Presentation on total quality management
- 1. Books for Reference Books for Reference The Benchmarking Management Guide: The Benchmarking Management Guide: American productivity and quality center, American productivity and quality center, productivity press, USA. 1993. productivity press, USA. 1993. Total Quality Management – Dale H. Bestrefield Total Quality Management – Dale H. Bestrefield and others – Pearson Education, - New Delhi and others – Pearson Education, - New Delhi 2003 2003 Total Quality Management – Poornima Total Quality Management – Poornima Choudhary Pearson Education – New Delhi, 2002. Choudhary Pearson Education – New Delhi, 2002. Total Quality Management – Sridhar Bhatt. Total Quality Management – Sridhar Bhatt.
- 2. Introduction: Basic Concepts & Introduction: Basic Concepts & Approach Approach Introduction Introduction Why TQM-3 approaches- Why TQM-3 approaches- 1. 1. Leadership Leadership 2. 2. Participatory approach Participatory approach 3. 3. Systems approach Systems approach
- 3. TQM Terms TQM Terms Definition of Quality Definition of Quality Concept of process & its networking Concept of process & its networking Stakeholders & their expectations Stakeholders & their expectations Quality control & Quality assurance Quality control & Quality assurance Standardization Standardization
- 4. Quality Management: Leading Quality Management: Leading Thinkers- The Crosby School Thinkers- The Crosby School Quality w/o Tears, Quality is Free Quality w/o Tears, Quality is Free 4 absolutes of Quality: 4 absolutes of Quality: 1. 1. Quality is conformance to requirement Quality is conformance to requirement 2. 2. Quality is reached through prevention Quality is reached through prevention 3. 3. Move towards zero defect Move towards zero defect 4. 4. Quality is the price of non-conformance Quality is the price of non-conformance Crosby’s Quality management maturity Crosby’s Quality management maturity grid grid
- 5. Quality Management: Leading Quality Management: Leading Thinkers- The Deming Philosophy Thinkers- The Deming Philosophy 7 deadly diseases: 7 deadly diseases: Lack of constancy of purpose Lack of constancy of purpose Emphasis on short-term profits Emphasis on short-term profits Evaluation by performance, merit rating or Evaluation by performance, merit rating or annual review of performance annual review of performance Mobility of management Mobility of management Running a company on visible figures alone Running a company on visible figures alone Excessive medical costs for employee healthcare Excessive medical costs for employee healthcare Excessive cost of warranty Excessive cost of warranty
- 6. The Deming Philosophy The Deming Philosophy Deming’s 14 points Deming’s 14 points SQC SQC Control chart Control chart Pareto chart Pareto chart Histogram Histogram Flowchart Flowchart Run/Trend chart Run/Trend chart Scatter diagram Scatter diagram Cause & Effect diagram Cause & Effect diagram
- 7. Quality Management: Leading Quality Management: Leading Thinkers- The Juran Trilogy Thinkers- The Juran Trilogy Juran’s “Quality Control Handbook” Juran’s “Quality Control Handbook” Quality- fitness for use Quality- fitness for use Trilogy parts: Trilogy parts: 1. 1. Quality planning Quality planning 2. 2. Quality control Quality control 3. 3. Quality Improvements (breakthrough Quality Improvements (breakthrough sequence) sequence)
- 8. Juran’s Breakthrough Sequence Juran’s Breakthrough Sequence Breakthrough in attitudes Breakthrough in attitudes Identify the vital few projects Identify the vital few projects Organize for breakthrough in knowledge Organize for breakthrough in knowledge Conduct the analysis Conduct the analysis Determine how to overcome resistance Determine how to overcome resistance to change to change Institute the change Institute the change Institute controls Institute controls
