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TOTAL QUALITY MANAGMENT PowerPoint Presentation
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TOTAL QUALITY MANAGMENT

TOTAL QUALITY MANAGMENT

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TOTAL QUALITY MANAGMENT

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  1. TOTAL QUALITY MANAGMENT TQM EVOLUTION AND HISTORY

  2. TQM Evolution • Code of Hammurabi (2150BC) • Quality terms (Total Quality Control, Total Quality Improvement, Service Quality Improvement – or titles that relate to their particular area (Quality Maintenance System, Software Quality Assurance

  3. Quality Control • Industrialization (Mass production) • Inspection • W.Shewhart (1924): Statistical Process Control (SPC)

  4. Quality Assurance • George Edwards (inventor of the term) • Assuring quality • Standardization • Policies • Division of responsibility

  5. Quality Improvement • Utilizing SPC • Improving processes • Reducing waste. • Individual Improvement projects • Monitoring variations

  6. Quality Management • Improvement Plan at all levels of organization • Internal Motivation • Preventive practice

  7. Total Quality Management • All aspects of organization adopting continuous improvement • Change of organizational culture (shift from internal measures of efficiency towards assessment and improvement of value to the customers

  8. Stages of TQM QualityControl Monitoringvariations QualityAssurance Standardsbased QualityImprovement Processoriented QualityManagement Internallymotivated TotalQualityManagement Changedorganizationalculture

  9. Managing TQM • What Does the TQM manager Need to Know? • Systems Thinking • Understanding Variations • Organizational Psychology

  10. SystemsThinking EffectiveManagement UnderstandingVariations OrganizationalPsychology

  11. Systems Theory Inputs Outputs Customers Supplies Process Feedback Loop

  12. Understanding Variations • Special cause variation • Common cause variation • Interpretation errors • Process capability • Example of probability (coin flipping)

  13. Control Chart

  14. Individual and Organizational Psychology • Efficiency • Work place harmony • Characteristic requirements of a person for a specific job

  15. What Does the TQM Manager Need To Do? • Deming’s 14 points • Create constancy of purpose towards improvement of product and service, with a plan to become competitive and to stay in business. • Adopt the new philosophy. • Cease dependence on mass inspection. • End of the practice of awarding business on the basis of price tag alone. • Improve constantly and forever the system of production and service. • Institute training.; • Institute leadership. • Drive out fear

  16. Cont. Deming’s 14 points • Bread down barriers between department • Eliminate slogans, exhortations and numerical goals that ask for new levels of productivity without providing methods. • Eliminate numerical quotas. • Remove barriers to pride of workmanship. • Institute a vigorous program of educations and retraining. • Take action to accomplish the transformation.