Upload
arun-mishra
View
217
Download
0
Embed Size (px)
Citation preview
7/30/2019 OM Lecture 23
1/34
B Y
A R U N M I S H R A
Total Quality Management
(TQM)
7/30/2019 OM Lecture 23
2/34
Total Quality Management
New Thinking About Quality
Old Quality is smallq New Quality is BigQ
About products About organisations
Technical Strategic For inspectors For everyone
Led by experts Led by Management
High grade The appropriate grade
About control About improvement
7/30/2019 OM Lecture 23
3/34
What is Total Quality Management (TQM)?
A philosophy that involves everyone in an organisation in a
continual effort to improve quality and achieve customer
satisfaction.
Encompasses entire organization, from supplier tocustomer
Stresses a commitment by management to have acontinuing, companywide drive toward excellence in allaspects of products and services that are important to the
customer.
7/30/2019 OM Lecture 23
4/34
Principles of Total Quality
1. Focus on the customer (Both internal &external
2. Participation and Team work
3. Employee involvement and empowerment4. Continuous improvement and learning.
7/30/2019 OM Lecture 23
5/34
Seven Concepts of TQM
Continuous improvement
Six Sigma
Employee empowerment
Benchmarking Just-in-time (JIT)
Taguchi concepts
Knowledge of TQM tools
7/30/2019 OM Lecture 23
6/34
Represents continual improvementof all processes
Involves all operations and workcenters including suppliers andcustomers
People, Equipment, Materials,Procedures
Continuous Improvement
7/30/2019 OM Lecture 23
7/34
2. Do
Test theplan
3. Check
Is the planworking?
4. Act
Implement the
plan
1.Plan
Identify theimprovement &
make a plan
Shewharts PDCA Model
7/30/2019 OM Lecture 23
8/34
Two meanings
Statistical definition of a process that is99.9997% capable, 3.4 defects permillion opportunities (DPMO)
A program designed to reduce defects,lower costs, and improve customer
satisfaction
Six Sigma
7/30/2019 OM Lecture 23
9/34
Six Sigma
1. Define critical outputsand identify gaps forimprovement
2. Measure the work andcollect process data
3. Analyze the data
4. Improve the process
5. Control the new process tomake sure new performance ismaintained
DMAIC Approach
7/30/2019 OM Lecture 23
10/34
Employee Empowerment
Getting employees involved in product andprocess improvements
85% of quality problems are due to process
and material Techniques
Build communication networks that
include employees
Develop open, supportive supervisors
Move responsibility to employees
Build a high-morale organization
Create formal team structures
7/30/2019 OM Lecture 23
11/34
Quality Circles
Group of employees who meetregularly to solve problems
Trained in planning, problemsolving, and statistical methods
Often led by a facilitator
Very effective when done properly
7/30/2019 OM Lecture 23
12/34
Taguchi Concepts
Engineering and experimental designmethods to improve product andprocess design
Identify key component and processvariables affecting product variation
Taguchi Concepts
Quality robustness
Quality loss function
Target-oriented quality
7/30/2019 OM Lecture 23
13/34
Quality Robustness
Ability to produce products uniformly inadverse manufacturing and environmentalconditions
Remove the effects of adverse conditions Small variations in materials and process do
not destroy product quality
7/30/2019 OM Lecture 23
14/34
Tools of TQM
Tools for Generating Ideas
Check sheets
Scatter diagrams
Cause-and-effect diagrams Tools to Organize the Data
Pareto charts
Flowcharts
Tools for Identifying Problems
Histogram
Statistical process control chart
7/30/2019 OM Lecture 23
15/34
/
/
/ / /// /
// ///
// ////
///
//
/
Hour
Defect 1 2 3 4 5 6 7 8
A
B
C
/
/
//
/
Seven Tools of TQM
(a) Check Sheet:An organized method of recording data
7/30/2019 OM Lecture 23
16/34
Seven Tools of TQM
(b) Scatter Diagram:A graph of the value of one variablevs. another variable
Absenteeism
P
roductivity
7/30/2019 OM Lecture 23
17/34
Seven Tools of TQM
(c) Cause-and-Effect Diagram: A tool that identifiesprocess elements (causes) that might effect anoutcome
Figure 6.6
Cause
Materials Methods
Manpower Machinery
Effect
7/30/2019 OM Lecture 23
18/34
Seven Tools of TQM
(d) Pareto Chart:A graph to identify and plot problems ordefects in descending order of frequency
Figure 6.6
Fre
quency
P
ercent
A B C D E
7/30/2019 OM Lecture 23
19/34
Seven Tools of TQM
(e) Flowchart (Process Diagram): A chart that describesthe steps in a process
Figure 6.6
7/30/2019 OM Lecture 23
20/34
Seven Tools of TQM
