com 141
Objective Evidence
 Data supporting the existence or verity of
something (Clause 3.8.1 of ISO 9000:2000)
 May be obtained through observation,
measurement, test or other means
 Does not necessarily depend on documented
procedures, records or other documents except
where specifically required by ISO 9001:2000
21 – 25 Nov 2016 www.ProjacsTraining.com 142
Objective Evidence
 Where the organization has no specific procedure
for a particular activity, and this is not required by
specification, it is acceptable for this activity to be
conducted using as a basis the relevant clause of
ISO 9001:2000
 Example: Internal and external audits
21 – 25 Nov 2016 www.ProjacsTraining.com 143
Terms and Definitions
 Document - information and its supporting medium
(ISO 9000:2000 Clause 3.7.2)
 Procedure – Specified way to carry out an activity
(3.7.4)
 Quality Manual – Document specifying the quality
management system of an organization
 Quality Plan – document specifying which procedures
and associated resources shall be applied, by whom
and when to a specific project (3.7.5)
 Record – document stating results achieved or
providing evidence of activities performed (3.7.6)
 Specification – document stating requirements
21 – 25 Nov 2016 www.ProjacsTraining.com 144
Putting the Management in Total Quality
Management
21 – 25 Nov 2016 www.ProjacsTraining.com 145
Values, Mission ,Vision, Strategic
21 – 25 Nov 2016 www.ProjacsTraining.com 146
Example for Values, Mission ,Vision
21 – 25 Nov 2016 www.ProjacsTraining.com 147
Mission And Vision
21 – 25 Nov 2016 www.ProjacsTraining.com 148
Vision
21 – 25 Nov 2016 www.ProjacsTraining.com 149
What is vision statement?
 Your VISION defines how you want your business
to be seen externally — by clients, suppliers,
investors and even competitors. It's what you
constantly strive to attain, and it becomes your
reason for being.
21 – 25 Nov 2016 www.ProjacsTraining.com 150
How to write vision statement?
 Take your time when writing a Vision Statement. Its a hard
but very important task, learning how to write a Vision
Statement takes time! It needs to be positive and
inspirational
 Get the 'feel' of Vision Statements by checking out the
samples and examples of Vision Statements of some big
companies and small establishments
 Make separate lists of the following:
 Services - What you do and how well you do it!
 Technology - Your use of Technology
 People involved in your establishment
 People who attend your establishment
 People who are involved in your establishment
 The Community
21 – 25 Nov 2016 www.ProjacsTraining.com 151
Contd..
 Your Values and Philosophy
 Your Vision - future plans with aims and objectives
 Pick out the most important points
 Obtain input from other people
 List some positive words - words of aspiration and
inspiration for Vision statements
 Select your most important words and combine in one
sentence or put your most important sentences
together which must be combined in one short
paragraph
 You will now be in an excellent position and know how
to write Vision statement
21 – 25 Nov 2016 www.ProjacsTraining.com 152
Examples
 GM :- GM’s vision is to be the world leader in
transportation products and related services. We will
earn our customers’ enthusiasm through continuous
improvement driven by the integrity, teamwork, and
innovation
of GM people.
 DHL :- Customers trust DHL as the preferred global
express and logistics partner, leading the industry in
terms of quality, profitability and market share.
 McDonald:-McDonald's vision is to be the world's
best quick service restaurant experience. Being the best
means providing outstanding quality, service,
cleanliness, and value, so that we make every customer
in every restaurant smile
21 – 25 Nov 2016 www.ProjacsTraining.com 153
Mission
21 – 25 Nov 2016 www.ProjacsTraining.com 154
What is mission statement?
 Your MISSION is what you intend to become or
 accomplish. It should be challenging but
achievable. A well-written mission statement
demonstrates that you understand your business,
have defined your unique focus, and can articulate
your objectives concisely to yourself and others.
21 – 25 Nov 2016 www.ProjacsTraining.com 155
How to write Mission statement?
 A Mission Statement should be short, concise,
clear, vivid and inspiring.
 The most effective way to write a Mission
Statement is to avoid jargon, complicated words or
concepts - remember you are writing this for the
public, not just employees of the company.
 A company Mission Statement should be included
in documents such as Business Plans and Staff
Handbooks. A Mission Statement can be described
as a cross between a company slogan, or tagline,
and an executive summary!
21 – 25 Nov 2016 www.ProjacsTraining.com 156
Example
 Bank of America:- We believe, very simply, that it is
the actions of individuals working together that build
strong communities ... and that business has an
obligation to support those actions in the communities
it serves
 Wal-Mart :-Our mission is to enhance and integrate
our supplier diversity programs into all of our
procurement practices and to be an advocate for
minority- and women-owned businesses
 Microsoft :- At Microsoft, we work to help people and
businesses throughout the world realize their full
potential. This is our mission. Everything we do reflects
this mission and the values that make it possible
21 – 25 Nov 2016 www.ProjacsTraining.com 157
Thomas Edison dreamed of a lamp that could be
operated by electricity, began where he stood to put
his dream into action, and despite more than ten
thousand failures, he stood by that dream until he
made it a physical reality. Practical dreamers do not
quit!
21 – 25 Nov 2016 www.ProjacsTraining.com 158
Key Results Areas
 KRA's is the set of activities on which
performances are rated.
 KRA's are Key Result Areas which are the main
objectives of the employee in an organization.
 Key Result Areas or KRA's refer to general areas of
outcomes or outputs for which a role is
responsible.
 KRA's are also known as key work outputs
(KWO's).
21 – 25 Nov 2016 159www.ProjacsTraining.com
Process
Individual determine the KRAs of their roles :
 They list their main day to day responsibilities/
activities.
 They review the answers to their “why” questions,
looking for common themes or areas.
 For each activity, they ask “Why do I do this?”
 They identify their KRA’s from these themes.
 They share their KRA’s, preferably with those they
report to, those they work along with, and those who
report to them.
21 – 25 Nov 2016 160www.ProjacsTraining.com
Key Results Areas
 KRA or Key Results Areas are the things which are
critical for an organization or employee to achieve.
 You need to identify what are the things that are
most critical for an employee to be successful. You
have to consider a lot of things in order to
determine this.
 One of which is identifying "who are the employees
customers" and asking "how can I best serve them"
Common KRA's for an individual level are
Quantity, Quality and Use of Time.
21 – 25 Nov 2016 161www.ProjacsTraining.com
Key Results Areas
 Once you have identified what are those Key
Results Areas, next thing to do is putting a
quantifiable measure.
 This is where KPI's come into play.
 Key Performance Indicators normally written in
numbers, percentages, units and/or observable
indicators.
21 – 25 Nov 2016 162www.ProjacsTraining.com
Key Results Areas
 Below are some samples of cascaded KRA:
 Company level - Increase Net Profit by 20%
 Department level (Sales dept.) - Increase market
share by 35%
 Make sure that employee's KRA are aligned with
the departmental objectives.
 If the company uses Balance Scorecard KRA must
be aligned with the 4 perspectives.
 KRA are the results while KPI are the measures of
results.
21 – 25 Nov 2016 163www.ProjacsTraining.com
KRA’s prepared should be
 Specific – KRA’s should be specific
and should make sense.
 Measurable – KRA’s should be
measurable.
 Achievable – KRA’s framed
should be Achievable.
 Related to Job – KRA’s should be
Related to job.
 Time Bound – KRA’s framed
should be DEFINED FOR A
SPECIFIC PERIOD. S
21 – 25 Nov 2016 www.ProjacsTraining.com 164
Last theory :KRA’s prepared should be
21 – 25 Nov 2016 www.ProjacsTraining.com 165
Action Plans
 Specify steps or actions required to attain an
objective.
 Designate who will be held accountable for seeing
the each step or action is completed.
 Define when these steps or actions will be carried
out.
 Define resources needed to be allocated in order to
carry out the required steps or actions.
 Define feedback mechanisms needed to monitor
progress within each action step.
21 – 25 Nov 2016 www.ProjacsTraining.com 166
The Eight-System Model for Implementing
Total Quality Management
21 – 25 Nov 2016 www.ProjacsTraining.com 167
168
INTEGRITY
TRUST
TEAMWORK
LEADERSHIP
COMMUNICATION
ETHICS
TRAINING
RECOGNITION
THE EIGHT
ELEMENTS OF
T. Q. M.
21 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
I.- FOUNDATION
 TQM is built on a foundation of ethics, integrity
and trust.
 It fosters openness, fairness and sincerity and
allows involvement by everyone.
 This is the key to unlocking the ultimate potential
of TQM.
16921 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
1.- ETHICS
 Ethics is the discipline concerned with good and
bad in any situation.
 It is a two-faceted subject represented by
organizational and individual ethics.
 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees
are to adhere to in the performance of their work.
 Individual ethics include personal rights or wrongs.
17021 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
2.- INTEGRITY
 Integrity implies honesty, morals, values, fairness,
and adherence to the facts and sincerity.
 The characteristic is what customers (internal or
external) expect and deserve to receive.
 People see the opposite of integrity as duplicity.
 TQM will not work in an atmosphere of duplicity.
17121 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
3.- TRUST
 Trust is a by-product of integrity and ethical
conduct.
 Without trust, the framework of TQM cannot be
built.
 Trust fosters full participation of all members.
 It allows empowerment that encourages pride
ownership and it encourages commitment.
17221 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
3.- TRUST
 It allows decision making at appropriate levels in
the organization, fosters individual risk-taking for
continuous improvement and helps to ensure that
measurements focus on improvement of process
and are not used to contend people.
 Trust is essential to ensure customer satisfaction.
 So, trust builds the cooperative environment
essential for TQM.
17321 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
II. Bricks
 Basing on the strong foundation of trust, ethics and
integrity, bricks are placed to reach the roof of
recognition. It includes:
1. Training
2. Teamwork
3. Leadership
17421 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
4.- TRAINING
 Training is very important for employees to be
highly productive.
 Supervisors are solely responsible for
implementing TQM within their departments, and
teaching their employees the philosophies of TQM.
 Training that employees require are: interpersonal
skills, the ability to function within teams, problem
solving, decision making, job management,
performance analysis and improvement, business
economics and technical skills.
17521 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
5.- TEAMWORK
 To become successful in business, teamwork is also
a key element of TQM.
 With the use of teams, the business will receive
quicker and better solutions to problems.
 Teams also provide more permanent
improvements in processes and operations.
17621 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
5.- TEAMWORK
 In teams, people feel more comfortable bringing up
problems that may occur, and can get help from
other workers to find a solution and put into place.
 There are mainly three types of teams that TQM
organizations adopt:
 A. Quality Improvement Teams or Excellence
Teams (QITS)
 B. Problem Solving Teams (PST)
 C. Natural Work Teams (NWT)
17721 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
5.- TEAMWORK
 A. Quality Improvement Teams or Excellence
Teams (QITS) –
 These are temporary teams with the purpose of
dealing with specific problems that often re-occur.
 These teams are set up for period of three to twelve
months.
17821 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
5.- TEAMWORK
 B. Problem Solving Teams (PST) –
 These are temporary teams to solve certain
problems and also to identify and overcome causes
of problems.
 They generally last from one week to three months.
17921 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
5.- TEAMWORK
 C. Natural Work Teams (NWT) –
 These teams consist of small groups of skilled
workers who share tasks and responsibilities.
 These teams use concepts such as employee
involvement teams, self-managing teams and
quality circles.
 These teams generally work for one to two hours a
week.
18021 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
6.- LEADERSHIP
 It is possibly the most important element in TQM.
 It appears everywhere in an organization.
 Leadership in TQM requires the manager to
provide an inspiring vision, make strategic
directions that are understood by all and to instill
values that guide subordinates.
18121 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
6.- LEADERSHIP
 For TQM to be successful in the business, the
supervisor must be committed in leading his
employees.
 A supervisor must understand TQM, believe in it
and then demonstrate their belief and
commitment through their daily practices of TQM.
18221 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
III.- BINDING MORTAR
 7. Communication – It binds everything together.
 Starting from foundation to roof of the TQM house,
everything is bound by strong mortar of
communication.
 It acts as a vital link between all elements of TQM.
 Communication means a common understanding
