Ch8 total quality management
- 1. TOTAL QUALITY MANAGEMENT TOPLAM KALITE YÖNETİMİ PROF.DR. ESERGÜL BALCI Dec 2017 Mohamed Ahmed Nur
- 2. İÇERİK what is quality? Kalite ne demek? What is TQM? TK ne demek? The purpose of TQ. TKY'nin amacı The history review. Tarihsel Inceleme Quality from the Consumer’s Perspective. Tüketici Perspektifinden Kalite TQ theories. TK teorileri What is the six sigma? Altı sıgma ne demel? Six sigma vs Total quality.
- 3. What is quality? Kalite ne demek?
- 5. EXAMPLE OF QUALITY For example, when we go to a restaurant, we look at the following parameters: • Courtesy of staff • Layout of table/comfort • Lighting/Ambience/Atmosphere • Correct order taking • Services of the waiters • Neatness/Clean linen • Reasonably Quick service • Tasty food • Courteous serving • Proper billing.
- 6. DEFINITION Total: Made up of the whole. Quality: Degree of excellence a product or service provides. Management: Act, art, or manner of heading, controlling, directing. Therefore, TQM is the art of managing the whole to achieve excellence. Toplam: Bütünün ürünü. Toplam. Kalite: Bir ürün veya hizmetin mükemmellik derecesi. Yönetim: Hukuk, sanat veya yönlendirme, kontrol etme ve yönlendirme tarzı. Tky mükemmellik elde etmek için tüm yönetme sanatıdır.
- 7. TQM is defined as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. Tky, hem felsefe hem de sürekli gelişen bir organizasyonun temelini temsil eden bir dizi prensip olarak tanımlanır. Bu bir örgüt içinde tüm süreçleri geliştirmek ve şimdi ve gelecekte müşteri ihtiyaçlarını aşan kantitatif yöntemler ve insan kaynaklarının uygulamasıdır.
- 8. Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It ıs a proven technique to guarantee survival in world-class competition. Toplam Kalite Yönetimi (TKY) geleneksel iş yapma biçiminin geliştirilmesidir. Dünya standartlarındaki rekabette hayatta kalmayı garantileyen kanıtlanmış bir tekniktir.
- 9. Total Quality Management (TQM) describes a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work. Toplam kalite yönetimi (TKY) müşteri memnuniyeti ile uzun vadeli başarı için bir yönetim yaklaşımı anlatılmaktadır. Tky çabalarında, bir kuruluşun tüm üyeleri süreçleri, ürünleri, hizmetleri ve bunların çalıştığı kültürü geliştirmeye katılır.
- 10. PURPOSE OF TQM TKY'NIN AMACI the purpose of TQ M is to provide a quality product to customers, which will, in turn, increase productivity and lower cost. With a higher quality product and lower price, competitive position in the marketplace will be enhanced. This series of events will allow the organization to achieve the business objectives of profit and growth with greater ease. In addition, the work force will have job security, which will create a satisfying place to work. TKY'nin amacı müşterilere kaliteli bir ürün sunmaktır ve bu da verimliliği ve düşük maliyeti artıracaktır. Daha kaliteli bir ürün ve daha düşük fiyat ile pazardaki rekabetçi konum artacaktır. Bu olaylar dizisi, organizasyonun kar ve büyümenin iş hedeflerine daha kolaylıkla ulaşmasını sağlayacaktır. Buna ek olarak, iş gücünün iş güvenliği
- 11. THINK why do campiness look after quality? How do you think that a company can be the first choice? The market is open to whom? Neden şirketler kaliteye bakıyor? Bir şirketin ilk tercih olabileceğini düşünüyorsunuz? Pazar açıktır kime? It is for sure the costumer, and since the costumer look for quality companies should provide a quality.
- 12. QUALITY FROM THE CONSUMER’S PERSPECTIVE TÜKETICI PERSPEKTIFINDEN KALITE A business organization produces goods and services to meet its customer’s needs. Quality has become a major factor in a customer’s choice of products and service. Customers know that certain companies produce better-quality products than others, so they buy accordingly. That means a firm should consider how the consumer defines quality. The consumer can be a manufacturer purchasing raw materials or parts, a storeowner or retailer purchasing products to sell, or someone who purchases retail products or services over the Internet. Bir işletme organizasyonu müşterinin ihtiyaçlarını karşılamak için mal ve hizmetler üretmektedir. Kalite, bir müşterinin ürün ve hizmet seçiminde önemli bir faktör haline geldi. Müşteriler, bazı şirketlerin diğerlerinden daha kaliteli ürünler ürettiğini bilir; onlara göre satın alırlar. Bu, bir firmanın tüketicinin kaliteyi nasıl tanımladığını düşünmesi gerektiği anlamına gelir. Tüketici, hammadde veya parça satın alan bir üretici, satılacak ürünleri satın alan bir mağaza ya da perakendeci ya da Internet üzerinden perakende ürün veya hizmetleri satın alan biri olabilir.
