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Total Quality Management
Presented to: Prof Ganachri
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Group Members:
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Total Quality Management
Total Quality Management (TQM) is a
philosophy which involves company
practices that aim to harness the humanand material resources of an organization in
the most effective way to achieve the
objectives of the organization
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What is TQM?
Actions not justwords
(implementation)
Constant drivefor continuous
improvement
and learning.
Concern for
employeeinvolvement and
development
Managementby Fact
Result FocusPassion to delivercustomer value /
excellence
Organisation
responsibility
Process
Management
Partnership
perspective
(internal /
external)
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Five Pillars Of TQM
Product
Processes
Organization
Leadership
Commitment
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Evolution of Quality Management
Inspection
Quality
Control
Quality
Assurance
TQM
Salvage, sorting, grading, blending, corrective
actions, identify sources of non-conformance
Develop quality manual, process performance
data, self-inspection, product testing, basic
quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
planning, comprehensive quality manuals, use of
quality costs, involvement of non-production
operations,failure mode and effects analysis
Policy deployment, involve supplier & customers,
involve all operations, process management,
performance measurement, teamwork, employee
involvement.
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Fundamental Concepts
Commitment to TQM Commitment to TQM by the highest level of management.
Promotion of this concept to all levels and activities of the organization
Individual involvement
Devotion to continuous improvement
Customer satisfaction Internal customers
External customers
Customer needs
Customer expectations
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Fundamental Concepts
Quality Losses Ineffective and inefficient utilization of human, financial and material
resources in processes
Loss of customer satisfaction
Loss of opportunity to add more value
Loss due to waste or misuse of resources
Participation by all Strengths and abilities of individuals
Effective utilization of strengths and abilities
Communication and teamwork
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Fundamental Concepts
Process MeasurementsContinuous improvement
Problem Identification
Alignment of corporate objectives andIndividual attitudes
Personal Accountability
Personal Development
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Implementing Total Quality
Management Appropriate systems, improvement
tools and techniques
Application and coordination of theabove
Overcome resistance to change
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Implementing TQMOrganizational structure
Incremental improvement of processes
Review of the appropriateness of the organizational structure
Process Management Concept Process owner and process customer
Responsibilities of management and process owners
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Implementing TQMMeasurement of Performance
Monitoring the performance of all key functions and processes Key attributes: cost, time, flexibility, and quality
Indicators of process efficiency
Measures of customer satisfaction
Improvement planning techniques
Training
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Quality improvement
Situations requiring improvement High quality costs
Customer complaints
Health and safety considerations
Problem solving techniques Identify opportunities for improvement
Apply to all areas of the business
Review priorities of improvement before action
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Quality improvement
A methodology for quality improvement Involve the whole organization
Initiate quality improvement projects or
activities Investigate possible areas for improvement
Establish cause and effect relationship
Take improvement action Confirm the improvement
Sustain the gains
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Quality improvement
Problem solving process Identify subjects for improvement
Prioritize
Analyze causes of problem
Collect data for analysis
Assess alternative solutions for actions
Select the optimum solution for action
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Managing for quality improvement
Organizing for quality improvement Responsibilities for Quality improvement
Within the organizational hierarchy
Within the processes that flow across organizational
boundaries
Planning for quality improvement
Measuring quality improvementMeasure of quality losses
Associated with customer satisfaction
Associated with process efficiency
Sustained by society
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Managing for quality improvement
Measuring quality improvement Statistical interpretation of trends
Establish and meet numerical targets
Measure and track trends
Report and review measures
Measure the cost of measurement
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Tools for quality improvement
Pareto Analysis
Flowcharts
Checklists Histograms
Scatter Diagrams
Control Charts Cause-and-Effect Diagrams
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PARETO CHART
DEFINITION A Pareto Chart is a vertical bar chart in which the bars are arranged in
the descending order of their height starting from the left and prioritize
the problems or issues.
