Approaches to Total Quality Management

Group 4Members: Kampitan, Jon Bong Jovi O.

Galvez, Nilo G. Ramos, Aiden Daniel A. Sobrevega, France Mico E.

Approaches To TQM

• Decide on what approach suits your:-Business-Style of management-Employees-Customers

• 3 Kinds of Approaches- The Deming Quality Management Approach

- Juran’s Approach - Crosby Quality Management Approach

Teachers of Approach to TQM

• Deming -the best known of the “early” pioneers, is credited with popularizing quality control in Japan in early 1950s.Today, he is regarded as a national hero in that country and is the father of the world famous Deming prize for quality.

•Juran defines quality as fitness for use in terms of design, conformance, availability, safety and field use. He focuses on top-down management and technical methods rather than worker pride and satisfaction.

•Philip Crosby - defined Quality as conformance to requirements, not “goodness”

The Deming Quality Management Approach

Ramos, Aiden Daniel A.

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Deming’s Principles Of Total Quality Management (TQM)

Clarify your Concept

Realize your Concept

System & Process Management (Core of TQM)Constant Learning

Teams and Leaders

Reap the Rewards

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1. Clarify your Concept

Define your mission/vision/goal – aim for constant improvement in the product or service you offer your clients. You cannot do this without maintaining a high level of motivation and satisfaction in the people that comprise your organization – consider that an aspect of your goal.

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Clarify your Concept

Concepts should be “SMART”:SpecificMeasurableArea-specificRealisticTime-bound

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Specific

- Describes what will be changed or affected, who will be involved, how, when, and where

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Measurable

Should provide a target which can be measured

For a specific product it should include the unit and quantity to be included, what change or level of quality is desired

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Area-Specific

For a specific activity in a quality control program, it should include the products and processes and units that will be included in the program.

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Realistic

The levels of involvement and level of change reflected in each objective should be reasonable.

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Time-Bound

The exact period of time during which the objective will be accomplished should be specified

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Potential Survey Objectives

1. Reduce the present mortality rate of children under five years of age living in rural areas by at least one-half in the next five years

2. Increase agricultural productivity and output, as well as to improve related services

3. Achieve a substantial and sustained growth of per capita income

4. Provide adequate potable water supply and sewage disposal to not less than 70% of the urban and 50% of the rural population by the year 2000

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2. Realize your Concept

· Have a long term, not short term, profit orientation.· Find, understand (the causes), and root out the 4 detriments (fear, jealousy, anger, revenge).· Eliminate practices that undermine workers’ self/mutual respect and motivation (production

quotas, exclusionary expressions, and favoritism/nepotism). Foster all chances for pride of workmanship and sharing in the improvement process.

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3. System & Process Management (Core of TQM)

· Look at inputs from suppliers – when you understand the importance of quality and timeliness in your inputs, you will stop buying on low-bid only.

· Quantitative analysis of process – use Statistical Process Control, monitoring of critical variables, charting. Monitor before and after changes. Use Plan/Do/Check/Act cycle repeatedly

· Monitor “outputs” throughout – when doing this, you can cease or de-emphasize end-point inspections. Refine the entire process; make everyone responsible.

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4. Constant Learning

· Before hiring – rigorous pre-employment screening.

· Before working – rigorous pre-work training.· Retrain on the job.· Management must constantly learn from entire

team as well as clients and competitors.

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5. Teams and Leaders

All levels of the organization must be involved, starting with full commitment at the top.

Eliminate organizational and physical barriers to teamwork. Eliminate performance ratings. Emphasize stability and constancy of effort – steady small gains

rather than disruptive crash programs. Avoid unsettling changes without involving the whole team. Involve suppliers, help them with Quality management. Involve your clients, get their feedback and ideas. Send your staff to both (suppliers and clients) to learn.

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6. Reap the Rewards

Spread profits to workers as a team (but eliminate merit pay for short-term performance).

Enlist pride of workers in improving the system; empower people to take charge of work environment, safety issues, etc.

Encourage pride of workmanship in delivering the product.

Finally: spread what you have learned to the community.

