totalqualitymanagementtqm-110912091958-phpapp02

8/13/2019 totalqualitymanagementtqm-110912091958-phpapp02

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University of Santo Tomas

Faculty of Engineering

Industrial Engineering Department

IE 412Industrial Quality Control

Reported by:

Group # 9 Group # 10Kurata, Yoshiki Chua, Mark Genesis

Agpasa, Eunice Bianca Narito, Adrian Noel

4IE-B


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Quality is everyones responsibility

-Edward Deming

Introduction Principles Advantages ComparisonFrameworkand Steps

Activities BarriersCompanies

that use

TQM


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What is TQM?o Refers to an integrated approach that seeks to

improve quality and performance which will meetor exceed customer expectations and to developcontinuous improvement.

o Focuses on encouraging a continuous flow ofincremental improvements from the bottom of theorganizationshierarchy.

o It is not a complete solution formula as viewed bymany formulas cannot solve managerial

problems, but a lasting commitment to the processof continuous improvement.



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TQM


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TQM is an operating philosophy andmanagement tool that focuses oncontinuous process improvement.

Everything is a scientific method. A useof process. Do it right the first time thruuniversal participation. Teams as well

as individuals that results in customersatisfaction. Internal and External

customers ultimately cosperformance.



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TQM


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Continuous Process Improvement Cycle

Plan

Do

Act

Check

1. Identify the

opportunity

2. Analyzethe process

3. Develop theoptimal Solution

4. Implement5. Studythe results

6. Standardizethe solution

7. Plan forthe future



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TQM


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In Japanese, TQM comprises

four process steps, namely: Kaizen

Atarimae Hinshitsu

Kansei

Miryokuteki Hinshitsu

-TQM requires that the company maintain this quality standardin all aspects of its business. This requires ensuring that thingsare done right the first time and that defects and waste are

eliminated from operations.



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TQM


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TQM Six Basic Concepts

1. A committed and involved management to providelong-term-top-to-bottom organizational support.

2. An unwavering focus on the customer, bothinternally and externally.

3. Effective involvement of the business andproduction process.4. Continuous improvement of the business

and production process.5. Treating suppliers as partners.

6. Establish performance measures for the process.



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TQM


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7 Important Principles of Total

Quality Management

1. Quality can and must be managed.

2. Processes, not people, are the problem.

3. Donttreat symptoms, look for the cure.

4. Every employee is responsible for quality.

5. Quality must be measurable.

6. Quality improvements must be continuous.

7. Quality is a long-term investment.



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Principles of TQM

Criteria:

1. Leadership2. System Approach to Management3. Customer Driven Organization

4. Factual Approach in Decision Making5. Involvement of People6. Process Approach7. Continual Improvement

8. Mutually Beneficial Customer-Supplier Relationships



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5 Main Advantages of TQM

1. Encourages a strategic approach to management at theoperational level through involving multiple departments incross-functional improvements and systemic innovationprocesses;

2. Provides high return on investment through improvingefficiency;

3. Works equally well for service and manufacturing sectors;4. Allows organizations to take advantage of developments

that enable managing operations as cross-functionalprocesses; and

5. Fits an orientation toward inter organizationalcollaboration and strategic alliances through establishing aculture of collaboration among different departments withinorganization.



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TQM and Continuous Improvement Firm

Two different perspectives of the same phenomenon

o The TQM Perspectivethe beliefs and practicesrequired of management to bring about and

perpetuate a continuous improvement firm (CIF).

o The CIF Perspective the organization itself inall its integrity, full-blown, operating andpracticing the Total Quality Management (TQM)approaches.



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TQM and JIT

TQM ensures that the improvements arefundamental and not superficial

JIT seeks improvement through reductionof waste.



