Total Quality Management

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Submitted To Prof. Bawa Submitted By Group 2 (C. K. Prahalad) Parameshwaran (124) Debanjan (131) Soumava (138) Sameer (145) Pratik (152) Dipti (166) Pooja (173) Karthik (180)

Ruby (159)
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History And Evolution

In 1968 Japanese shaped the phrase TQM Drove Japan to the world quality leader in 1970s In 1980 the U.S. navel air systems coined the TQM phrase. TQM spreads like wild fire during the 1980s In 1990s TQM evolved, methods being introduced

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Definition Of Quality
Conformance to specifications Focus on manufacturing process Main objective is to meet product specifications Fulfilling customer needs Focus on specification and customer perception Focus on customer relationship

Fitness for use Focus on design and manufacturing process Life cycle approach to building quality
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What Is TQM?
A Structured system For meeting, exceeding customer needs and expectation An integrated system to strive for excellence An organization-wide effort Helps to establish quality assurance system

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Why TQM?
To provide products in a continuously : Improving manner Timely manner Cost effective manner Innovative manner Productive manner

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Important Elements Of TQM

Commitment of the top management total means everyone , everywhere , every time P-D-C-A cycle - Transition of managers from filters to enabler

Employee involvement Process ownership Employee empowerment

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Important Elements Of TQM

Addressing Training Requirements Substantial investment in communication Training to employees for new quality control tools Training to supervisors in problem solving approaches which includes : Identifying problem areas Setting targets for improvement Participating in improvement process Facilitating, monitoring and guiding the process owners over time

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Important Elements Of TQM

Quality management tools Stratification Check sheet Scatter diagram Histogram Ishikawa diagram/ cause and effect diagram Poka yoke Pareto diagram

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Check Sheet

Dimension measurement of components

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Scatter Diagram

Hypothesis

Result
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Histogram

Hypothesis

Result
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Ishikawa Diagram

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Poka Yoke
On an assembly line, above the racks of parts appear green lights = the part is to be taken Above the racks of other parts, red lights appear = the part is not to be taken

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Pareto Diagram

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Pareto Analysis

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TQM Process
Continuous Improvement Each thing will work the way it is design to Product use provides way for improvement to come about Each product need to have Aesthetic Quality

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TQM In Manufacturing
Factors Contributes To Finished Goods Design of Product Workmanship of Product Equipment Raw Material

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TQM In Procurement
Development of collaborative intercompany relationship is difficult due to opposing economic objectives Buy low and sell high TQM in procurement can be achieved by Performance and return Distributing Opportunity and risk fairly among partners Objectives must be set together Profit must be equal share Maximum possible transparency
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Relation Between TQM And Marketing

TQM

Marketing

Customer Focus

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Relation Between TQM And Marketing

Requirement of customer Quality Function Deployment

Product Development
Prioritization Matrix

Production Zero defect product Six sigma

Product launch & Taking feedback

PDCA/ creativity/ Kaizen

Track sales figure Feedback Strategic Quality Management / Pareto diagram

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TQM In Supply Chain Management

A part of the chain between suppliers and customers For customers satisfaction Able to maintain with the competitors in the market Necessitated improvement of the process quality in SCM Cost reduction Improved utilization of resources Process efficiency

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TQM In Automobile Industry

Automotive market is extremely price sensitive Dedicated customer-supplier relationships Just-in-Time (JIT) Lean Manufacturing TQM with ERP Reduce delivery time Comprehensive supply chain solution Crosses the organization boundaries (B2B) Identifying all potential areas for reduction of costs Promote quality at source.

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TQM In Textile Industry

Practiced from sourcing raw materials to the stage of final finished garment Calculated in terms of : Quality and standard of fibers Yarns Fabric construction etc New ideas and methods for : Improving quality Reducing costs Increasing productivity Environmental impact or increased safety Help create competitive advantage
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TQM In Service Industry

Its benefits have been better realized by intense customeroriented service industries Establishing smooth connectivity between business processes To retain the customer Every aspect of quality is associated with every employee Requires patience, commitment on part of management Requires workforce to satisfy the customer 89% of the respondents says quality is the primary buying argument for the ultimate customer Quality is a Journey, not a Destination
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7 Principles-Toyota Production System

Reduced Setup Times Small-Lot Production Employee Involvement and Empowerment Quality at the Source Equipment Maintenance Pull Production Supplier Involvement

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Quality Management System & TQM

Quality Management System (QMS) Design to meet the customer satisfaction It conforms the process quality Contents : Organizational structure Procedures Processes Resources Continuous improvement

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Quality Management System & TQM

Total Quality Management (TQM) Set of management practices throughout organization To meets or exceeds customer requirements Focus on : Process measurement Controls

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Quality Function Deployment

Process of incorporation of the voice of the customer into the design and development of certain product and service and subsequently standardization of the process of manufacturing Scientific and systematic process Aimed towards : Customer satisfaction Reduction of manufacturing cost

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Benefits Of QFD
Assurance of meeting voice of customer with new product Provides a mechanism to increase market share Reduces no. of engineering changes Provides methods for training managers Identifies conflicting design requirements Reduces product development cycle Improves quality of products and services

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Quality Costing
Quality Cost

Control cost

Failure cost

Prevention

Appraisal

Internal

External

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Quality Assurance System Design

Documentation for continuous learning and improvement Top management commitment Benchmarking

Mistake proofing of operation

Quality Assurance System

Employee involvement

Providing tools and techniques for problem solving

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Identifying Quality problems

Understanding customer wants & translating into meaningful measures

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Trends In TQM
Trend towards Profound Knowledge Combination of project and quality management principles Undertaking Change Management initiatives Ensuring consistency in management of work processes Lean Management for organizations Seeking continuous improvement than Six Sigma Focus on spending of supplier quality management resources Quality Standards will move beyond the realm of work processes into job functions Strategic Quality Planning
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Bibliography
Operation Management - B.Mahadevan Total Quality Management - P.N.Mukherjee www.wikipedia.com

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Thank You
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