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Quality Management Introduction

Quality Management Introduction. Changing Work Habits to do the Right things Right the First time, Everytime. QM. Strategies for Effective QC. QA. Inspection. QC. THE ROAD TO QUALITY MANAGEMENT. QUALITY!!.

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Quality Management Introduction

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  1. Quality Management Introduction

  2. Changing Work Habits to do the Right things Right the First time, Everytime QM Strategies for Effective QC QA Inspection QC THE ROAD TO QUALITY MANAGEMENT

  3. QUALITY!!

  4. QUALITY is meeting applicable requirements at the least cost (total value) and time within defined goals and objectives

  5. CORPORATE GOALS & OBJECTIVES • Total Value • Time Resources (capabilities) Manpower System Knowhow Requirements (applicable)

  6. CORPORATE GOALS & OBJECTIVES Resources Requirements

  7. CORPORATE GOALS & OBJECTIVES Rework Resources Requirements

  8. CORPORATE GOALS & OBJECTIVES Resources Requirements

  9. CORPORATE GOALS & OBJECTIVES Resources Gold Plating Requirements

  10. Why should we go for it?

  11. THE COST OF QUALITYPOTENTIAL LONG RANGE REDUCTION Before After Deviations (Primary Costs) Deviations (Primary Costs) Appraisal Appraisal Prevention Prevention

  12. Cost of Quality = 29% of TPC By Account By Cause BREAKDOWN OF COST OF QUALITY 100 90 Material 80 Costs (40%) 70 60 Deviations = N/A (Consequential) 50 29% Labor 29% Costs Materials = 6% 40 (37%) Deviations = 17.5% 30 Labor = 10% (Primary) 20 Engr. Appraisal = 10.0% Costs Engr'g = 13% 10 (23%) Prevention = 1.5% 0

  13. TQM IS NOT MAGIC

  14. TQM has excellent tools, concepts and techniques that could help my company improve.

  15. I also know that it will take hard work to benefit from TQM concepts, tools, and techniques.

  16. KEY ISSUES • Communication • Cross functional Cooperation • Team Work • Mutual understanding and trust • Customer focus • Policies and Procedures (Control) • Empowerment • Accountability

  17. ROOT CAUSE Misalignment in perceptions/expectations Other B/L Proponent B/L y B/L z B/L x 1 ADDED COST Projects/Work Activities 4 3 3 3 2 TIME

  18. Power of Alignment

  19. Misalignment:Where Does it Happen ! B/L v B/L w B/L x B/L y B/L z

  20. B/L w B/L x B/L y B/L v B/L z Improvement Opportunity FUNCTIONAL INTEREST CORPORATE INTEREST TIME

  21. B/L w B/L x B/L y B/L v B/L z Improved Work Process FUNCTIONAL INTEREST CORPORATE INTEREST TIME

  22. THE JIGSAW PUZZLE APPROACH

  23. Challenges Process Acceptance • Resistance to Change • Someone Else’s Idea • What is in it for me • Not Believing that we can Change • Another Fad • Not Believing in the Process • Limited Vision

  24. Challenges(Contd.) Process Acceptance • Existing Systems • Threat to Existing Efforts • Improvement is Someone Else’s Job • Problems Denial • Being Implemented in One Business Line

  25. What Worked for US • Top Level Commitment • Customizing the Process to Our Needs • Using Believers to Convert the Non-Believers

  26. It Was Not Forced

  27. What Worked for Us • Top Level Commitment • Customizing the Process to Us • Using Believers to Convert the Non-Believers • The Quality Team were Confident of the Process • Responsibility is with the Line Management • Did not Undermine Line Management Efforts • Quality Team is a Catalyst

  28. CONCLUSION CHANGE • There is room for Improvement • Improvement has to be Structured & Organized • Sponsorship has to come from the Top • Change should be developed by Employees • Quality Improvement is a Mind Set • Status Quo Cannot Continue

  29. CHANGE IS IMMINENT • ENGINEERIT • PREPARE FOR IT • RESPONDTO IT

  30. OTHERWISE BE PREPARED TOPAY FOR IT

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