of ideas between the sender and the receiver.
18321 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
7.- COMMUNICATION
 The success of TQM demands communication
with and among all the organization members,
suppliers and customers.
 Supervisors must keep open airways where
employees can send and receive information about
the TQM process.
18421 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
7.- COMMUNICATION
There are different ways of communication such as:
 A. Downward communication –
 This is the dominant form of communication in an
organization.
 Presentations and discussions basically do it.
 By this the supervisors are able to make the
employees clear about TQM.
18521 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
7.- COMMUNICATION
 B. Upward communication
 By this the lower level of employees are able to
provide suggestions to upper management of the
affects of TQM.
 As employees provide insight and constructive
criticism, supervisors must listen effectively to
correct the situation that comes about through the
use of TQM.
 This forms a level of trust between supervisors and
employees.
18621 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
7.- COMMUNICATION
 C. Sideways communication
 This type of communication is important because it
breaks down barriers between departments.
 It also allows dealing with customers and suppliers
in a more professional manner.
18721 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
IV. ROOF
 8. Recognition is the last and final element in the
entire system.
 It should be provided for both suggestions and
achievements for teams as well as individuals.
 Employees strive to receive recognition for
themselves and their teams.
18821 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
8.- RECOGNITION
 Detecting and recognizing contributors is the most
important job of a supervisor.
 As people are recognized, there can be huge
changes in self-esteem, productivity, quality and
the amount of effort exhorted to the task at hand.
 Recognition comes in its best form when it is
immediately following an action that an employee
has performed.
18921 – 25 Nov 2016 www.ProjacsTraining.com
The Eight Elements of T. Q. M.
8.- RECOGNITION
 Recognition comes in different ways, places and
time such as, Ways - It can be by way of personal
letter from top management.
 Also by award banquets, plaques, trophies etc.
 Places - Good performers can be recognized in
front of departments, on performance boards and
also in front of top management.
 Time - Recognition can given at any time like in
staff meeting, annual award banquets, etc.
19021 – 25 Nov 2016 www.ProjacsTraining.com
Conclusion
 We can conclude that these eight elements are key
in ensuring the success of TQM in an organization
and that the supervisor is a huge part in developing
these elements in the work place.
 Without these elements, the business entities
cannot be successful TQM implementers.
19121 – 25 Nov 2016 www.ProjacsTraining.com
Conclusion
 It is very clear from the above discussion that TQM
without involving integrity, ethics and trust would
be a great remiss, in fact it would be incomplete.
 Training is the key by which the organization
creates a TQM environment.
 Leadership and teamwork go hand in hand.
19221 – 25 Nov 2016 www.ProjacsTraining.com
Conclusion
 Lack of COMMUNICATION between departments,
supervisors and employees create a burden on the
whole TQM process.
 Last but not the least, RECOGNITION should be
given to people who contributed to the overall
completed task.
 Hence, lead by example, train employees to
provide a quality product, create an environment
where there is no fear to share knowledge, and give
credit where credit is due.
19321 – 25 Nov 2016 www.ProjacsTraining.com
BRAINSTORMING
21 – 25 Nov 2016 www.ProjacsTraining.com 194
WHAT IS BRAINSTORMING?
 Brainstorming is a group activity
technique.It is designed to generate lots of
ideas for solution of a problem. The
underlying principle is that the greater the
number of ideas generated,the possibility
that a quality solution will be found.
 Brainstorming is a commonly used tool by
academics researchers and business teams.
21 – 25 Nov 2016 www.ProjacsTraining.com 195
RULES
There are four basic rules in
brainstorming.
 1)Focus on quantity:If lots of ideas
are generated it will be easy to
produce a radical and effective
solution.
 2)Reserve criticism:Don’t comment
on any ideas.First accept all,at a later
stage judge.
21 – 25 Nov 2016 196www.ProjacsTraining.com
RULES
3)Welcome unusual ideas:To get a
good and long list of ideas,unusual
ideas are welcomed.
4)Combine and improve
ideas:Good ideas may be
combined to form a single better
idea.
21 – 25 Nov 2016 www.ProjacsTraining.com 197
Procedure
 Decide on the question or topic that you will
present to the group during brainstorming.
 Give yourself a time limit.
 Choose the participants from five to twelve.
21 – 25 Nov 2016 www.ProjacsTraining.com 198
Procedure
 Plan how you will record the results of
brainstorming session.
 Describe what you will do with the data.
 Go through all the ideas and make sure that the
meaning of idea is clear.
21 – 25 Nov 2016 www.ProjacsTraining.com 199
Technıques
1) Freewrıtıng
 When you freewrite,you write down whatever
comes into your mind.You don’t judge the quality
of writing and don’t worry about style, spelling,
grammar or punctuation.
 When you have finished your writing and have
reached your goal,read back over the text, decide
the solution.
21 – 25 Nov 2016 www.ProjacsTraining.com 200
Technıques
2) nomınal group technıque
 Participants are asked to write
their ideas anonymously.
 Then the moderator collects
the ideas and each is voted on
by the group.The best idea is
chosen.
21 – 25 Nov 2016 www.ProjacsTraining.com 201
Technıques
3) group passıng technıque
 Each person in a circular group
writes down one idea,and then passes
the piece of paper to the next person
in a clockwise direction,who adds
some thoughts.
 This continues until everybody gets
his or her original piece of paper
back.By this time,participants will
have examined each idea in detail.
21 – 25 Nov 2016 www.ProjacsTraining.com 202
Technıques
4) team ıdea mappıng method
 This technique may improve collaboration
and increase the quantity of ideas,and is
designed so that all attendees participate
and no ideas are rejected.
 The process begins with a well-defined
topic.Each participant brainstorms
individually,then all the ideas are merged
onto one large idea map.
21 – 25 Nov 2016 www.ProjacsTraining.com 203
Technıques
5) ındıvıdual braınstormıng
It typically includes such techniques
as free writing, free speaking, word
association,and drawing a mind
map,which people diagram their
thoughts.
Individual brainstorming is useful
method in creative wiriting.
21 – 25 Nov 2016 www.ProjacsTraining.com 204
Technıques
6) questıon braınstormıng
 This process involves brainstorming the
questions,rather than trying to come up
with immediate answers and short term
solutions.
 Questions are important in that
tecnique.
 We need a list of questions to reach to
the best solution in an orderly way.
21 – 25 Nov 2016 www.ProjacsTraining.com 205
Advantages & Dısadvantages of
Braınstormıng
Advantages
 Many ideas can be generated in a
short time.
 Requires few material resources.
 The results can be used immediately
or for possible use in other projects.
 Is a “democratic” way of generating
ideas.
 The concept of brainstorming is easy
to understand.
21 – 25 Nov 2016 www.ProjacsTraining.com 206
Advantages & Dısadvantages of
Braınstormıng
Disadvantages
 Requires an experienced and
sensitive faciliator who
understands the social psychology
of small groups.
 Requires a dedication to quantity
rather than quality.
 Shy people can have difficulties in
participating.
 May not be appropriate for some
business or international cultures.
21 – 25 Nov 2016 www.ProjacsTraining.com 207
Brainstorming Technique
www.ProjacsTraining.com21 – 25 Nov 2016
20
8
Brainstorming
What is it?
Why do we need it?
A gathering of ideas from your brain onto paper.
The variety of ideas and the use of your imagination assist
you in producing a lot of material with which to work.
It’s the best way to collect your thoughts.
It’s helpful for organization.
It ensures only quality ideas are used in the essay.
www.ProjacsTraining.com 21 – 25 Nov 2016 209
Brainstorming Technique
Number One
Freewriting
What is it?
Think about the topic. Then write, write, write. Whatever
comes into your brain – even if it doesn’t have to do with the
topic. Example:
www.ProjacsTraining.com 21 – 25 Nov 2016 210
Number One
Freewriting
"This paper is supposed to be on the politics of tobacco production
but even though I went to all the lectures and read the book I can't
think of what to say and I've felt this way for four minutes now and I
have 11 minutes left and I wonder if I'll keep thinking nothing during
every minute but I'm not sure if it matters that I am babbling and I
don't know what else to say about this topic and it is rainy today
and I never noticed the number of cracks in that wall before and
those cracks remind me of the walls in my grandfather's study and
he smoked and he farmed and I wonder why he didn't farm
tobacco..."
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
211
Number One
Freewriting
Options:
Write for a specific time period
Write for a specific amount of paper
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
212
Number One
Freewriting
When is it helpful?
When you have NO ideas about a topic
When you have TOO MANY ideas about a topic
Maybe I could say
this or maybe I
could say that…
hmmm
???
???
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
213
Number Two
Making a Cube
What is it?
Imagine a cube. It has six sides. On each side, you have a
different task regarding the topic.
21 – 25 Nov 2016www.ProjacsTraining.com
Brainstorming Technique
214
Number Two
Making a Cube
Describe
Side One: Describe the topic.
Side Two: Compare the topic.
Side Three: Associate the topic.
Side Four: Analyze the topic.
Side Five: Apply the topic.
Side Six: Argue for or against the topic.
CompareAssociateAnalyzeApplyArgue
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
215
Number Three
Clustering
What is it?
When you write down words or concepts associated with
the topic – any ideas that come into your mind
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
216
Number Three
Clustering
Draw a bubble.
And write the topic above it.
Brainstorm!
Now look for words that connect with each other.
Circle the words and connect them with lines.
Global Warming
rainforestsdisappearing
extinction emissions dangerous
dying animals toxic world wide
Cars/SUVs factories
landscape changes no icebergs
expensive to fix? hurricanes
Reversible?
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
217
Number Four
Listing or Bulleting
What is it?
Create a list of terms/ideas/concepts about the topic. Create
multiple lists depending on the purpose.
Global Warming
Toxic fumes
SUVs/Cars
Extinction
Belief/Disbelief
Kyoto Agreement
Belief/Disbelief
Scientists disagree
Average American
China/USA
Normal occurrence
or abnormal event?
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
218
Number Five
Venn Diagram
What is it?
Draw two circles that connect, like this:
List two topics above the circles.
Brainstorm about the topics – what do they have in common
and what is unique about each one.
Cities
Eiffel
Tower
Capital
Became
Paris in 400
A.D.
francophone
County seat
Anglophone
Founded in
1839
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
219
Number Five
Venn Diagram
When is it used?
When you are writing a comparison or contrast essay.
Cities
Eiffel Tower
Capital
Became Paris in
400 A.D.
francophone
County seat
anglophone
Founded in 1839
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
220
Number Six
Tree Diagram
What is it?
This diagram has a central idea to which you add branches
that focus on details.
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
221
Number Six
Tree Diagram
When do you use it?
This type of diagram is helpful in classification essays.
Media
Print Visual
Audio
Newspaper magazine booklet
television webpage movie
cd mp3 cassette
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
222
Number Seven
Act like a Journalist
What is it?
Using the question words in English to explore the topic.
Who?
What?
When?Where?
Why?
How?
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
223
Number Seven
Act like a Journalist
When is it useful?
Use this technique when you want to write a narrative.
Who?
When?
What?
Where?
Why?
How?
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
224
Number Eight
T-Diagram
What is it?
Using a T shape, list a category that you want to compare or
contrast about a specific topic or topics. Do this for a variety
of categories.
Paris,FranceandParisTexas
location
Europe
Northern France
North America
Northern Texas
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
225
Number Eight
T-Diagram
When is it useful?
This technique helps when you are writing a contrast or
comparison essay.
Paris,FranceandParisTexas
location
Europe
Northern France
North America
Northern Texas
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
226
Number Nine
Spoke Diagram
What is it?
Write the topic in a circle. Then think of about causes and
effects. Write these around the circle like spokes on a wheel.
Global Warming
too many people
cars/suvs not recycling
chopping down trees
Crazy weather
Loss of polar ice caps
dying animals
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
227
Number Nine
Spoke Diagram
When is it useful?
Use this technique when you want to explore cause and
effect. too many people
cars/suvs not recycling
chopping down trees
Global Warming
Crazy weather
loss of polar ice caps
dying animals
www.ProjacsTraining.com 21 – 25 Nov 2016
Brainstorming Technique
228
Questions & Comments ????
Many thanks for your attendance & participation
21 – 25 Nov 2016 www.ProjacsTraining.com 229

