CAMPUS TO CAREER - TQM WAY

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What is TQM? In the college we learned the basics of TQM. What is expected by the corporate organisations and industries from the newly joined team members?

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ganessanv@gmail.com http://tqm5pillars.yolasite.com/ WELCOME PRESENTATION BY venkatachalam ganessan Bangalore

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Campus to Career.

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So... you are getting ready to… START your career.

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Objectives of this programme... Upon completion of this seminar… …you will be able to… …demonstrate an understanding of the basic TQM concepts …identify TQM as one of the proved ways for building and sustaining a culture committed to continuous improvement for developing your skills and for moving the organisation, you select, into the future.

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The TQM way… CAMPUS TO CAREER

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TOTAL QUALITY MANAGEMENT BASIC CONCEPTS AWARENESS PROGRAMME HALF-DAY SEMINAR

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TQM…?

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TQM… TQM…TQM Many organisations are implementing TQM concepts. Most of them are benefited from TQM, implemented with full commitment , continuously. They prove the success through their excellent performance results and the awards. Many others start discussing about TQM…

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IMPROVED PROCESSES IMPROVED QUALITY OF PRODUCTS / SERVICES IMPROVED CUSTOMER SATISFACTION REDUCTION IN NEW PRODUCT DEVELOPMENT TIME REDUCTION IN MANUFACTURING COST REDUCTION IN INVENTORY AND WASTES IMPROVED PERFORMANCE RESULTS IMPROVED EMPLOYEE SATISFACTION HIGHER EMPLOYEE MORALE etc…etc…etc… SOME OF THE BENEFITS OF TQM… PROVED THROUGH FACTS AND FIGURES…

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AGENDA Introduction – What is quality? What is Total Quality? Why TQM ? TQM basic five pillars and the foundation - concepts Discussion Conclusion / Feedback

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What are the objectives of your institution? CAMPUS YOUR

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CAMPUS – HOLISTIC DEVELOPMENT OF AN INDIVIDUAL THRO’ ACADEMIC EXCELLENCE PERSONAL SKILLS INTER-PERSONAL SKILLS SOCIETAL SKILLS PROFESSIONAL COMPETENCE

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SO…YOU WILL BE LOOKING FOR …? FURTHER STUDIES A CAREER A JOB

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Let us look into… A CAREER… not a job.

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…A CAREER… What are the objectives of a business house...?

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CAREER – not just a job… Participation, involvement, Commitment and contribution… In the h olistic development Of a business and for a happy life… Thro’ Personal skills Inter-personal skills Business excellence Global competence Service to society

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MEET THE CHALLENGES… …Challenges of the changing times…? C2C…

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What sort of additional knowledge and skills are expected in your career, to meet the challenges of the changing times? C2C… ?

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CAPABILITY to apply the knowledge and skills for the growth of the organisation, IN A focused, systematic and committed manner WITH additional continuous learning for upgrading your knowledge and skills Do you have the capability….? Not much…!!!

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I am not sure…? Fair Good Very good … Do you have the capability….?

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Yes…I have the capability. I can definitely give GOOD performance… Will your top management team be happy, if you are rated as GOOD…? Do you have the capability….? Will you be happy, if you are rated as GOOD…?

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Your organisation will expect you to give EXCELLENT performance in all your efforts to show EXCELLENT results in all areas you work. You can succeed in your career only if you are EXCELLENT. GOOD OR VERY GOOD are not adequate any more, in the competitive world… Will your organisation be happy, if you are rated as GOOD…?

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…you MUST participate with other team members and contribute in an EXCELLENT way, continuously, for the organisation’s success in the competitive environment and also for your own success in your career…

Why EXCELLENCE?:

So… you have to move from GOOD to EXCELLENT … so that, You can contribute well for your organisation’s EXCELLENT results in all areas… 1 5 2 3 4 EXCELLENT GOOD GOOD Why EXCELLENCE ?

Why Excellence?:

“We want excellent outcomes for our customers. We want an excellent reputation for our organisation and the team. We want to know we have done the absolute best we can for our customers. We want to make the world a better place. We want to make a difference.” CEO Why Excellence?

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The need for change...! How to change? How to improve the performance? How to win the competition?

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There are various ways to change and to achieve excellence. How to decide?

