definition_and_meaning

8/7/2019 Definition_and_Meaning

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CERTIFICATE

This is to certify that Alka Singh and Sneha Garg, students of BBS, Deen

Dayal Upadhyaya College, University of Delhi has worked under my

guidance for the topic titled PR As A Powerful Tool In IMC. To the

best of my knowledge, this piece of work is original and the student to

any other Institute/University has submitted no part of this project earlier.

Ms. Monika Bansal


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DECLARATION

We, Alka Singh and Sneha Garg, students of Bachelor of Business Studies(3rd semester), in Deen Dayal Upadhyaya College, University of Delhi,hereby declare that we have made this academic project titled PR as apowerful tool in IMC as a part of the internal assessment for the subjectProduction And Operation Management , for academic year 2010-11. Theproject is submitted for the first time and here only and the information

submitted therein is true to the best of our knowledge.

We sincerely thank Ms. Monika Bansal and our friends for the help extendedby them for the successful completion of the project report.

Date:

Countersigned

Signature(Ms.Monika Bansal) (Alka Singh)

Signature(Sneha Garg)


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INTRODUCTION

Deming and Juran introduced statistical quality control to Japaneseworkers after WW II, as a part of General Mc. Arthurs rebuilding

programme. Although this was not much different from what was beingdone in America, there was one vital difference. They convinced topJapanese managers that quality improvement would open new world marketsand was necessary for survival of their nations. The managers believed andfully supported the concept of quality improvement.

The Japanese were in ideal position to embrace this philosophy. Thecountry was devasted from the war, and they had few natural resources withwhich to compete, except their people. During the next 20 years, while theJapanese were improving quality at an unprecedented rate, quality levels inthe west remained stagnant. Western Manufacturers had little need to focuson quality. America had a virtual monopoly in Manufacturing, and the Postwar economy was hungry for nearly any kind of consumer good. Topmanagers focused their efforts on Marketing, Production quantity andfinancial performance.


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Definition and Meaning :-

Total Quality Management is defined as an integrated approach in

delighting the customer (both internal & external) by meeting their

expectations on a continuous basis, through every one involved with the

organization, working on continuous improvement along with proper

problem solving methodology.

The term Customer refers to all those to whom we supply a product,service or information. Thus apart from the ultimate users, the retailers,stockists and transporters become the external customers to the company.Departments within the company become internal customers to each other.Thus the Production department is a customer to the Purchase departmentand the supplier to the sales and Dispatch departments.

Total = Quality involves everyone and all activities in the company.

Quality = Conformance to requirements (meeting customer requirements)

Management = Quality can and must be managed.

TQM = a process for managing Quality; it must be a continuous way of life;a philosophy of perpetual improvement in every thing we do.


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TQM compared to ISO 9000:-

ISO 9000 is a Quality System Management Standard. TQM is aphilosophy of perpetual improvement. The ISO Quality Standard sets inplace a system to deploy policy and verifiable objectives. An ISOimplementation is a basis for a Total Quality Management implementation.Where there is an ISO system, about 75 percent of the steps are in place forTQM. The requirements for TQM can be considered ISO plus. Anotheraspect relating to the ISO Standard is that the proposed changes for the next

revision will contain customers satisfaction and measurement requirements.In short, implementing TQM is being proactive concerning Quality ratherthan reactive.

TQM as a Foundation :-

TQM is the foundation for activities which include;

Meeting Customers Requirements

Reducing Development Cycles Times Just In Time/Demand Flow Manufacturing

Improvement Teams

Reducing Product and Service Cost

Improving Administrative Systems Training


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Principles of TQM :-

The Principles of TQM are as follows:

1. Quality can and must be managed.

2. Everyone has a customer and is a supplier.

3. Processes, not people are the problem.

4. Every employee is responsible for quality.

5. Problems must be prevented, not just fixed.

6. Quality must be measured.

7. Quality improvements must be continuous.

8. The quality standard is defect free.

9. Goals are based on requirements, not negotiated.

10.Plan and organize for quality improvement.


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Elements of TQM :-

Focus on Quality and Prevention of Problems

Many definitions of quality exist. Quality can be defined as consistentlyproducing what the customer wants while reducing errors before and afterdelivery to the customer. More importantly, however quality is not so muchan outcome as a never-ending process of continually improving the qualityof what your computer produces.

Encourage the Proper Climate, Empower Employees

For continuous improvement to work, management must empoweremployees, so they are willing to innovate and act in an atmosphere of trustand respect. All of the other components can be in place, and TQM still fail.Employees motivated to improve service to their customers with the climateallowing them to do so is a potent combination.

Use the problem solving/problem prevention cycle

This cycle describes the steps that TQM problem solving/preventiongroups uses. Its major elements are

1. The gathering of information and its analysis before actions are taken,2. the use of brainstorming(creating possible solutions) before evaluating

ideas generated and3. Evaluation of success.

