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SUMMARY OF THE INTEGRATION OF TOTAL QUALITY
MANAGEMENT (TQM) AND SIX-SIGMA
TQM refers to an integrated approach by management to focus all functions and levels of
an organization on quality and continuous improvement. Over the years TQM has become very
important for improving a firm's process capabilities in order to achieve fit and sustain
competitive advantages. TQM focuses on encouraging a continuous flow of incremental
improvements from the bottom of the organization's hierarchy. TQM is not a complete solution
formula as viewed by many – formulas cannot solve managerial problems, but a lasting
commitment to the process of continuous improvement.
Several important quality management systems, or programs, such as ISO 9000, Six-
Sigma program, and Toyota production system, have been launched. Industries around the world
have adopted most quality imperatives. In order to help the industries, we describe the meanings
of the quality, the evolution of quality management, and the content and practices of some
important imperative.
Firms have adopted some quality program simultaneously. When some quality programs
implement separately, the employees, especially the managers and staff, will encounter trouble.
The TQM and Six-sigma are widely adopted by the industries in the world. The TQM with Six-
Sigma program in order to implement these two quality programs effectively.
Quality is defined by Edward as the capacity of product or service to satisfy the customer
requirements in. Juan also defined the quality as being fitness for purpose use,…,it is judge by
the users, not the manufacturers, or the merchants in. He also asserted that each product or
service has multiple quality characteristics. Crosby defined the quality as ’conformances to
customer’ requirements from the view points of the customer.
Some critical concepts of quality to be emphasized. Japanese quality philosophy is ‘zero
defects – doing it right the first time’. It means that quality is the result of doing the right thing
and doing the thing right at the first time, ‘doing the right thing’ is to meet the customers’ needs
and expectations, and doing the thing right’ is to follow the standards of the totality of quality.
Quality management affects everything from employee performance to customer
satisfaction. Product superiority has changed drastically over decades on both the local and
national levels. After World War II. Japan made the decision to make quality improvement a
national imperative in an effort to rebuild their economy. Since that time, a management
philosophy has been established and followed promoting quality, productivity, and
competition.
TQM began in the mid-1980s and was based on benchmarking and learning from Japanese
CWQC. Several gurus, like Deming, Juran and Ishikawa have contributed much to the
development of TQM and implemented then, especially the Deming 14 points and Juran quality
trilogy. In addition to these, the characteristics of CWQC also affected the content of TQM.
During this period, the ISO 9000 quality system was launched and Motorola implemented
Six-Sigma improvement projects in 1987. The USA also started the Malcolm Baldrige National
Quality Award (MBNQA) in 1987, which was based on the referring to the Japanese Deming
Award. After MBNQA launched, many countries also developed their national quality awards
based on the MBNQA system.
1. Customer Focus
2. Continuous Improvement
3. Employees’ Participation
4. Teamwork
5. Process Focus
6. Systemization
7. Empowerment
8. Leadership
9. Management by Facts
10. Training and Education
11. Corporate Quality Culture
Integration of Six-Sigma
Six Sigma is a new management philosophy that seeks a non-existent error rate. It is ripe
for healthcare because many healthcare processes require a near-zero tolerance for mistakes. For
most organizations, establishing a Six Sigma program requires significant resources and
produces considerable stress. Integrating Six Sigma into the existing TQM program facilitates
process improvement through detailed data analysis. A drilled-down approach to root-cause
analysis greatly enhances the existing TQM approach. Using the Six Sigma metrics, internal
project comparisons facilitate resource allocation while external project comparisons allow for
benchmarking. Thus, the application of Six Sigma makes TQM efforts more successful. This
article presents a framework for including Six Sigma in an organization's TQM plan while
providing a concrete example using medication errors. Using the process defined in this article,
healthcare executives can integrate Six Sigma into all of their TQM projects..
The six sigma program was first espoused by Motorola in the mid 1980’s. The successful
implementation of this program led to several famous companies to follow its strata. The huge
contribution of the implementation of the six sigma program is due to the realization of better
practices and operation systems. In this, the main features of the system are included in this
study: implementation steps, the support from the organization and investment in training.
Achieving Six Sigma means that no more than 3.4 defects occur per one million
"opportunities" to create an acceptable output. The name itself is the statistical measure that
describes that defect rate. So, Six Sigma refers to six standard deviations between the mean of a
process and the specification for whatever output is being measured. Specifications are
determined by customers.
In practice, the process relies on the "DMAIC" framework:
Define
Measure
Analyse
Improve
Control
Tips for Success
The long-term philosophy of Six Sigma is to eliminate all non-value-adding activities
within the manufacturing process. This journey is one of continuous improvement and must be
focused so that its implementation does not overwhelm the organization. Here are key points for
entrepreneurs to keep in mind as they implement Six Sigma efforts:
Build the case for change. Involve all levels of the organization and leverage the strengths of
your organization and culture.
Start slowly. Ensure employees are recognized and rewarded for bringing challenges in the
process to the forefront. Do not let Six Sigma become so big that it keeps team members from
speaking up honestly when it is not working.
Seek out the right team. Select individuals to serve as Black Belts who not only have the
appropriate technical expertise but also have the amount of respect needed to work with
employees at all levels.
Create the right foundation. Check the organizational culture to ensure it's not solely based on
safety, data, and a "plan, do, check, act" low-cost, no-cost problem solving approach. This type
of culture lacks the right foundation for Six Sigma to be successful.
Select the right projects. Identify carefully which projects require this level of analysis and take
time to define the necessary level of return.
Involve the team. Use "gate" reviews that involve all team members. This approach helps to
create ownership and maintain employee focus during various stages of the process.
Communicate and visibly celebrate successes. Communicate openly and encourage associates
to communicate openly, too. Successes, even minor ones, should be visibly celebrated.
Train strategically. Conduct extensive training first with those directly involved in
implementing the Six Sigma process and then expand to train all associates in the basics of Six
Sigma.
With such a highly competitive global business environment, implementing Six Sigma
through stakeholder collaboration and involvement is critical to positioning your organization to
thrive in the future.
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
STA. MESA MANILA
COLLEGE OF ENGINEERING
DEPARTMENT OF MECHANICAL ENGINEERING
SUMMARY OF THE INTEGRATION OF TOTAL
QUALITY MANAGEMENT (TQM) AND SIX-
SIGMA
Submitted by:
Dyico, Bingo P.
Submitted to:
Prof. Rosario Turingan
A.Y 2015-2016