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Do not re-invent the wheel. Decide to follow any one method, which is a proved one.

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TQM / TPM / TPS / LEAN MANUFACTURING AND SIX SIGMA / CMMI ARE SOME OF THE PROVED WAYS WITH SIMILAR CONCEPTS AND OBJECTIVES.

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TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI Total productive maintenance aims at maximizing equipment effectiveness and uptime throughout the entire life of the equipment and continuos improvement in all processes in the organisation.

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TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI Toyota Production System is a generic process management philosophy derived mostly from Toyota, Japan.

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TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI LM A management philosophy focusing on reduction of the seven wastes (waiting, over-production, over-processing, defects, motion, inventory and transportation) in the organisation. By eliminating waste, quality is improved, and production time and cost are reduced.

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TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI SIX SIGMA A methodology and set of tools used to improve quality to less than 3.4 defects per million (99.997% accuracy). Six Sigma tools are developed by taking inspiration from traditional Quality Control, TQM , and TPM etc.

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What would it mean if organizations achieved 99.9% quality? based on 1991 data.         22,000 checks would have been deducted from the wrong bank accounts per hour.     12 babies would have been given to the wrong parents each day (4,380 during 1991).         Two plane landings would have been unsafe at O'Hare International airport, Chicago, per day.         20,000 incorrect drug prescriptions would have been written during the year.     107 incorrect medical procedures would be performed per day. THANKS…Gabel, N. 1991. Is 99.9% good enough? Training Magazine (March).USA WHY (99.997% accuracy)…?

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TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI CMMI C apability M aturity M odel I ntegration is a process improvement approach that provides organizations with the essential elements of effective processes.

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TQM…? Let us see in detail… What is… TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI

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T M to begin with…a brief history of TQM

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SOME OF THE GURUS OF QUALITY & TQM Dr. Walter A. Schewhart Dr. W. Edwards Deming Dr. Kaoru Ishikawa Phillip B. Crosby Masaaki Imai Dr. Joseph M. Juran

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History of TQM Dr. Walter A. Schewhart of Bell Telephone Labs, USA, introduces statistical process control techniques. Japan’s economy was shattered after WWII. The Union of Japanese Scientists and Engineers (JUSE) invited Dr. W. Edwards Deming, student of Schewhart, to give lectures, several times, in Japan. The need for change – felt by all.

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Joseph Juran followed Deming to Japan. He emphasized the role of all employees in quality management. In addition, Juran published Quality Handbook , in 1950, which became the standard reference book on quality, world-wide. 1950s History of TQM

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Kaoru Ishikawa initiated Company-wide Quality Control. …quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life. 1960s History of TQM

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1970s Phillip Crosby, developed a framework for Total Quality Control. Focus is zero defects, or DO IT RIGHT THE FIRST TIME. …quality as conformance to the requirements based directly on customers' needs. History of TQM

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By 1980 , American corporations were in a near panic as the Japanese were selling products in the United States for a price far less than American products. NBC aired a special television report, "If Japan Can, Why Can't We?" History of TQM

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History of TQM . 1980s USA begins to accept Deming’s approach to continuous improvement TQC (TQM) concepts are recognised worldwide.

1980 – 1990… TQC was considered a fad by many business leaders. MANY FAILED…because of poor understanding, poor training and poor implementation. Succeeded by most others with full commitment by top management team, clear understanding of the concepts, proper training for all the members and continuous efforts by all. :

1980 – 1990… TQC was considered a fad by many business leaders. MANY FAILED…because of poor understanding, poor training and poor implementation. Succeeded by most others with full commitment by top management team, clear understanding of the concepts, proper training for all the members and continuous efforts by all. History of TQM .

1996 English term changed from TQC to TQM :

1996 English term changed from TQC to TQM History of TQM . …moved beyond manufacturing into service, healthcare, education and government sectors. 2000s

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Total Quality Management is practiced world-wide today. In some organisations , the term TQM is not used but the concepts are used for achieving excellent results.

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Total Quality Management What is QUALITY...? ?

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In 1980s Internal market Sellers’ market In 1990s Global markets Buyers’ market Now…? INDIVIDUAL CUSTOMER’S QUALITY REQUIREMENTS…!? The business...?

