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Neha Singh – 11
Nitish Kohli – 12
Quality is a Journey,
not a Destination
2
Total Quality Management
3
An emphasis on Quality that encompasses the entire company……
Continuous Improvement
Employee empowerment, quality circles
Benchmarking - best at similar activities, even if in different industries
Just In Time - requires quality of suppliers
TQM Tools - allow you to measure progress
Total Quality Management
4
….FIRST time.
Quality Circle
5
Organization
8-10 members
Same area
Supervisor/moderator
Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis
Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem Analysis
Cause and effect
Data collection and
analysis
6
Fundamental Concepts
Customer focus
Continuous improvement
Plan
Do
Act
Check
“Continuous”
improvement
Time
Continual
Continualimprovement
improvement of
of the
the quality
qualitymanagement
management system
system
10
Customers Customers
(and other Management (and other
interested responsibility interested
parties) parties)
Measurement,
Resource analysis and
management improvement
Satisfaction
Requirements
Input
Output
Product
Key: Product
Value adding activity realisation
information flow
Source: BS EN ISO
9001:2000
Value of every Associate
11
It is an idea to have
each person
thinking,
creating ideas,
challenging authority,
and
making changes to the
system.
Hence, empowerment
of employees leads to
success.
12
Thinking)
Replication
Alignment
13
There has been a new understanding of the importance of strategy.
This strategy must include:
A clear vision of where the company is going
Clear definitions of the small number of key objectives that must be
achieved
Translation of these key objectives throughout the entire organization
Linkage(Process Management)
14
Critical Processes
Quality Planning
17
Empowered employees
are in self-control,
they measure their own work processes,
interpret the measurements,
compare these measurements to goals, and
take action.
Implementing TQM
33
Successful Implementation of TQM
Requires total integration of TQM into day-to-day operations.
Causes of TQM Implementation Failures
Lack of focus on strategic planning and core competencies.
Obsolete, outdated organizational cultures.
Obstacles to Implementing TQM
34
Lack of a company-wide definition of quality.
Lack of a formalized strategic plan for change.
Lack of a customer focus.
Poor inter-organizational communication.
Lack of real employee empowerment.
Lack of employee trust in senior management.
View of the quality program as a quick fix.
Drive for short-term financial results.
Politics and turf issues.
Six Sigma
35
Black Belt
project leader
Six Sigma: DMAIC
37
MEASUR
MEASUR ANALYZ
ANALYZ IMPROV
IMPROV CONTRO
CONTRO
DEFINE
DEFINE E
E E
E E
E LL
67,000
67,000 DPMO
DPMO
cost
cost == 25%
25% of
of
sales
sales 3.4
3.4 DPMO
DPMO
Baldrige Award
38
The integrated framework of the Baldrige award criteria
39
Other Awards for Quality
40
National individual awards International awards
Armand V. Feigenbaum European Quality Award
Medal Canadian Quality Award
Deming Medal Australian Business
E. Jack Lancaster Medal Excellence Award
Edwards Medal Deming Prize from Japan
Shewart Medal
Ishikawa Medal
Summary
41