Mais conteúdo relacionado

Mais procurados

Total Quality Management
Total Quality ManagementTotal Quality Management
Total Quality ManagementOnkar Satam
 
Qualioty management system
Qualioty management systemQualioty management system
Qualioty management systemNamdeo Shinde
 
Importance of Quality
Importance of QualityImportance of Quality
Importance of Qualityjscover
 
Introduction to Total Quality Management[TQM]
Introduction to Total Quality Management[TQM]Introduction to Total Quality Management[TQM]
Introduction to Total Quality Management[TQM]SM Parvej Islam
 
Quality assurance vs Quality control
Quality assurance vs Quality controlQuality assurance vs Quality control
Quality assurance vs Quality controlBugRaptors
 
Quality management ppt
Quality management pptQuality management ppt
Quality management pptAakriti .
 
Total Quality Management (TQM)
Total Quality Management (TQM)Total Quality Management (TQM)
Total Quality Management (TQM)Fatema Tandiwala
 
ISO 9001:2015 Awareness Training
ISO 9001:2015 Awareness TrainingISO 9001:2015 Awareness Training
ISO 9001:2015 Awareness TrainingANUPAM RAY
 
Quality Assurance vs. Quality Control in Manufacturing
Quality Assurance vs. Quality Control in ManufacturingQuality Assurance vs. Quality Control in Manufacturing
Quality Assurance vs. Quality Control in ManufacturingMonarch Metal
 
Quality definition
Quality  definitionQuality  definition
Quality definitionMohit Singla
 
Productivity & Total Quality Management
Productivity & Total Quality ManagementProductivity & Total Quality Management
Productivity & Total Quality ManagementVaibhav Bhatt
 
Basic concept of quality final by DR.MUSHTAQ.A.KHOSA
Basic concept of quality final by DR.MUSHTAQ.A.KHOSABasic concept of quality final by DR.MUSHTAQ.A.KHOSA
Basic concept of quality final by DR.MUSHTAQ.A.KHOSAMushtaq Khosa
 

Mais procurados (20)

Quality & Quality tools
Quality & Quality toolsQuality & Quality tools
Quality & Quality tools
 
Quality Circles
Quality CirclesQuality Circles
Quality Circles
 
[Partial Preview:] Introduction to Quality
[Partial Preview:] Introduction to Quality[Partial Preview:] Introduction to Quality
[Partial Preview:] Introduction to Quality
 
Total Quality Management (TQM)
Total Quality Management (TQM)Total Quality Management (TQM)
Total Quality Management (TQM)
 
Total Quality Management
Total Quality ManagementTotal Quality Management
Total Quality Management
 
Qualioty management system
Qualioty management systemQualioty management system
Qualioty management system
 
Importance of Quality
Importance of QualityImportance of Quality
Importance of Quality
 
Quality Awareness Training
Quality Awareness TrainingQuality Awareness Training
Quality Awareness Training
 
Introduction to Total Quality Management[TQM]
Introduction to Total Quality Management[TQM]Introduction to Total Quality Management[TQM]
Introduction to Total Quality Management[TQM]
 
Quality assurance vs Quality control
Quality assurance vs Quality controlQuality assurance vs Quality control
Quality assurance vs Quality control
 
T Q M
T Q M   T Q M
T Q M
 
Quality management ppt
Quality management pptQuality management ppt
Quality management ppt
 
Introduction to Quality
Introduction to QualityIntroduction to Quality
Introduction to Quality
 
Total Quality Management (TQM)
Total Quality Management (TQM)Total Quality Management (TQM)
Total Quality Management (TQM)
 
ISO 9001:2015 Awareness Training
ISO 9001:2015 Awareness TrainingISO 9001:2015 Awareness Training
ISO 9001:2015 Awareness Training
 
Quality Assurance vs. Quality Control in Manufacturing
Quality Assurance vs. Quality Control in ManufacturingQuality Assurance vs. Quality Control in Manufacturing
Quality Assurance vs. Quality Control in Manufacturing
 
Quality definition
Quality  definitionQuality  definition
Quality definition
 
Quality Management
Quality ManagementQuality Management
Quality Management
 
Productivity & Total Quality Management
Productivity & Total Quality ManagementProductivity & Total Quality Management
Productivity & Total Quality Management
 
Basic concept of quality final by DR.MUSHTAQ.A.KHOSA
Basic concept of quality final by DR.MUSHTAQ.A.KHOSABasic concept of quality final by DR.MUSHTAQ.A.KHOSA
Basic concept of quality final by DR.MUSHTAQ.A.KHOSA
 

Semelhante a Total quality management (tqm)ادارة الجودة الشاملة

Semelhante a Total quality management (tqm)ادارة الجودة الشاملة (20)

TOTAL_QUALITY_MANAGEMENT.ppt
TOTAL_QUALITY_MANAGEMENT.pptTOTAL_QUALITY_MANAGEMENT.ppt
TOTAL_QUALITY_MANAGEMENT.ppt
 
TOTAL_QUALITY_MANAGEMENT fgfjkfgrggjj.ppt
TOTAL_QUALITY_MANAGEMENT fgfjkfgrggjj.pptTOTAL_QUALITY_MANAGEMENT fgfjkfgrggjj.ppt
TOTAL_QUALITY_MANAGEMENT fgfjkfgrggjj.ppt
 
Total quality management
Total quality managementTotal quality management
Total quality management
 
Total quality management
Total quality managementTotal quality management
Total quality management
 
VTU MBA-TQM 12MBA42 Module 1
VTU MBA-TQM 12MBA42 Module 1VTU MBA-TQM 12MBA42 Module 1
VTU MBA-TQM 12MBA42 Module 1
 
TQM
TQMTQM
TQM
 
Tqm 2
Tqm   2Tqm   2
Tqm 2
 
TQM.ppt
TQM.pptTQM.ppt
TQM.ppt
 
Tqm 21
Tqm 21Tqm 21
Tqm 21
 
QM-035-TQM
QM-035-TQMQM-035-TQM
QM-035-TQM
 
Tqm
TqmTqm
Tqm
 
Total quality management in government
Total quality management in governmentTotal quality management in government
Total quality management in government
 
Lession - 1 (TQM-Evolution)(1).pptx
Lession - 1 (TQM-Evolution)(1).pptxLession - 1 (TQM-Evolution)(1).pptx
Lession - 1 (TQM-Evolution)(1).pptx
 
TQM
TQMTQM
TQM
 
quality study case.compressed
quality study case.compressedquality study case.compressed
quality study case.compressed
 
Quality one
Quality oneQuality one
Quality one
 
Total quality management unit 1
Total quality management unit 1 Total quality management unit 1
Total quality management unit 1
 
Total Quality Management
Total Quality Management Total Quality Management
Total Quality Management
 
TQM
TQMTQM
TQM
 
Total quality management
Total quality managementTotal quality management
Total quality management
 

Mais de Ibrahim Alhariri

360 degree leadership skills - putting talent management into action
360 degree leadership skills - putting talent management into action360 degree leadership skills - putting talent management into action
360 degree leadership skills - putting talent management into actionIbrahim Alhariri
 
امبراطورية جوجل ......ما نعرفه و ما لا نعرفه
امبراطورية جوجل ......ما نعرفه و ما لا نعرفهامبراطورية جوجل ......ما نعرفه و ما لا نعرفه
امبراطورية جوجل ......ما نعرفه و ما لا نعرفهIbrahim Alhariri
 
البت كوين عملة المستقبل
البت كوين عملة المستقبلالبت كوين عملة المستقبل
البت كوين عملة المستقبلIbrahim Alhariri
 
دورة انواع و اساليب الصيانة
دورة انواع و اساليب الصيانةدورة انواع و اساليب الصيانة
دورة انواع و اساليب الصيانةIbrahim Alhariri
 
تحليل البيانات و القوائم باستخدام الطرق الاحصائية
تحليل البيانات و القوائم باستخدام الطرق الاحصائيةتحليل البيانات و القوائم باستخدام الطرق الاحصائية
تحليل البيانات و القوائم باستخدام الطرق الاحصائيةIbrahim Alhariri
 
مهارات العاملين بالارشيف
مهارات العاملين بالارشيفمهارات العاملين بالارشيف
مهارات العاملين بالارشيفIbrahim Alhariri
 
تجارب الدول في اعداد الخطط الوطنية لتقنية المعلومات
تجارب الدول في اعداد الخطط الوطنية لتقنية المعلوماتتجارب الدول في اعداد الخطط الوطنية لتقنية المعلومات
تجارب الدول في اعداد الخطط الوطنية لتقنية المعلوماتIbrahim Alhariri
 
الطرق الابداعية لحل المشكلات
الطرق الابداعية لحل المشكلاتالطرق الابداعية لحل المشكلات
الطرق الابداعية لحل المشكلاتIbrahim Alhariri
 
الارشفة الالكترونية1
الارشفة الالكترونية1الارشفة الالكترونية1
الارشفة الالكترونية1Ibrahim Alhariri
 
السكرتارية التنفيذية المتقدمة
السكرتارية التنفيذية المتقدمةالسكرتارية التنفيذية المتقدمة
السكرتارية التنفيذية المتقدمةIbrahim Alhariri
 
إعداد وتحليل الاستبيانات – التربويون للاستشارات
إعداد وتحليل الاستبيانات – التربويون للاستشاراتإعداد وتحليل الاستبيانات – التربويون للاستشارات
إعداد وتحليل الاستبيانات – التربويون للاستشاراتIbrahim Alhariri
 
اساسيات الاحصاء
اساسيات الاحصاءاساسيات الاحصاء
اساسيات الاحصاءIbrahim Alhariri
 
أسس تصميم وتنفيذ وصيانة الحدائق العامة
أسس تصميم وتنفيذ وصيانة الحدائق العامةأسس تصميم وتنفيذ وصيانة الحدائق العامة
أسس تصميم وتنفيذ وصيانة الحدائق العامةIbrahim Alhariri
 
المشتريات الالكترونية
المشتريات الالكترونيةالمشتريات الالكترونية
المشتريات الالكترونيةIbrahim Alhariri
 
ادارة اولويات العمل ابراهيم الحريري
ادارة اولويات العمل ابراهيم الحريريادارة اولويات العمل ابراهيم الحريري
ادارة اولويات العمل ابراهيم الحريريIbrahim Alhariri
 
The voice of leadership how leaders inspire, influence and achieve results
The voice of leadership how leaders inspire, influence and achieve resultsThe voice of leadership how leaders inspire, influence and achieve results
The voice of leadership how leaders inspire, influence and achieve resultsIbrahim Alhariri
 
Successful management for business achievement
Successful management for business achievementSuccessful management for business achievement
Successful management for business achievementIbrahim Alhariri
 

Mais de Ibrahim Alhariri (20)

360 degree leadership skills - putting talent management into action
360 degree leadership skills - putting talent management into action360 degree leadership skills - putting talent management into action
360 degree leadership skills - putting talent management into action
 
امبراطورية جوجل ......ما نعرفه و ما لا نعرفه
امبراطورية جوجل ......ما نعرفه و ما لا نعرفهامبراطورية جوجل ......ما نعرفه و ما لا نعرفه
امبراطورية جوجل ......ما نعرفه و ما لا نعرفه
 
البت كوين عملة المستقبل
البت كوين عملة المستقبلالبت كوين عملة المستقبل
البت كوين عملة المستقبل
 
دورة انواع و اساليب الصيانة
دورة انواع و اساليب الصيانةدورة انواع و اساليب الصيانة
دورة انواع و اساليب الصيانة
 
خدمة العملاء
خدمة العملاءخدمة العملاء
خدمة العملاء
 
تحليل البيانات و القوائم باستخدام الطرق الاحصائية
تحليل البيانات و القوائم باستخدام الطرق الاحصائيةتحليل البيانات و القوائم باستخدام الطرق الاحصائية
تحليل البيانات و القوائم باستخدام الطرق الاحصائية
 
مهارات العاملين بالارشيف
مهارات العاملين بالارشيفمهارات العاملين بالارشيف
مهارات العاملين بالارشيف
 
تجارب الدول في اعداد الخطط الوطنية لتقنية المعلومات
تجارب الدول في اعداد الخطط الوطنية لتقنية المعلوماتتجارب الدول في اعداد الخطط الوطنية لتقنية المعلومات
تجارب الدول في اعداد الخطط الوطنية لتقنية المعلومات
 
الطرق الابداعية لحل المشكلات
الطرق الابداعية لحل المشكلاتالطرق الابداعية لحل المشكلات
الطرق الابداعية لحل المشكلات
 
الارشفة الالكترونية1
الارشفة الالكترونية1الارشفة الالكترونية1
الارشفة الالكترونية1
 
السكرتارية التنفيذية المتقدمة
السكرتارية التنفيذية المتقدمةالسكرتارية التنفيذية المتقدمة
السكرتارية التنفيذية المتقدمة
 
إعداد وتحليل الاستبيانات – التربويون للاستشارات
إعداد وتحليل الاستبيانات – التربويون للاستشاراتإعداد وتحليل الاستبيانات – التربويون للاستشارات
إعداد وتحليل الاستبيانات – التربويون للاستشارات
 
اساسيات الاحصاء
اساسيات الاحصاءاساسيات الاحصاء
اساسيات الاحصاء
 
أسس تصميم وتنفيذ وصيانة الحدائق العامة
أسس تصميم وتنفيذ وصيانة الحدائق العامةأسس تصميم وتنفيذ وصيانة الحدائق العامة
أسس تصميم وتنفيذ وصيانة الحدائق العامة
 
ادارة النقل
ادارة النقلادارة النقل
ادارة النقل
 
المشتريات الالكترونية
المشتريات الالكترونيةالمشتريات الالكترونية
المشتريات الالكترونية
 
Technicalsupport
TechnicalsupportTechnicalsupport
Technicalsupport
 
ادارة اولويات العمل ابراهيم الحريري
ادارة اولويات العمل ابراهيم الحريريادارة اولويات العمل ابراهيم الحريري
ادارة اولويات العمل ابراهيم الحريري
 
The voice of leadership how leaders inspire, influence and achieve results
The voice of leadership how leaders inspire, influence and achieve resultsThe voice of leadership how leaders inspire, influence and achieve results
The voice of leadership how leaders inspire, influence and achieve results
 
Successful management for business achievement
Successful management for business achievementSuccessful management for business achievement
Successful management for business achievement
 

Último

Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 

Último (20)

Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 

Total quality management (tqm)ادارة الجودة الشاملة

  • 1. TOTAL QUALITY MANAGEMENT (TQM) Dr.Ibrahim Alhariri 21st -25th Nov 2016 -London 21 – 25 Nov 2016www.ProjacsTraining.com 1 2 3 4 5 Done 1
  • 2. Introducing the Trainer Dr.IBRAHIM ALHARIRI 396 YORK WAY LONDON N7 9LW Mob: +447890380000 Email: ithariri@yahoo.com Skype :ITHARIRI https://www.youtube.com/watch?v=GJOka6GFwRw 21 – 25 Nov 2016 www.ProjacsTraining.com 2
  • 3.  Name?  Position?  Experience?  Expectations? Introducing Each Other 21 – 25 Nov 2016 www.ProjacsTraining.com 3
  • 4. Our Schedule  –5 Day‐Training Program:  08:30 – Starting Time  10:00-10:20 Coffee Break  12:30 – -12:00 Coffee Break  14:00 – Closing Time 21 – 25 Nov 2016 www.ProjacsTraining.com 4
  • 5. Rules of The Workshop…  Attendance is a must.  Participation is required.  Freedom of speech & expression.  Mobiles should be kept silent during training.  No smoking in the conference room.  Tea/coffee is allowed during training activities.  Distribution of Certificate of Attendance.  Let’s enjoy our program together and “Learn by Fun”! 21 – 25 Nov 2016 www.ProjacsTraining.com 5
  • 6. Expectations 21 – 25 Nov 2016 www.ProjacsTraining.com Objectives: At the end of this course trainees will be able: Acknowledge a quality strategic frame work Find out how to put management IN TQM Master the eight systems to implement TQM Know TQM Who should attend? The Nominees for this course is all department, preferably: Quality department employees QHSSE personnel senior management in all departments 6
  • 7. Agenda Day One Quality Management  Defining Quality.  Policy on Quality.  Quality Statement.  Absolutes of Quality.  Four Pillars of Quality.  3 P Equations.  Quality Triangles.  Role & Responsibilities.  Grey Areas in Quality System - Guarding Services.  Treatment of Grey Areas. Day Two  Total Quality Management  Basic Principles  Customers and Suppliers  Continual Process Improvement  Team Driven  Measurement  Implementation 21 – 25 Nov 2016 www.ProjacsTraining.com 7
  • 8. Agenda Day Three ISO 9001:2000 -AWARENESS PROGRAMME  Introduction to ISO  What Is Quality?  The Triple Role  Process Approach  Focus Areas  Quality Policy  Quality Objectives  Training  Internal Quality Audits  Control Of Non-Conformances Day Four Putting the Management in Total Quality Management: Creating A Strategic Framework  The Strategic-Framework Process  Mission And Vision  Key Results Areas  Key Results Measures  Improvement Strategies, Projects, And Action Plans  Monitoring The Framework  Strategic-Framework Document  Conclusion 21 – 25 Nov 2016 www.ProjacsTraining.com 8
  • 9. Agenda Day Five The Eight-System Model for Implementing Total Quality Management These Eight Systems Are:  Leadership  Structure  Quality Planning  Training  Rewards And Recognition  Quality Measurement  Communication  Quality-Improvement Activities 21 – 25 Nov 2016 www.ProjacsTraining.com 9
  • 10. Spot the Difference…Look Inwards! Excercise 21 – 25 Nov 2016 www.ProjacsTraining.com 10
  • 11. Would you rather spend time to save money or spend money to save time? 21 – 25 Nov 2016 www.ProjacsTraining.com 11
  • 12. Quality Management 21 – 25 Nov 2016 www.ProjacsTraining.com 12
  • 13. What is Quality?  Doing things right the first time  Working efficiently and in compliance with regulatory bodies  Satisfying customer needs  Supporting the company’s Quality Policy 21 – 25 Nov 2016 13www.ProjacsTraining.com
  • 14. Why Quality?  Reasons for quality becoming a cardinal priority for most organizations:  Competition – Today’s market demand high quality products at low cost. Having `high quality’ reputation is not enough! Internal cost of maintaining the reputation should be less.  Changing customer – The new customer is not only commanding priority based on volume but is more demanding about the “quality system.”  Changing product mix – The shift from low volume, high price to high volume, low price have resulted in a need to reduce the internal cost of poor quality. 1421 – 25 Nov 2016 www.ProjacsTraining.com
  • 15. Why Quality?  Product complexity – As systems have become more complex, the reliability requirements for suppliers of components have become more stringent.  Higher levels of customer satisfaction – Higher customers expectations are getting spawned by increasing competition.  Relatively simpler approaches to quality viz. product inspection for quality control and incorporation of internal cost of poor quality into the selling price, might not work for today’s complex market environment. 1521 – 25 Nov 2016 www.ProjacsTraining.com
  • 16. Quality perspectives Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:  Perfection  Consistency  Eliminating waste  Speed of delivery  Compliance with policies and procedures  Doing it right the first time  Delighting or pleasing customers  Total customer satisfaction and service 1621 – 25 Nov 2016 www.ProjacsTraining.com
  • 17. Quality perspectives  Judgmental perspective “goodness of a product.”  Shewhart’s transcendental definition of quality – “absolute and universally recognizable, a mark of uncompromising standards and high achievement.”  Examples of products attributing to this image: Rolex watches, Lexus cars.  Product-based perspective  “function of a specific, measurable variable and that differences in quality reflect differences in quantity of some product attributes.”  Example: Quality and price perceived relationship. 1721 – 25 Nov 2016 www.ProjacsTraining.com
  • 18. Quality perspectives  User-based perspective “fitness for intended use.”  Individuals have different needs and wants, and hence different quality standards.  Example – Nissan offering ‘dud’ models in US markets under the brand name Datson which the US customer didn’t prefer.  Value-based perspective “quality product is the one that is as useful as competing products and is sold at a lesser price.”  US auto market – Incentives offered by the Big Three are perceived to be compensation for lower quality. 1821 – 25 Nov 2016 www.ProjacsTraining.com
  • 19. Quality perspectives  Manufacturing-based perspective “the desirable outcome of a engineering and manufacturing practice, or conformance to specification.”  Engineering specifications are the key!  Example: Coca-cola – “quality is about manufacturing a product that people can depend on every time they reach for it.” 1921 – 25 Nov 2016 www.ProjacsTraining.com
  • 20. Quality levels At organizational level, we need to ask following questions:  Which products and services meet your expectations?  Which products and services you need that you are not currently receiving? At process level, we need to ask:  What products and services are most important to the external customer?  What processes produce those products and services?  What are the key inputs to those processes?  Which processes have most significant effects on the organization’s performance standards? 2021 – 25 Nov 2016 www.ProjacsTraining.com
  • 21. Quality levels At the individual job level, we should ask:  What is required by the customer?  How can the requirements be measured?  What is the specific standard for each measure? 2121 – 25 Nov 2016 www.ProjacsTraining.com
  • 22. History of quality management  …To know the future, know the past!  Before Industrial Revolution, skilled craftsmen served both as manufacturers and inspectors, building quality into their products through their considerable pride in their workmanship.  Industrial Revolution changed this basic concept to interchangeable parts. Likes of Thomas Jefferson and F. W. Taylor (“scientific management” fame) emphasized on production efficiency and decomposed jobs into smaller work tasks. Holistic nature of manufacturing rejected! 2221 – 25 Nov 2016 www.ProjacsTraining.com
  • 23. History of quality management  Statistical approaches to quality control started at Western Electric with the separation of inspection division. Pioneers like Walter Shewhart, George Edwards, W. Edwards Deming and Joseph M. Juran were all employees of Western Electric.  After World War II, under General MacArthur's Japan rebuilding plan, Deming and Juran went to Japan.  Deming and Juran introduced statistical quality control theory to Japanese industry.  The difference between approaches to quality in USA and Japan: Deming and Juran were able to convince the top managers the importance of quality. 2321 – 25 Nov 2016 www.ProjacsTraining.com
  • 24. History of quality management  Next 20 odd years, when top managers in USA focused on marketing, production quantity and financial performance, Japanese managers improved quality at an unprecedented rate.  Market started preferring Japanese products and American companies suffered immensely.  America woke up to the quality revolution in early 1980s. Ford Motor Company consulted Dr. Deming to help transform its operations.  (By then, 80-year-old Deming was virtually unknown in USA. Whereas Japanese government had instituted The Deming Prize for Quality in 1950.) 2421 – 25 Nov 2016 www.ProjacsTraining.com
  • 25. History of quality management  Managers started to realize that “quality of management” is more important than “management of quality.” Birth of the term Total Quality Management (TQM).  TQM – Integration of quality principles into organization’s management systems.  Early 1990s: Quality management principles started finding their way in service industry. FedEx, The Ritz- Carton Hotel Company were the quality leaders.  TQM recognized worldwide: Countries like Korea, India, Spain and Brazil are mounting efforts to increase quality awareness. 2521 – 25 Nov 2016 www.ProjacsTraining.com
  • 26. History of quality management 2621 – 25 Nov 2016 www.ProjacsTraining.com
  • 27. 27 History of TQM philosophies -1988 - Reengineering Kaizen – Imai 1986 1980- -TQM-Quality Circles 1970–Crosby-Zero Defect 1960–Tallchi Ohno- Japan Quality Revolution 1950 - Ishikawa – Rebuild Quality 1940– - Deming –Statistical Pholisophy 1920– Tylor - Time and Motion Study 1990 - Educated Organization 1992–Balanced Scorecard 19936 Taiichi Ohno Kaora Ishikawa Juran Deming Crosby Kaplan and Norton Drucker Walter J. Shewhart 1930 - Shewhart- PDCA 2014L6
  • 28. 2821 – 25 Nov 2016 www.ProjacsTraining.com Frederick Taylor (1856–1915), leading proponent of scientific managemen
  • 29. (1891-1967) Walter J. Shewhart ” father of statistical quality control .." PDCA : 1.Plan the improvement 2. Do and start the change 3. Check the results of improvement 4. Act to hold the gain or start again.
  • 30. Evolution of TQM philosophies  The Deming Philosophy  Definition of quality, “A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market.” 30 Improve quality Decrease cost because of less rework, fewer mistakes. Productivity improves Capture the market with better quality and reduced cost. Stay in business Long-term competitive strength 21 – 25 Nov 2016 www.ProjacsTraining.com
  • 31. The Deming philosophy  William Edwards Deming (October 14, 1900– December 20, 1993) was an American statistician, college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during World War II, although he is perhaps best known for his work in Japan. 3121 – 25 Nov 2016 www.ProjacsTraining.com
  • 32. The Deming philosophy 14 points for management: 1. Create and publish to all employees a statement of the aims and purposes of the company. The management must demonstrate their commitment to this statement. 2. Learn the new philosophy. 3. Understand the purpose of inspection – to reduce the cost and improve the processes. 4. End the practice of awarding business on the basis of price tag alone. 5. Improve constantly and forever the system of production and service. 3221 – 25 Nov 2016 www.ProjacsTraining.com
  • 33. The Deming philosophy 6. Institute training 7. Teach and institute leadership. 8. Drive out fear. Create an environment of innovation. 9. Optimize the team efforts towards the aims and purposes of the company. 10. Eliminate exhortations for the workforce. 11. Eliminate numerical quotas for production. 12. Remove the barriers that rob pride of workmanship. 13. Encourage learning and self-improvement. 14. Take action to accomplish the transformation. 3321 – 25 Nov 2016 www.ProjacsTraining.com
  • 34. The Deming philosophy  “A System of Profound Knowledge”  Appreciation for a system - A system is a set of functions or activities within an organization that work together to achieve organizational goals. Management’s job is to optimize the system. (not parts of system, but the whole!). System requires co-operation.  Psychology – The designers and implementers of decisions are people. Hence understanding their psychology is important. 3421 – 25 Nov 2016 www.ProjacsTraining.com
  • 35. The Deming philosophy  Understanding process variation – A production process contains many sources of variation. Reduction in variation improves quality. Two types of variations- common causes and special causes. Focus on the special causes. Common causes can be reduced only by change of technology.  Theory of knowledge – Management decisions should be driven by facts, data and justifiable theories. Don’t follow the managements fads! 3521 – 25 Nov 2016 www.ProjacsTraining.com
  • 36. The Juran philosophy  Joseph Moses Juran (December 24, 1904 – February 28, 2008) was a 20th century management consultant who is principally remembered as an evangelist for quality and quality management, writing several influential books on these subjects. 3621 – 25 Nov 2016 www.ProjacsTraining.com
  • 37. The Juran philosophy  Pursue quality on two levels:  The mission of the firm as a whole is to achieve high product quality.  The mission of each individual department is to achieve high production quality.  Quality should be talked about in a language senior management understands: money (cost of poor quality).  At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods. 3721 – 25 Nov 2016 www.ProjacsTraining.com
  • 38. The Juran Trilogy 3821 – 25 Nov 2016 www.ProjacsTraining.com
  • 39. The Juran philosophy  Quality Trilogy –  Quality planning: Process of preparing to meet quality goals. Involves understanding customer needs and developing product features.  Quality control: Process of meeting quality goals during operations. Control parameters. Measuring the deviation and taking action.  Quality improvement: Process for breaking through to unprecedented levels of performance. Identify areas of improvement and get the right people to bring about the change. 3921 – 25 Nov 2016 www.ProjacsTraining.com
