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					                  What is TQM




                        n
                     io
 It provides  overall concept that fosters


                  rs
                ve
  continuous improvement in the
            al
  organization
           tri

 Its philosophy stress a systematic,
       ne
      hi



  integrated, consistent organization-
    ac
  fM




  wide perspective involving everyone
pd




  and every thing.
 It primarily focuses on total customer
  satisfaction. (Internal and External
  both)
                   Mr. Hasan Haider - NPO Pakistan
                 TQM Definition




                     n
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 Total-


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            Everyone associated with

             ve
            the company is involved in
            al
           tri
            continuous improvement
       ne


 Quality-
     hi



            Customers expected and
   ac




            implied requirements are
  fM
pd




            met fully.
 Management -Executives are fully
              committed.
                  Mr. Hasan Haider - NPO Pakistan
                         Meanings of TQM




                             n
                              All persons
                              All persons




                          io
                       rs
              System
              System          Of all divisions
                              Of all divisions


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                              At every Level/Stratum
                              At every Level/Stratum
                    al




                                                                          strive to attain ...
                                                                          strive to attain ...
                   tri
                              Management Methods
                              Management Methods
TQM means




              Method
TQM means




              Method
              ne


                              Analytical Methods
                              Analytical Methods
              hi



                              Q (Quality):Quality improvement
            ac




                              Q (Quality):Quality improvement
  fM




                              C (Cost):Cost reduction
                              C (Cost):Cost reduction
pd




                              D (Delivery):Delivery execution
                              D (Delivery):Delivery execution
              Purpose
              Purpose
                              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
                        General Examples
        Lipton Tea (Product & Services)




                             n
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        ABN Amro Bank Services




                       rs
        Carpenter and Workshop (Product & Services)

                     ve
                 al
        LG Mobile Compass (Innovative approach)
               tri

        Shampoo Bottles (Product oriented)
           ne



        Golf Clubs (Product oriented )
     hi
   ac




       
  fM




           Watch (Innovative approach through feed back)
        Tomato Ketchup (Product oriented)
pd




          Elfy (Customers satisfaction)




                         Mr. Hasan Haider - NPO Pakistan
                      QUALITY
            is no longer a desirable option




                     n
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               rs
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          Productivity
            al
          tri
       ne

                          Quality
     hi
   ac
  fM




                                Competitive price
pd




             It is the key to SURVIVAL


                 Mr. Hasan Haider - NPO Pakistan
         Total Quality Management
        Optimizing Seven Main Areas




                              n
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                                     1



                      ve
                           Capable Leadership
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              tri
         ne
     hi



         2                            3                        4
                                                       Human Resource
   ac




   Customer Driven                Systems               Development
  fM
pd




          5                          6
                                                               7
  Process Control &          Product control and
                                Improvement
                                                           Resource
    Improvement                                            Utilization




                         Mr. Hasan Haider - NPO Pakistan
               History of TQM
Quality Control Originated from Industrial Revolution




                            n
                         io
                      rs
 '20s    Emergence of Modern Quality Control


                    ve
           1924: "Control Chart" was advocated by Shewhart
 ‘30s           al
         Development of Modern Quality Control
             tri
           Impetus was given by the Second World War
 ‘40s
         ne

         Introducing the Concept of Quality Control to Japan
           1951: The Deming Prize initiated
       hi



 ‘50s
     ac




         Orientation Towards Total Quality Management
         Emergence of TQC
   fM




 ‘60s      1962 : QC circle activities started
 pd




         TQC Practices
 ‘70s      1972: Quality Function Deployment
         Deployed from Manufacturing to Tertiary Industry  
 ‘80s      1980: NBC aired a program entitled "If Japan can..., why can't we?“
         Quality Assurance on Customers' Side (Certification of Third
 ‘90s    Party)
         Quality and Productivity, ISO 9000s QMS with TQM approach,
 ‘00s    Fully Utilizing Information Technology through KBE
                       Mr. Hasan Haider - NPO Pakistan
                      National Power and
                      Quality Management




                                  n
     1940~ 1960             1970~1990              1990~2000          2000~2010




                               io
                            rs
 •Establishment of        •TQC Practice        •CS Practice        •TQMBE


