Report Tqm in Ppt Wed

5/22/2018 Report Tqm in Ppt Wed.

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What is QUALITY?Different Definitions of Quality

Fred Smith (CEO of Federal Express-performance to the standard expected by the cu

The General Services Administration (GSA)-meeting the customers needs the first time and etime


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Boeing

-providing our customers with products and ser

that consistently meet their needs and expecta

U.S. Department of Defense (DOD)

-doing the right thing the first time, always striv

improvement, and always satisfying customers


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Common Elements on Quality1. Quality involves meeting or exceeding customerexpectations.

2. Quality applies to products, services, people, procimprovement.3. Quality is an ever-changing state

Quality is dynamic state associated with pr

services, people, processes and environmenmeet oe exceeds expectations.


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The Total quality Approach DefinDOD defines the total quality management as follows:

TQ consists of continuous improvement activities

everyone in the organization managers and workers

integrated effort toward improving performance at eve

This improved performance is directed toward satisfy

cross functional goal as quality, cost, schedule ,mission, nsuitability. TQ integrates fundamental management te

existing improvements efforts and technical tools

disciplined approach focused on continued process impr

The activities are ultimately focused on increase


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Three Legged Stool of Total Quality

Big Q1. Products

2. Services

3. People4. Processes

5. Environments

CustomerFocus

Measures People Process

*SPC *Quality is built in *Continual improvement

*Benchmarking *Quality is expected not inspected

*Good enough is never

enough

* Quality Tools *Employees are empowered


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Quality TipNicholas Scheele

What It Is?

Total Quality is an approach to doing business that attempts to maximize the competitiveness of an organ

through the continual improvement of the quality of its products, services, people, process and environme

How it is Achieved?

1. Strategically Based 5. Long term commitment 8

and training

2.Customer Focus 6. Teamwork 9. Freedom through co

3. Obsession with quality 7. Continual process improvement 1

purpose

4. Scientific approach to decision making and problem solving 11

involvement


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How is total quality different?

The historic development of total

quality


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Specifications Traditional Total Quality

1 .Productivity You cannot have both

2. Quality defined Meeting customer specificationsSatisfying customer needs and exceeding customer

expectations.

3. Quality Measurement Measured by establishing an acceptable level

of non conformance and measuring against

benchmark

Measured by establishing high performance

benchmarks for customer satisfaction and then

continually improving performance.

4. Quality Achievement Inspected o the productDetermined by product and process design and

achieved by effective control techniques.

5. Attitude towards defectDefects are expected part of producing a

product.

Defects are to be prevented using effective control

systems and should be measured in defects.

6. Quality as a function Quality is a separate functionQuality should be fully integrated throughout the

organization

7. Responsibility to quality Employees are blamed for poor qualityAtleast 85 % of quality problems are management

fault.

8. Supplier relationship Short term and cost driven Long term and quality oriented

Two Views of Quality


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Strategically based

Using Strategic Planning in Total Quality Management


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Customer focus

What are the Types of customers?

What is the relation of a process vs its customers?

Define customer satisfaction?

How would you define quality with respect to customer satisfaction process?

What is customer defection, why it occurs and how can it be stopped?


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Quality and teamwork expert Peter R. Scholtes explains the concept of cu

focus as follows:

Whereas Management by Results begin with profit and loss and r

investment, Quality Leadership starts with the customer. Under

Leadership, an organizationsgoal is to meet and exceed customer needs

lasting value to the customer. The return will follow as customers boas

companysquality and service. Members of a quality organization recogn

external customers, those who purchase or use the products or servic

internal customers, fellow employees whose work depends on the w

precedes them.


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Obsession with qualityScientific approach

Long term commitmentTeamworkContinual process improvementEducation and trainingFreedom through controlUnity of purpose


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EMPLOYEEINVOLVEMENT AND

EMPOWERMENT

EMPLOYEE

INVOLVEMENT


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EMPLOYEEINVOLVEMENT AND

EMPOWERMENT

EMPLOYEE

EMPOWEWRMENT


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Total quality pioneers

Demings contributions

Jurans contributions

Crosbys contributions


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THE DEMING CYCLE


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Demings fourteen pointsCreate constancy of purpose toward the improvement of products and services in o

become competitive, stay in business, and provide jobs.

Adopt the new philosophy.

Stop depending on inspection to achieve quality.

Stop awarding contracts on the basis of low bids.

Improve continuously and forever the system of production and service, to improveproductivity, and thus constantly reduce cost.

Institute training on the job.

Institute leadership.


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Drive out fear so that everyonemay work effectively.


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Break down barriers between departments so that people can work a

Eliminate slogans, exhortations, and targets for the workplace.

Eliminate quotas and management by objectives.

Remove barriers that job employees of their pride of workmanship.

Institute a vigorous program of education and self-improvement.

Make the transformation everyones job and put everyone to work on i


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Demings Seven Deadly Diseases

1. Lack of constancy of purpose to

plan products and services that

have a market sufficient to keep the

company in business and provide

jobs.


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2. Emphasis on short-term profits; short-term thinking that is d

a fear of unfriendly takeover attempts and pressure from bank

shareholders to produce dividend.

3. Personal review systems for managers and management by

objectives without providing methods or resources to accomp

objectives.


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4. Job hopping- managers.