  • 40. The Crosby philosophy  Philip Bayard "Phil" Crosby, (June 18, 1926– August 18, 2001) was a businessman and author who contributed to management theory and quality management practices.  Crosby initiated the Zero Defects program at the Martin Company Orlando, Florida plant. As the quality control manager of the Pershing missile program, Crosby was credited with a 25 percent reduction in the overall rejection rate and a 30 percent reduction in scrap costs. 4021 – 25 Nov 2016 www.ProjacsTraining.com
  • 41. The Crosby philosophy  Absolute’s of Management  Quality means conformance to requirements not elegance.  There is no such thing as quality problem.  There is no such thing as economics of quality: it is always cheaper to do the job right the first time.  The only performance measurement is the cost of quality: the cost of non-conformance.  Basic Elements of Improvement  Determination (commitment by the top management)  Education (of the employees towards Zero Defects (ZD))  Implementation (of the organizational processes towards ZD) 4121 – 25 Nov 2016 www.ProjacsTraining.com
  • 42. The Crosby philosophy 4221 – 25 Nov 2016 www.ProjacsTraining.com
  • 43. Kaora Ishikawa  Kaoru Ishikawa was a Japanese organizational theorist, Professor at the Faculty of Engineering at The University of Tokyo, noted for his quality management innovations. Wikipedia  Born: July 13, 1915, Tokyo, Japan  Died: April 16, 1989, Japan  Education: University of Tokyo  Awards: Shewhart Medal  Fields: Quality, Chemical Engineering  (QC Circle Koryo and How to Operate QC Circle Activities), Ishikawa played a major role in the growth of quality circles.  Toyota had 6000 QC’s in 1960 4321 – 25 Nov 2016 www.ProjacsTraining.com
  • 44. Kaora Ishikawa 4421 – 25 Nov 2016 www.ProjacsTraining.com
  • 45. Kaizen – Imai 1986 4521 – 25 Nov 2016 www.ProjacsTraining.com Masaaki Imai (born, 1930) is a Japanese organizational theorist and management consultant, known for his work on quality management, specifically on Kaizen
  • 46. Kaizen – Imai 1986 4621 – 25 Nov 2016 www.ProjacsTraining.com Kaizen, 改善, is Japanese for "improvement". When used in the business sense and applied to the workplace, kaizen refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain.[1] It has been applied in healthcare,[2] psychotherapy,[3] life- coaching, government, banking, fantasy hockey, and other industries.
  • 47. Kaizen – Imai 1986 4721 – 25 Nov 2016 www.ProjacsTraining.com
  • 48. Kaizen – Imai 1986 4821 – 25 Nov 2016 www.ProjacsTraining.com
  • 49. Kaplan and Norton 1992 4921 – 25 Nov 2016 www.ProjacsTraining.com The balanced scorecard (BSC) is a strategy performance management tool – a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1] The phrase 'balanced scorecard' is commonly used in two broad forms: As individual scorecards that contain measures to manage performance, those scorecards may be operational or have a more strategic intent; and As a Strategic Management System, as originally defined by Kaplan & Norton. The critical characteristics that define a balanced scorecard are:[2] it focus on the strategic agenda of the organization concerned the selection of a small number of data items to monitor a mix of financial and non-financial data items.
  • 50. Kaplan and Norton Balanced Scorecard 5021 – 25 Nov 2016 www.ProjacsTraining.com
  • 51. Peter Ferdinand Drucker 1909-2005 6 Sigma-1993 Management By Objectives (MBO) 5121 – 25 Nov 2016 www.ProjacsTraining.com
  • 52. Drucker 6 Sigma-1993 5221 – 25 Nov 2016 www.ProjacsTraining.com
  • 53. Drucker 6 Sigma-1993 5321 – 25 Nov 2016 www.ProjacsTraining.com
  • 54. Drucker 6 Sigma-1993 5421 – 25 Nov 2016 www.ProjacsTraining.com
  • 55. Lean 6 Sigma-2014 5521 – 25 Nov 2016 www.ProjacsTraining.com Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste,[1] combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): Transportation, Inventory, Motion, Waiting, Over production, Over processing, Defects, and Skills (abbreviated as 'TIMWOODS').
  • 56. Lean 6 Sigma-2014 5621 – 25 Nov 2016 www.ProjacsTraining.com
  • 57. Lean 6 Sigma-2014 5721 – 25 Nov 2016 www.ProjacsTraining.com
  • 58. Lean 6 Sigma-2014 5821 – 25 Nov 2016 www.ProjacsTraining.com
  • 59. Lean 6 Sigma-2014 5921 – 25 Nov 2016 www.ProjacsTraining.com
  • 60. Lean 6 Sigma-2014 6021 – 25 Nov 2016 www.ProjacsTraining.com
  • 61. Lean 6 Sigma-2014 6121 – 25 Nov 2016 www.ProjacsTraining.com
  • 62. Lean 6 Sigma-2014 6221 – 25 Nov 2016 www.ProjacsTraining.com
  • 63. Ibrahim Alhariri philosophy 6321 – 25 Nov 2016 www.ProjacsTraining.com TQM Zero Time Zero Balance Zero Defect Zero Damage Zero Conflict Zero Services Zero Paper Zero Risk
  • 64. Company Quality Policy  The company is committed to customer satisfaction and product quality through strong supplier partnerships and by focusing on continuous improvement of its products and services. 21 – 25 Nov 2016 64www.ProjacsTraining.com
  • 65. The Quality Function Deliverables  Manage complaints handling, Corrective and preventive action (CAPA ), supplier management system and ensuring compliance with regulatory requirements from training, 'standard operating procedure (SOP) , inspections, audits, labels, others 21 – 25 Nov 2016 65www.ProjacsTraining.com
  • 66. Quality Objectives 1. Prepare the company for any FDA audit by ensuring that all complaints are documented and closed 2. Maintain the CAPA and supplier management system 3. Train suppliers and others on Quality Management System (QMS) 4. Prepare to perform quality audits in both offices and suppliers sites 5. Identify other improvement programs and support management metrics with the goal of efficient workflow from across the organization and supplier sites 6. Perform other data analysis and investigations to streamline operations and ensure product quality 21 – 25 Nov 2016 66www.ProjacsTraining.com
  • 67. What is quality?  Dictionary has many definitions: “Essential characteristic,” “Superior,” etc.  Some definitions that have gained wide acceptance in various organizations: “Quality is customer satisfaction,” “Quality is Fitness for Use.”  The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) define quality as:  “The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs.” 6721 – 25 Nov 2016 www.ProjacsTraining.com
  • 68. Policy on Quality  Company policy on quality is to supply and deliver products based on the concepts of "Quality, Tradition and Professional Knowledge".  Our products must be considered to be among the best on the market.  We seek to motivate our employees through regular training, and to promote professional competence, quality consciousness and job satisfaction at the workplace. 21 – 25 Nov 2016 68www.ProjacsTraining.com
  • 69. Policy on Quality In order to achieve this, we must have a management that:  Takes active steps to ensure that the policy on quality and other objectives are understood and put into practice at all levels in the company.  Allocates resources for setting up and operating an appropriate quality assurance system.  Increases commitment to implementing the quality assurance system among employees and suppliers. 21 – 25 Nov 2016 69www.ProjacsTraining.com
  • 70. Policy on Quality We must have employees who:  React to deviations from quality and take the initiative for improvements in their own work.  Assume responsibility for satisfying customers' requirements and expectations.  Know and understand Company objectives and policy on quality. 21 – 25 Nov 2016 70www.ProjacsTraining.com
  • 71. Quality statements  Vision statement – a short declaration of what the organization hopes to be tomorrow.  Mission statement – a statement of purpose – who we are, who are our customers, what we do , and how we do it.  Quality policy – is a guide for everyone in the organization ,how they should provide products and services to the customers. 21 – 25 Nov 2016 www.ProjacsTraining.com 71
  • 72. Absolutes of Quality Management  Absolutes answer four questions  What is quality?  What system is needed to cause quality?  What performance standard should be used?  What measurement system is required? 7221 – 25 Nov 2016 www.ProjacsTraining.com
  • 73. First Absolute  The definition of quality is conformance to requirements  Quality means conformance, not elegance or goodness  “Do It Right the First Time (DIRFT)”  Management has 3 tasks related to this:  Clearly establish requirements  Supply means to meet requirements  Spend time helping employees meet requirements  In software—invest in quality requirements 7321 – 25 Nov 2016 www.ProjacsTraining.com
  • 74. Quality Requirements  Software requirements must conform to the requirements for software requirements:  Correct  Complete  Unambiguous  Consistent  Traceable  Modifiable  Verifiable  Prioritized 7421 – 25 Nov 2016 www.ProjacsTraining.com
  • 75. The Second Absolute  The system of quality is prevention  The system for causing quality is prevention, not appraisal.  An error that does not exist can’t be missed.  Secret of prevention is to look at process and identify opportunities for error  Prevention in software engineering is the result of a good process including early inspections, reviews, testing 7521 – 25 Nov 2016 www.ProjacsTraining.com
  • 76. The Third Absolute  The performance standard is zero defects  Not a “motivational” program. It is a management standard tells people what is expected of them.  Employees perform to the standards of the leaders.  Mistakes caused by two factors:  Lack of knowledge. Knowledge can be measured in deficiencies corrected through tried-and-true means.  Lack of attention. Must be corrected by the person himself or herself. An attitude problem. 7621 – 25 Nov 2016 www.ProjacsTraining.com
  • 77. The Fourth Absolute  The measurement of quality is the price of nonconformance  Traditional quality measurements are technical in nature, however, they need to be converted to numbers that management understands.  Price of Conformance. All expenses necessary to make things right. Quality functions, prevention efforts, quality education.  Price of Nonconformance. All expenses involved in doing things wrong. Cost of fixing problems, correcting orders, correcting products, warranties. 7721 – 25 Nov 2016 www.ProjacsTraining.com
  • 78. Four Pillars for Making quality certain  Management participation and attitude  Overcome traditional definition of quality  Professional quality management  Must be at same level as other departments  Original programs  Numerous programs at unit level  Takes 4-5 years for concepts to take hold  Recognition  Shining star of the entire integrity system 7821 – 25 Nov 2016 www.ProjacsTraining.com
  • 79. Grey Areas  Grey areas. Actions that are not “illegal” but which, under particular circumstances, could be inconsistent with a firm’s values are sometimes difficult to address because they are often dependent on facts and circumstances. 21 – 25 Nov 2016 79www.ProjacsTraining.com
  • 80. Grey Areas  Those on the front lines are often called upon to exercise their discretion in fulfilling customer requests; these decisions are sometimes complex, and can vary across business lines. Under these circumstances, it is difficult to make a priori determinations on the best course of action or to draw bright lines. Firms need to develop frameworks to address these questions in a consistent manner. 21 – 25 Nov 2016 80www.ProjacsTraining.com
  • 81. Grey Areas  Visible institutional leadership in resolving and sanctioning weak management of conduct risk will be important.  Engaging business lines in cooperative approaches to identifying conduct risk such as “reporting in the public interest” may help overcome limitations of “whistleblowing” approaches, which risk implying putting employees and the institution on opposite sides. 21 – 25 Nov 2016 81www.ProjacsTraining.com
  • 82. Grey Areas  It was however noted that there was a significant amount of regulation and case law in existence which should help to give firms clarity on what constituted a breach of regulation or law. 21 – 25 Nov 2016 82www.ProjacsTraining.com
  • 83. Treatment of Grey Areas  Developing best practices. Several industry representatives see a need for the international community to develop best practices to support consistent treatment of “grey areas”.  Given that supervisors and regulators see a range of practices across firms, they are best placed to develop such guidance.  For instance, Japan provides examples of best practices based on on-site exams, and also publishes examples of bad practices. 21 – 25 Nov 2016 83www.ProjacsTraining.com
  • 84. Total Quality Management 21 – 25 Nov 2016 www.ProjacsTraining.com 84
  • 85. Introduction Total Quality Management (TQM) is enhancement to the traditional way of doing business.  Total:- Made up of whole or Involvement of all levels in the organization  Quality:-Degree of excellence a product or service provides or Conformance to agreed upon requirements  Management:- Act, art or manner of handling, controlling, directing 21 – 25 Nov 2016 www.ProjacsTraining.com 85
  • 86. Introduction  TQM is defined as both philosophy and a set of guiding principles that represent the foundation of a continuously improving organization.  It is the application of quantitative methods and human resources to improve all the processes within an organization and exceeds customer needs now and in future. 21 – 25 Nov 2016 www.ProjacsTraining.com 86
  • 87. Introduction  Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training.  This involves the continuous improvement of organizational processes, resulting in high quality products and services. 21 – 25 Nov 2016 www.ProjacsTraining.com 87
  • 88. Introduction  What is a customer?  Anyone who is impacted by the product or process delivered by an organization.  External customer: The end user as well as intermediate processors. Other external customers may not be purchasers but may have some connection with the product.  Internal customer: Other divisions of the company that receive the processed product.  What is a product?  The output of the process carried out by the organization. It may be goods (e.g. automobiles, missile), software (e.g. a computer code, a report) or service (e.g. banking, insurance) 8821 – 25 Nov 2016 www.ProjacsTraining.com
