soft concepts of tqm in total quality management

International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up.

A multi skill Innovator with Mechanical background that adopts Green Living and rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Kapcai.

Founder of Tim’s Waterfuel, an alternative HHO gas supplement using Water that adds power, millage & reduce Co2 emission on automobiles.

An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia, an organization that respond to Crisis & Flood.

Timothy WooiAdd: 20C, Taman Bahagia, 06000, Jitra, [email protected]

Trainer’s ProfileTrainer’s ProfileCertified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience.

DELL, Penang 11 Jan 2016

The Importance of Quality in Manufacturing

Dell Asia Pacific Sdn. Bhd.Plot 76, Kawasan Perusahaan Bukit Tengah, 14000, Bukit Mertajam, Pulau Pinang, Malaysia. Tel 04-508 7119

Quality plays a major role in today’s manufacturing environment.


Understanding Customer needs and monitoring process behaviors and variation to safe guard Customer from receiving a defect is key in assuring Quality.

Superior Quality, reduce Cost and on-time Delivery (QCD)

Course ObjectiveThis 1 day training program focus on the on the “Soft” TQM Concepts to provide and equip Participants with a better understanding TQM and

its practices and to understand why TQM is so important as a mechanism to ensure Quality to Customer, as well as to comply to Quality procedures to ensure Quality being delivered to Customer.


continuously improve the organization’s processes,products and services.”

TQM involves ALL employees in using quantitative methods to:


Class outlines:The “Soft” Side of TQM resulted in the identification of nine (9) key principles most commonly found in Quality management.

1) Total Employee Involvement2) Continuous Improvement3) Continuous Training4) Teamwork5) Empowerment6) Top-management Commitment and Support7) Democratic Management Style8) Customer/Citizen Satisfaction9) Culture Change


2. “Hard” TQM Practices in Quality Management covers: Techniques,

tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.Both are philosophy and sets of management

guiding principles for managing an organization.


BenefitsParticipants will gain the followings at the completion of the program: allows understanding of Customer needs and to be part of the team in a total organizational approach responsible for Quality and..

to equip Participants with knowledge to use quantitative methods to continuously improve organization’s processes, products and services.


The Pencil Parable

Take 5!Relax & Watch!

What does the word ‘Quality’ means to you ?


Delighting .. 1st meet, then exceed and 3rd make you happy!

Quality is meeting the required standards of Satisfaction

In 21st Century, Quality is “ Delighting the Customer by continuously meeting and improving upon agreed specifications, also continuous innovation on improvements”

Craft Manufacturing • Late 1800’s• Car built on blocks in the barn as workers

walked around the car.• Built by craftsmen with pride• Components hand-crafted, hand-fitted• Excellent quality• Very expensive• Few produced

The Wasteful FactoryThe Wasteful Factory

Mass Manufacturing• Assembly line - Henry Ford 1920s• Low skilled labor, simplistic jobs, no pride in work• Interchangeable parts• Lower quality

• Affordably priced for the average family• Billions produced – all identical “ You can choose any

color as long as its Black ”

The Wasteful FactoryThe Wasteful Factory

• Cells or flexible assembly lines• Broader jobs, highly skilled workers, proud of product• Interchangeable parts,

even more variety

• Excellent quality mandatory• Costs being decreased through process improvements.• Global markets and competition.

The Lean FactoryThe Lean Factory Lean Manufacturing

The Origin of Lean Manufacturing Pioneered by Taichii Ohno and the Toyota Company

in the 1970’s. New paradigm to simultaneously improve quality reduce cost and reduce delivery time (QCD) from start of order.

Coined “Lean Manufacturing ” in 1990 by James Womack and Daniel T. Jones in the book “The Machine that Changed the World”

Allowed Toyota to penetrate the American market by

delivering superior quality at an affordable price.Toyota Production System initiated a revolution in manufacturing strategy

Best Quality - Lowest Cost - Shortest Lead TimeShortening Production Flow by Eliminating Waste

Just in TimeWhat is neededWhen is needed

exactly right Amount

• Continuous Flow• Pull System• Level Production (Heijunka)

Jidoka“Built in Quality”

• Manual / Automatic Line Stop• Labor-Machine Efficiency• Error Proofing• Visual ControlFlexible, Capable,

Highly MotivatedPeople

Standardized WorkTotal Productive Maintenance

Robust Products & ProcessesSupplier InvolvementOperational

Stability

Lean Methodologies Lean Methodologies

TOYOTA PRODUCTION SYSTEM

21st Century: Global Competition

The globalization of trade has exposes local industries to new Competitive pressures.

Old View: Cost + Profit = Price

New View: Price – Profit = Target Cost

Order Qualifiers in a Global Market: Superior Quality, Competitively Priced, Quick Delivery

Order Winners in a Global Market: Products and Services that are valued by the customer.