                          ve
 SQC Technology                                •Establishment of   •IQC
 •Establishment of     al                       TQM Approach       •KBE
                     tri
  TQC Concept                                  •IT Revolution      • others
                ne


 Shewhart's Control Chart NBC aired "If Japan can..." e-business
            hi



                            J Young's Report           Dell Direct Model
 Juran's Proposition of
          ac




Total Quality Management  MB Award was established ISO 9000 was established
     fM




                                 First Oil Crisis
   pd




                                             Plaza Accord




                                                                   CS Management
       Prosperous 60's            Manufacturing Superpower       New Economy
                                   GDP                            BPR, 6 Sigma
                               Mr. Hasan Haider - NPO Pakistan
  TQM as All-Around Activities
  Activities Conducive to Better




                            n
                         io
     Corporate Management




                      rs
                    ve
                 TQM
                 al                                 Various Activities
               tri
                Strategic                                ISO9000
          ne


                Business
      hi



                 Policy                                 ISO14000
    ac




               Management
                                                           BPR
  fM




                               Business    Fusion
  day-to-day
                TQM            Elements
pd




 Management
                              Management               Kaizen, TPM
               Strategic QC                                 JIT
                   Circle
                 Activities                             Six Sigma
                                                    Improvement in the Quality of
                                                      Corporate Management
                                                                           and so on
   Selection and Concentration of - NPO Pakistan
                     Mr. Hasan Haider
      Management Resources
       Improvement of TQM and Its
           Mechanism/Process
                    Enhancement of Q/C/D/M/S/E




                             n
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                       ACT                    PLAN


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                    Sales and                    New Product
                  al
                  Administration                 Development
             tri
Employees
Employees                          TQM                                   President
                                                                         President
           ne
       hi



                     Cost Control           Quality Assurance
     ac




                       CHECK                      DO
  fM




       Everyone                                                 Taking the Lead
pd




             Improvement and Enhancement of System/Mechanism
              Improvement and Enhancement of System/Mechanism
Problem
Problem
Solving
 Solving                    Standardization
                             Standardization
                       Improvement Activity
                        Improvement Activity
                        Problem Occurrence
                         Problem Occurrence
                         Mr. Hasan Haider - NPO Pakistan
        Procedures for Improving
          a Mechanism/Process




                           n
                        io
         Turn what are being actually practiced
         Turn what are being actually practiced          "Everyone" can
                                                          "Everyone" can



                     rs
                 into aa"mechanism".
                  into "mechanism".                      do aa"good job

                   ve
                                                          do "good job
                al                                       effectively and
                                                          effectively and
            Work based on the mechanism.
            Work based on the mechanism.
              tri
                                                         efficiently"
                                                          efficiently"
          ne


                                                         according to aa
                                                          according to
         hi



                  A problem occurs.
                  A problem occurs.                      "good
Work                                                      "good
       ac




Work
                                                         mechanism".
                                                          mechanism".
  fM




          Review and modify the mechanism.
pd




          Review and modify the mechanism.


         Refine and sophisticate the mechanism.
                                                         The goals and
                                                          The goals and
         Refine and sophisticate the mechanism.
                                                         objectives of the
                                                          objectives of the
                                                         company can be
                                                          company can be
                                                         achieved
                                                          achieved
                       Mr. Hasan Haider - NPO Pakistan
       Total Quality Management
               Principles




                     n
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   Delight the Customer


               rs
             ve
   Management by Fact
            al
          tri
   People-based Management
       ne



   Continuous Improvement
     hi
   ac
  fM
pd




                 Mr. Hasan Haider - NPO Pakistan
       Table: 1, Principles & Core
           Concepts of TQM



                          n
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          Principles                           Core Concepts


                  ve
                                   Customer satisfaction, Internal
               al
  Delight the customer
                                   customers are real
            tri
         ne


  Management by fact               All work is process measurement
      hi
    ac
  fM




  People-based management Team work, People make quality
pd




                                   Continuous improvement cycle
  Continuous improvement
                                   prevention




                       Mr. Hasan Haider - NPO Pakistan
        Core Concepts for
          Improvement




                      n
   Customer satisfaction




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   Internal customers are real
              ve
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   All work is process
          tri

   Measurement
       ne
     hi



   Teamwork
   ac




   People make quality
  fM
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   Continuous improvement cycle
   Prevention