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5. Using only visible data and information indecision making with little or no considerat

given to what is not known or cannot be kno


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6. Excessive medical cos


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7. Excessive costs of liability driven up by lawyers

work on contingency fees.


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Jurans contributions

Activities in the area of quality management.

Juransthree basic steps to progress


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JURANS TEN STEPS TO QUALITY1.Build awareness of both the need for improvement and oppurtunities for improveme2.Set goals for improvement3.Organize to meet the goals that have been set.4.Provide training.5.Implement projects aimed at solving problems.6.Report progress7.Give recognition

8.Communicate result.9.Keep score.10.Maintain momentum by building improvement into company's regular process.


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THE PARETO PRINCIPLE

Is sometimes called the 80/20 rule.

Named after economist Vilfredo Pareto.

Dr. Juran suggested this principle to applied the idea to th

quality management.


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THE JURAN TRILOGY

Juran was one of the first to write about the cost of po

quality.

which is composed of three managerial processes: qplanning, quality control andquality improvement


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CROSBYS CONTRIBUTIONS Started his carrer, in quality later than Deming and Juran.

Was a director of quality at ITT Corporation (1965-1979).

In 1979, Crosby started the management consulting company the Philip Crosby Associa

an international consulting firm on quality improvement, which he ran until 1992.

Is known for his concepts of "Do it right first time" and "Zero defects".

He defines quality as conformanceto requirements which the company itself has estabproduct based directly on customer needs.

He also known for his Quality Vaccine and Crosby's Fourteen Steps to Quality Improvem

(1926-

2001)


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CROSBY'S THE FOUR ABSOLUTES OF QUALITMANAGEMENT

Quality must be defined as conformance to requirements-not

good thing to do.

The best way to ensure quality is prevention, not inspection.

The standard for quality must be zero defects not "close is goo

enough"

Quality is measured by nonconformance, not indexes.


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The most common errors made when starting quality initiative

1. Senior management delegation and poor leadership

2. Team mania

3. Deployment process

4. Taking a narrow dogmatic approach

5. Confusion about the differences among education, awarene

inspiration, and skill building.


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A philosophy focusing on continuous improvement.

Enchancing profitability through improved quality

and efficiency.

Improve the performance of processes to the point

where the defect rate is 3.4 per million or less.

It uses a set of quality managementmethods,

including statistical methods, and creates a special

infrastructure of people within the organization whoare experts in these methods.

Six Sigma

KEY ROLES FOR SIX SIG
http://en.wikipedia.org/wiki/Quality_managementhttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Quality_management


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Six-step protocol for process improvem

Identify the product characteristics wanted by customers.

Classify the characteristics in terms of their criticality.

Determine if the classified characteristics are controlled by part and/or process.

Determine the maximum allowable tolerance for each classified characteristic.

Determine the process variation for each classified characteristic.

Change the design of the product, process, or both to achieve a Six sigma process pe


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SIX SIGMA:THE NAME

The name six sigma comes from the concept of standard deviation, a statictically

represented by the lowercase Greek sigma ( ).

If six sigma deviates three or four standard deviations away from the mean, the pr

then remade or it will not pass quality inspection.

Statistical View of Six Sigma


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Statistical View of Six Sigma

Between -1 and +1

Standard Deviation 68.3% (about two thirds)

Between -2 and +2Standard Deviation

95.5% (about 95%)

Between -3 and +3Standard Deviation

99.7%


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Difference between straight statistics and the motorola cersion.


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RELATIONSHIP OF SIX SIGMA TO TOTAL QUA

Six sigma is an extension of total quality managemen

Both help in improving quality.

HOW IS SIX SIGMA ACHIEVED?


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HOW IS SIX SIGMA ACHIEVED? Six sigma can be achieved by improving process performance.

There are two different methodologies for carrying out improvements in processes or operation.

DMAIC DMADV

SIX SIGM METHODS

Define

Measure

AnalyzeImprove

Control

Define

Measure

Analyze

Design

Verify


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SIX SIGMA ROAD MAP

1.Appoint a champion2.Select a cross-functional team

3.Develop quantifiable goals

4.Develop an implementation plan that establishes training, addresses data collectioincludes a program maintenance plan

5.Coordinate the road map.


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HISTORY OF SIX SIGMA

Robert Galvin- Motorola President in 1981.

Jack Welch- CEO ofGeneral electric to six sigma in 19


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T d th t ill h th f t f lit


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Trends that will shape the future of qualitymanagement:

Demanding customers

Shifting customer value expectations

Economic pressures

New management approaches

QUALITY MANAGEMENT CHARACTERISTICS FOR


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QUALITY MANAGEMENT CHARACTERISTICS FORFUTURE

A total commitment to continually increasing value for customers, investors, and employess.

A firm understanding that market driven means that quality is defined by customers not the co

A commitment to leading people with a bias fro continuous improvement and communication.

A recognition that sustained growth requires that simultaneous achievement of four objective

continually forever: a.) customer satisfaction, b.) cost leadership, c.) effective human rrsource

integration with the supplier base.

A commitment to fundamental improvement through knowledge, skills, problem solving, and te


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THANK YOU!

Alone, we can do so little but together, we can much.

Helen Keller (1880-1968);Author, Lecturer, Activist

Cherrylyn Mantuano, Charlene Villapando, Apple Falceso

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