  • 89. Introduction How is customer satisfaction achieved?  Two dimensions: Product features and Freedom from deficiencies.  Product features – Refers to quality of design.  Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use, Esthetics etc.  Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.  Freedom from deficiencies – Refers to quality of conformance.  Higher conformance means fewer complaints and increased customer satisfaction. 8921 – 25 Nov 2016 www.ProjacsTraining.com
  • 90. Definition of TQM  Systematic activities of operating the whole units of a company effectively and efficiently to supply goods and services of quality satisfactory to customers at right time and at right price, thus contributing to attaining Business Purposes.  TQM is integrated organisational approach in delighting customers (both internal and external) by meeting their expectations on a continuous basis through everyone involved in the organisation, working on continuous improvement in all products, services, and processes along with proper problem solving methodology. 21 – 25 Nov 2016 90www.ProjacsTraining.com
  • 91. Definition of TQM  Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services. 21 – 25 Nov 2016 91www.ProjacsTraining.com
  • 92. Definition of TQM  "TQM is a management approach for an organization, centered on quality, based on the 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.”  Total Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes. 21 – 25 Nov 2016 92www.ProjacsTraining.com
  • 93. What’s the goal of TQM? “Do the right things right the first time, every time.” 21 – 25 Nov 2016 93www.ProjacsTraining.com
  • 94. Pillars of TQM  1- Customer Focus: Studying customer needs, gathering customer requirements, and measuring and managing customer satisfaction.  Customer satisfaction is seen as the company's highest priority. The company believes that it will only be successful if its customers are satisfied. 21 – 25 Nov 2016 94www.ProjacsTraining.com
  • 95. Pillars of TQM  2- Process Management: Develop a production process that reduce the product variations. Applying the same process; the same product should be produces with the same level of quality every time.  Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork. 21 – 25 Nov 2016 95www.ProjacsTraining.com
  • 96. Pillars of TQM  3- Employee Empowerment (Human side of Quality): TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities.  On-going education and training of all employees supports the drive for quality. 21 – 25 Nov 2016 96www.ProjacsTraining.com
  • 97. Pillars of TQM  4- Continuous Improvement: TQM recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes.  This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality. Measurement and analysis id the tool that has been used for that. 21 – 25 Nov 2016 97www.ProjacsTraining.com
  • 98. Continuous Improvement (through measurement and analysis) Customer Focus Process Management Employee Training & Empowerment T. Q. M. • Reduce rework activities (Cost reduction) • Shorter development cycle (Cost reduction) • Increased customer satisfaction (Quality improvement) Pillars of TQM 21 – 25 Nov 2016 98www.ProjacsTraining.com
  • 99. TQM six basic Concepts 1. Management commitment to TQM principles and methods & long term Quality plans for the Organization 2. Focus on customers 3. Quality at all levels of the work force. 4. Continuous improvement of the production/business process. 5. Treating suppliers as partners 6. Establish performance measures for the processes. 21 – 25 Nov 2016 www.ProjacsTraining.com 99
  • 100. Seven QC Tools 21 – 25 Nov 2016 www.ProjacsTraining.com 100
  • 101. Process improvement tools Seven QC Tools: 1. Flow charts 2. Check sheets 3. Histograms 4. Pareto diagrams 5. Cause-and-effect diagrams 6. Scatter diagrams 7. Control charts 10121 – 25 Nov 2016 www.ProjacsTraining.com
  • 102. Flow charts  Process map identifies the sequence of activities or the flow in a process.  Objectively provides a picture of the steps needed to accomplish a task.  Helps all employees understand how they fit into the process and who are their suppliers and customers. 21 – 25 Nov 2016 102www.ProjacsTraining.com
  • 103. Flow charts  Can also pinpoint places where quality-related measurements should be taken.  Also called process mapping and analysis.  Very successfully implemented in various organizations. e.g. Motorola reduced manufacturing time for pagers using flow charts. 21 – 25 Nov 2016 103www.ProjacsTraining.com
  • 104. Flow charts 21 – 25 Nov 2016 104www.ProjacsTraining.com
  • 105. Check sheets  Special types of data collection forms in which the results may be interpreted on the form directly without additional processing.  Data sheets use simple columnar or tabular forms to record data. However, to generate useful information from raw data, further processing generally is necessary.  Additionally, including information such as specification limits makes the number of nonconforming items easily observable and provides an immediate indication of the quality of the process. 10521 – 25 Nov 2016 www.ProjacsTraining.com
  • 106. Check sheets 10621 – 25 Nov 2016 www.ProjacsTraining.com
  • 107. Pareto diagrams  Based on the 85-15 Pareto distribution.  Helpful in identifying the quality focus areas.  Popularized by Juran.  It is a histogram of the data from the largest frequency to the smallest. 10721 – 25 Nov 2016 www.ProjacsTraining.com
  • 108. Cause-effect diagrams  Also called fishbone diagrams (because of their shape) or Ishikawa diagrams.  Helps in identifying root causes of the quality failure. (Helps in the diagnostic journey.) 10821 – 25 Nov 2016 www.ProjacsTraining.com
  • 109. A general cause-and-effect diagram 10921 – 25 Nov 2016 www.ProjacsTraining.com
  • 110. Scatter diagrams  Graphical components of the regression analysis.  Often used to point out relationship between variables. Statistical correlation analysis used to interpret scatter diagrams. 11021 – 25 Nov 2016 www.ProjacsTraining.com
  • 111. Run charts and Control charts  Run chart: Measurement against progression of time.  Control chart: Add Upper Control Limit and Lower Control Limit to the run chart. 11121 – 25 Nov 2016 www.ProjacsTraining.com
  • 112. Quality Management Certificates 21 – 25 Nov 2016 www.ProjacsTraining.com 112
  • 113. Elements in ISO 9000 Implementation 21 – 25 Nov 2016 www.ProjacsTraining.com 113
  • 114. ISO 9001:2000 Focusing 21 – 25 Nov 2016 www.ProjacsTraining.com 114
  • 115. ISO 9001:2000 Documentation Requirements 21 – 25 Nov 2016 www.ProjacsTraining.com 115
  • 116. Two of the Most Important Objectives in the Revision of the ISO 9000- Standard  To develop a simplified set of standards that will be equally applicable to small as well as medium and large organizations  For the amount and detail of documentation required to be more relevant to the desired results of the organization’s process activities 21 – 25 Nov 2016 www.ProjacsTraining.com 116
  • 117. ISO 9001:2000  Significantly reduces documentation requirements  Is much less prescriptive  Allows more flexibility in choice of documentation system 21 – 25 Nov 2016 www.ProjacsTraining.com 117
  • 118. ISO 9001:2000  Enables each organization to develop the minimum amount of documentation needed in order to demonstrate the effective planning, operation and control of its processes and the implementation and continual improvement of the effectiveness of its quality management system 21 – 25 Nov 2016 www.ProjacsTraining.com 118
  • 119. What Is a Document?  Communication of information  Evidence of conformity  Knowledge sharing 21 – 25 Nov 2016 www.ProjacsTraining.com 119
  • 120. Communication of Information  The type and extent of the documentation will depend on the nature of the organization’s products and processes  The degree of formality of communication systems  The level of communication skills  The organizational structure 21 – 25 Nov 2016 www.ProjacsTraining.com 120
  • 121. Evidence of Conformity  Provision of evidence that what was planned has actually been done.  Say what you do, do what you say and prove it. 21 – 25 Nov 2016 www.ProjacsTraining.com 121
  • 122. Knowledge Sharing  In order to disseminate and preserve the organization’s experiences.  Example: a technical specification, which can be used as a base for design and development of a new product. 21 – 25 Nov 2016 www.ProjacsTraining.com 122
  • 123. Document Mediums  Paper  Magnetic  Electronic  Photographic  Master Sample  Other 21 – 25 Nov 2016 www.ProjacsTraining.com 123
  • 124. Clause 4.1, General Requirements  Documented statements of quality policy and quality objectives  A quality manual  Documented procedures required by the international standard  Documents needed by the organization to ensure effective planning, operation and control of its processes  Records required by the international standard 21 – 25 Nov 2016 www.ProjacsTraining.com 124
  • 125. Documented Statements of Quality Policy (1 of 2)  Defined in Clause 5.3  Appropriate to the purpose of the organization  Includes a commitment to comply with requirements and continually improve the effectiveness of the Quality Management System  A framework for establishing and quality objectives 21 – 25 Nov 2016 www.ProjacsTraining.com 125
  • 126. Documented Statements of Quality Policy (2 of 2)  Defined in Clause 5.3  Is communicated and understood within the organization  Is reviewed for continuing suitability 21 – 25 Nov 2016 www.ProjacsTraining.com 126
  • 127. Documented Statements of Quality Objectives  Defined in Clause 5.4.1  Includes those needed to meet requirements for product [Clause 7.1]  Are established at relevant functions and levels within the organization  Are measurable and consistent with Quality Policy 21 – 25 Nov 2016 www.ProjacsTraining.com 127
  • 128. Quality Manual  Minimum content specified in Clause 4.2.2  Scope of the Quality Management System, including details of and justification for any exclusions  Documented procedures established for the QMS, or references to them  Description of the interaction between processes of the QMS 21 – 25 Nov 2016 www.ProjacsTraining.com 128
  • 129. Quality Manual-Structure  Structure of the manual is a decision for the organization based on:  Organization’s size  Organization’s complexity  Organization’s culture  Controlled in accordance with the requirements of Clause 4.2.3 21 – 25 Nov 2016 www.ProjacsTraining.com 129
  • 130. Documented Procedures  Required by ISO 9001:2000  Control of documents (Clause 4.2.3)  Control of records (Clause 4.2.4)  Internal Audit (Clause 8.2.2)  Control of nonconforming product (Clause 8.3)  Corrective action (Clause 8.5.2)  Preventive Action (Clause 8.5.3) 21 – 25 Nov 2016 www.ProjacsTraining.com 130
  • 131. Documents Needed by the Organization  Specifically referenced in ISO 9001:2000  Quality policy (Clause 4.2.1a)  Quality objectives (Clause 4.2.1a)  Quality Manual (Clause 4.2.1b) 21 – 25 Nov 2016 www.ProjacsTraining.com 131
  • 132. Additional Documentation  There are several requirements of ISO 9001:2000 where an organization could add value to its Quality Management System and demonstrate conformity by the preparation of other documents 21 – 25 Nov 2016 www.ProjacsTraining.com 132
  • 133. Additional Documentation  Process maps, process flow charts,and/or process descriptions  Organization charts  Specifications  Work and/or test instructions  Production schedules  Approved suppliers lists  Test and inspection plans  Quality plans 21 – 25 Nov 2016 www.ProjacsTraining.com 133
  • 134. Documented Procedures  Controlled in accordance with Clause 4.2.3  May combine the procedure for several activities into one document  May require more than one document for a single procedure  May require additional procedures in order to implement an effective QMS 21 – 25 Nov 2016 www.ProjacsTraining.com 134
  • 135. Records  Requirements for control of records are different from those for other documents  All records have to be controlled in accordance with the requirements of Clause 4.2.4  Organization are free to develop records that may be needed to demonstrate conformity of their processes, products, and QMS 21 – 25 Nov 2016 www.ProjacsTraining.com 135
  • 136. Required Records (1 0f 2)  Management reviews (5.6.1)  Education, training, skills and experience (6.2.2e)  Evidence that the realization processes and resulting product fulfill requirements (7.1d)  Design and development inputs (7.3.2)  Results of design and development reviews (7.3.4)  Results of design and development verification  Results of design and development validation  Results of review of design and development changes (7.3.7) 21 – 25 Nov 2016 www.ProjacsTraining.com 136
  • 137. Required Records (2 of 2)  Results of supplier evaluations (7.4.1)  To demonstrate process validity where output cannot be measured (7.5.2d)  The unique identification of a product (7.5.3)  Customer property (7.5.4)  Basis for calibration of measuring equipment (7.6a)  Results of calibration (7.6)  Internal audits (8.2.2)  Release of product (8.2.2)  Nonconforming product (8.3)  Results of corrective action (8.5.2)  Results of preventive action (8.5.3) 21 – 25 Nov 2016 www.ProjacsTraining.com 137
  • 138. Preparing to Implement a QMS  Process approach  Identify the processes necessary for effective implementation  Understand interactions between these processes  Document the processes to assure effective operation and control 21 – 25 Nov 2016 www.ProjacsTraining.com 138
  • 139. Processes Include  Management  Resources  Product realization  Measurement 21 – 25 Nov 2016 www.ProjacsTraining.com 139
  • 140. Process Analysis  Should be driving force for defining amount of documentation, taking into account the requirements of ISO 9001:2000  Should not be the documentation that drives the processes 21 – 25 Nov 2016 www.ProjacsTraining.com 140
  • 141. Demonstrating Conformity With ISO 9001:2000  May not need extensive documentation  Must be able to provide objective evidence of effectiveness of processes and quality management system 21 – 25 Nov 2016 www.ProjacsTraining.com 141
