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Total Quality

Management
Group Members

Sadhana Singh
Tejal Gawand
Parvati Sharma
Sunil Bahl
Rutir Gujar

Guided By:Prajwalit Jain

What

is Quality?

Continuous Satisfaction of
Customer Requirements

A Customer-Centric View

What

is
Quality Management?

Achievement

of Quality at Low Cost.

What

is Total Quality
Management?

Attainment of
Total Quality
Through Everyones
Commitment on a Daily Basis

TQM is about
1. Total Customer Satisfaction.
2. Totality of Functions.
3. Total Range of Products Or Services.
4. All Dimensions of Quality.
5. Quality Instilled into Everything.
6. Satisfying Both the Internal & External Customers.
7. Retain Present Customers, Improve Profits and
8. Generate New Business.
9. Total Involvement in the Organisation
10. Organisational Culture.
11. Leadership and Commitment.

Why do we need quality?


Quality

makes customer happy

Companies exist to delight the customer

Poor

Quality reduces productivity and increases costs.

It is not quality that costs, it is all the things you do because


you do not have quality in the first place. [Crosby 1979]

Quality

is no longer an order winner, it is merely an order


qualifier.
High technology and complicated products make quality
a necessity. Computerization and automation increases
standardization and quality levels.
What technology makes possible today, it makes necessary
tomorrow. [Kolesar 1991]

The 9 Dimensions of Quality

Performance
Features
Conformance
----------------------------Reliability
Durability
Service
----------------------------Response- of Dealer/
Mfgr. to Customer
Aesthetics of product
Reputation- of
Mfgr./Dealer

Performance

Cost
Service

Features

Customer

Satisfaction
Organisational Diagram
CUSTOMERS

Front-line Staff
Functional
Department
Staff
Sr.
Mgrs
CEO

The TQM Organization


Quality infused Personnel and Processes.
TM

Q
U

MM
LM

L INPUTs
I
T
Y

Other Staff

SO ..
Quality is a state in which value entitlement is realized for the
customer and provider in every aspect of the business
relationship.
Business quality is highest when the costs are at the
absolute lowest for both the producer & consumer and is
most readily attained when the entirety of the
organizations human resource is engaged..

Effects of poor Quality

Low customer satisfaction


Low productivity, sales & profit
Low morale of workforce
More re-work, material & labour costs
High inspection costs
Delay in shipping
High repair costs
Higher inventory costs
Greater waste of material

The

Cost Of TQM

Many

companies believe that the costs of


the introduction of TQM are far greater
than the benefits it will produce. However
research across a number of industries
has costs involved in doing nothing, i.e.
the direct and indirect costs of quality
problems, are far greater than the costs of
implementing TQM.

TQM implementation

Begins with Sr. Managers and CEOs


Timing of the implementation process
Formation of Quality council
Union leaders must be involved with
TQM plans implementation
Everyone in the organisation needs to
be trained in quality awareness and
problem solving
Quality council decides QIP projects.

The Deming Philosophy


Create

and publish the aims and


purposes of the organization
Learn the new philosophy
Understand the purpose of inspection
Stop awarding business based on price
alone.
Improve constantly and forever the
System
Institute training
Teach and institute leadership

The Deming Philosophy


Drive

out fear,create trust,and create a climate


for innovation
Optimize the efforts of teams,groups,and staff
areas
Eliminate exhortations for the work force
Eliminate numerical quotas for the work force
Eliminate management by objectives
Remove barriers to pride of workmanship
Encourage education and self-improvement for
all
Take action to accomplish the transformation.

Ishikawa diagram, in fishbone shape, showing factors of


Equipment, Process, People, Materials, Environment and
Management, all affecting the overall problem. Smaller arrows
connect the sub-causes to major causes.

17

Continuous Process
Improvement
Process

refers to business and


production activities of an organisation
Business processesManufacturing,Design,
Sales,Purchase,Stores etc.are areas where
non-conformance can be reduced and
processes improved

Continuous Process
Improvement

FEEDBACK

INPUT
Materials
Money
Data,etc.

PROCESS
People
Equipment
Method
Environment
Materials
Procedures

CONDITIONS

OUTPUT
Information
Data
Product
Service,etc.

O/P

THE PDSA cycle

Act

Study

Plan
Plan
Plan

Do

Continuous Process Improvement cycle


Phase I Identify the Opportunity

Phase 7

Phase 2

Plan for the future

Act

Study

Phase 6
Standardise the solution

Plan

Analyze the process

Do
Phase 3
Develop the optimal solution(s)

Phae 5 Study the results

Phase 4 Implementation

The Process Improvement Cycle


Select a
process
Document
Study/document
Evaluate

Seek ways to
Improve it

Implement the
Improved process

Design an
Improved process
22

Kaizen Technique
Kaizen-

defines the managements role in


continuously encouraging and implementing
small improvements in the individual &
organization.
Break the complex process into subprocesses and then improve the subprocesses.
Continuous improvements in small
increments make the process more
efficient ,controllable and adaptable.
Does not rely on more expense,or
sophisticated equipment and techniques.

. Inventor of Six Sigma


Motorola

is known for its cool cell phones,


but the company's more lasting contribution
to the world is the quality-improvement
process called Six Sigma. In 1986 an
engineer named Bill Smith, sold then-Chief
Executive Robert Galvin on a plan to strive
for error-free products 99.9997% of the
time. It is the origin of Six Sigma.

Six Sigma
A

business process for improving quality,


reduce cost and increasing customer
satisfaction.
Statistically
Having no more than 3.4 defects per million
Conceptually

Program designed to reduce defects


Requires the use of certain tools and techniques
EX:

Motorola, Kodak, General Electric

25

Six Sigma Programs


Six

Sigma programs

Improve quality
Save time
Cut costs

Employed

in

Design
Production
Service
Inventory management
Delivery
26

Six Sigma Management components:


Providing

strong leadership
Defining performance merits
Selecting projects likely to succeed
Selecting and training appropriate people

Six Sigma Technical components:

Improving process performance


Reducing variation
Utilizing statistical models
Designing a structured improvement strategy
27

Basic Quality
Tools
Flowcharts
Check

sheets
Histograms
Pareto Charts
Scatter
diagrams
Control charts
Cause-andeffect diagrams
Run charts
28

Recent Quality Trends: ISO Series


Quality Certification: ISO 9000
Set

of international standards on quality management


and Quality assurance, critical to international Business

ISO

9000 series standards, briefly, require firms to


document their quality-control systems at every step so
that theyll be able to identify those areas that are
causing quality problems and correct them.

ISO

9000 requires companies to document


everything they do that affects the quality of goods
and services.
Hierarchical approach to documentation of the Quality
Management System
29

ISO 9000 Registration Process


When

an organization feels that its quality system is


good enough, it may ask an accredited registrar or
other third party audit team for pre-assessment.

The

final audit begins with a review of the company's


quality manual, which the accredited registrar or
third party audit team typically uses as its guide.
The audit team checks if the documented quality
system meets the requirement of ISO 9000.

When

the registrar is satisfied with the favorable


recommendation of the audit team, it grants
registration and issues a registration document to the
company.
30

THANKYOU

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