Characteristics of World Class Manufacturers

Delivery

CostQuality

Customer-Value Focused

Lean Production SystemL e v e l P r o d u c t i o n

JIT

JIDO

KA

5S / V i s u a l M a n a g e m e n t

Relentless R e m o v a l o f W a s t e

LEAN PRODUCTION SYSTEM

Mechanic

Material

Machine

StandardWork Takt

Time

SWIP

OperationalAvailability

1 pieceFlow

Pullsystem

Kaizen MethodologyRadical Change – KaikakuKaizen WorkshopsDaily Improvements – Standard Work

People Based System

Cost + Profit = PricePrice – Profit = Target Cost

CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT = = KAIZEN KAIZEN

IMPROVEMENT IMPROVEMENT WITHOUT WITHOUT ENDINGENDING

In Japanese,KAI

ChangeZENGood

KAI ZEN= Change for

betterThe small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

Qualifiers of 21st Century & Skills

Why KaizenTo continuously eliminate waste without removing the value added activities in the process

Processing

Transportation

Waiting

Movement

MUDA

Take all

FOURI need ONE!

DefectsDefects Over Production

InventoryInventory

Qualifiers of 21st Century & Skills

TQM is the mutual co-operation of everyone in an organization and associated business processes to produce products and services, which meet and exceed the needs and expectations of customers.

Two important aspects that comprise TQM management are: 1. Soft TQM Concepts and2. Hard TQM Practices.


continuously improve the organization’s processes, products and services.”

TQM that involves ALL in using quantitative methods to:

Soft TQM Concepts

TQM is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal.

Soft TQM Concepts

It aims to radically transform the organization through progressivechanges in the attitudes,practices, structures and systems.

http://www.businessdictionary.com/definition/continuous-improvement.html

Soft TQM Concepts TQM transcends the product quality approach, involves everyone in the organization, and encompasses its every function:

administration,communications,distribution, manufacturing, marketing, planning, training,etc.

Who wants what...

Customer Needs & Expectation Low Cost High Quality Availability

Company needs & expectation Profit Repeat Business Growth

Cash !!$

Value !!

The Money Business Now!The Money Business Now!

Employee Involvement

Employee involvement can be defined as: The direct participation of staff to help an organization fulfill its mission and meet its objectives by:

applying their own ideas expertise, and efforts towards solving problems and making decisions.


1. “Soft” TQM Concepts in Quality Management covers:TQM Concepts;

Total Employee Involvement; Continuous Improvement: Continuous Training; Teamwork Empowerment; Top-management Commitment and Support; Democratic Management Style; Customer/Citizen Satisfaction; Culture Change.


1) Total Employee Involvement

The “total” element of TQM implies that every organizational member is involved in quality improvement processes in the “distribution of intelligence” for resolving problems.

TQM, involves everyone in an organization.Increase employees’ participation in the overall quality strategy brings an increased flow of information and knowledge.

2) Continuous Improvement

Organizational output goes with continually improve performance.

Quality improvement is continuous, with emphasis on seeking improvement opportunities, not just holding the status quo.


The PDCA cycle, a four-step method for control and continuous improvement of process and project.The focus is on planning,prevention, and anticipation.

PDCA (plan – do – check – act) was made popular by Dr. W. Edwards Deming.


PDCA Cycle step i) PlanThis is again divided into 3 steps

1st Identifying the problems in the current process. Find a countermeasure to solving problems and not just finding the solutions.

This avoids future recurrence - the primary goal of Continuous Improvement.

2) Continuous ImprovementPDCA Cycle step i) Plan2nd Determine the targetUnderstand the problem and the issues which occurred in the process. This way, you will determine what are the improvement points to focus on.

3rd Define the improvement actionsThese actions should be gradually improved with changes at a pace manageable and not everything immediately.

2) Continuous ImprovementPDCA Cycle step ii) DoAfter defining the improvement points, Make a plan to implement them.

Questions to consider:What steps should be done to achieve the plan? When to finish this plan?

Once the plan is established, implement it with a completion time frame.

2) Continuous ImprovementPDCA Step iii) CheckEvaluate & measure the effectiveness of the improvement actions.

In this phase, the goal is to check whether the improvement actions were implemented successfully as well as to evaluate whether achieved the desired target.

Does the solution provide a Countermeasure?Analyze whether it could be improved further in any way.

2) Continuous ImprovementPDCA Step iii) Check

Use metrics. Metrics are essential to successful organization management.

Collect data and use them to measure parameters such as productivity, quality… etc.

2) Continuous ImprovementPDCA Step iv) ActWhen the improvement actions are implemented successfully as well as the target is met, do the following-

Review the improvement activities and take action on lessons learned.Standardize the improvement point in the management process.Update the Quality documents as well as the Standard Process documents

Determine when and where to apply these changes in the next project.


Later Deming modified PDCA to PDSA "Plan, Do, Study, Act" (PDSA) so as to better describe the nature of → continuous improvement.

Study: Evaluate the new processes and compare the results against the expected results to ascertain any differences. Show how the quality of goods can be improved. >>>

http://www.1000ventures.com/business_guide/crosscuttings/learning_swot_questions.html


Act: Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-S-A steps. Determine where to apply changes that will include improvement.