  • 142. Objective Evidence  Data supporting the existence or verity of something (Clause 3.8.1 of ISO 9000:2000)  May be obtained through observation, measurement, test or other means  Does not necessarily depend on documented procedures, records or other documents except where specifically required by ISO 9001:2000 21 – 25 Nov 2016 www.ProjacsTraining.com 142
  • 143. Objective Evidence  Where the organization has no specific procedure for a particular activity, and this is not required by specification, it is acceptable for this activity to be conducted using as a basis the relevant clause of ISO 9001:2000  Example: Internal and external audits 21 – 25 Nov 2016 www.ProjacsTraining.com 143
  • 144. Terms and Definitions  Document - information and its supporting medium (ISO 9000:2000 Clause 3.7.2)  Procedure – Specified way to carry out an activity (3.7.4)  Quality Manual – Document specifying the quality management system of an organization  Quality Plan – document specifying which procedures and associated resources shall be applied, by whom and when to a specific project (3.7.5)  Record – document stating results achieved or providing evidence of activities performed (3.7.6)  Specification – document stating requirements 21 – 25 Nov 2016 www.ProjacsTraining.com 144
  • 145. Putting the Management in Total Quality Management 21 – 25 Nov 2016 www.ProjacsTraining.com 145
  • 146. Values, Mission ,Vision, Strategic 21 – 25 Nov 2016 www.ProjacsTraining.com 146
  • 147. Example for Values, Mission ,Vision 21 – 25 Nov 2016 www.ProjacsTraining.com 147
  • 148. Mission And Vision 21 – 25 Nov 2016 www.ProjacsTraining.com 148
  • 149. Vision 21 – 25 Nov 2016 www.ProjacsTraining.com 149
  • 150. What is vision statement?  Your VISION defines how you want your business to be seen externally — by clients, suppliers, investors and even competitors. It's what you constantly strive to attain, and it becomes your reason for being. 21 – 25 Nov 2016 www.ProjacsTraining.com 150
  • 151. How to write vision statement?  Take your time when writing a Vision Statement. Its a hard but very important task, learning how to write a Vision Statement takes time! It needs to be positive and inspirational  Get the 'feel' of Vision Statements by checking out the samples and examples of Vision Statements of some big companies and small establishments  Make separate lists of the following:  Services - What you do and how well you do it!  Technology - Your use of Technology  People involved in your establishment  People who attend your establishment  People who are involved in your establishment  The Community 21 – 25 Nov 2016 www.ProjacsTraining.com 151
  • 152. Contd..  Your Values and Philosophy  Your Vision - future plans with aims and objectives  Pick out the most important points  Obtain input from other people  List some positive words - words of aspiration and inspiration for Vision statements  Select your most important words and combine in one sentence or put your most important sentences together which must be combined in one short paragraph  You will now be in an excellent position and know how to write Vision statement 21 – 25 Nov 2016 www.ProjacsTraining.com 152
  • 153. Examples  GM :- GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people.  DHL :- Customers trust DHL as the preferred global express and logistics partner, leading the industry in terms of quality, profitability and market share.  McDonald:-McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile 21 – 25 Nov 2016 www.ProjacsTraining.com 153
  • 154. Mission 21 – 25 Nov 2016 www.ProjacsTraining.com 154
  • 155. What is mission statement?  Your MISSION is what you intend to become or  accomplish. It should be challenging but achievable. A well-written mission statement demonstrates that you understand your business, have defined your unique focus, and can articulate your objectives concisely to yourself and others. 21 – 25 Nov 2016 www.ProjacsTraining.com 155
  • 156. How to write Mission statement?  A Mission Statement should be short, concise, clear, vivid and inspiring.  The most effective way to write a Mission Statement is to avoid jargon, complicated words or concepts - remember you are writing this for the public, not just employees of the company.  A company Mission Statement should be included in documents such as Business Plans and Staff Handbooks. A Mission Statement can be described as a cross between a company slogan, or tagline, and an executive summary! 21 – 25 Nov 2016 www.ProjacsTraining.com 156
  • 157. Example  Bank of America:- We believe, very simply, that it is the actions of individuals working together that build strong communities ... and that business has an obligation to support those actions in the communities it serves  Wal-Mart :-Our mission is to enhance and integrate our supplier diversity programs into all of our procurement practices and to be an advocate for minority- and women-owned businesses  Microsoft :- At Microsoft, we work to help people and businesses throughout the world realize their full potential. This is our mission. Everything we do reflects this mission and the values that make it possible 21 – 25 Nov 2016 www.ProjacsTraining.com 157
  • 158. Thomas Edison dreamed of a lamp that could be operated by electricity, began where he stood to put his dream into action, and despite more than ten thousand failures, he stood by that dream until he made it a physical reality. Practical dreamers do not quit! 21 – 25 Nov 2016 www.ProjacsTraining.com 158
  • 159. Key Results Areas  KRA's is the set of activities on which performances are rated.  KRA's are Key Result Areas which are the main objectives of the employee in an organization.  Key Result Areas or KRA's refer to general areas of outcomes or outputs for which a role is responsible.  KRA's are also known as key work outputs (KWO's). 21 – 25 Nov 2016 159www.ProjacsTraining.com
  • 160. Process Individual determine the KRAs of their roles :  They list their main day to day responsibilities/ activities.  They review the answers to their “why” questions, looking for common themes or areas.  For each activity, they ask “Why do I do this?”  They identify their KRA’s from these themes.  They share their KRA’s, preferably with those they report to, those they work along with, and those who report to them. 21 – 25 Nov 2016 160www.ProjacsTraining.com
  • 161. Key Results Areas  KRA or Key Results Areas are the things which are critical for an organization or employee to achieve.  You need to identify what are the things that are most critical for an employee to be successful. You have to consider a lot of things in order to determine this.  One of which is identifying "who are the employees customers" and asking "how can I best serve them" Common KRA's for an individual level are Quantity, Quality and Use of Time. 21 – 25 Nov 2016 161www.ProjacsTraining.com
  • 162. Key Results Areas  Once you have identified what are those Key Results Areas, next thing to do is putting a quantifiable measure.  This is where KPI's come into play.  Key Performance Indicators normally written in numbers, percentages, units and/or observable indicators. 21 – 25 Nov 2016 162www.ProjacsTraining.com
  • 163. Key Results Areas  Below are some samples of cascaded KRA:  Company level - Increase Net Profit by 20%  Department level (Sales dept.) - Increase market share by 35%  Make sure that employee's KRA are aligned with the departmental objectives.  If the company uses Balance Scorecard KRA must be aligned with the 4 perspectives.  KRA are the results while KPI are the measures of results. 21 – 25 Nov 2016 163www.ProjacsTraining.com
  • 164. KRA’s prepared should be  Specific – KRA’s should be specific and should make sense.  Measurable – KRA’s should be measurable.  Achievable – KRA’s framed should be Achievable.  Related to Job – KRA’s should be Related to job.  Time Bound – KRA’s framed should be DEFINED FOR A SPECIFIC PERIOD. S 21 – 25 Nov 2016 www.ProjacsTraining.com 164
  • 165. Last theory :KRA’s prepared should be 21 – 25 Nov 2016 www.ProjacsTraining.com 165
  • 166. Action Plans  Specify steps or actions required to attain an objective.  Designate who will be held accountable for seeing the each step or action is completed.  Define when these steps or actions will be carried out.  Define resources needed to be allocated in order to carry out the required steps or actions.  Define feedback mechanisms needed to monitor progress within each action step. 21 – 25 Nov 2016 www.ProjacsTraining.com 166
  • 167. The Eight-System Model for Implementing Total Quality Management 21 – 25 Nov 2016 www.ProjacsTraining.com 167
  • 169. The Eight Elements of T. Q. M. I.- FOUNDATION  TQM is built on a foundation of ethics, integrity and trust.  It fosters openness, fairness and sincerity and allows involvement by everyone.  This is the key to unlocking the ultimate potential of TQM. 16921 – 25 Nov 2016 www.ProjacsTraining.com
  • 170. The Eight Elements of T. Q. M. 1.- ETHICS  Ethics is the discipline concerned with good and bad in any situation.  It is a two-faceted subject represented by organizational and individual ethics.  Organizational ethics establish a business code of ethics that outlines guidelines that all employees are to adhere to in the performance of their work.  Individual ethics include personal rights or wrongs. 17021 – 25 Nov 2016 www.ProjacsTraining.com
  • 171. The Eight Elements of T. Q. M. 2.- INTEGRITY  Integrity implies honesty, morals, values, fairness, and adherence to the facts and sincerity.  The characteristic is what customers (internal or external) expect and deserve to receive.  People see the opposite of integrity as duplicity.  TQM will not work in an atmosphere of duplicity. 17121 – 25 Nov 2016 www.ProjacsTraining.com
  • 172. The Eight Elements of T. Q. M. 3.- TRUST  Trust is a by-product of integrity and ethical conduct.  Without trust, the framework of TQM cannot be built.  Trust fosters full participation of all members.  It allows empowerment that encourages pride ownership and it encourages commitment. 17221 – 25 Nov 2016 www.ProjacsTraining.com
  • 173. The Eight Elements of T. Q. M. 3.- TRUST  It allows decision making at appropriate levels in the organization, fosters individual risk-taking for continuous improvement and helps to ensure that measurements focus on improvement of process and are not used to contend people.  Trust is essential to ensure customer satisfaction.  So, trust builds the cooperative environment essential for TQM. 17321 – 25 Nov 2016 www.ProjacsTraining.com
  • 174. The Eight Elements of T. Q. M. II. Bricks  Basing on the strong foundation of trust, ethics and integrity, bricks are placed to reach the roof of recognition. It includes: 1. Training 2. Teamwork 3. Leadership 17421 – 25 Nov 2016 www.ProjacsTraining.com
  • 175. The Eight Elements of T. Q. M. 4.- TRAINING  Training is very important for employees to be highly productive.  Supervisors are solely responsible for implementing TQM within their departments, and teaching their employees the philosophies of TQM.  Training that employees require are: interpersonal skills, the ability to function within teams, problem solving, decision making, job management, performance analysis and improvement, business economics and technical skills. 17521 – 25 Nov 2016 www.ProjacsTraining.com
  • 176. The Eight Elements of T. Q. M. 5.- TEAMWORK  To become successful in business, teamwork is also a key element of TQM.  With the use of teams, the business will receive quicker and better solutions to problems.  Teams also provide more permanent improvements in processes and operations. 17621 – 25 Nov 2016 www.ProjacsTraining.com
  • 177. The Eight Elements of T. Q. M. 5.- TEAMWORK  In teams, people feel more comfortable bringing up problems that may occur, and can get help from other workers to find a solution and put into place.  There are mainly three types of teams that TQM organizations adopt:  A. Quality Improvement Teams or Excellence Teams (QITS)  B. Problem Solving Teams (PST)  C. Natural Work Teams (NWT) 17721 – 25 Nov 2016 www.ProjacsTraining.com
  • 178. The Eight Elements of T. Q. M. 5.- TEAMWORK  A. Quality Improvement Teams or Excellence Teams (QITS) –  These are temporary teams with the purpose of dealing with specific problems that often re-occur.  These teams are set up for period of three to twelve months. 17821 – 25 Nov 2016 www.ProjacsTraining.com
  • 179. The Eight Elements of T. Q. M. 5.- TEAMWORK  B. Problem Solving Teams (PST) –  These are temporary teams to solve certain problems and also to identify and overcome causes of problems.  They generally last from one week to three months. 17921 – 25 Nov 2016 www.ProjacsTraining.com
  • 180. The Eight Elements of T. Q. M. 5.- TEAMWORK  C. Natural Work Teams (NWT) –  These teams consist of small groups of skilled workers who share tasks and responsibilities.  These teams use concepts such as employee involvement teams, self-managing teams and quality circles.  These teams generally work for one to two hours a week. 18021 – 25 Nov 2016 www.ProjacsTraining.com
  • 181. The Eight Elements of T. Q. M. 6.- LEADERSHIP  It is possibly the most important element in TQM.  It appears everywhere in an organization.  Leadership in TQM requires the manager to provide an inspiring vision, make strategic directions that are understood by all and to instill values that guide subordinates. 18121 – 25 Nov 2016 www.ProjacsTraining.com
  • 182. The Eight Elements of T. Q. M. 6.- LEADERSHIP  For TQM to be successful in the business, the supervisor must be committed in leading his employees.  A supervisor must understand TQM, believe in it and then demonstrate their belief and commitment through their daily practices of TQM. 18221 – 25 Nov 2016 www.ProjacsTraining.com
  • 183. The Eight Elements of T. Q. M. III.- BINDING MORTAR  7. Communication – It binds everything together.  Starting from foundation to roof of the TQM house, everything is bound by strong mortar of communication.  It acts as a vital link between all elements of TQM.  Communication means a common understanding of ideas between the sender and the receiver. 18321 – 25 Nov 2016 www.ProjacsTraining.com
