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TOTALQUALITY
MANAGEMENT
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A PROJECT REPORT ON
TOTAL QUALITY MANAGEMENTIN
CGI Information Systems & Management Cons !tants P"t# Lt$#
SU%MITTE %Y
RA 'I(A TIMIR (URAM%'ATTI
%AC'ELOR O) MANAGEMENT STU IES
SEMISTER *
ACCE EMIC YEAR +,,-.+,,/
UN ER T'E GUI ENCE O)
PRO)# MR#(AILAS' C'ITNIS
SU%MITTE TO
UNI*ERSITY O) MUM%AI
ATE O) SU%MISSION+0.SEP.+,,-
(#G#JOS'I COLLEGE O) ARTSAN
N#G# %E E(AR COLLEGE O) COMMERCEAN MANAGEMENT STU IES
C1en$ani % n$er Roa$2 T1ane 3,,4,5Te! ,++.+677 +35+
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(#G#JOS'I COLLEGE O) ARTS
AN
N#G# %E E(AR COLLEGE O) COMMERCE
AN MANAGEMENT STU IES
ECLARATION
I Radhika Timir Kurambhatti, student of Joshi-Bedekar College of T.Y.BMS
S!M "# hereb$ inform that I ha%e &om'leted this 'ro(e&t on Total )ualit$
Management in C*I in the a&ademi& $ear + -+ . The information
submitted is true and original to the best of m$ kno/ledge.
Signature
Radhika Timir Kurambhatti
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AC(NO8LE GEMENT
It gi%es me great 'leasure to 're'are 'ro(e&t re'ort on Total )ualit$
Management in C*I and 'resent it to K.*.Joshi College of 0rts and 1.*.
Bedekar College of Commer&e and management studies affiliated to Mumbai
2ni%ersit$. I am %er$ thankful to 3rof. Mr. Kailash Chitnis for 'ro%iding %aluable
guidan&e and ad%i&e from time to time.
I /ould like to thank Mr. "ina$ Thal$ 4ire&tor Consulting Ser%i&es# and
Shantanoo Joshi Consultant#.
This re'ort is the &ombined su''ort of all abo%e mentioned and /ithout /hom
the 'ro(e&t &ould not be &om'leted.
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E9ECUTI*E SUMMARY
The 'ro(e&t is on Total )ualit$ Management in 5C*I6.
7irst &ha'ter addresses To'i&, 0ims, 8b(e&ti%es, S&o'e and regarding strateg$
follo/ed
Cha'ter T/o e9'lains about 4efinition : !%olution of )ualit$ and about
Contribution of )ualit$ *uru;s
Con&e't of T)M, Tools : Te&hni
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PROJECT CONTENTS
Chapter 1 - Project Introduction
Topic 1
Aims & Objectives 1
Scope of Project 2Strategy followed to execute Project 2
Chapter 2 -Preface
Quality efi!itio! "Quality #volutio! $
%o!tributio! of Quality urus '( ) 11
Chapter 3 -Introduction to Total Qualit!ana"e#ent $TQ!%
%o!cept of TQ* 12 ) 1"
Tools & Tec+!i,ues of TQ* 1$ ) 1-
Quality %ircles 2' ) 2.
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Chapter & -C'I() TQ! )trate"
About % / 2- ) "1
TQ* strategy "2 ) "(
Chapter * -TQ! i#ple#entation in C'I
efi!itio! a!d #stablis+me!t ofQuality System *a!ageme!t 0QS* " ) "34sage of Quality System*a!ageme!t 0QS* "3 ) ".
*o!itor a!d /mprove QualitySystem *a!ageme!t 0QS* ". ) "-
Chapter + -Project ,nal )i)
Adva!tage of TQ* $' ) $2
5imitatio!s of TQ* $" ) $$
Chapter -Reco##endation) $( ) $
Chapter . -,nne/ure $3 ) $.
