tqm tools & techniques by dr. nawar

7/28/2019 Tqm Tools & Techniques by Dr. Nawar

1/27

IS MANAGEMENT ART OR SCIENCE?

SCIENTIFIC BASE

ART


2/27

TOOL?

TOOL ENHANCE INDIVIDUALS CAPABILITIES.

ENGINEERING TOOLS

MANAGEMENT TOOLS

EXAMPLES

ENGINEERING TOOLS

TURNING A NUT ON A BOLT TO TIGHT IT/ LOOSE IT.

TOOL USED = SPANNER

PRINCIPLE USED = TORQUE

POWER ASSISTED STEARING & BRAKES ETC. PRINCIPLES USED = HYDRAULIC/ PNEUMATIC

PRESSURE THROUGH DIFFERENTIAL AREA.


3/27

AMPLIFIER = AMPLIFICATION

THROUGH CURRENT/VOLTAGE.

ENGINEERING TOOLS CAN BEEITHER ELECTRICAL, ELECTRONIC,

MECHANICAL, HYDRAULIC OR

PNEMENTIC ETC.


4/27

MANAGEMENT TOOLS

MANAGEMENT AS A SCIENTIFIC FIELD

ALSO REQUIRES TOOLS TO ENHANCE

MANAGER CAPABALITY TO EXECUTE

MANAGEMENT FUNCTIONS EFFICIENTLY

& EFFECTIVELY.

MANAGEMENT TOOLS HAVE BEEN

CATEGORISED ACCORDING TO USE IN

THE FIELD OF MANAGEMENT LIKEPLANNING, STRATEGY, PROBLEM

SOLVING, AND IMPROVEMENT ETC.


5/27

Tools are an important part of every profession.Having the right tools, knowing how to use them,marks out the professional from the amateur,enabling the professionals to be better, faster

and more competent. Management is exception.Indeed management consultants rally heavily ontools, often once they have developedthemselves and which constitute valuableintellectual property. If managers want toprofessional at what they do and not just giftedamateurs, they need to have tools.

THE ROLE OF TOOLS IN MANAGEMENT


6/27

HOW TOOLS WORK

Tools increase individuals power, some times

marginally, some times enormously. Just as physicaltools can help to bang nails or build bridges,management tools can help to solve small localprograms or re-engineer the whole business. Whatevertheir level of operation, tools enable people tounderstand, shape and control situations which aretoo complex to manage through individual effort orinsight. For all the complexity of human minds, andtheir supremacy in many areas of perception andcognition, people have great difficulty in rememberingand processing large amounts of information. Withouttools, the complexity of modern system andorganizations may take them intractable and notsusceptible to control.


7/27

WHAT TOOLS ACHIEVE

Management tools focus or direct

information for a particular purpose. Theimpact chart is based on:

Some tools bring information together.

Other begin to analyze and shape it.A few of the more sophisticated are for

analyzing and shaping the organization itself.

By selecting and presenting information in

particular way, the tools provide route ways

through complexity.


8/27

SELECTING THE RIGHT TOOLS

There are, of course, a lot of tools tochoose from. However, a small selection is

presented here. However, it is realistic to

be aware of the kind of tools there are,

and what they achieve. Here an affinity

diagram is used to show the viewpoint of

how group the tools group together.


9/27

STATISTICAL QUALITY CONTROL TOOLS

These are for collecting and analyzing

quantitative information about processes.

They are derived from manufacturing, but

are now increasing applied to serviceindustries as well. The core tools in this

category are known are statistical process

control.


10/27


11/27

These are tools, which are built into the

system, to make sure management processes

and procedure work properly.

GRAPHICAL TOOLS

These are tools of all kinds that use graphic

presentation to show dimension of the

information, which are not otherwise evident orvisible.

QUALITY MANAGEMENT SYSTEM TOOLS


12/27


13/27

PROBLEM SOLVING TOOLS

These identify key characteristics of problems,and their implications. They help top focusenergy on particular issue, one at a time.

DATA CAPTURE TOOLS Data capturing is the first step to

understanding and controlling selected aspectsof organization. These tools identify what

information is important for particularpurposes, and set up appropriate ways ofcollecting it.


14/27

PRIORITISATION TOOLS

Prioritization is an essential aspect of many of the

tools. When there is a lot of information to deal with,it is important to prioritize it in order to simplify the

problem without distorting it.

CONSENSUS TOOL This deal with the difficulties involved in reconciling

different viewpoints and provides rational ways of

reaching agreement.