This cycle using different terminology, is also called the Deming cycle,where its components are PDCA (Plan, Do, Check, and Act).


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Need for TQM

1. Rising customer expectations2. Increasing competitive pressure and competitive position of

Organization3. Internal pressure for improvement4. Low value addition in existing methods5. To get the best from the people6. Changing perceptions of vendors and customers7. Managers and work force perceptions

8. Organizational priorities for improvement9. To survive

Main Components of TQM

For Six Sigma practitioners who may not be familiar with TQM, theprogram has three main components -- Just in Time (JIT), Total QualityControl (TQC) and Total Employee Involvement (TEI). The relationshipbetween the three legs of TQM is: JIT exposes the cause of problems; TQChelps provide a solution to problems. Lastly, since the employees do allimprovements; they need to be involved in the process of change. TEI helpselicits this involvement.


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Benefits of having TQM

Increased customer satisfaction and loyalty

Gain a competitive advantage

Large market share

Elimination of scrap, waste, errors, etc

Increase employee involvement

Teamwork and co-operation

Information sharing

Enhanced customer requirements knowledge

Standardized recommended award amounts

Defined customer satisfaction issues

Examination of the strategic planning process


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Common pitfalls leading to failure of TQM

Overuse of process action teams

Some organizations treat process action teams like candy: They wantdessert before having dinner.

There has been a known case of 3000-person organization with over 70current process action teams (PATs) working on a variety of issues. Theorganization avoids measuring their success, provides them little technicalsupport, and still has not addressed the systematic changes needed to supportthem. This implementation strategy has a high risk of failure, and TQM willprobably not become an integral part of their culture.

This problem occurs when an organization achieves successes with itsfirst teams or hears about wild successes of other companies.

Not making systematic changes

Management must realize that to fully implement TQM, satisfy itscustomers, and promote teamwork in the entire organization oftenwrenching systematic changes must be made: Profit sharing may be

introduced; individual performance appraisals may be radically changed oreliminated; organizational structure may be realigned away from functions(production, quality, engineering) to a customer; more authority may begiven to line employees.

Not making decisions up front

Many organizations need to design the architecture of their quality effort.If they do not, they risk pouring time and dollars into an effort that will

eventually collapse. Among the decisions that should be made up-front,before implementing a quality effort is: the measures of success; the degreeof employee involvement; the depth and breadth of implementation; and thetechniques to be used. As someone once said, If you dont know where youare going, you may not like getting there.


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Xerox Corporation using TQM

In launching its Total Quality Management programme, calledLeadership through Quality, the CEO of the company cited the fierceglobal competition in the office machine business as the motivator formaking the fundamental changes at Xerox to Total Quality in a $400billion business. His company had enjoyed a near monopoly status for thesale and rental of Photocopy machines until 1975. Five years laterXeroxs market share of Photocopy machines had fallen to below 50%and the firm had a over a 100 direct competitors for that core part of theirbusiness.

Xerox responded to the serious threat to its business by taking thefollowing steps:-

Trimming its costs by about $600 million a year. Worldwide,Xerox employees were reduced through redundancy from 120,000in 1980 to 104,000 three years later.

Restructuring, led from corporate headquarters in Stamford,Connecticut, each part of Xerox reorganized itself for greaterefficiency.

Competitive benchmarking its new Rivals in terms of products,

service and practices. Launching a Total Quality Programme in February, 1983 based on

massive training in the teachings of Deming and Juran.

The policy statement was simple and direct: Xerox is a quality company.Quality is the basic business principle for Xerox. Quality means providingour external and internal customers with innovative products and servicesthat fully satisfy their requirements. Quality is the job of every Xeroxemployee.


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Conclusion:-Through TQM a company can win awards like Malcolm Baldrige quality

award and also can gain recognition from ISO and others like a DemingCompany or Juran Company.

TQM not only helps in improving Productivity but also will help the Co.to outstand in todays cut throat competition.


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BIBLIOGRAPHY

1.Quantitavie Techniques Of Management-

Websites

1. www.skyenet.net2. www.improve.org3. www.isixsigma.com4. www.mazur.net5. www.wikipedia.org

And some other search engines.

----------------------------------- THANK YOU -----------------------------------
http://www.skyenet.net/http://www.skyenet.net/http://www.improve.org/http://www.improve.org/http://www.isixsigma.com/http://www.isixsigma.com/http://www.mazur.net/http://www.mazur.net/http://www.wikipedia.org/http://www.wikipedia.org/http://www.skyenet.net/http://www.improve.org/http://www.isixsigma.com/http://www.mazur.net/http://www.wikipedia.org/

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