Chapter 0 - i lio"raph 4e lio"raph $-
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CHAPTER 1CHAPTER 1PROJECT INTRO56CTION
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PROJECT INTRO UCTION
To:i;
2nderstand the &on&e't of Total )ualit$ Management and to see ho/ it is
im'lemented in IT Com'an$
Aims & O
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S;o:e of Pro=e;t
The s&o'e is limited to im'lementation of T)M in C*I through IS8 @ ,
CMMi /hi&h mainl$ &o%ers ma(orit$ of Si9 Sigma &on&e'ts # and through their
internal e$ to e?e; te Pro=e;t
3re'are detailed a&ti%it$ list
3ro%ide effort and &ost
3re'are de'enden&$ 'lan based on assigned a&ti%ities
Im'lement the a&ti%ities
Re%ise the 'lan
4o&ument the learning
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3age +
CHAPTER 2CHAPTER 2
PRE7,CE
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Q a!ity @ efinition
efinition
)20AITY means )itness for UseB as 'er 4r. Juran. The &om'onents are said
to 'ossess good
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3age
Q a!ity E"o! tion
3hase )ualit$
Measurement
)ualit$
Control
)ualit$
0ssuran&e
Total )ualit$
ManagementS&o'e 3rodu&ts Ra/
Material
: 3rodu&ts
Ra/ Material
: 3rodu&ts
:3ro&ess
Ra/ Material
: 3rodu&ts :
0ll 3ro&ess
0rea of
0&tion
!nd of Aine !nd of Aine 8nline Before the beginning
S$stem 0''raisal 0''raisal 0''raisal
3re%ention
3re%ention
0''raisal7un&tion Ins'e&tion Ins'e&tion
Control
Ins'e&tion
0nal$sis
3lan, Control,
Im'ro%e and 0uditStatus 8'erators Su'er%isor Manager *eneral Manager or
"i&e 3resident
Re'orting 3rodu&tionSu'er%isor
>orksManager
*eneralManager
Managing 4ire&tor or3resident
3age D
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Contri< tion of Q a!ity G r s
0 *uru, b$ definition, is a good 'erson, a /ise 'erson and a tea&her. 0
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D. Im'ro%e the
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3age
It is a uni%ersal im'ro%ement methodolog$, the idea being to &onstantl$
im'ro%e, and thereb$ redu&e the differen&e bet/een the re
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3age G
=e &on&entrated not (ust on the end &ustomer, but on other e9ternal and
internal &ustomers. !a&h 'erson along the &hain, from 'rodu&t designer to final
users, is a su''lier and a &ustomer. In addition, the 'erson /ill be a 'ro&ess,
&arr$ing out some transformation or a&ti%it$.
r (aor Is1iDa>a @ The Ja'anese, made man$ &ontributions to
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=e distinguished bet/een 5errors6, /hi&h are ine%itable, and 5defe&ts6, /hi&h
result /hen an error rea&hes a &ustomer, and the aim of 3oka-Yoke Ja'anese
term, that means 5mistake-'roofing6# is to sto' errors be&oming defe&ts. 4efe&ts
arise be&ause errors are made and there is a &ause and effe&t relationshi'
bet/een the t/o. ero
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@. 7orm a management le%el 0#, enabling the leader to kee' in tou&h /ith &ustomers, inno%ation and
'eo'le, the three main
areas in the 'ursuit of e9&ellen&e. =e belie%es that, as the effe&ti%e leader
/alks, at least ma(or a&ti%ities are ha''ening
Aistening suggests å #
Tea&hing %alues are transmitted #
7a&ilitating able to gi%e on-the-s'ot hel'#3age @
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=a%ing resear&hed su&&essful 0meri&an organi?ations, he &on&luded that an$
intelligent a''roa&h to organi?ing had to en&om'ass, and treat as
interde'endent, se%en %ariables, in /hat be&ame kno/n as the M&Kinse$ G-S
7rame/ork, designed to for&e e9'li&it thought about both the hard/are and
