introduction to total quality management in technician programs

INTRODUCTION TO TOTAL QUALITY

Quality management in technicianEducation programs

Suppliers-Processes-Customers Suppliers State government SBTET-SPIU_DTE Central government MHRD_NPD_NPIU_AICTE ACADEMIC CONSULTANTS

PROCESSES TRANSFERMATION CURRICULUM IMPLEMENTATION INSTRUCTIONAL DELIVERY EVALUATION AND GRADING GUIDANCE AND COUNSELLING INDUSTRIAL EXPOSURE ON THE JOB TRAINING PLACEMENT

PRODUCTS TECHNICIONS SERVICES CONSULTANCY PROJECTS PROTO TYPES DEVELOPMENT JOB WORKS LEASING

CUSTOMERS STUDENTS LOCAL GOVERNMENT ENGINEERING DEPARTMENTS PRIVATE INDUSTRIES N G O s COMMUNITY

CUSTOMER REQUIREMENTS STUDENTS Competencies Counseling Placement Student services Communication Feedback

CUSTOMER REQUIREMENTS MARKERT ANALYSIS Ability to meet the needs? Capability ? Continuous meeting ? Monitoring ?

SUPPLIERS DEMANDS RULES COMPLAINCE NORMS AND STANDARDS OUTPUTS/TARGETS FORMAL PROGRAMS NONFORMAL PROGRAMS COSULTANCY PROGRAMS TECHNOLOGY TRANSFER

QUALITY QUALITY SHOULD BE AIMED AT

NEEDS OF THE CUSTOMER, PRESENT,and FUTURE--- Deming

CONFORMATION TO REQUIREMENTS--- Crosby

Quality FITNESS FOR PURPOSE OR USE---

Juran

QUALITY THE TOTALITY OF FEATURES and

CHARACTERISTICS OF A PRODUCT OR SERVICES THAT BEAR ON ITS ABILITY STATED OR IMPLIED NEEDS---- ISO 8402

QUALITY QUALITY INVOLVES MEETING OR

EXCEEDING CUSTOMER EXPECTATIONS

QUALITY APPLIES TO PRODUCTS,PROCESSES and ENVIRONMENTS.

QUALITY IS AN EVER-CHANGING STATE.

QUALITY---a dynamic state QUALITY IS A DYNAMIC STATE

WITH PRODUCTS,SERVICES,PEOPLE, AND ENVIRONMENTS THAT MEETS OR EXCEEDS EXPECTATIONS

TOTAL QUALITY MANAGEMENT CONSISTS OF COTINUOUS

IMPROVEMENT ACTIVITIES INVOLVING EVERYONE IN THE ORGANISATION IN A TOTALLY INTEGRATED EFFORT TOWARD IMPROVING PERFORMANCE AT EVERY LEVEL.

IMPROVED PERFORMANCE Directed toward satisfying such cross-

functional management techniques,existing improvement efforts, and technical tools under a disciplined approach focused on continued process improvement.

Ultimately focused on increased customer satisfaction

REPUTATION BUILT UPON COMPETITVE

ELEMENTS OF QUALITY,RELIABILITY,DELIVERY, AND PRICE OF WHICH QUALITY HAS BECOME STRATEGICALLY THE MOST IMPORTANT.

POOR REPUTATION Once an organization acquires a poor

reputation for quality,it takes a very long time to change it.

National reputation Reputations ,good or bad,can quickly

become national reputation.

LEARNING OF QUALITY THE MANAGEMENT OF THE

COMPETITVE WEAPONS, SUCH AS QUALITY, CAN BE LEARNED LIKE ANY OTHER SKILL,AND USED TO TURN ROUND A POOR REPUTATION,IN TIME.

Information requirements Characteristics of performance and

reliability Any obligatory regulations or standards

governing the nature of the product or service

MARKET DEMAND COMPETANTANT TECHNICIANS PROBLEM SOLVING CAPABLITY LIFE LONG LEARNING COMMUNICATION TEAM DEVELOPMENT QUALITY LEADERSHIP

MARKET RESEARCH CUSTOMER SURVEYS QUALITY PANEL OR FOCUS GROUP

TECHNIQUES BRAINSTROMING AND DISCUSSIONS ROLE ANALYSIS NEEDS ANALYSIS

QUALITY CONTROL QUALITY CONTROL IS THE

EMPLOYMENT OF ACTIVITIES AND TECHNIQUES TO ACHIEVE AND MAINTAIN THE QUALITY OF A PRODUCT,PROCESS OR SERVICE

QUALITY ASSURANCE QUALITY ASSURANCE IS THE

PREVENTION OF QUALITY PROBLEMS THROUGH PLANNED AND SYSTEMATIC ACTIVITIES.

Quality starts with marketing Marketing establishes the true requirements

for the product or service.These must be communicated throughout the organization in the form of specifications.

QUALITY IN ALL FUNCTIONS ALL MEMBERS OF AN

ORGANISATION NEED TO WORK TOGETHER ON ORGANISATION-WIDE QUALITY IMPROVEMENT.

The co-operation of everyone at every interface is required to achieve perfection.

Total Quality Approach Strategically based Customer focus Obsession with quality Scientific approach to decision making and

problem solving Teamwork Continuous process improvement

Total Quality Approach -contd Education and Training Freedom through Control Unity of Purpose Employee Involvement and Empowerment

Total quality pioneers W.Edwards Deming Joseph M.Juran Philip B.Crosby

The Deming Cycle Plan Do Check Act Analyze

Juran’s three basic steps to progress Achieve structured improvements on a

continual basis combined with dedication and a sense of urgency.

Establish an extensive training program. Establish commitment and leadership on

the part of higher management.

The Juran Trilogy Quality planning Quality control Quality improvement

Organization’s failure 85% of organizations failures are the fault

of the management 15% of them are fault of the workers

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