Total Quality Management chapter 1
Post on 15-Sep-2015
DESCRIPTIONtqm chapter 1 besterfield
Total Quality Management
Total Quality ManagementPractices and PrinciplesINTRODUCTION TO TQMWhat is TQM?
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
No doubt , humans are always deficient(Al-Quran)
Total quality Management (TQM) Is an enhancement of traditional way of doing business.It is a proven technique to guarantee survival in world-class competition.It is for the most part of common-senseIt is defined as a set of philosophy and a set of guiding principles that represents the foundation of a continuously improving organizationTotal quality Management (TQM) It is the art of managing the whole to achieve excellenceIt is the application of quantitative methods and human resources to improve the overall process in the organization and exceed customer expectations in the near future.TQMTotal = made up of the wholeQuality = Degree of excellence of a product or serviceManagement = act or manner of handling, controlling and directing, etc..
ApproachTQM requires six basic concepts:A committed and involved top management to provide long-term top to bottom organizational supportAn unwaivering focus on the customer both internally and externallyEffective involvement and utilization of the entire workforceApproachTQM requires six basic concepts:Continuous improvement of the business and production processTreating suppliers as partnersEstablish performance measures for the processNew and Old CultureQuality ElementPrevious State TQMDefinitionProduct orientedCustomer OrientedPrioritiesSecond to Service and CostFirst among equals of Service and CostDecisionShort-termLong-termEmphasisDetectionPreventionErrorsOperationsSystemResponsibilityQuality ControlEveryoneProblem SolvingManagersTeamsProcurementPriceLife-Cycle Cost and PartnershipManagers RolePlan, Assign, Control and EnforceDelegate, Coach, facilitate and mentor
Defining QualityWhen we talk about quality we think of a n excellent product or service that fulfills or exceeds our expectationsQuality can be quantified as follows:
Q= P/E Where: Q=Quality P = Performance E = ExpectationsDefining QualityIf quality is greater than 1 then the customer has a good feeling about the product or serviceThe determination of P and E will most likely be based on perception with the organization determining performance and the customer determining expectationsDimensions of QualityPerformanceFeaturesConformanceReliabilityDurabilityServiceResponseAestheticsReputationPerformanceIt is the primary product characteristics It is the main aspect of the product that convinced the buyer to purchase itAn example of this would be the brightness of the picture of you bought a TV set
FeaturesIt is known as the secondary product characteristicAn example would be the remote control included to the package if youre going to buy a tv setAside from that under the mobile industry other features would be the wifi, bluetooth, TV out and othersConformanceIt pertains to the compliance or meeting the specifications of the standards of the industry or workmanshipFor some companies before they sell their product in the market it should pass the ISO standards also known as International Organization for StandardizationReliabilityIt is the consistency of performance over time It also pertains to the average time before the unit fails or stop workingA good example of this one would be the machineries being used in factories they have a specific number of years until they failDurabilityIt refers to the useful life of the machine including the repairsWhen its useful life is longer then it is more durableAnother measure of this aspect would be the known brands of different productServiceIt is the resolution of problems and complaintsIt includes the service centers of the products which allows the customers to easily bring the defective product or malfunctioned serviceResponseIt is all about the human to human interfaceIt also includes the courtesy of the service provider Knowing how to interact with your customer is the key aspect under this areaFollow the golden rule: Do unto others what you want others do unto you
AestheticsIt refers to the sensory characteristics of the productIt includes the color, texture and smell of the product that the company is sellingReputationIt is about the past performance of the company which is a basis used by the customer in purchasing the product or serviceCustomers or buyers purchases items that is being offered by known companies rather than buying unknown brands.TOTAL QUALITY MANAGEMENT
MUST KNOW CONCEPTS FOR Managers
The Three Quality GurusDeming: 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.
JURANJuran, like Deming was invited to Japan in 1954 by the union of Japanese Scientists and engineers.
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: author of popular book Quality is Free. His absolutes of quality are:
Quality is defined as conformance to requirements, not goodnessThe system for achieving quality is prevention, not appraisal.The performance standard is zero defects, not thats close enoughThe measurement of quality is the price of non-conformance, not indexes.
Commonality of Themes of Quality GurusInspection is never the answer to quality improvement, nor is policing.
Involvement of leadership and top management is essential to the necessary culture of commitment to quality.
A program for quality requires organization-wide efforts and long term commitment, accompanied by the necessary investment in training.
Quality is first and schedules are second.
DIFINITION OF QUALITY
The concept and vocabulary of quality are elusive. Different people interpret quality differently. Few can define quality in measurable terms that can be proved operationalized. When asked what differentiates their product or service;
The banker will answer service
The healthcare worker will answer quality health care
The hotel employee will answer customer satisfaction
The manufacturer will simply answer quality product
Five Approaches of Defining QualityHarvard professor David Garvin, in his book Managing Quality summarized five principal approaches to define quality.
TranscendentProduct basedUser basedManufacturing basedValue based
Transcendental viewThose who hold the transcendental view would say I cant define it, but I know it when I see itAdvertisers are fond of promoting products in these terms. Where shopping is a pleasure (supermarket). We love to fly and it shows" (airline).Television and print media are awash with such indefinable claims and therein lies the problem:Quality is difficult to define or to operationalize. It thus becomes elusive when using the approach as basis for competitive advantage. Moreover, the functions of design, production and service may find it difficult to use the definition as a basis for quality management.
