tqm n quality circles - bd - group 3 (edited)
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8/4/2019 TQM n Quality Circles - BD - Group 3 (Edited)
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TQM AND QUALITY CIRCLESTQM AND QUALITY CIRCLES
DYPDBMDYPDBMSUBJECT: BEHAVIOURAL DYNAMICSSUBMITTED TO: SHILPA VARMA
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GROUP MEMBERS
Name Roll Number
Jyoti N.Ker 21
Jasmeet Bagga 176
Iti Chaturvedi
Babet
Shweta Kumari
Komal Upadhyay
Snehal Pagade 199
Aarti Lal 05
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ROADMAP
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TQM
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WHAT IS TQM?
“A process designed to focus on customer expectations,preventing problems, building commitment to quality in theworkforce and promoting open decision-making”
Comprehensive concept and not related only to the qualityof goods and services
Quality standards (e.g., ISO 9000)
Employees motivation
Concern: Continuous improvement in all work, from highlevel strategic planning and decision-making, to detailedexecution of work elements on the shop floor
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HISTORY OF TQM
Total Quality Management is an approach to the art of management that originated in Japanese industry in the1950's
become steadily more popular in the West since the early1980's
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THREE MAJOR MECHANISMS OFDEFECT PREVENTION
Preventing mistakes (defects) from occurring (Mistake -proofing or Poka-Yoke).
Where mistakes can't be absolutely prevented, detecting
them early to prevent them being passed down the valueadded chain (Inspection at source or by the nextoperation).
Where mistakes recur, stopping production until the
process can be corrected, to prevent the production of more defects. (Stop in time).
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PHASES IN THE INTRODUCTION OFTQM
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ADVANTAGES OF TQM
Customer Satisfaction
Quality improvement
Raises competitiveness
Provides trained and motivated employees
Miscellaneous Advantages
Long-term consumer support
Prestigious position in international marketing
High standard of living to employees
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EXAMPLES
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General Electric and Motorola
Implement Six Sigma
Level of defects is reduced to approximately 3.4 parts
per million
Highly trained Individuals - “Black Belt.”
Motorola won prestigious Malcolm Baldrige National
Quality Award in 1988
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CONT..
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Sundaram Clayton Limited:
Focus - total customer satisfaction.
Comprehensive integration of the supply chain through
implementation of ERP (Enterprise-Wide Resource
Planning)
TEI (Total Employee Involvement) forms the base of
SCL‘s Training is imparted not only to the employees but also
the suppliers.
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QUALITY CIRCLE
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WHAT IS QUALITY CIRCLES?
Voluntary groups of employees who work on similar tasksor share an area of responsibility
Primarily based upon recognition of the value of the workeras a human being, as someone who willingly activates onhis job, his wisdom, intelligence, experience, attitude andfeelings
They agree to meet on a regular basis to discuss & solveproblems related to work
They operate on the principle that employee participationin decision-making and problem-solving improves thequality of work
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HISTORY OF QUALITY CIRCLES
First established in JAPAN in 1962
Kaoru Ishikawa has been credited with their creation
The movement in Japan was coordinated by the Japanese
Union of Scientists and Engineers (JUSE)
1st circles - Nippon Wireless and Telegraph Company
Implemented even in educational sectors in India, andQCFI (Quality Circle Forum of India) is promoting suchactivities
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OBJECTIVES
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STRUCTURE OF A QUALITY CIRCLE
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TYPES OF QUALITY CIRCLES
Ishikawa or fishbone diagram - which shows hierarchiesof causes contributing to a problem
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Cont..
Pareto Chart - whichanalyses different causesby frequency to illustratethe vital cause, ProcessMapping, Data gathering
tools such as Check Sheetsand graphical tools such ashistograms, frequencydiagrams, spot charts andpie charts
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PROCESS OF OPERATION USED INQUALITY CIRCLE
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LAUNCHING QUALITY CIRCLES
Expose middle level executives to the concept
Explain the concept to the employees and invite them tovolunteer as members of Quality Circles
Nominate senior officers as facilitators
Form a steering committee
Arrange training of co-coordinators, facilitators in basics of Quality Circle approach, implementation, techniques andoperation.
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Cont..
Later facilitator may provide training to Circle leaders andCircle members
A meeting should be fixed preferably one hour a week for
the Quality Circle to meet
Formally inaugurate the Quality Circle
Arrange the necessary facilities for the Quality Circlemeeting and its operation
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PROBLEMS WITH QUALITYCIRCLES
Inadequate Training
Unsure of Purpose
Not truly Voluntary
Lack of Management Interest
Quality Circles are not really empowered to make decisions
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EXAMPLE
Problems solved by the QC in P.W.D.of Maharashtra are as follows Eliminating delay in issuing observation memos after
inspection of site Preventing accidents on highways
Reducing electricity bill in office Avoiding duplication of work Removal of encroachment from Govt. land Speeding up pot-hole filling on roads during monsoon Up keeping of service records of employees
Maintaining Govt. offices clean Stream-lining reservation system of Govt. rest houses Improvement in maintenance of Govt. Hospital at
Sholapur
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CONCLUSION
Not limited to manufacturing firms only.
Applicable for variety of organizations where there is scopefor group based solution of work related problems
Quality Circles are relevant for factories, firms, schools,hospitals, universities, research institutes, banks,government offices etc.
The P.W.D. of Maharashtra has set an example for theGovernment organizations marching on the path of QualityImprovement.
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BIBLIOGRAPHY
Cole, Robert E. 1999. Managing Quality Fads: How American Business
Learned to Play the Quality Game. New York, NY: Oxford Press.
Aubrey, Charles A. 1988. Teamwork: Involving People in Quality and
Productivity Improvement. Milwaukee, WI: Quality Press.
Foster, S. Thomas. 2001. Managing Quality: An Integrative Approach.
Upper Saddle River, NJ: Prentice Hall.
Author Unknown. 1984. Quality Circles in the Community College
[online]. Available online via
http://www.ed.gov/databases/ERIC_Digests/ed353008.html
Author Unknown. 1994. Kaizen and Quality Circles [online]. Available
online via http://sol.brunel.ac.uk/~jarvis/bola/quality/circles.html
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THANK YOU!
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