soft/are of an organi?ation
Con;! sion
0'art from abo%e 5gurus6, there are man$ other management 5gurus6 /hose
'hiloso'hies and ideas are also im'ortant but at end of the da$, it isorgani?ational &all to sele&t /hat is best and most suitable set of 'ro&esses for
their organi?ation based on their &urrent and future needs
3age @@
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CHAPTER 3CHAPTER 3
INTRO56CTIONTO
8TOT,9 Q6,9IT: !,N,'E!ENT;
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Con;e:t of TQM
Total )ualit$ Management is a management a''roa&h that originated in the
@ F ;s and has steadil$ be&ome more 'o'ular sin&e the earl$ @ ;s. Total
)ualit$ is a des&ri'tion of the &ulture, attitude and organi?ation of a &om'an$
that stri%es to 'ro%ide &ustomers /ith 'rodu&ts and ser%i&es that satisf$ their
needs. The &ulture re
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3age @+
e%olutionar$ standards /ith different se&tors &reating their o/n %ersion from the
foundation of T)M a&ti%ities /hi&h in&lude
Commitment b$ senior management and all em'lo$ees
Meeting &ustomer re
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3age @
Too!s an$ Te;1ni es of TQM
The basi& set of Total )ualit$ Management tools are
3areto 3rin&i'le
S&atter 3lots
Control Charts
7lo/ Charts
Cause and !ffe&t , 7ishbone, Ishika/a 4iagram
=istogram or Bar *ra'h
Che&k Aists
Che&k Sheets
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Pareto Prin;i:!e
The 3areto 'rin&i'le suggests that most effe&ts &ome from relati%el$ fe/
&auses. In
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0 s&atter 'lot is effe&ti%el$ a line gra'h /ith no line - i.e. the 'oint interse&tions
bet/een the t/o data sets are 'lotted but no attem't is made to 'h$si&all$ dra/
a line. The Y a9is is &on%entionall$ used for the &hara&teristi& /hose beha%ior
/e /ould like to 'redi&t. 2se to define the area of relationshi' bet/een t/o
%ariables.
>arning There ma$ a''ear to be a relationshi' on the 'lot /hen in realit$ there
is none, or both %ariables a&tuall$ relate inde'endentl$ to a third %ariable.
3age @F
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Contro! C1arts
Control &harts are a method of Statisti&al 3ro&ess Control, S3C. Control
s$stem for 'rodu&tion 'ro&esses#. The$ enable the &ontrol of distribution of
%ariation rather than attem'ting to &ontrol ea&h indi%idual %ariation. 2''er and
lo/er &ontrol and toleran&e limits are &al&ulated for a 'ro&ess and sam'led
measures are regularl$ 'lotted about a &entral line bet/een the t/o sets of
limits. The 'lotted line &orres'onds to the stabilit$Otrend of the 'ro&ess. 0&tion
&an be taken based on trend rather than on indi%idual %ariation. This 're%ents
o%er-&orre&tionO&om'ensation for random %ariation, /hi&h /ould lead to man$
re(e&ts.
3age @
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)!o> C1arts
3i&tures, s$mbols or te9t &ou'led /ith lines, arro/s on lines sho/ dire&tion of
flo/. !nables modeling of 'ro&essesH 'roblemsOo''ortunities and de&ision
'oints et&. 4e%elo's a &ommon understanding of a 'ro&ess b$ those in%ol%ed.
1o 'arti&ular standardi?ation of s$mbolog$, so &ommuni&ation to a different
audien&e ma$ re
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The &ause-and-effe&t diagram is a method for anal$?ing 'ro&ess dis'ersion.The diagram;s 'ur'ose is to relate &auses and effe&ts. Three basi& t$'es
4is'ersion anal$sis, 3ro&ess &lassifi&ation and &ause enumeration. !ffe&t P
'roblem to be resol%ed, o''ortunit$ to be gras'ed, result to be a&hie%ed.