- 13. W. Edwards Deming, author and consultant on quality, said, “The consumer is the most important part of the production line. Quality should be aimed at the needs of the consumer, present and future.” From this perspective, product and service quality is determined by what the consumer wants and is willing to pay for. Since consumers have different product needs, they will have different quality expectations. This results in a commonly used definition of quality as a service or product’s fitness for use. Kaliteye ilişkin yazar ve danışman olan W. Edwards Deming, "Tüketici, üretim hattının en önemli parçasıdır. Kalite, tüketicinin mevcut ve gelecekteki ihtiyaçlarına yönelik olmalıdır. " Bu açıdan bakıldığında, ürün ve hizmet kalitesi, tüketicinin neyi istediğini ve ne için ödemeye istekli olduğunu belirlemektedir. Tüketicilerin farklı ürün ihtiyaçlarına sahip olmaları nedeniyle, farklı kalite beklentilerine sahip olacaklardır. Bu, kalitenin bir hizmet veya ürünün kullanım uygunluğu olarak yaygın bir şekilde tanımlanmasına neden olur.
- 15. QUESTION Why do some people prefer some products on others? Bazı insanlar neden bazı ürünlerini diğerlerinde tercih ediyor? Why do some people like Japanese products over Chinese products? Neden bazı insanlar Çin ürünleri üzerinde Japon ürünleri sever?
- 16. People prefer something over something because of what we call dimension. (Boyut) Performance/ Performans Features/ Özellikleri Conformance/ Uygunluk Reliability/ güvenilirlik Service/ Hizmeti Response/ Yanıt/ tepki Aesthetics/ Estetik Reputation/ İtibar
- 17. HISTORY REVIEW TARIHSEL INCELEME The history of quality control is undoubtedly as old as industry itself, but the most noticeable time was as described below: 1924: W. A. Shewhart of Bell Telephone Laboratories developed a statistical chart for the control of product variables. This chart is considered to be the beginning of statistical control. 1946: the American Society for Quality Control was formed. In 1950 W. Edwards Deming, who learned statistical quality control from Shewhart, gave a series of lectures on statistical methods to Japanese engineers and on quality responsibility to the CEOs of the largest organization in Japan.
- 18. In 1960 the first quality control circles were formed for the purpose of quality improvement. By the late 1970 and early 1980: US managers were making frequent trips to japan to learn about the miracle. By the middle 1980s the concepts of TQM were being publicized. In the late 1980: the automotive industry began to emphasize statistical process control (SPC).
- 19. TQ THEORIES Total qaulity was explained by many theories as other science fields. Here we will review some basic tatal qaulity management. Toplam kalite diğer bilim alanları gibi birçok teori ile açıklanmıştır. Burada bazı temel toplam kalite yönetimini gözden geçireceğiz. The Deming Theory Joseph M. Juran Kaoru Ishikawa Armand Feigenbaum
- 20. THE DEMING THEORY / DEMING TEORISI Dr. W. Edwards Deming taught statistical quality control as part of wartime production effort. In 1950 he taught Statistical Process Control (SPC) concepts and the importance of quality to the leading CEOs of Japanese industry. Dr. Deming is credited with providing foundation of the Japanese quality miracle and reappearance as an economic power. He developed 14 points as a theory for management for improvement of quality, productivity and competitive position.
- 21. DEMING PRINCIPLES Create Constancy of Purpose for Continual Improvement of Product and Service. Learn and Adopt the New Philosophy. Understand the Purpose of Inspection. Stop Awarding Business based on Price Alone. Improve Constantly and Forever the System of Production and Service. Institute Training on the Job. Adopt and Institute Modern Methods of Leadership. Drive Out Fear and Create Trust and a Climate for Innovation. Break Down Barriers between Departments and Individuals. Eliminate the Use of Slogans, Posters and Exhortations for the Work Force Eliminate Numerical Quotas for the Work Force. Remove Barriers that Rob People of Pride of Workmanship. Encourage Education and Self-Improvement for Everyone. Take Action to Accomplish the Transformation
- 22. JOSEPH M. JURAN Juran’s Approach Juran tends to take a more strategic and planning approach to improvement than does Deming. Juran promotes the view that organizational quality problems are largely the result of insufficient and ineffective planning for quality. The means proposed by Juran establish specific goals to be reached and plans for reaching those goals.