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Plan/Do/Study/Act Cycle

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PPLLAANNPlan a change to

improve a process

DDOOImplement changeon a small scale, if

possible

SSTTUUDDYY//CCHHEECCKK::Examine and documentthe results of the change

AACCTTAdopt change,

abandon change, orcontinue to explore

change

JURAN’S APPROACH TO TQM

Sobrevega, France Mico

JURAN’S APPROACH TO TQM

• Cost of quality• Juran’s trilogy• Steps of quality improvement

Cost of Quality

• Failure costs• Appraisal costs• Prevention costs

JURAN’S TRILOGY

• QUALITY PLANNING • QUALITY IMPROVEMENT• QUALITY CONTROL

QUALITY PLANNING

• Establish quality goals• Identify the customers• Determine the customer’s needs• Develop product features that respond to customer’s needs• Optimise the product feature

QUALITY IMPROVEMENT

• Evaluate actual quality performance• Compare actual performance to quality goals• Act on the difference

QUALITY CONTROL

• Prove the need to establish an infrastructure• Identify the improvement projects• Establish project teams

Steps of Quality Improvement

• Build awareness of the need and opportunity to improve• Set goals for that improvement• Create plans to reach the goals• Provide training• Conduct projects to solve problems• Report on progress• Give recognition for success• Communicate results• Keep score• Maintain momentum

Crosby quality management approach

Galvez, Nilo G.

Crosby’s approach to quality is best described by the following: • (1) Do It Right the First Time• (2) Zero Defects and Zero Defects Day• (3) the Four Absolutes of Quality• (4) the Prevention Process• (5) the Quality Vaccine• (6) the Six C’s

Do It Right the First Time

• There should be no reason for planning and investing in strategies that are designed in case something does not confirm to the requirements and goes wrong.• The way to manage quality is by prevention, not detection or testing. • Anything that falls within its design specifications is a quality product.

• Management creates most of its problems through its attitudes and practices in terms of what is supported and rewarded in an organization.• Change the attitude that error is inevitable and is a normal part of

business life.• For example, if adherence to schedule is reinforced over quality, then

the schedule will become the focus of the work.

Zero Defects andZero Defects Day

• “Defects-free” products and services• Not just a motivational slogan but an attitude and commitment to

prevention. • Every individual in the organization is committed to meet the

requirement the first time, every time, and not meeting the requirement is not acceptable.• Individual conformance to requirements.

• This approach provides for the establishment of a “Zero Defects Day”• A day that provides a forum for management to reaffirm its

commitment to quality and allows employees to make the same commitment.

Four Absolutes of Quality

• 1. Quality is conformance to the requirements.• All the actions necessary to run an organization, produce a product

and or service, and deal with customers must met and agreed. If management wants people to “do it right the first time,” they must clearly communicate what “it” is and help them achieve it through leadership, training, and fostering a climate of cooperation.

• 2. The system of quality is prevention.• The system that produces quality is prevention. To Crosby, training,

discipline, example, and leadership produce prevention. Management must consciously commit themselves to a prevention-oriented work environment.

• 3. The performance standard is “Do it right the first time.”• The attitude of “close enough” not tolerated in Crosby’s approach.

Errors are too costly to ignore. Leaders must help others in their pursuit of conforming to requirements by allocating resources for training, providing time, tools, etc., to all employees.

• 4. The measurement of quality is the price of nonconformance.• Nonconformance is a management tool for the four absolutes of

quality management, considered by diagnosing an organization’s effectiveness and efficiency.

• 1. Management commitment• 2. The quality improvement team• 3. Quality measurement• 4. The cost of quality• 5. Quality awareness• 6. Corrective action

• 7. Zero defects planning• 8. Quality education• 9. “Zero Defects Day”

• 10. Goal setting• 11. Error-cause removal• 12. Recognition• 13. Quality councils• 14. “Do it over again”

• Crosby’s 14 Steps

Prevention Process

• Prevention involves thinking, planning, and analyzing processes to anticipate where errors could occur, and then taking action to keep them from occurring.• Crosby’s prevention process begins by establishing the product or

service requirement, developing the product or service, gathering data, comparing the data to the requirement and taking action on the result.• Prevention process is a continuing activity.

Establish Requirement

Measure

Compare

Take Action

Quality Vaccine

• Problems are “bacteria of nonconformance” that must be “vaccinated” with “antibodies” to prevent problems.• Crosby has formulated a “quality vaccine” that consists of three

distinct management actions—determination, education, and implementation.

• DETERMINATION surfaces when there is a need to change and recognizes that change requires management action.• EDUCATION is the process of providing by all employees with the

common language of quality, helping them to understand what their role is in the quality improvement process, as well as helping them to develop a knowledge base for preventing problems.• IMPLEMENTATION consists of the development a plan, the

assignment of resources, and the support of an environment consistent with a quality improvement philosophy.

Six C’s

• 1. COMPREHENSION• 2. COMMITMENT• 3. COMPETENCE• 4. COMMUNICATION• 5. CORRECTION• 6. CONTINUANCE