report tqm in ppt wed
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What is QUALITY?Different Definitions of Quality
Fred Smith (CEO of Federal Express-performance to the standard expected by the cu
The General Services Administration (GSA)-meeting the customers needs the first time and etime
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Boeing
-providing our customers with products and ser
that consistently meet their needs and expecta
U.S. Department of Defense (DOD)
-doing the right thing the first time, always striv
improvement, and always satisfying customers
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Common Elements on Quality1. Quality involves meeting or exceeding customerexpectations.
2. Quality applies to products, services, people, procimprovement.3. Quality is an ever-changing state
Quality is dynamic state associated with pr
services, people, processes and environmenmeet oe exceeds expectations.
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The Total quality Approach DefinDOD defines the total quality management as follows:
TQ consists of continuous improvement activities
everyone in the organization managers and workers
integrated effort toward improving performance at eve
This improved performance is directed toward satisfy
cross functional goal as quality, cost, schedule ,mission, nsuitability. TQ integrates fundamental management te
existing improvements efforts and technical tools
disciplined approach focused on continued process impr
The activities are ultimately focused on increase
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Three Legged Stool of Total Quality
Big Q1. Products
2. Services
3. People4. Processes
5. Environments
CustomerFocus
Measures People Process
*SPC *Quality is built in *Continual improvement
*Benchmarking *Quality is expected not inspected
*Good enough is never
enough
* Quality Tools *Employees are empowered
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Quality TipNicholas Scheele
What It Is?
Total Quality is an approach to doing business that attempts to maximize the competitiveness of an organ
through the continual improvement of the quality of its products, services, people, process and environme
How it is Achieved?
1. Strategically Based 5. Long term commitment 8
and training
2.Customer Focus 6. Teamwork 9. Freedom through co
3. Obsession with quality 7. Continual process improvement 1
purpose
4. Scientific approach to decision making and problem solving 11
involvement
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How is total quality different?
The historic development of total
quality
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Specifications Traditional Total Quality
1 .Productivity You cannot have both
2. Quality defined Meeting customer specificationsSatisfying customer needs and exceeding customer
expectations.
3. Quality Measurement Measured by establishing an acceptable level
of non conformance and measuring against
benchmark
Measured by establishing high performance
benchmarks for customer satisfaction and then
continually improving performance.
4. Quality Achievement Inspected o the productDetermined by product and process design and
achieved by effective control techniques.
5. Attitude towards defectDefects are expected part of producing a
product.
Defects are to be prevented using effective control
systems and should be measured in defects.
6. Quality as a function Quality is a separate functionQuality should be fully integrated throughout the
organization
7. Responsibility to quality Employees are blamed for poor qualityAtleast 85 % of quality problems are management
fault.
8. Supplier relationship Short term and cost driven Long term and quality oriented
Two Views of Quality
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Strategically based
Using Strategic Planning in Total Quality Management
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Customer focus
What are the Types of customers?
What is the relation of a process vs its customers?
Define customer satisfaction?
How would you define quality with respect to customer satisfaction process?
What is customer defection, why it occurs and how can it be stopped?
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Quality and teamwork expert Peter R. Scholtes explains the concept of cu
focus as follows:
Whereas Management by Results begin with profit and loss and r
investment, Quality Leadership starts with the customer. Under
Leadership, an organizationsgoal is to meet and exceed customer needs
lasting value to the customer. The return will follow as customers boas
companysquality and service. Members of a quality organization recogn
external customers, those who purchase or use the products or servic
internal customers, fellow employees whose work depends on the w
precedes them.
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Obsession with qualityScientific approach
Long term commitmentTeamworkContinual process improvementEducation and trainingFreedom through controlUnity of purpose
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EMPLOYEEINVOLVEMENT AND
EMPOWERMENT
EMPLOYEE
INVOLVEMENT
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EMPLOYEEINVOLVEMENT AND
EMPOWERMENT
EMPLOYEE
EMPOWEWRMENT
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Total quality pioneers
Demings contributions
Jurans contributions
Crosbys contributions
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THE DEMING CYCLE
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Demings fourteen pointsCreate constancy of purpose toward the improvement of products and services in o
become competitive, stay in business, and provide jobs.
Adopt the new philosophy.
Stop depending on inspection to achieve quality.
Stop awarding contracts on the basis of low bids.
Improve continuously and forever the system of production and service, to improveproductivity, and thus constantly reduce cost.
Institute training on the job.
Institute leadership.
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Drive out fear so that everyonemay work effectively.
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Break down barriers between departments so that people can work a
Eliminate slogans, exhortations, and targets for the workplace.
Eliminate quotas and management by objectives.
Remove barriers that job employees of their pride of workmanship.
Institute a vigorous program of education and self-improvement.
Make the transformation everyones job and put everyone to work on i
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Demings Seven Deadly Diseases
1. Lack of constancy of purpose to
plan products and services that
have a market sufficient to keep the
company in business and provide
jobs.
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2. Emphasis on short-term profits; short-term thinking that is d
a fear of unfriendly takeover attempts and pressure from bank
shareholders to produce dividend.
3. Personal review systems for managers and management by
objectives without providing methods or resources to accomp
objectives.
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4. Job hopping- managers.