- 23. JOSEPH M. JURAN The Juran Trilogy: Three basic processes that are essential for managing to improve quality. Quality Planning Quality Improvement Quality Control
- 25. Juran states that managers must prioritize which projects will be undertaken first. Organizations involve a hierarchy of languages. The work that is done operationally at the lowest level is performed by analysts who speak in the language of thing. Management: The Language of Money Workers: The Language of Things
- 26. KAORU ISHIKAWA Ishikawa’s Primary Contributions Perhaps Ishikawa’s greatest achievement was the development and dissemination of the basic seven tools of quality. As the developer of these tools, Ishikawa is credited with democratizing statistics. Ishikawa felt that to be successful, firms must make everyone responsible for statistical analysis and interpretation.
- 27. KAORU ISHIKAWA The major theoretical contribution of Ishikawa is his emphasis on total involvement of the operating employees in improving quality. Ishikawa is credited for coining the term company-wide quality control (CWQC) in Japan.
- 28. ARMAND FEIGENBAUM During the years when quality was overlooked as a major competitive factor in the United States, two books were used by most every quality professional. These two books were Statistical Quality Control by Eugene Grant and Richard Leavenworth, and Total Quality Control by Armand Feigenbaum. Feigenbaum’s book studied quality in the context of the business organization.
- 29. ARMAND FEIGENBAUM Feigenbaum’s Primary Contributions Feigenbaum’s primary contribution to quality thinking in America was his assertion that the entire organization should be involved in improving quality. He was the first in the U.S. to move quality from the offices of the specialists back to operating workers. This occurred in the 1950s.
- 30. ARMAND FEIGENBAUM Feigenbaum proposes a three-step process to improving quality Quality Leadership Organizational Commitment Quality Technology Motivated by leadership Includes statistics and machinery that can improve quality Includes everyone in the quality struggle
- 31. WHAT IS SIX SIGMA? Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. (Birçok organizasyonda Altı Sigma, sadece yakın mükemmellik için gayret gösteren bir kalite ölçüsü demektir. Altı Sigma, üretimden işlemlere ve ürünten servise kadar, herhangi bir prosesteki kusurları (ortalama ve en yakın spesifikasyon limiti arasındaki altı standart sapmaya doğru ilerlemek) ortadan kaldırmak için disiplinli, veri odaklı bir yaklaşım ve metodolojidir.)
- 32. SIX SIGMA IMPROVEMENT METHODS Define Measure Analyze Design Validate Improve Control Continuous Improvement Reengineering
- 33. Define: Define who your customers are, and what their requirements are for your products and services – Their expectations. Define your team goals, project boundaries, what you will focus on and what you won’t. Measure: Eliminate guesswork and assumptions about what customers need and expect and how well processes are working. Collect data from many sources to determine speed in responding to customer requests, defect types and how frequently they occur, client feedback on how processes fit their needs, how clients rate us over time, etc. The data collection may suggest Charter revision. Analyze: Grounded in the context of the customer and competitive environment, analyze is used to organize data and look for process problems and opportunities. This step helps to identify gaps between current and goal performance, prioritize opportunities to improve, identify sources of variation and root causes of problems in the process.
- 34. Improve: Generate both obvious and creative solutions to fix and prevent problems. Finding creative solutions by correcting root causes requires innovation, technology and discipline. Control: Insure that the process improvements, once implemented, will “hold the gains” rather than revert to the same problems again. Various control tools such as statistical process control can be used. Other tools such as procedure documentation helps institutionalize the improvement. Design: Develop detailed design for new process. Determine and evaluate enabling elements. Create control and testing plan for new design. Use tools such as simulation, benchmarking, DOE, Quality Function Deployment (QFD), FMECA analysis, and cost/benefit analysis. Validate: Test detailed design with a pilot implementation. If successful, develop and execute a full-scale implementation. Tools in this step include: planning tools, flowcharts/other process management techniques, and work documentation.
- 35. THANK YOU VERY MUCH FOR LISTENING AND GIVING ME YOUR ATTENTION
- 36. REFERENCES Vincent K. & Joel E. (2005). Principles of Total quality (3rd ed). NewYork: CRC Press. Kim H. Pries. (2012). Total Quality Management for Project Management. Washington: The Press http://asq.org/learn-about-quality/total-quality- management/overview/overview.html
Editor's Notes
- #27: Introduced statistical principles