USES to prioritize problems
to analyze a process
to identify root causes
to verify that whatever improvement process you implement continues
to work
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NUMBER OFNUMBER OFCAUSECAUSE DEFECTSDEFECTS PERCENTAGEPERCENTAGE
Poor designPoor design 8080 6464 %%
Wrong part dimensionsWrong part dimensions 1616 1313
Defective partsDefective parts 1212 1010
Incorrect machine calibrationIncorrect machine calibration 77 66
Operator errorsOperator errors 44 33
Defective materialDefective material 33 22Surface abrasionsSurface abrasions 33 22
125125 100100 %%
Pareto Analysis
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Percentf r
om
each
cause
Percent
from
each
cause
Causes of poor qualityCauses of poor quality
Machinec
alibr
ations
Machinec
alibr
ations
Defe
ctive
parts
Defective
parts
Wrong
dim
ensio
ns
Wrong
dim
ensio
ns
Poor
Design
Poor
Design
Operator
erro
rs
Operator
errors
Defe
ctive
materials
Defe
ctive
materials
Surfa
ceabrasio
ns
Surfa
ceabr
asio
ns
00
1010
2020
3030
4040
5050
6060
7070(64)(64)
(13)(13)(10)(10)
(6)(6)(3)(3) (2)(2) (2)(2)
Pareto Chart
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Flow Charts
Operation DecisionStart/Finish
Start/Finish
Operation
OperationOperation
Operation
Decision
Flow charts are nothing but graphical representation of steps involved in a
process. Flow charts give in detail the sequence involved in the material,
machine and operation that are involved in the completion of the process.
Thus, they are the excellent means of documenting the steps that are carried
out in a process.
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Check Sheet
COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 2002REPAIR TECHNICIAN: Bob
TV SET MODEL 1013
Integrated Circuits ||||Capacitors |||| |||| |||| |||| |||| ||
Resistors ||Transformers ||||CommandsCRT |
Check sheets are nothing but forms that can be used to systematically collect data.
Check sheet give the user a place to start and provides the steps to be followed in
Collecting the data
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CHECK SHEET
USES to gather data
to test a theory
to evaluate alternate
solutions to verify that whatever
improvement process
you implement
continues to work
STEPS team agrees on what to
observe
decide who collects data
decide time period forcollecting data
design Check Sheet
collect data
compile data in theCheck Sheet
review Check Sheet
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Histogram
0
5
10
15
20
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
Histograms help in understanding the variation in the process. It also helps in
estimating the process capability.
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Scatter Diagram
YY
XX
It is a graph of points plotted; this graph is helpful in comparing two variables.
The distribution of the points helps in identifying the cause and effect relationshipBetween two variables.
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Control Chart
1818
1212
66
33
99
1515
2121
2424
22 44 66 88 1010 1212 1414 1616
Sample numberSample number
Numb
erofd
efects
Numberofd
efect s
UCL = 23.35
LCL = 1.99
c= 12.67
A control chart is nothing but a run chart with limits. This is helpful in finding the
amount and nature of variation in a process.
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Cause and Effect Diagram
Developed by Dr Kaoru Ishikawa in 1943. It is also known bythe name of 1) Ishikawa diagram,
2)Fishbone diagram.
This diagram is helpful in representing the relationshipbetween an effect and the potential or possible causes thatinfluences it.
This is very much helpful when one want to find out thesolution to a particular problem that could have a number ofcauses for it and when we are interested in finding out theroot cause for it.
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Cause-and-Effect Diagram
Quality
Problem
Quality
Problem
Out of adjustmentOut of adjustment
Tooling problemsTooling problems
Old / wornOld / worn
MachinesMachines
FaultyFaulty
testing equipmenttesting equipment
Incorrect specificationsIncorrect specifications
Improper methodsImproper methods
MeasurementMeasurement
Poor supervisionPoor supervision
Lack of concentrationLack of concentration
Inadequate trainingInadequate training
HumanHuman
DeficienciesDeficiencies
in product designin product design
Ineffective qualityIneffective quality
managementmanagement
Poor process designPoor process design
ProcessProcess
InaccurateInaccurate
temperaturetemperature
controlcontrol
Dust and DirtDust and Dirt
EnvironmentEnvironment
Defective from vendorDefective from vendor
Not to specificationsNot to specifications
Material-Material-
handling problemshandling problems
MaterialsMaterials
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The Continuous Improvement Process
Measure
ment
Mea
surem
en
t
Measurement
Empowerment/
Shared Leadership
Process
Improvement/
Problem
Solving
Team
Management
Customer
Satisfaction
Business
Results
. . .
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Cost of Quality
The seven sources of waste Overproduction
Defective products
Waiting lines and delays
Stocks of intermediaries/semi-finished products
Transportation
Ineffective procedures
Ineffective movements or actions
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BARRIERS
Lack of management commitment Inability to change organizational culture
Improper planning
Lack of continuous training and education
Incompatible organizational structure
Insufficient resources
Use of prepackaged program
Ineffective measurement techniques
Inadequate attention to customers Inappropriate conditions for implementation
Inadequate use of teamwork
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Employee Empowerment
TQM stresses team work in solving quality problems , e.g.
quality circle, brainstorming, discussion, quality control tools What is a Quality circle a team of volunteer production
employees and their supervisors (8-10) that volunteer and meetregularly to solve quality problems.