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If you are a customer… What sort of products will you expect? You want to buy…

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If you are a customer…. You will expect the BEST in Product Quality +… +… +…!!! Good quality PRODUCT + Competitive… …features …performance … price + Good service from the staff / shop keeper + Your expectations met + Your usual brand / known good brand + Prompt Delivery ….etc. You will look for…

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Q TOTAL QUALITY … PRODUCT QUALITY + SERVICE QUALITY + Productivity, Quality, Cost, Delivery, Safety, Health, Environment, Morale PROCESSES “…quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life.” ISHIKAWA ?

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q PRODUCT QUALITY

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Performance - main characteristics of the product/service Aesthetics - appearance, feel, smell, taste Special Features - extra characteristics Conformance - how well product/service conforms to customer’s expectations Reliability - consistency of performance q WHAT IS SERVICE QUALITY…? PRODUCT QUALITY

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CUSTOMER FOCUS IN ALL ACTIVITIES PROMPT SERVICE TO CUSTOMERS TELEPHONE ETIQUETTE RESPONSE TO CUSTOMER CALLS, ENQUIRIES & COMPLAINTS CUSTOMER RELATIONS UNDERSTANDING CUSTOMER NEEDS & EXPECTATIONS CORRECT, TIMELY INFORMATION TO CUSTOMERS q SERVICE QUALITY

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q Q TOTAL QUALITY … SERVICE QUALITY … +………………………. +………………………. +……………………….etc PRODUCT QUALITY …

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TQM is an effort for continuous improvement of all PROCESSES, PRODUCTS AND SERVICES thro’ Improvement in Productivity, Quality, Cost, Delivery, Safety, Health, Environment, Service and Morale through Team work and Total Employee Involvement, to achieve Customer Satisfaction, Customer Loyalty and Performance Results. WHAT IS TQM…? PQCDSHESM

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Q TOTAL QUALITY … q q q q q q + + + + + WELL ESTABLISHED EXCELLENT QUALITY OF PRODUCTS AND SERVICES IN ALL AREAS + + + + + P P P P P P WELL ESTABLISHED EXCELLENT PROCESSES IN ALL AREAS

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Q TOTAL QUALITY … HIGH QUALITY…? RIGHT QUALITY…?

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q HIGH QUALITY…!! “So, your uncle is an efficiency expert at the fire department?” “ Not any more.” “ Why? What happened?” “ He always looks for HIGH quality. He put the best quality unbreakable glasses in the fire alarm boxes.” BREAK GLASS TO OPERATE FIRE ALARM BREAK GLASS TO OPERATE FIRE ALARM

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Let's start our career...

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What are the activities in an organisation…? AN INDUSTRY Product Design and development Process Engineering Production Quality Assurance Marketing Service Purchase Finance management HRD / Admin. DEPARTMENTS CEO

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How should these departments and members function for the success of your organisation? YOU ARE HERE

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…achieve the results planned…so that… Customers should be happy The employees should be happy Top management should be happy… … Departments and members should function to…

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One way of achieving the results…. The TQM way

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T Q M TOTAL QUALITY MANAGEMENT IN ALL ACTIVITIES OF THE ORGANISATION MANAGING FOR THE ASSURANCE OF TOTAL QUALITY + + + + + P P P P P P PROCESSES IN ALL DEPARTMENTS q q q q q q + + + + + QUALITY IN ALL DEPARTMENTS

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T Q M TOTAL QUALITY MANAGEMENT QUALITY CONTROL QUALITY ASSURANCE QUALITY MANAGEMENT

QUALITY CONTROL:

QUALITY CONTROL …basic operational techniques and activities that are used to fulfill the requirements for quality.

QUALITY ASSURANCE:

QUALITY ASSURANCE … systematic and planned actions which are necessary to provide adequate confidence that a product or service will satisfy the given requirement for quality.

QUALITY MANAGEMENT:

QUALITY MANAGEMENT … systematic set of operating procedures which is company wide, documented, implemented and maintained while ensuring the growth of business in a consistent manner.

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WHY TQM…? A change in culture

TQM is revolving around HR principles – mainly – RESPECT FOR HUMANITY.:

Employee authority through empowerment rather than enhancing management authority. WHY TQM…? TQM is revolving around HR principles – mainly – RESPECT FOR HUMANITY. A change in culture A change in culture

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Improving the "System" instead of Holding Employees Responsible for organizational failure and problems. A change in culture. WHY TQM…? Employer: "In this job we need someone who is responsible." Applicant: "I'm the one you want. On my last job, every time anything went wrong, they said they said I was responsible."