Quality is viewed as a quantifiable or measurable characteristic or attribute. For example durability or reliability can be measured and the engineer can design to that benchmark. Quality is determined objectively.Although this approach has many benefits, it has limitation as well. Where quality is based on individual taste or preference, the benchmark for measurement may be misleading.
It is based on idea that quality is an individual matter and products that best satisfy their preferences are those with the highest quality. This is rational approach but leads to two problems;
Consumer preference vary widely and it is difficult to aggregate these preferences into products with wide appeal. This leads to the choice between a niche strategy or a market aggregation approach which tries to identify those product attributes that meet the needs of the largest number of consumers.
MANAGEMENT OF PROCESS QUALITYHUMAN RESOURCE DEVELOPMENT AND MANAGEMENTSTRATEGIC QUALITY PLANNINGINFORMATION AND ANALYSISCUSTOMER FOCUS AND SATISFACTIONQUALITY AND OPERATIONAL RESULTSSENIOREXECUTIVELEADERSHIPSystem Approach for TQMDriverSystemMANUFACTURING BASED
Manufacturing-based definitions are concerned primarily with engineering and manufacturing practices and use the universal definition of conformance to requirements.
Requirements or specifications are established by design and any deviation implies a reduction in quality.
The concept applies to services as well as product. Excellence in quality is not necessarily in the eye of the beholder but rather in the standards set by the organization.This approach has the serious weakness. The consumers perception of quality is equated with conformance and hence is internally focused.
Value BasedIt is defined in term of costs and prices as well as number of other attributes. Thus, the consumers purchased decision is based on quality at an acceptable price. This approach is reflected in the popular Consumer Reports magazine which ranks products and services based on two criteria: Quality and Value.
The highest quality is not usually the best value. That designation is assigned to the best- buy product or service.
Characteristics of TQM LeaderVisible, Committed and KnowledgeableA Missionary ZealAggressive TargetsStrong DriversCommunication of ValuesOrganizationCustomers ContactTotal Quality Organizations HRMFive Principles are:Quality Work the First TimeFocus on the CustomerStrategic Holistic Approach to ImprovementCI as a Way of LifeMutual Respect and Teamwork
Customer Satisfaction Three Part SystemHuman Resource ManagementCustomer ExpectationsCompany Operations(Processes)Customer SatisfactionIndicators for Customer SatisfactionFrontline empowermentExcellent hiring, training, attitude and morale for front line employeesProactive customer service systemProactive management of relationship with customers Use of all listening postsQuality requirements of market segmentCommitment to customersUnderstanding customer requirementsService standards meeting customers requirementsCost of Quality Three Views of quality CostsHigher quality means higher cost.Quality attributes such as performance and features cost more in terms of labor, material, design and other costly resources.The additional benefits from improved quality do not compensate for additional expense.The cost of improving quality is less than the resulting savings.The saving result from less rework, scrap and other direct expenses related defects.This is said to account for the focus on continuous improvement of processes in Japanese firms.
Three Views of quality CostsQuality costs are those incurred in excess of those that would have been incurred if the product were built or the service performed exactly right the first time.This view is held by adherents of TQM philosophy. Costs include not only those that are direct, but also those resulting from lost customers, lost market share and the many hidden costs and foregone opportunities not identified by modern cost accounting systems.
Quality CostsCOST OF QUALITY IS THE COST OF NON QUALITY
1: 10:100 RuleA stitch in time saves nineBenefits of TQMGreater customer loyaltyMarket share improvementHigher stock pricesReduced service callsHigher pricesGreater productivity
Conclusion Remember the earth revolves around the CUSTOMER. Quality begets customers and customers beget quality. Let us all have action plans to support quality, this will make the world happy and earn us the blessing of God Almighty.
Actions are direct reflection of ones intentions (Al-Quran)Who is Dr. Edward DemingHe is a protg of Dr. Walter Shewhart who pioneered Statistical Process Control (SPC) at Bell LaboratoriesHe taught Statistical Quality Control as a part of the wartime production efforts SPC concepts and the importance of quality to the leading CEOs of Japanese industry
Demings 14 point theoryCreate and Publish the aims of the organizationLearn the new philosophyUnderstand the purpose of inspectionStop awarding the business based on price aloneImprove constantly and forever the systemInstitute trainingTeach and institute leadershipDrive out fear, create trust and create a climate for innovationDemings 14 point theoryOptimize the efforts of teams, groups and staff areasEliminate exhortations for the work forceEliminate numerical quotas for the workforceEliminate management by objectiveRemove barriers that rob people of pride of workmanshipEncourage education and self-improvement for everyoneTake action to accomplish the transformationObstacles to TQM accdg. To Robert J. MastersLack of Management CommitmentImproper PlanningInability to Change Organizational CultureLack of Continuous Training and EducationObstacles to TQM accdg. To Robert J. MastersIncompatible Organizational Structure and Isolated Individuals and DepartmentsIneffective Measurement Techniques and Lack of Access to data and ResultsPaying Inadequate attention to internal and external customersInadequate use of empowerment and teamwork