!9&ellent for &a'turing team brainstorming out'ut and for filling in from the ;/ide
'i&ture;. =el's organi?e and relate fa&tors, 'ro%iding a se
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C1e;D S1eets
0 Che&k Sheet is a data re&ording form that has been designed to readil$
inter'ret results from the form itself. It needs to be designed for the s'e&ifi& data
it is to gather. 2sed for the &olle&tion of
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Q a!ity Cir;!es
%a;Dgro n$
T/o atom bombs dro''ed on Ja'an during @ DF, &on%erted the thri%ing,
industrial em'ire of Ja'an to dust and smoke, /ith millions killed or maimed.
!%er$ one thought it /ould be &enturies before Ja'an re-&a'tures its 'ristine
glor$, but Ja'an rose like a 'hoeni9 from ashes to be&ome the leading nation of
the /orld /ithin a short s'an of time. The 'o/er behind this mira&le /as fier&e
/ill, determination and &ommitment of Ja'anese 'eo'le and their
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Attri< tes of Q a!ity Cir;!es
)ualit$ Cir&le is a form of 'arti&i'ation management.)ualit$ Cir&le is a human resour&e de%elo'ment te&hni
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Im'ro%ed 8rgani?ational Culture
3ositi%e /orking en%ironment.Total in%ol%ement of 'eo'le at all le%els.
=igher moti%ational le%el.
PROCESS O) OPERATION
The o'eration of
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3age ++
In data &olle&tion, sam'les are used. This in%ol%es the &olle&tion of data from a
small 'o'ulation of the total 'o'ulation in%ol%ed. The sam'ling te&hni
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To ensure the su&&ess of the brainstorming 'ro&ess, it is im'ortant for the Cir&le
to flo/ the follo/ing rules
The sub(e&t for brainstorming should be &lear and a&&urate. 7or e9am'le,
members ma$ brainstorm to identif$ the &auses and reasons /h$ a &ertain task
&annot be &om'leted on s&hedule
!a&h member /ill gi%e onl$ o'inionOidea at ea&h turn regardless of the
number of ideas heOshe ma$ ha%e
0 tension-free atmos'here must be maintained to en&ourage free
e9'ression of ideas!%er$ idea e9'ressed should be /ritten on the bla&kO/hite board, fli' &hart
or noted do/n b$ a se&retar$..
0t the end of the brainstorming session, all the ideas e9'ressed should be
e%aluated one b$ one and short listed.
"oting is used to list the ideas a&&ording to 'riorit$. The 'rioriti?ation is
based on number of %otes re&ei%ed for ea&h idea..
Ca se an$ Effe;t Ana!ysis
The Cause and !ffe&t 0nal$sis is also kno/n as the 7ish-Bone 0nal$sis. This
te&hni
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su&h as Man2 Ma;1ine2 Materia! an$ Met1o$ et&.
Ste' 4etermine the Sub-Causes under the Main Causes. Through a 'ro&essof brainstorming, the sub-&auses of the 'roblem are identified and entered
belo/ the a''ro'riate main &auses. >here 'ossible, the sub-&auses are
further broken do/n into more detailed sub-sub-&auses
C1e;D S1eets
Che&k Sheets are an effe&ti%e means of gathering data in a hel'ful and
meaningful /a$.
Kaoru Ishika/a is often &redited /ith Ndemo&rati?ing statisti&s.N This relates to
his desire to s'read
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3rioriti?e 'roblems, goals, and ob(e&ti%es
Identif$ root &auses
Sele&t and define ke$ hat is the most &ommon &om'laint of 'arents before and
after the ne/ 'rin&i'al /as hiredLH has the initiation of a
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3age +
Intro$ ;ing Q a!ity Cir;!e in an OrganiFation
)ualit$ &ir&le is a ne/ &on&e't and its introdu&tion ma$ &ause some resistan&e
on the 'art of the em'lo$ees. Therefore, before introdu&ing
are %er$ im'ortant in this regard. This /ill lead to identifi&ation of the 'roblems that
hinder
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3age +G
Im:!ementation 3ro'er 'ubli&it$ should be gi%en to the suggestions of
)ualit$ &ir&les /hi&h are being 'ut into 'ra&ti&e. This /ill moti%ate the
em'lo$ees, as the$ /ill feel im'ortan&e of ha%ing &ontributed to /ell being of
the organi?ation.