Team meets weekly; analyses and solve problems, decisions
made through group consensus. Open discussion promoted; criticism not allowed
Employees viewed as most important organizational resource
and great care is taken in employee hiring and training.
Employees extensively trained in customer service,
communication, and quality awareness
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PresentationImplementation
Monitoring
SolutionProblem results
Problem
AnalysisCause and effect
Data collection
and analysis
Problem
IdentificationList alternatives
Consensus
Brainstorming
TrainingGroup processes
Data collection
Problem analysis
Organization8-10 members
Same area
Supervisor/moderator
Quality
Circles
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Elements for Success
Management Support
Mission Statement
Proper Planning
Customer and Bottom Line Focus
Measurement
Empowerment
Teamwork/Effective Meetings
Continuous Process Improvement Dedicated Resources
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Six Sigma
Business improvement approach that seeks tofind andeliminate causes of defects and errors in processes by
focusing on outputs that are critical to customers.
The term Six Sigma is based on a statistical measure that
equates 3.4 or fewer errors or defects per millionopportunities.
Motorola pioneered the concept of Six Sigma.
The late Bill Smith, a reliability engineer is credited with
conceiving the idea of Six Sigma. GE (specifically CEO Jack Welch) extensively promoted it.
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Black Belts and Green Belts
Champion
an executive responsible
for project success
Black Belt
project leader
Master Black Belt
a teacher and mentor for
Black Belts
Green Belts
project team members
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3.4 DPMO3.4 DPMO
67,000 DPMO
cost = 25% of sales
67,000 DPMO
cost = 25% of sales
DEFINEDEFINE CONTROLCONTROLIMPROVEIMPROVEANALYZEANALYZEMEASUREMEASURE
Six Sigma: DMAIC
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Contrasts between traditional TQM and Six Sigma
TQM is based largely on worker empowerment and teams; SS isowned by business leader champions.
TQM is process based; SS projects are truly cross-functional.
TQM training is generally limited to simple improvements toolsand concepts; SS is more rigorous with advanced statisticalmethods.
TQM has little emphasis on financial accountability; SS requires
verifiable return on investment and focus on bottom line.
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Kaizen
A Japanese term meaning change for the better the
concept implies a CONTINUOS IMPROVEMENT in
all company functions at all levels. It is more cultural
attitude and a life style rather than techniques.
Since the improvement is gradual, the expenditure to
achieve the process is very small.
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Total Quality Management (TQM) Programs
Motorola - Six Sigma
Xerox - Leadership through Quality
Intel - Perfect Design Quality
Hewlett-Packard - Total Quality Control
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Case Study
and
Illustrations
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A Case Study
onPending Papers
by
Quality Circle
of M/S Techtronics Pvt. Ltd., Hyderabad
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The Problem :
To reduce the Time Gap between receipts of
letters or communication and the Disposal oraction taken.
Data Collected:Data revealed that on an Average 4-7 Days are
taken to dispose a paper or a letter of
communication.
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Brainstorming:
Reasons for delay were;
1. Lack of proper Planning
2. Improper codification of files
3. Postponement
4. Disturbance
5. Tension
6. Insufficient Time
7. Insufficient Staff
8. No clear Job Specification
9. Everything is not in Place
10.Other reasons
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Major Causes:
After discussion it was identified that the
major causes for the delay were:
1.Lack of Planning 40%2.The presence of Tension 20%
3.The Attitude to Postpone 15%
4.Lack of Allocation of work 10%
5.Other reasons 15%
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Recommendations:
1. Planning:
Know the capacity, work load, etc.
Prioratise
1. Tension:
Rectify mistake at initial stageitself
Complete the task in time
1. Postponement:
Reallocation of work
Increase efficiency
Additional manpower
4. Allocation of Work:
Know the importance of work, time
factor
Work to be equally distributed
Communication must be clear
Think what to do, when and how
5. Everything in Place and
Place for Everything: Files, stationary, etc. to be kept in
an orderly manner
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Solution and Conclusion..
Plan the work in advance
Do things right at first time
Do one job at a time
Never postpone work
Prioritise the work and plan your time
Everything in place and place for everything must be strictly followed
Conclusion:
The average time taken previously to dispose off the papers was 4-7
days.
After implementing Quality Circle, the papers are disposed off within 48
hours.
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Illustrations on TQM
Illustrations on TQM.xls
http://sums%20on%20tqm.xls/http://sums%20on%20tqm.xls/8/8/2019 Final TQM 20.8.10
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Quality is a Journey, not aDestination.
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