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Presentation Agenda•Quality

•Total Quality Management

•Why TQM?

•Principles of Quality Management

•Tools of TQM

•Conclusion

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Quality

•Sum total of features .

•Satisfies Need.

•Subjective in nature.

•Dimensions – Performance, Reliability, Serviceability, Appearance, Safety, etc.

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Total Quality Management

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Why TQM?

Make an organisation more competitive.

New culture which will enable growth and longevity.

Working environment where everyone can succeed.

Reduce stress, waste and friction.

Build teams, partnerships and co-operation.

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Principles of Quality ManagementCustomer focused organisation

Involvement of people

System Approach

Leadership

Process Approach

Continual Improvement

Factual Approach Mutually Beneficial Supplier Relationships

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Toolsof

TQM

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Statistical Control Chart

- Study how a process changes over time.- Data are plotted in time order.

- Has a central line for average, an upper line for upper control limit and a lower line for lower limit.

- Lines are determined from historical data.- Compare current data to these lines and get conclusion whether the variation is consistent or is unpredictable.

Upper Control Limit

Lower Control Limit

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Acceptance Sampling

A statistical technique used to take a decision regarding acceptance or rejection of a lot without having to examine the entire lot.

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Six Sigma

Goal of near perfection in meeting customer requirements.

Cultural change effort for greater customer, satisfaction, profitability and competitiveness.

Driven by close understanding of customer needs, disciplined use of facts, data, statistical analysis.

Diligent attention to managing, improving and reinventing business processes.

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Define

Measure

Analyze

Design

Validate

Improve

Control

Continuous Improvement Reengineering

Six Sigma Improvement MethodsDMAIC

DMADV

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DMAIC & DMADV Process

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DMAIC

Improve – Generate

solutions to fix problems by

correcting root causes with innovation,

technology & discipline.

Control – Insure

improvements once

implemented ‘’hold the

gains’’ rather than revert

the problem.

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DMADV

Design• Develop detailed design for new

process. Create control & testing plan for new design. Use tools such as simulation, benchmarking, etc.

Validate• Test design with pilot

implementation. If successful, develop & execute on full scale. Tools – flowcharts, work documentation, etc.

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Benchmarking

•A method for identifying and importing best practices in order to improve performance.

•The process of learning, adapting, and measuring outstanding practices and processes from any organization to improve performance.

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Business Process Reengineering

It i

nv

olves ra

dical re

desig

n

of c

ore

busi

ness

pr

ocesses t

o i

mpr

ove

pr

oductivity.

Two key areas – Redesign functional organizations into cross-functional teams & use technology to improve data dissemination & decision making.

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Kaizen System of continuous improvement in quality, technology, processes, culture, productivity, safety, etc.

It involves setting standards and then continually improving those standards. To support the higher standards Kaizen also involves providing the training, materials and supervision.

Quality circles, automation, suggestion systems, just-in-time delivery, Kanban and 5S are all included within the Kaizen system of running a business.

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Kanban

Kanban is a visual signal that’s used to trigger an action. Roughly translated, it means “card you can see.”

Kanban is a card with an inventory number that’s attached to a part. Right before the part is installed, the kanban card is detached and sent up the

supply chain as a request for another part.

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Quality Circles

Quality Circles are small, voluntary groups of employees set up to meet periodically for a specific purpose.

Pinpointing, examining, analyzing and solving problems in areas including knowledge management, innovation, work relations, quality, productivity, safety, cost, etc.

Enhancing communication between employees and management on the above areas.

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Quality Certification

A certification mark certifies the nature or origin of the goods or services to which it has been applied.

For example: region or location or origin, materials of construction, method or mode of manufacture or

provision, quality assurance, etc.

Some certifications are: ISO 9000, ISO 9001:2000, ISI mark, Agmark, BIS Hallmark, etc.

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Conclusion

TQM has become a vital cornerstone to gain a competitive edge, productivity and high customer satisfaction.

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ThankYou