tqm definition

What is TQM  It provides overall concept that fosters continuous improvement in the organization  Its philosophy stress a systematic, integrated, consistent organizationwide perspective involving everyone and every thing.  It primarily focuses on total customer satisfaction. (Internal and External both) pd fM ac hi ne tri al ve rs io n Mr. Hasan Haider - NPO Pakistan TQM Definition  Total- Everyone associated with the company is involved in continuous improvement  QualityCustomers expected and implied requirements are met fully.  Management -Executives are fully committed. pd fM ac hi ne tri al ve rs io n Mr. Hasan Haider - NPO Pakistan Meanings of TQM System System al ve rs io n All persons All persons Of all divisions Of all divisions At every Level/Stratum At every Level/Stratum strive to attain ... strive to attain ... Management Methods Management Methods ne Method Method tri pd fM TQM means TQM means Purpose Purpose Analytical Methods Analytical Methods Q (Quality):Quality improvement Q (Quality):Quality improvement C (Cost):Cost reduction C (Cost):Cost reduction D (Delivery):Delivery execution D (Delivery):Delivery execution S (Safety):Safety maintenance S (Safety):Safety maintenance M (Morale):Morale boosting M (Morale):Morale boosting E(Environmental):Environmental protection E(Environmental):Environmental protection Mr. Hasan Haider - NPO Pakistan ac hi General Examples  ABN Amro Bank Services  LG Mobile Compass (Innovative approach) pd fM ac hi    Shampoo Bottles (Product oriented)  Golf Clubs (Product oriented ) Watch (Innovative approach through feed back)  Tomato Ketchup (Product oriented) Elfy (Customers satisfaction) ne tri al  Carpenter and Workshop (Product & Services) ve rs io n  Lipton Tea (Product & Services) Mr. Hasan Haider - NPO Pakistan QUALITY is no longer a desirable option Productivity ne tri al Quality Competitive price pd fM ac hi It is the key to SURVIVAL ve rs io n Mr. Hasan Haider - NPO Pakistan ve rs io n Total Quality Management Optimizing Seven Main Areas 1 ac hi ne tri al Capable Leadership 2 3 4 pd fM Customer Driven Systems Human Resource Development 5 6 Process Control & Improvement Product control and Improvement 7 Resource Utilization Mr. Hasan Haider - NPO Pakistan History of TQM '20s ‘30s ‘40s ‘50s ‘60s ‘70s ‘80s ‘90s ‘00s Emergence of Modern Quality Control 1924: "Control Chart" was advocated by Shewhart Impetus was given by the Second World War Introducing the Concept of Quality Control to Japan 1951: The Deming Prize initiated pd fM ac hi Orientation Towards Total Quality Management Emergence of TQC 1962 : QC circle activities started TQC Practices 1972: Quality Function Deployment Deployed from Manufacturing to Tertiary Industry 　 1980: NBC aired a program entitled "If Japan can..., why can't we?“ Quality Assurance on Customers' Side (Certification of Third Party) Quality and Productivity, ISO 9000s QMS with TQM approach, Fully Utilizing Information Technology through KBE Mr. Hasan Haider - NPO Pakistan ne tri Development of Modern Quality Control al ve rs io n Quality Control Originated from Industrial Revolution National Power and Quality Management ve rs io n 1940～ 1960 •Establishment of SQC Technology •Establishment of TQC Concept 1970～1990 1990～2000 •CS Practice •Establishment of TQM Approach •IT Revolution 2000～2010 •TQMBE •IQC •KBE • others •TQC Practice pd fM Shewhart's Control Chart NBC aired "If Japan can..." e-business Dell Direct Model  J Young's Report Juran's Proposition of Total Quality Management  MB Award was established ISO 9000 was established First Oil Crisis ac hi ne tri al Plaza Accord Prosperous 60's Mr. Hasan Haider - NPO Pakistan Manufacturing Superpower GDP CS Management New Economy BPR, 6 Sigma TQM as All-Around Activities ve rs io n Activities Conducive to Better Corporate Management tri al TQM Various Activities ISO9000 ISO14000 BPR Kaizen, TPM JIT Six Sigma Improvement in the Quality of Corporate Management and so on pd fM ac hi Strategic Business Policy Management ne day-to-day Management TQM Strategic QC Circle Activities Business Elements Management Fusion Selection and Concentration of - NPO Pakistan Mr. Hasan Haider Management Resources Improvement of TQM and Its Mechanism/Process ve rs io n ACT Enhancement of Q/C/D/M/S/E PLAN New Product Development tri Sales and Administration al Employees Employees ac hi ne TQM Cost Control Quality Assurance President President