                 Mr. Hasan Haider - NPO Pakistan
                          The House of TQM




                                n
                                                                                Dr. N. Kano Model (2001)




                             io
                                                                                     modified by Terry




                          rs
  Purpose                                               CS

                        ve
                      al                Goal & Strategy
                   tri
                                                                                         Quality concept
                                                                                         CS
                              Seven Tools                    Policy MGT.
                                                                                         Market in
                 ne

                              New Mgt 7 Tools                Daily MGT.
                                                                                         Next processes are our
                              QC Story                       Cross-Func.MGT
 Means                                                                                   Customer
           hi



                 Techniques   Quality Func.
                              Deployment.
                                                  Vehicles   QC Circles
                                                             Etc.
                                                                              Concepts   Management Concept
                                                                                         PDCA
         ac




                              Malti- variate Analysis
                                                                                         Control by Fact
                              Etc.
                                                                                         Every body’s business
  fM




                                                                                         Etc.
 Motivation                        Motivational approach
pd




                              Intrinsic Tech./ Information Tech.
  Base                           Intrinsic technology

Infrastructure         General Education + Political stability

                               Mr. Hasan Haider - NPO Pakistan
                  Relations Between Management
                     Methods in the Company




                                  n
                                                  Top Policy




                               io
                                                   Policy Statement of FYOO




                            rs
                                                         Management                          Focused
                                    Yearly Policy                   Target value
                                                            items                            approach
                                    1. Dev elop unique    New produc t     25 billion yen   Users ' needs




                          ve
                                  pr oduc ts in          s ales turnover
                                  antic ipation of
                                  emerging users '
                                  needs

    Business                       ……………………
                                  2.



   Management            al       …………
                  tri
    Meeting                                                                             Policy management
          ne


         Deployment                       Implementation
     hi



           Plan by
   ac




          Function
                                                          Plan
                                                                                              Policy Deployment
  fM




                                                                                                                          Detect the
           Management
pd

           by Function




                                                                                                                                         Management
                                                                                                                                         Management

                                                                                                                                         Diagnosis by
                                                                                                                                         Diagnosis by
                          Q                                                                                               defects of a
                                                                                                                Policy    mechanism
                          C                                                                                 Implementation system




                                                                                                                                             Top
                                                                                                                           regarding
                          D                                                                                                  work
                                                                                                                            process.
                                                                                                        Evaluation

       Gain and loss               Results of work                                                               Evaluate the
                                 Dally management
                                 Dayly management                                                               results of work
                              Mr. Hasan Haider - NPO Pakistan
                       IMPLEMENTATION AND
                     BUSINESS RESULTS OF TQM
                                                        TQM Methods
                                                         TQM Methods
    Technology




                                              n
                                                Strategy and Policy Management
  development/CS




                                           io
                                         • Vision/Strategy       • Evaluation of level of achievement




                                        rs
  Technology development                 • Diagnosis by top      • Control Cycle
                                           management



                                      ve
• Analysis and review of plan                                    • Standardization and Improvement
• Customer information
• Technology development/        al     • QC Circles             • SQC
                                tri
   Product planning                                                                                     Quality Assurance
                                                                                                         Quality Assurance
                       ne

                  CS                               Business Results                                 • Quality Assurance
                                                    Business Results
          • CS Activities
               hi



                                                                                                    • QCD Management
          • Latent needs                        • CS                • Cost/Delivery
             ac




                                                                                                    • Partnership with suppliers
          • RI Activities
                                              • Sales                    • Quality                  • Handling complaints
    fM




          • CR mechanism
  pd




                                                   Corporate Climate
                                                    Corporate Climate
                                Total Participation                         Creative Climate
                         • Decision-making speed                • Desire for improvement
                         • Information sharing                  • Climate to find breaking through
                         • Sharing of values                    • Education/training
                         • Teamwork in the workshop             • Engineering technology / Problem-solving
                         • Inter-sectional teamwork             ability
                                               Mr. Hasan Haider • ES
                                                                - NPO Pakistan
       Are you looking for a change?




                     n
                  io
               rs
                        then Adopt

             ve
            al
          tri
       ne


       Total Quality Management
     hi
   ac
  fM
pd




                 Mr. Hasan Haider - NPO Pakistan

				
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