- 9. Quality Management: Leading Quality Management: Leading Thinkers- Feigenbaum Thinkers- Feigenbaum Armand v.Feigenbaum’s book- “Total Quality Armand v.Feigenbaum’s book- “Total Quality Control” Control” 4 management fundamentals of total quality: 4 management fundamentals of total quality: 1. 1. There is no such thing as a permanent quality There is no such thing as a permanent quality level level 2. 2. Personal leadership is the hallmark of good Personal leadership is the hallmark of good management management 3. 3. Quality is essential for successful innovation Quality is essential for successful innovation 4. 4. Quality & cost are complimentary, not Quality & cost are complimentary, not conflicting business objectives conflicting business objectives
- 10. Japanese Quality Gurus Japanese Quality Gurus Kaoru Ishikawa- father of Quality circle, Kaoru Ishikawa- father of Quality circle, Ishikawa diagram/Fishbone diagram Ishikawa diagram/Fishbone diagram Shigeo Shingo- poka-yoke system Shigeo Shingo- poka-yoke system (mistake proofing) (mistake proofing) Genichi Taguchi- loss function Genichi Taguchi- loss function
- 11. Building Blocks of TQM Building Blocks of TQM Introduction Introduction TQM beliefs-6 main points: TQM beliefs-6 main points: 1. 1. People are untapped resources People are untapped resources 2. 2. People who do the work are in the best People who do the work are in the best position to improve organizational processes position to improve organizational processes 3. 3. Continual Improvement Continual Improvement 4. 4. Values drive Behavior Values drive Behavior 5. 5. Prevention as opposed to detection Prevention as opposed to detection 6. 6. Organization- wide Involvement & Organization- wide Involvement & Commitment Commitment
- 12. TQM- Stumbling Blocks TQM- Stumbling Blocks Overselling TQM Overselling TQM Setting mediocre expectations Setting mediocre expectations Poorly/Inadequately diagnosing the Poorly/Inadequately diagnosing the situation situation Failing to train personnel Failing to train personnel Making continuous improvement too Making continuous improvement too complex & unnatural complex & unnatural Failing to recognize & celebrate successes Failing to recognize & celebrate successes
- 13. Key Success Factors- What we Key Success Factors- What we need to make TQM work! need to make TQM work! Clear aims & Objectives of TQM Clear aims & Objectives of TQM Support & commitment of Top Management Support & commitment of Top Management Sufficient Time to be devoted to TQM Sufficient Time to be devoted to TQM Resources for TQM Resources for TQM Personal Qualities Personal Qualities Careful analysis & planning Careful analysis & planning A steering group to manage change A steering group to manage change Adoption of an Ethical Approach Adoption of an Ethical Approach
- 14. PDCA Cycle PDCA Cycle Developed by Shewhart & modified by Developed by Shewhart & modified by Deming Deming 4-stages: 4-stages: 1. 1. Plan Plan 2. 2. Do Do 3. 3. Check Check 4. 4. Act Act
- 15. kaizen kaizen Kaizen- Continuous Improvement Kaizen- Continuous Improvement 3 main objectives: 3 main objectives: 1. 1. Managerial practices (which must broaden its Managerial practices (which must broaden its perspectives, while increasing its involvement) perspectives, while increasing its involvement) 2. 2. Shifting values (which are socially & culturally Shifting values (which are socially & culturally adrift as far as quality is concerned) adrift as far as quality is concerned) 3. 3. Organizational effectiveness (the agenda of Organizational effectiveness (the agenda of leadership, motivation & goal setting) leadership, motivation & goal setting)
- 16. Innovation vs. Kaizen Innovation vs. Kaizen Innovation Innovation 1. 1. Creativity Creativity 2. 2. Individualism Individualism 3. 3. Specialist-oriented Specialist-oriented 4. 4. Technology–oriented Technology–oriented 5. 5. Information: Closed & Information: Closed & Proprietary Proprietary 6. 6. Functional Orientation Functional Orientation 7. 7. Seeks new Technology Seeks new Technology 8. 8. Limited Feedback Limited Feedback Kaizen Kaizen 1. 1. Adaptability Adaptability 2. 2. Teamwork, Systems- Teamwork, Systems- approach approach 3. 3. Generalist-oriented Generalist-oriented 4. 4. people-oriented people-oriented 5. 5. Information-open & Information-open & shared shared 6. 6. Cross- functional Cross- functional Orientation Orientation 7. 7. Building on existing Building on existing Technology Technology 8. 8. Comprehensive feedback Comprehensive feedback