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3age +
CHAPTER 4CHAPTER 4
C'I
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o 7ounded in @ G
o Re%enue run rate of C41 . billion
o Ba&klog of C41 @+. billion
o 0''ro9imatel$ +G, 'rofessionals
o More than @ offi&es ser%ing &lients in @ &ountries
o 8ne of the largest inde'endent IT and business 'ro&ess ser%i&es
&om'anies
o 1YS! *IB TS *IB.0
o . out of @ satisfa&tion ranking in + G from C*IEs IS8
@ + &ertified &lient management 'ro&ess
o
!nd-to-end ser%i&eso Consulting
o S$stems integration
o Management of IT and business fun&tions
o @ U 'ro'rietar$ business solutions
o 7o&used industr$ e9'ertise
o 7inan&ial ser%i&es
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o *o%ernment and health&are
o Tele&ommuni&ations and utilities
o Manufa&turing , Retail and distribution
3age +
o The$ are 'artnered /ith the follo/ing
o DF of F to' banks in the 0meri&as and !uro'e, and @@ of the @F
largest global 'ro'ert$ and &asualt$ insurers
o =undreds of go%ernment agen&ies and health&are organi?ations
o G of the @ largest global tele&om &arriers
o Aeading global manufa&turers in aeros'a&e, metals and mining,
&hemi&als, and oil and gas
o =undreds of retailers and multi'le distribution segments and
&hannels, in&luding 'ostal ser%i&es, trans'ortation and logisti&s, and /holesale
distribution
Re'resentati%e Clients
o 0ir Canada , 0llstate Insuran&e ,0meri&an !9'ress , 0T:T ,0ustralian
and 1e/ ealand Bank 01 # , 0 0 , Bank of 0meri&a , Bell Canada , BellSouth ,
Blue Cross Blue Shield ,Bombardier , Common/ealth of "irginia , 4es(ardins ,
!nbridge 3etroleum , *o%ernment of Canada , *o%ernment of )uebe& , =SBC
=oldings 'l& , =$dro-)uQbe& , If SkadefVrsWkring 0B , J3Morgan Chase : Co, ,
Aibert$ Mutual , Alo$ds TSB *rou' 3l& , Aos 0ngeles Count$ , Manu life 7inan&ial ,
Merrill A$n&h , Mi&helin 1orth 0meri&a , 1ational Bank of Canada , 1e/ York Cit$ ,
3rudential 7inan&ial , Rio Tinto 0l&an , S'rint 3CS , Telstra
!9tra&t from ///.&gi.&om - Cor'orate statisti&s %erified as on June +
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3age
In brief, C*I is Montreal Canada# based $ears old IT &om'an$, ha%ing
+G, members a&ross the globe. The entire business is di%ided more than
@ offi&es globall$, in multi'le &ountries, in %arious regions and in %arious
Business units. C*I India is one of the business units amongst all ha%ing more
than @+ members /ith offi&es in India. T/o offi&es are lo&ated in Bangalore
and one in Mumbai in See'?, 0ndheri.
C*I is in T)M sin&e last @ $ears. C*I is IS8 @ from last @ $ears#, IS8
+G @ from last + $ears# and S!I CMM Ae%el F from last F $ears#
&ertifiedOassessed &om'an$.