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Traditional Management Customer Requirements Mission Short term, Inconsistent Not always open Issue orders, enforce Not highest priority, may be unclear Focus on ROI Long and short term, Consistent Open, encourages employee input Coach, remove barriers, build trust Highest priority, identify and understand Focus on Customer Satisfaction TQM A change in culture

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ALL FUNCTIONS AND ALL MEMBERS WORK AS A TEAM

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TQM IS FOR HAPPINESS TQM is for customer satisfaction - CUSTOMER’S HAPPINESS ON THE PRODUCT OR SERVICE CUSTOMER…? FEATURES OF TQM

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CUSTOMER - INTERNAL AND EXTERNAL ?

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From the time your organization starts producing its product or service to the time you deliver it to your external customer, the product or service being changed for consumption goes through an internal chain of events. In that chain, everybody is a customer, a producer and a supplier. INTERNAL & EXTERNAL CUSTOMERS…

FINAL OUTCOME:

The victory or the satisfaction of the external customer depends on how well THE INTERNAL CUSTOMER, PRODUCER & SUPPLIER have performed in the chain of events represented in a relay race. All Customers should be HAPPY FINAL OUTCOME

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“Next process is your customer”. “Try to exceed customer expectations and make them HAPPY” Dr. W. Edwards Deming

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All members should function in such a way that they achieve the results, so that… the organisation team members should be HAPPY - to make the product / give service and sell the product / service. customers should be HAPPY – while using the product or service HAPPY…! ?

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HAPPINESS…! How do you define it?

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HAPPINESS…!…? THE JUDGE: “I notice that in addition to stealing this money, you took a lot of valuable jewelry.” “Yes your honour, said the prisoner cheerfully. “You see, my mother taught me from childhood that money alone does not bring Happiness.”

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HAPPINESS FOR THE BUSINESS CUSTOMERS- Product Quality Price Service Quality

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HAPPINESS FOR THE CUSTOMERS- One way of achieving the customer satisfaction and also the results… The TQM way

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The TQM way

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T M Q 5 BASIC PILLARS OF TQM FOUNDATION

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5 BASIC PILLARS OF TQM DAILY WORK MANAGEMENT POLICY DEPLOYMENT TOTAL EMPLOYEE INVOLVEMENT KAIZEN STANDARDISATION LEARNING T M Q

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5 BASIC PILLARS OF TQM LEARNING T M Q

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LEARNING

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LEARNING Training plan / Skill Inventory Need based - functional and general competency training In-house and external training Internal and external faculty On the job / on error training Audit and review systems Training feed back and assessment Systems

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5 BASIC PILLARS OF TQM POLICY DEPLOYMENT T M Q

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POLICY DEPLOYMENT

Top Management:

Top Management Policy Deployment Middle management Process Management Statistical Process Control Workmen and staff Daily Management Improvement teams FUNCTIONAL RESPONSIBILITIES…

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POWERFUL AND EFFECTIVE PLANNING AND COMMUNICATION SYSTEM TO MOVE TOWARDS THE MISSION AND VISION OF THE ORGANISATION. POLICY DEPLOYMENT Plans are of little importance, but planning is essential. – Winston Churchill Plans are nothing; planning is everything. – Dwight D. Eisenhower

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POLICY DEPLOYMENT DEFINE THE GOALS AND OBJECTIVES FOR THE YEAR IN ALL FUNCTIONS OF MANAGEMENT RETAINMENT – adherence to existing systems and standards IMPROVEMENT – quality improvement over existing standards BREAKTHROUGH – innovation in the processes, products and services

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POLICY ( GOALS ) MANAGEMENT…. HOW TEAM MEMBERS WILL WORK IN A TQM ORGANISATION? POLICY DEPLOYMENT THIS WAY…? THIS WAY…?