(f) Histogram: A distribution showing the frequency ofoccurrences of a variable
Figure 6.6
Distribution
Repair time (minutes)
Frequency
7/30/2019 OM Lecture 23
21/34
Seven Tools of TQM
(g) Statistical Process Control Chart: A chart with time onthe horizontal axis to plot values of a statistic
Figure 6.6
Upper control limit
Target value
Lower control limit
Time
7/30/2019 OM Lecture 23
22/34
Cause-and-Effect Diagrams
Material(ball)
Method(shooting process)
Machine(hoop &
backboard)
Manpower(shooter)
Missedfree-throws
Figure 6.7
Rim alignment
Rim size
Backboardstability
Rim height
Follow-through
Hand position
Aiming point
Bend knees
Balance
Size of ball
Lopsidedness
Grain/Feel(grip)
Air pressure
Training
Conditioning Motivation
Concentration
Consistency
7/30/2019 OM Lecture 23
23/34
Pareto Charts
Number of
occurrences
Room svc Check-in Pool hours Minibar Misc.72% 16% 5% 4% 3%
12
4 3 2
54
100
93 88
72
70
60
50
40
30
20
10
0
Frequency(number)
Causes and percent of the total
C
umulativepercen
t
Data for October
7/30/2019 OM Lecture 23
24/34
Flow Charts
MRI Flowchart
1. Physician schedules MRI2. Patient taken to MRI3. Patient signs in4. Patient is prepped5. Technician carries out MRI6. Technician inspects film
7. If unsatisfactory, repeat8. Patient taken back to room9. MRI read by radiologist10. MRI report transferred to
physician11. Patient and physician discuss
11
10
20%
9
880%1 2 3 4 5 6 7
7/30/2019 OM Lecture 23
25/34
Three Levels of Quality
Meeting external customerrequirements
Organisationlevel
Meeting the needs of internalcustomersProcess level
Meeting the requirements ofaccuracy, completeness innovation,timeliness and cost.
Performer level(job level or task design
level)
7/30/2019 OM Lecture 23
26/34
Kaizen Movement or Japanese 5 S Approach
1. Seiri Straighten-up Avoid unnecessary materials, tools,machinery, documents etc.
2. Seitonputting things in orderEverything should be in itsplace and there should be place for everything (good house
keeping)3. Seiso clean-upEvery individual should clean-up his
work place everyday after the work.
4. Seiketsu (Personal cleanliness) Healthy body healthy
mind.5. Shitsuke (discipline) Every worker & manager has to
follow rules and procedures in the work place.
7/30/2019 OM Lecture 23
27/34
3 MUs Check List (of Kaizen)
1. Muda (Waste)
2. Muri (Strain)
3. Mura (Discrepancy)
Quality Circles (QC)
Quality circle: A small group of employees who meet
regularly to undertake work-related projects designed to
improve working conditions, spur mutual self-development
and to advance the company, all by using quality control
concepts.
7/30/2019 OM Lecture 23
28/34
Quality Certification
Quality Systems A quality system is defined as "The collectiveplans, activities and
events that are provided to ensure that a product, process or
service will satisfy given needs".
International Quality Standards
ISO 9000: A set of international standards on quality management
and quality assurance, critical to international business
ISO 14000: A set of international standards for assessing a
companys environmental performance.
7/30/2019 OM Lecture 23
29/34
ISO 9000
Series of standards agreed upon by the InternationalOrganization for Standardization (ISO)
Adopted in 1987 More than 100 countries
A prerequisite for global competition?
ISO 9000 directs you to "document what you do andthen do as you documented"
7/30/2019 OM Lecture 23
30/34
ISO 14000: Environmental Standard
Core Elements:
Environmental management
Auditing
Performance evaluation
Labeling
Life cycle assessment
7/30/2019 OM Lecture 23
31/34
ISO 9001 : 2000
The Indian standard (second revision) which is identical with ISO9001 : 2000 "Quality Management Systems Requirements" issued
by International organisation for standardisation (ISO) was adopted
by the Bureau of Indian Standards (BIS) on the recommendation of
the Quality Management Sectional Committee and approval of the
Management and Systems Division Council.
Process Approach
ISO 9001 : 2000 promotes the adoption of a process approachwhen developing, implementing and improving the effectiveness
of a quality management system, to enhance customer satisfaction
by meeting customer requirements.
7/30/2019 OM Lecture 23
32/34
Three Forms of ISO Certification
1. First party: A firm audits itself against ISO 9000
standards
2. Second party: A customer audits its supplier
3. Third party: A "qualified" national or international
standards or certifying agency serves as auditor
7/30/2019 OM Lecture 23
33/34
7/30/2019 OM Lecture 23
34/34