DO pd fM Everyone CHECK Taking the Lead Problem Problem Solving Solving Improvement and Enhancement of System/Mechanism Improvement and Enhancement of System/Mechanism Standardization Standardization Improvement Activity Improvement Activity Problem Occurrence Mr. Hasan Haider - NPO Pakistan Problem Occurrence Procedures for Improving a Mechanism/Process Turn what are being actually practiced Turn what are being actually practiced into aa"mechanism". into "mechanism". ve rs io n ac hi ne Work Work pd fM Review and modify the mechanism. Review and modify the mechanism. Refine and sophisticate the mechanism. Refine and sophisticate the mechanism. tri Work based on the mechanism. Work based on the mechanism. A problem occurs. A problem occurs. "Everyone" can "Everyone" can do aa"good job do "good job effectively and effectively and efficiently" efficiently" according to aa according to "good "good mechanism". mechanism". al Mr. Hasan Haider - NPO Pakistan The goals and The goals and objectives of the objectives of the company can be company can be achieved achieved  Delight the Customer  People-based Management pd fM ac hi  Continuous Improvement ne tri  Management by Fact al ve rs io n Total Quality Management Principles Mr. Hasan Haider - NPO Pakistan Principles ve rs io n Table: 1, Principles & Core Concepts of TQM Core Concepts Customer satisfaction, Internal customers are real All work is process measurement pd fM People-based management Team work, People make quality Continuous improvement Continuous improvement cycle prevention ac hi Management by fact ne tri Delight the customer al Mr. Hasan Haider - NPO Pakistan  Customer satisfaction  All work is process  Teamwork pd fM  People make quality  Prevention  Continuous improvement cycle ac hi  Measurement ne tri al  Internal customers are real ve rs io n Core Concepts for Improvement Mr. Hasan Haider - NPO Pakistan The House of TQM ve rs io n Dr. N. Kano Model (2001) modified by Terry Purpose CS Policy MGT. Daily MGT. Cross-Func.MGT QC Circles Etc. Quality concept CS Market in Next processes are our Customer Management Concept PDCA Control by Fact Every body’s business Etc. al tri Means Goal & Strategy Seven Tools New Mgt 7 Tools QC Story Quality Func. Deployment. Malti- variate Analysis Etc. ne pd fM ac hi Techniques Vehicles Concepts Motivation Base Motivational approach Intrinsic Tech./ Information Tech. Intrinsic technology General Education + Political stability Mr. Hasan Haider - NPO Pakistan Infrastructure Relations Between Management Methods in the Company ve rs io n Top Policy Policy Statement of FYOO Management Target value items New produc t s ales turnover 25 billion yen Yearly Policy Focused approach Users ' needs tri Business Management Meeting 1. Dev elop unique pr oduc ts in antic ipation of emerging users ' needs 2. …………………… ………… al Policy management Implementation Plan Policy Deployment Detect the defects of a mechanism Policy Implementation system regarding work process. pd fM Deployment Plan by Function ac hi ne Gain and loss Management by Function Diagnosis by Diagnosis by Top Management Management Q C D Results of work Dayly management Dally management Evaluation Mr. Hasan Haider - NPO Pakistan Evaluate the results of work IMPLEMENTATION AND BUSINESS RESULTS OF TQM ve rs io n tri • QC Circles Technology development/CS • Analysis and review of plan • Customer information • Technology development/ Product planning • CS Activities • Latent needs • RI Activities • CR mechanism Technology development TQM Methods TQM Methods • Evaluation of level of achievement • Control Cycle • Standardization and Improvement • SQC • Vision/Strategy • Diagnosis by top management Strategy and Policy Management al CS ne ac hi Business Results Business Results • CS • Sales • Cost/Delivery • Quality • Quality Assurance Quality Assurance Quality Assurance • QCD Management pd fM • Partnership with suppliers • Handling complaints Corporate Climate Corporate Climate • Desire for improvement • Decision-making speed • Climate to find breaking through • Information sharing • Education/training • Sharing of values • Engineering technology / Problem-solving • Teamwork in the workshop ability • Inter-sectional teamwork Mr. Hasan Haider • ES - NPO Pakistan Total Participation Creative Climate pd fM ac hi ne Total Quality Management tri Mr. Hasan Haider - NPO Pakistan al ve rs io n Are you looking for a change? then Adopt