C*I is ha%ing Cor'orate )ualit$ de'artment to take &are of T)M at global le%el
and ha%ing )ualit$ de'artment at ea&h business unit. In India this de'artment is
&alled 5Total Soft/are )ualit$ Management TS)M#6, ha%ing + full time
members @+ for Bangalore and for Mumbai#.s
The res'onsibilities of TS)M are
Training to all members on all internal as /ell as e9ternal
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3re'are kno/ledge Management s$stem and 3ro&ess 0ssets re'ositor$
2nderstand and im'lement industries best 'ra&ti&es
3age @
TQM @ CGI StrategyBefore going through the strateg$ let us understand three ke$ terminolog$
differen&es.
Mem
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Res'e&t
7inan&ial Strength
Cor'orate so&ial res'onsibilit$
3age +
2sing these %alues C*I has s'read message of T)M a&ross all le%els. Sharing
the same %alues allo/s C*I to en(o$ &onsiderable autonom$ and s/iftness of
a&tion /ithout &om'romising their &ohesi%eness. It also allo/s them to mobili?e
teams more ra'idl$ and bring together the most e9'erien&ed indi%iduals from
a&ross the &om'an$, /ho are able to
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!9er&ise the highest degree of inde'endent thinking in sele&ting the 'rodu&ts,
ser%i&es and solutions the$ re&ommend to &lients. In doing so, the$ adhere to
3age
the highest %alues of
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Their business model is designed to ensure that the$ are &lose to their
3age D
&lients and &ommunities. The$ embra&e their so&ial res'onsibilities and
&ontribute to the &ontinuous de%elo'ment of the &ommunities in /hi&h /e all
li%e and /ork.
To summari?e, demonstrating these %alues from leaders, &ontinuous training
to all members at all le%els, res'e&ting member kno/ledge, 'ro%iding e9&ellent
en%ironment /here there is no fear to share kno/ledge are essential a&ti%itiesC*I ensure to im'lement T)M
C*I ensures to 'ro%ide )ualit$ not onl$ in their end 'rodu&t or ser%i&e but also
make it an integral 'art of their business ruleO'ro&esses /hi&h the$ use to
&reate their goods and ser%i&es. 0n effe&ti%e T)M 'rogram /ill 'rodu&e greater
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3age F
CHAPTER 5CHAPTER 5
8TQ!; I!P9E!ENT,TION INC'I
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TQM Im:!ementation in CGI
efinition an$ Esta
7irst ste' that /as follo/ed to/ards T)M /as identifi&ation of all re
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res'onsibilit$ to 'ublish )SM time to time and ensure to address the same
/hen e%er and /here e%er the$ found o''ortunit$. 0ll rehile defining
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engagement are also &onsidering business goals too. The &ommon
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from &ondu&ting S)0! &he&ks, &oordinating internal and e9ternal audits,
S)0!O)0! also hel's assigned team for their &larifi&ations,
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2sing Statisti&al tool TS)M anal$?e them all and if found %alue addition to C*I
suggest management to take a''ro'riate a&tion.
This is ho/ C*I is ado'ted T)M along /ith IS8 @ and Cmmi /hi&h is
getting audited or assessed b$ third 'art$ on 'eriodi& basis sin&e long.
3age
CHAPTER 6CHAPTER 6
PROJECT ,N,9:SIS
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A$"antages of TQM
) !!y ;!ient $ri"en
o 7aster, Better and Chea'er is the mantra of T)M. !%er$ a&ti%it$ is 'lanned
and im'lemented to ensure &ustomer delight. Customer &o%ers internal as /ell as
e9ternal &ustomer. 0ll em'lo$ees are full$ fo&used on satisf$ing or delighting their
&lients /ithout &om'romising on
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o Im'ro%ements are not onl$ based on 'ast e9'erien&e or learningEs but
also based on suggestions a&ross all le%els. 0s em'lo$ees are full$ trained and
full$ fo&used on their /ork the$ are the right &hannels to kno/ the im'ro%ement
areaEs /hi&h is en&ouraged through suggestions s&heme. *ood Suggestions are
re/arded instantl$ or on
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o The data for all im'ortant a&ti%ities are &olle&ted as measurement. These
measurement data is used to take de&ision or to fore&ast or 'redi&t the business.