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5. Using only visible data and information indecision making with little or no considerat
given to what is not known or cannot be kno
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6. Excessive medical cos
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7. Excessive costs of liability driven up by lawyers
work on contingency fees.
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Jurans contributions
Activities in the area of quality management.
Juransthree basic steps to progress
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JURANS TEN STEPS TO QUALITY1.Build awareness of both the need for improvement and oppurtunities for improveme2.Set goals for improvement3.Organize to meet the goals that have been set.4.Provide training.5.Implement projects aimed at solving problems.6.Report progress7.Give recognition
8.Communicate result.9.Keep score.10.Maintain momentum by building improvement into company's regular process.
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THE PARETO PRINCIPLE
Is sometimes called the 80/20 rule.
Named after economist Vilfredo Pareto.
Dr. Juran suggested this principle to applied the idea to th
quality management.
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THE JURAN TRILOGY
Juran was one of the first to write about the cost of po
quality.
which is composed of three managerial processes: qplanning, quality control andquality improvement
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CROSBYS CONTRIBUTIONS Started his carrer, in quality later than Deming and Juran.
Was a director of quality at ITT Corporation (1965-1979).
In 1979, Crosby started the management consulting company the Philip Crosby Associa
an international consulting firm on quality improvement, which he ran until 1992.
Is known for his concepts of "Do it right first time" and "Zero defects".
He defines quality as conformanceto requirements which the company itself has estabproduct based directly on customer needs.
He also known for his Quality Vaccine and Crosby's Fourteen Steps to Quality Improvem
(1926-
2001)
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CROSBY'S THE FOUR ABSOLUTES OF QUALITMANAGEMENT
Quality must be defined as conformance to requirements-not
good thing to do.
The best way to ensure quality is prevention, not inspection.
The standard for quality must be zero defects not "close is goo
enough"
Quality is measured by nonconformance, not indexes.
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The most common errors made when starting quality initiative
1. Senior management delegation and poor leadership
2. Team mania
3. Deployment process
4. Taking a narrow dogmatic approach
5. Confusion about the differences among education, awarene
inspiration, and skill building.
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A philosophy focusing on continuous improvement.
Enchancing profitability through improved quality
and efficiency.
Improve the performance of processes to the point
where the defect rate is 3.4 per million or less.
It uses a set of quality managementmethods,
including statistical methods, and creates a special
infrastructure of people within the organization whoare experts in these methods.
Six Sigma
KEY ROLES FOR SIX SIG
http://en.wikipedia.org/wiki/Quality_managementhttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Quality_management -
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Six-step protocol for process improvem
Identify the product characteristics wanted by customers.
Classify the characteristics in terms of their criticality.
Determine if the classified characteristics are controlled by part and/or process.
Determine the maximum allowable tolerance for each classified characteristic.
Determine the process variation for each classified characteristic.
Change the design of the product, process, or both to achieve a Six sigma process pe
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SIX SIGMA:THE NAME
The name six sigma comes from the concept of standard deviation, a statictically
represented by the lowercase Greek sigma ( ).
If six sigma deviates three or four standard deviations away from the mean, the pr
then remade or it will not pass quality inspection.
Statistical View of Six Sigma
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Statistical View of Six Sigma
Between -1 and +1
Standard Deviation 68.3% (about two thirds)
Between -2 and +2Standard Deviation
95.5% (about 95%)
Between -3 and +3Standard Deviation
99.7%
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Difference between straight statistics and the motorola cersion.
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RELATIONSHIP OF SIX SIGMA TO TOTAL QUA
Six sigma is an extension of total quality managemen
Both help in improving quality.
HOW IS SIX SIGMA ACHIEVED?
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HOW IS SIX SIGMA ACHIEVED? Six sigma can be achieved by improving process performance.
There are two different methodologies for carrying out improvements in processes or operation.
DMAIC DMADV
SIX SIGM METHODS
Define
Measure
AnalyzeImprove
Control
Define
Measure
Analyze
Design
Verify
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SIX SIGMA ROAD MAP
1.Appoint a champion2.Select a cross-functional team
3.Develop quantifiable goals
4.Develop an implementation plan that establishes training, addresses data collectioincludes a program maintenance plan
5.Coordinate the road map.
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HISTORY OF SIX SIGMA
Robert Galvin- Motorola President in 1981.
Jack Welch- CEO ofGeneral electric to six sigma in 19
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T d th t ill h th f t f lit
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Trends that will shape the future of qualitymanagement:
Demanding customers
Shifting customer value expectations
Economic pressures
New management approaches
QUALITY MANAGEMENT CHARACTERISTICS FOR
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QUALITY MANAGEMENT CHARACTERISTICS FORFUTURE
A total commitment to continually increasing value for customers, investors, and employess.
A firm understanding that market driven means that quality is defined by customers not the co
A commitment to leading people with a bias fro continuous improvement and communication.
A recognition that sustained growth requires that simultaneous achievement of four objective
continually forever: a.) customer satisfaction, b.) cost leadership, c.) effective human rrsource
integration with the supplier base.
A commitment to fundamental improvement through knowledge, skills, problem solving, and te
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THANK YOU!
Alone, we can do so little but together, we can much.
Helen Keller (1880-1968);Author, Lecturer, Activist
Cherrylyn Mantuano, Charlene Villapando, Apple Falceso