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Comparison of OLD and TQM Cultures

Element Old TQM

By Definition Product oriented Customer oriented

Priority After cost On par to cost

Time frame Short Term Long Term

Emphasis Detection Prevention

Errors Operations Systems

Responsibility Quality Control Everyone

Problem solving Managers Teams

Procurement Price Life-cycle costs

Managers Role Plan, assign Control Delegate, coach, facilitate



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TQM Framework

Gurus Tools and Techniques

Principles andPractices

Product or ServiceRealization

CUSTOMERS



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Five Steps in TQM

Determine what customers want

Develop products and services

Develop production system

Monitor the system

Include customers and suppliers



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TQM Activities

o ISO, OHSAS, SA systemso Quality Circleso Professional Circleso 5So Employee Suggestion Schemeo Business improvement through

Benchmarking, SixSigma conceptso Balanced Score Cardo Kaizen



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Barriers in Successful TQM

Lack of management commitment Inability to change org. culture Improper planning Lack of continuous training and Education Lack of data & results or access to data or

ineffective measurement Inadequate attention to customer (I&E) Inadequate use of empowerment & teamwork

Incompatible org structure , individualistic



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FORD Motor Company

o is an American multinational automaker basedin Dearborn, Michigan, a suburb of Detroit.The automaker was founded by HenryFord and incorporated on June 16, 1903.

o

Ford is the second largest automaker in theU.S. and the fifth-largest in the world based onannual vehicle sales in 2010. At the end of2010, Ford was the fifth largest automaker inEurope. Ford is the eighth-ranked overall

American-based company in the 2010 Fortune500 list, based on global revenues in 2009 of$118.3 billion.



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TQM techniques that Ford used:

Six Sigma

Quality Operating System or (QOS)

developed their own quality process or

5S. The DMAIC process, or define,

measure, analyze, improve, and controlhas built an overall strategy forconsistency in their teams,



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Federal Express (FedEx)

FedEx created the overnight air expressbusiness in 1973. Ten years later, it wasthe first U.S. company to top $1 billion inrevenues in its first decade. The company

is the worldslargest express transportationcompany: more than 110,000 employeesmoved more than 2million items to over200 countries each business day. In 1990,FedEx became the first service company to

win the Baldrige Award.



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Leading the Transition

Commit to quality

Know you Companys Systems and

Values

Participate in your Companys Quality

Processes

Integrate Quality in the Companys

Management model



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XEROX

The Xerox Corporation started its thrivetowards TQM in the 1970s with theinvention of PARC, Palo Alto Research

Center.



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XEROX

Xerox has established a program calledLeadership Through Quality (LTQ) and aQuality Training Task Force for itscompanys leadership teams. "Today, morethan 100,000 Xerox employees worldwidehave been trained in this process, whichstresses continuous improvement anddefines quality precisely as meeting

customer requirements" (Evans-Correia,1997, 135).



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The XEROX Corporationfocuses on:

o Benchmarkingo a reduced supplier baseo and leadership teams



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Toyota Corporation

a multinational automaker headquarteredin Toyota, Aichi, Japan. In 2010, ToyotaMotor Corporation employed 317,734

people worldwide . TMC is the world'slargest automobile manufacturer bysales and production.



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Toyota Corporation uses:

5S

Lean manufacturing

JIT

Kaizen

Six Sigma



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References

o Besterfield, D., et.al. Total Quality Management, ThirdEdition. Prentice Hall. 2003

o Cortada, J. & Woods, J. The Quality Yearbook, 1996 Edition.McGraw Hill. 1996

o Bounds, G., et.al. Beyond Total Quality Management.

McGraw Hill. 1994o George, S. & Weimerskirch, A. Total Quality Management,

Second Edition. John Wiley & Sons Inc. 1998

o Lawler, E., Morhman, S., and Ledford, G. Jr. EmployeeeInvolvement and Total Quality Management. Jossey-Bass

Publishers. 1992o Gitlow, H. & Gitlow, S. Total Quality Management in Action.

Prentice Hall. 1994



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References

o http://www.brighthub.com/office/project-management/articles/72279.aspx

o http://en.wikipedia.org/wiki/Ford

o http://en.wikipedia.org/wiki/Toyota

o http://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/tqmxerox.htm



that useTQM
http://www.brighthub.com/office/project-management/articles/72279.aspxhttp://www.brighthub.com/office/project-management/articles/72279.aspxhttp://en.wikipedia.org/wiki/Fordhttp://en.wikipedia.org/wiki/Toyotahttp://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/tqmxerox.htmhttp://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/tqmxerox.htmhttp://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/tqmxerox.htmhttp://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/tqmxerox.htmhttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Fordhttp://www.brighthub.com/office/project-management/articles/72279.aspxhttp://www.brighthub.com/office/project-management/articles/72279.aspxhttp://www.brighthub.com/office/project-management/articles/72279.aspxhttp://www.brighthub.com/office/project-management/articles/72279.aspx

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