4e&isions are not 'erson de'endant but 'ro&ess de'endant.
3age D@
"arious tools su&h Brainstorming, 7ish Bone, 3areto, Control Charts,
=istogram, Correlation, Regression are used to &ontrol %arian&e and
%ariation.
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3age D+
Limitation of TQM
o T)M is a 'hiloso'h$
o It is not
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o *oals are not dead line.
3age D
o "er$ often, Changes is triggered b$ internal &ustomer re
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3age DD
CHAPTER 7CHAPTER 7
RECO!!EN5,TIONS
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Re;ommen$ations
0fter going through the &on&e't, ad%antage, limitation of T)M and /here T)M
is im'lemented along /ith IS8 @ and CMMi suggesting for follo/ing
re&ommendations based on m$ obser%ations and learningEs,.
Better to im'lement T)M /ith IS8 @ or /ith CMMI or Si9 Sigma so that it
/ill not remain &on&e't or 3hiloso'h$ or theor$ but it should be integral 'art of
organi?ation me&hanism in 'la&e to address, resol%e and 're%ent all
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3age DF
0'art from Brainstorming, 7ish Bone, 3areto, Control Charts, =istogram,
Correlation and Regression it should fa&ilitate usage of im'ro%ement, su&h as
7ailure Mode and !ffe&t 0nal$sis 7M!0#, )ualit$
7un&tion 4e'lo$ment )74# and other tools of si9 sigma to hel' to mo%e the
&om'an$ to/ards being a /orld-&lass o'eration.
So to delight $our internal as /ell as e9ternal &lients go for
If yo $on t go someone e!se >i!! ##
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3age D
CHAPTER 8CHAPTER 8
,NNE=6RE
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Q estionnaires
o >hat is the mission and %ision of C*IL
o >hat are the ob(e&ti%es or goals of C*IL
o >ould $ou 'lease des&ribe about )ualit$ Journe$ of C*ILo *loball$ as /ell as in India
o >ho is the lead auditor for C*I for IS8 @L
o >ho is the lead auditor for C*I for IS8 +G @L
o >ho is the lead auditor for C*I for CMMi Ae%el FL
o >hat is the strength of C*I IndiaL
o 4o $ou ha%e se'arate de'artment for )ualit$L
o If $es, then ho/ man$ em'lo$ees are /orking in thatL
o If no, then ho/ $ou manage
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o 7or referring at home or /ithin offi&e onl$L
o Can I take notes from hard &o'$ and re'rodu&e $our a&ti%ities in m$
'ro(e&t after getting re%ie/ed from $our membersL
o
=o/ T)M is getting im'lemented in C*ILo >hat are the resour&es rehat are the %arious tools $ou are using for im'lementing T)ML
o =o/ do $ou ensure to kee' $our &ustomer and $our em'lo$ee
ha''$L
o 4o $our follo/ an$ measurement 'lan to monitor $our business goals
or ob(e&ti%esL
o 4o $ou follo/ s'e&ifi& 'ro&ess to handle &ustomer &om'laintsL
o Internal as /ell as e9ternalLo 4o $ou follo/ s'e&ifi& 'ro&ess to handle suggestion, im'ro%ement
and inno%ationL
o =o/ do $ou 'romote
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3age D
CHAPTER 9CHAPTER 9
I 9IO'R,P>: 4E 9IO'R,P>:
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%i
o 3rodu&ti%it$ : )ualit$ Management S.4. 0'hale
o T)M : IS8 for 0r&hite&ts and 4esigners Charles 1elson
o Si9 Sigma Bla&k Belt training Material 0sian Institute of )ualit$
Management
8e
o >>>.*88*A!.C8M
o
>>>.C*I.C8Mo >>>.ISI SI*M0.C8M
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3age D