When a pass through these four steps does not result in the need to improve, refine the scope to which PDSA is applied until there is a plan that involves improvement.

3) Continuous Training Training, a key to manufacturing success, is essentially a way of organizing and involving the whole organization; every department, every activity, every single person at every level” to be trained on new tools and methodology.

“ quality training must be continuous to meet the changes in technology and changes involving the environment in which an organization operates, its structure.


“Hard” TQM Practices in Quality Management focused on Continuous Training which covers:

Techniques, tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.

3) Continuous Training

Definition: cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.

to increase performance, employee unity and company culture.

Companies that must frequently develop new ideas or products using a project-based approach assemble teams in order to diffuse responsibility.

4) Teamwork


4) Teamwork

Teamwork an important outcome and a condition for continuous improvement are generally viewed as more powerful and effective work entities than individuals.

Teams should include employees from all the hierarchical levels, layers, and from all the departments of the enterprise to make work more flexibly and to develop mutual trust among members.

Empowerment gives people the ability, confidence, and commitment to take responsibility and ownership to:

improve the process and initiate necessary steps to satisfy customer requirements within well-defined boundaries to achieve organizational values and goals.

The Importance of Quality in Manufacturing5) Empowerment

Empowerment supports an organization's efforts by placing the responsibility in the hands of those who know these processes best,…

… to participate directly in the organization's mission or purpose.

1.Delegate: Entrust (a task or responsibility) to another person, typically one who is less senior than oneself. "he delegates routine tasks"

5) Empowerment

Top managers “have to take charge personally, lead the process, provide direction, exercise forceful leadership, including dealing with those employees who block improvement and maintain the impetus.

“Senior managers need to define the quality objectives of the organization to provide direction and clarity and to communicate these continually within the organization”

The Importance of Quality in Manufacturing 6) Top-management Commitment and Support

6) Top-management Commitment and Support

Companies with high top management commitment have the ability to produce high quality products, in contrast with firms with low top management support.

Importance of TQM management style is Open and Democratic/Participative Style.

The fundamental TQM management approaches “is that it is more democratic and participative, which “…involves soliciting input from empowered employees”

7) Democratic Management Style



Democratic leadership style always involves participative decision-making. It empowers employees to have a strong hand in managing organizations.

The democratic leadership style is based on mutual respect. It is often combined with participatory leadership as it requires collaboration between leaders and the people they guide.

Managers vs Leaders

Take 5!Relax & Watch!

Customer satisfaction, a frequently used marketing term is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is

defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals

8) Customer/Citizen SatisfactionThe Importance of Quality in Manufacturing

8) Customer/Citizen Satisfaction

A happy (or satisfied) customer often doesn’t say anything or tells just a few friends, but an unhappy (or dissatisfied) customer tells many more people to warn them.

“A happy customer tells a friend; an unhappy customer tells the world”

The exact words (and number of people told) vary, but the adage became popular in the mid-1980s, when the American Management Association conducted a business study of the phenomenon.

8) Customer/Citizen SatisfactionCustomer satisfaction is the driving force for an organization to improve its performance to both Customers: external (clients, government regulatory bodies, the public) and internal (employees, different departments) Both external and internal

Customers have needs. TQM stresses the importance of satisfying those needs.

A supportive organizational culture is the common denominator of all the “soft” aspects of TQM. Quality culture binds together all of aforementioned TQM concepts.

It nurtures high-trust social relationship, and develops a shared sense of membership as well as a belief that continuous improvement is for the good of everyone within the organization.

9) Culture Change


9) Culture Change

Change… defined as making a difference in something compared to an earlier state, transforming or converting something, or simply becoming different.

Culture…. is a way of life of a group of people - the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next.

9) Culture Change

Culture Change…..modification of a society through innovation, invention, discovery, or contact with other societies

Organizational culture affects and alters employees’ actions and perceptions of all aspects of their work in order to include quality.

9) Culture Change

Culture acts as a force for cohesion in organizations and therefore can support or inhibit the process of change towards TQM application.

Next after this, “Hard” TQM Practices

Techniques, tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.Both are philosophy and sets of management

guiding principles for managing an organization.

……which covers:

What to Expect in the Future• Training• Communication• Elimination of Waste (NVA)• Continuous Improvement• Visual Factory• More efficient layouts• Roles & Responsibilities• More involvement / ownership• Long term GROWTH!!

The TrainerThis training course is developed and conducted by Timothy Wooi who has 30 over years of practical Industrial Engineering work in different industries, both overseas and Malaysia. He is the Course Focal for the Team Building & Lean Production Training Course Series and a certified Kaizen Leader driving Lean & Kaizen Improvement Projects.

Timothy Wooi is the Principal Consultant for LEAN. He also provides Technical Consulting services on Lean Production System, TPM, Kaizen, Quick Changeover, Cellular system set up, Production Line Balancing, Factory Layout Planning and Small Group Activities.