  • 184. The Eight Elements of T. Q. M. 7.- COMMUNICATION  The success of TQM demands communication with and among all the organization members, suppliers and customers.  Supervisors must keep open airways where employees can send and receive information about the TQM process. 18421 – 25 Nov 2016 www.ProjacsTraining.com
  • 185. The Eight Elements of T. Q. M. 7.- COMMUNICATION There are different ways of communication such as:  A. Downward communication –  This is the dominant form of communication in an organization.  Presentations and discussions basically do it.  By this the supervisors are able to make the employees clear about TQM. 18521 – 25 Nov 2016 www.ProjacsTraining.com
  • 186. The Eight Elements of T. Q. M. 7.- COMMUNICATION  B. Upward communication  By this the lower level of employees are able to provide suggestions to upper management of the affects of TQM.  As employees provide insight and constructive criticism, supervisors must listen effectively to correct the situation that comes about through the use of TQM.  This forms a level of trust between supervisors and employees. 18621 – 25 Nov 2016 www.ProjacsTraining.com
  • 187. The Eight Elements of T. Q. M. 7.- COMMUNICATION  C. Sideways communication  This type of communication is important because it breaks down barriers between departments.  It also allows dealing with customers and suppliers in a more professional manner. 18721 – 25 Nov 2016 www.ProjacsTraining.com
  • 188. The Eight Elements of T. Q. M. IV. ROOF  8. Recognition is the last and final element in the entire system.  It should be provided for both suggestions and achievements for teams as well as individuals.  Employees strive to receive recognition for themselves and their teams. 18821 – 25 Nov 2016 www.ProjacsTraining.com
  • 189. The Eight Elements of T. Q. M. 8.- RECOGNITION  Detecting and recognizing contributors is the most important job of a supervisor.  As people are recognized, there can be huge changes in self-esteem, productivity, quality and the amount of effort exhorted to the task at hand.  Recognition comes in its best form when it is immediately following an action that an employee has performed. 18921 – 25 Nov 2016 www.ProjacsTraining.com
  • 190. The Eight Elements of T. Q. M. 8.- RECOGNITION  Recognition comes in different ways, places and time such as, Ways - It can be by way of personal letter from top management.  Also by award banquets, plaques, trophies etc.  Places - Good performers can be recognized in front of departments, on performance boards and also in front of top management.  Time - Recognition can given at any time like in staff meeting, annual award banquets, etc. 19021 – 25 Nov 2016 www.ProjacsTraining.com
  • 191. Conclusion  We can conclude that these eight elements are key in ensuring the success of TQM in an organization and that the supervisor is a huge part in developing these elements in the work place.  Without these elements, the business entities cannot be successful TQM implementers. 19121 – 25 Nov 2016 www.ProjacsTraining.com
  • 192. Conclusion  It is very clear from the above discussion that TQM without involving integrity, ethics and trust would be a great remiss, in fact it would be incomplete.  Training is the key by which the organization creates a TQM environment.  Leadership and teamwork go hand in hand. 19221 – 25 Nov 2016 www.ProjacsTraining.com
  • 193. Conclusion  Lack of COMMUNICATION between departments, supervisors and employees create a burden on the whole TQM process.  Last but not the least, RECOGNITION should be given to people who contributed to the overall completed task.  Hence, lead by example, train employees to provide a quality product, create an environment where there is no fear to share knowledge, and give credit where credit is due. 19321 – 25 Nov 2016 www.ProjacsTraining.com
  • 194. BRAINSTORMING 21 – 25 Nov 2016 www.ProjacsTraining.com 194
  • 195. WHAT IS BRAINSTORMING?  Brainstorming is a group activity technique.It is designed to generate lots of ideas for solution of a problem. The underlying principle is that the greater the number of ideas generated,the possibility that a quality solution will be found.  Brainstorming is a commonly used tool by academics researchers and business teams. 21 – 25 Nov 2016 www.ProjacsTraining.com 195
  • 196. RULES There are four basic rules in brainstorming.  1)Focus on quantity:If lots of ideas are generated it will be easy to produce a radical and effective solution.  2)Reserve criticism:Don’t comment on any ideas.First accept all,at a later stage judge. 21 – 25 Nov 2016 196www.ProjacsTraining.com
  • 197. RULES 3)Welcome unusual ideas:To get a good and long list of ideas,unusual ideas are welcomed. 4)Combine and improve ideas:Good ideas may be combined to form a single better idea. 21 – 25 Nov 2016 www.ProjacsTraining.com 197
  • 198. Procedure  Decide on the question or topic that you will present to the group during brainstorming.  Give yourself a time limit.  Choose the participants from five to twelve. 21 – 25 Nov 2016 www.ProjacsTraining.com 198
  • 199. Procedure  Plan how you will record the results of brainstorming session.  Describe what you will do with the data.  Go through all the ideas and make sure that the meaning of idea is clear. 21 – 25 Nov 2016 www.ProjacsTraining.com 199
  • 200. Technıques 1) Freewrıtıng  When you freewrite,you write down whatever comes into your mind.You don’t judge the quality of writing and don’t worry about style, spelling, grammar or punctuation.  When you have finished your writing and have reached your goal,read back over the text, decide the solution. 21 – 25 Nov 2016 www.ProjacsTraining.com 200
  • 201. Technıques 2) nomınal group technıque  Participants are asked to write their ideas anonymously.  Then the moderator collects the ideas and each is voted on by the group.The best idea is chosen. 21 – 25 Nov 2016 www.ProjacsTraining.com 201
  • 202. Technıques 3) group passıng technıque  Each person in a circular group writes down one idea,and then passes the piece of paper to the next person in a clockwise direction,who adds some thoughts.  This continues until everybody gets his or her original piece of paper back.By this time,participants will have examined each idea in detail. 21 – 25 Nov 2016 www.ProjacsTraining.com 202
  • 203. Technıques 4) team ıdea mappıng method  This technique may improve collaboration and increase the quantity of ideas,and is designed so that all attendees participate and no ideas are rejected.  The process begins with a well-defined topic.Each participant brainstorms individually,then all the ideas are merged onto one large idea map. 21 – 25 Nov 2016 www.ProjacsTraining.com 203
  • 204. Technıques 5) ındıvıdual braınstormıng It typically includes such techniques as free writing, free speaking, word association,and drawing a mind map,which people diagram their thoughts. Individual brainstorming is useful method in creative wiriting. 21 – 25 Nov 2016 www.ProjacsTraining.com 204
  • 205. Technıques 6) questıon braınstormıng  This process involves brainstorming the questions,rather than trying to come up with immediate answers and short term solutions.  Questions are important in that tecnique.  We need a list of questions to reach to the best solution in an orderly way. 21 – 25 Nov 2016 www.ProjacsTraining.com 205
  • 206. Advantages & Dısadvantages of Braınstormıng Advantages  Many ideas can be generated in a short time.  Requires few material resources.  The results can be used immediately or for possible use in other projects.  Is a “democratic” way of generating ideas.  The concept of brainstorming is easy to understand. 21 – 25 Nov 2016 www.ProjacsTraining.com 206
  • 207. Advantages & Dısadvantages of Braınstormıng Disadvantages  Requires an experienced and sensitive faciliator who understands the social psychology of small groups.  Requires a dedication to quantity rather than quality.  Shy people can have difficulties in participating.  May not be appropriate for some business or international cultures. 21 – 25 Nov 2016 www.ProjacsTraining.com 207
  • 209. Brainstorming What is it? Why do we need it? A gathering of ideas from your brain onto paper. The variety of ideas and the use of your imagination assist you in producing a lot of material with which to work. It’s the best way to collect your thoughts. It’s helpful for organization. It ensures only quality ideas are used in the essay. www.ProjacsTraining.com 21 – 25 Nov 2016 209
  • 210. Brainstorming Technique Number One Freewriting What is it? Think about the topic. Then write, write, write. Whatever comes into your brain – even if it doesn’t have to do with the topic. Example: www.ProjacsTraining.com 21 – 25 Nov 2016 210
  • 211. Number One Freewriting "This paper is supposed to be on the politics of tobacco production but even though I went to all the lectures and read the book I can't think of what to say and I've felt this way for four minutes now and I have 11 minutes left and I wonder if I'll keep thinking nothing during every minute but I'm not sure if it matters that I am babbling and I don't know what else to say about this topic and it is rainy today and I never noticed the number of cracks in that wall before and those cracks remind me of the walls in my grandfather's study and he smoked and he farmed and I wonder why he didn't farm tobacco..." www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 211
  • 212. Number One Freewriting Options: Write for a specific time period Write for a specific amount of paper www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 212
  • 213. Number One Freewriting When is it helpful? When you have NO ideas about a topic When you have TOO MANY ideas about a topic Maybe I could say this or maybe I could say that… hmmm ??? ??? www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 213
  • 214. Number Two Making a Cube What is it? Imagine a cube. It has six sides. On each side, you have a different task regarding the topic. 21 – 25 Nov 2016www.ProjacsTraining.com Brainstorming Technique 214
  • 215. Number Two Making a Cube Describe Side One: Describe the topic. Side Two: Compare the topic. Side Three: Associate the topic. Side Four: Analyze the topic. Side Five: Apply the topic. Side Six: Argue for or against the topic. CompareAssociateAnalyzeApplyArgue www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 215
  • 216. Number Three Clustering What is it? When you write down words or concepts associated with the topic – any ideas that come into your mind www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 216
  • 217. Number Three Clustering Draw a bubble. And write the topic above it. Brainstorm! Now look for words that connect with each other. Circle the words and connect them with lines. Global Warming rainforestsdisappearing extinction emissions dangerous dying animals toxic world wide Cars/SUVs factories landscape changes no icebergs expensive to fix? hurricanes Reversible? www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 217
  • 218. Number Four Listing or Bulleting What is it? Create a list of terms/ideas/concepts about the topic. Create multiple lists depending on the purpose. Global Warming Toxic fumes SUVs/Cars Extinction Belief/Disbelief Kyoto Agreement Belief/Disbelief Scientists disagree Average American China/USA Normal occurrence or abnormal event? www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 218
  • 219. Number Five Venn Diagram What is it? Draw two circles that connect, like this: List two topics above the circles. Brainstorm about the topics – what do they have in common and what is unique about each one. Cities Eiffel Tower Capital Became Paris in 400 A.D. francophone County seat Anglophone Founded in 1839 www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 219
  • 220. Number Five Venn Diagram When is it used? When you are writing a comparison or contrast essay. Cities Eiffel Tower Capital Became Paris in 400 A.D. francophone County seat anglophone Founded in 1839 www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 220
  • 221. Number Six Tree Diagram What is it? This diagram has a central idea to which you add branches that focus on details. www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 221
  • 222. Number Six Tree Diagram When do you use it? This type of diagram is helpful in classification essays. Media Print Visual Audio Newspaper magazine booklet television webpage movie cd mp3 cassette www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 222
  • 223. Number Seven Act like a Journalist What is it? Using the question words in English to explore the topic. Who? What? When?Where? Why? How? www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 223
  • 224. Number Seven Act like a Journalist When is it useful? Use this technique when you want to write a narrative. Who? When? What? Where? Why? How? www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 224
  • 225. Number Eight T-Diagram What is it? Using a T shape, list a category that you want to compare or contrast about a specific topic or topics. Do this for a variety of categories. Paris,FranceandParisTexas location Europe Northern France North America Northern Texas www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 225
  • 226. Number Eight T-Diagram When is it useful? This technique helps when you are writing a contrast or comparison essay. Paris,FranceandParisTexas location Europe Northern France North America Northern Texas www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 226
  • 227. Number Nine Spoke Diagram What is it? Write the topic in a circle. Then think of about causes and effects. Write these around the circle like spokes on a wheel. Global Warming too many people cars/suvs not recycling chopping down trees Crazy weather Loss of polar ice caps dying animals www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 227
  • 228. Number Nine Spoke Diagram When is it useful? Use this technique when you want to explore cause and effect. too many people cars/suvs not recycling chopping down trees Global Warming Crazy weather loss of polar ice caps dying animals www.ProjacsTraining.com 21 – 25 Nov 2016 Brainstorming Technique 228
  • 229. Questions & Comments ???? Many thanks for your attendance & participation 21 – 25 Nov 2016 www.ProjacsTraining.com 229