PRODUCT AND PROCESS DESIGN TOOLS These help to ensure that, particularly in

manufacturing organizations, processes are

designed logically to derive the right products in the

right way.


15/27

THE FORMS TOOLS TAKE

Management tools use a numbers of

forms to achieve their purpose. Theseincludes:

GRAPHICS FORMS

Majorities of the tools shown use graphicsform either for a part or for whole of the

tool. Graphic forms include diagrams,

tables, forms, questionnaires and lists.They are particularly important for data

capture and for showing relationships.


16/27

TEMPLATES. These are organizational

patterns or designs, which can be used to

organize or reorganize activities. Strategic toolsoften take this form.

PHILOSOPHIES. Sometimes the tools is a

philosophy- a set of ideas and beliefs whichhelp to interpret and shape the data

PROCESSES

Tools can be processesfixed sequences ofactivities, which can be introduced in the

organization


17/27

TEAMS

Teamwork is particularly associated with TQM.

At their best teams provide a way of movingbeyond individual capacity

PHYSICAL ORGANIZATION

A small number of tools work through physicallyreorganizing the environment in which people

are working in order to highlight or differentiate

activities.


18/27

IMPLEMENTING THE TOOLS

For the most parts, the business ofunderstanding the tools, and deciding whichones to use and how, forms parts of what isthought of as a hard approach to management;a tinkering with mechanics of management andorganization. However the tools areimplemented in a complex organizationalframework where the softer aspects ofmanagement are extremely important issues of

motivation, culture, management style.Leadership and communication will have a directbearing on how successfully the tools can beused/implemented.


19/27

1. THE CULTURE OF ORGANIZATION

People

cantbe expected to adapt to the toolsstraight away. Even simple tools can seem

unnatural and unwieldy the first time round. Oftenthe tools ask people to think in ways in which astrange to them and which impose a discipline,

which they may resent. Typical reactions are toignore or sabotage the tool, proving it wasnt anygood any way. Cultures where management toolsare effective are cultures where results are moreimportant than politics, and where staffs are sure

that management wants to know the truth, and notjust an acceptable version of it. Cultures dontchange overnight, of the effectiveness with whichthey can solve programs, or compelling once it just

underway.


20/27

2. FACILITATION

Weve actually called it a tool. Facilitation

is a skill full and demanding role, which

can often be taken by an outside

consultant. Facilitation not only provides

the hard supportknowledge of the tool,

the equipment for making it work and so

on. But also control softer implementationissues, making sure the saboteurs are

identified and kept at bay, for example.


21/27

3. TRAINING

Training can take various forms

sometimes practice is all thats needed, or

reading a book. For other tools, intensivetraining will be needed, and it might be best

to use specialist consultants rather than

trying to go it alone.


22/27


23/27


24/27

AFFINITY DIAGRAM OF TQM TOOLS

STATISTICAL QUALITY CONTROL

Acceptance sampling

C chartControl chart

Cusum chart

Design of experiment

Multi-vari chart

np chart

p Chart

Pre-control

Process capability analysis

R chart

Regression analysis

Reliability prediction and analysisScattered diagram

Statistical process control

Stratification

Trend chart

U chart

X chart

STRATEGY

Bench marking

Business process reengineeringBusiness simplification

Departmental purpose analysis

Hoshin

Job redesign

Just in time

Kaizen

Management by objectives

Mission statement

Preventative maintenance

Quality circle

Quality councilTeam briefing

Total productive maintenance

Training need analysis

Zero defects


25/27


26/27


CHANGE MANAGEMENT

Activity analysisBarrier analysis

Cross functional teams

End point state analysis

Facilitation

Family teams

Fishbowl meetings

Focus group

PROBLEM SOLVING

Affinity diagramAttributes analysis

Cause and effect diagram

Clean sheet analysis

Decision analysis

Fault tree analysis


27/27


QUALITY MANAGEMENT

SYSTEM

AuditCompany wide quality

improvement

Corrective action

Fagan inspection-documents

Fagan inspection-software

Feedback loop

Inspection

Quality improvement teamsQuality objectives

Self inspection

GRAPHIC TOOLS

Band graph

Bar chart

Block diagram

Concentration diagram

Data flow diagram

Fault tree analysis

Flow charts

Gantt chartsHistogram

Line graph

Matrix diagram

Pie chart

Process model

Quality function deployment

Radar chart

Relations diagram

Relevance tree

Spider diagram

Tree diagram

tqm tools & techniques by dr. nawar

Documents