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POLICY ( GOALS ) MANAGEMENT….HOW? POLICY DEPLOYMENT UNCLEAR GOALS. NON- PRIORITISING. NO OWNERSHIP. RESULT ORIENTED. PLAN-DO-PLAN-DO. CLEAR DIRECTION OF THE ORGANISATION. PROCESS ORIENTED. QUALITY CONSCIOUS. INDIVIDUAL OWNERSHIP IN CONTINUOUS IMPROVEMENT. PLAN-DO-CHECK-ACTION-PLAN-…

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POLICY DEPLOYMENT IS A MANAGEMENT FUNCTION. PD IS ROTATING PDCA CYCLE ( DEMING CYCLE ) EFFECTIVELY, TO ACHIEVE THE TARGETS ( POLICY GOALS ) OF THE BUSINESS. P A D C

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PDCA CYCLE P A D C

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PDCA WAS STRUCTURED BY Dr. DEMING. Practicing PDCA collectively, by all the members of the organisation, to plan & achieve policy goals, is POLICY DEPLOYMENT. POLICY DEPLOYMENT P A D C HOW?

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PDCA CYCLE PLAN DO SELECT A PROBLEM / PROJECT. PLAN - WHAT RESULTS ARE TO BE ACHIEVED AND HOW THE PROCESS SHOULD BE, TO ACHIEVE THE RESULTS. CONDUCT TRAINING AND COMMUNICATE THE PLANS TO ALL MEMBERS CONCERNED AND THEN IMPLEMENT. TAKE CORRECTIVE ACTIONS AND PREVENTIVE ACTIONS, IF THE RESULTS AND PROCESSES ARE NOT AS PER PLAN. IF REQUIRED, REVISE THE PROCESS. CHECK THE RESULTS AND ALSO THE PROCESS TO BE AS PER THE PLAN. ACTION CHECK IMPROVE FURTHER THRO’…PDCA…AGAIN AND AGAIN..

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PLAN CHECK ACTION DO ATTEND ALL CLASSES FOR ACTIVE LISTENING IN CLASS… 100% PLANNING AND ALLOCATING TIME FOR STUDIES … 3 HRS/DAY IMPROVE RESULTS BY 25% IMPLEMENT ALL ACTIVITIES AS PER PLAN DISCUSS WITH TEACHERS, PARENTS AND STUDENTS TEAM FOR FURTHER IMPROVEMENTS OF PROCESS AND RESULTS STUDY THE RESULTS ACHIEVED… DID MY PLAN WORK WELL? ANY IMPROVEMENTS IN RESULTS? DID I FOLLOW THE PROCESS AS PER PLAN? DO I HAVE TO IMPROVE THE PROCESS & RESULTS? POLICY DEPLOYMENT IMPROVE FURTHER THRO’…PDCA…AGAIN AND AGAIN.. STUDENT’S PDCA FOR IMPROVING LEARNING SYSTEM

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THE PDCA CYCLE… …should always be used when making any improvement in the process. …should always be used when solving problems. …is used to ensure that improvements and problem solving are performed in a structured, systematic and disciplined manner.

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PDCA WAS STRUCTURED BY Dr. DEMING. All of us are practicing it very capably in managing several requirements of ours individually at home…?! Practicing PDCA collectively, by all the members of the organisation, to achieve policy goals, is POLICY DEPLOYMENT. P A D C

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POLICY DEPLOYMENT PROCESS: Policy Objectives For the year CUSTOMER FEED BACK ECONOMY/ INDUSTRY REGULATIONS COMPETITOR ACTIVITIES AND PLANS MD/ BOARD FEEDBACK REPORTS LAST YEAR PERFORMANCE AND GAPS VISION / MISSION / 5 YEAR PLAN

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POLICY DEPLOYMENT How to document policy goals and deployed objectives? ONE METHOD… X – MATRIX FORMAT.

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It is a systematic, team-oriented process which starts at the top and cascades down throughout the organisation, to communicate the annual goals companywide and to plan the activities of every department/section to achieve the goals. POLICY DEPLOYMENT PROCESS:

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5 BASIC PILLARS OF TQM KAIZEN T M Q

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KAIZEN

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APPLYING CONCEPTS HELPS IN WASTE ELIMINATION, PROBLEM SOLVING AND CONTINUOUS IMPROVEMENT IN ALL AREAS MASAAKI IMAI KAIZEN

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“change for better” KAI ZEN

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Kaizen is the philosophy of continuous improvement by all the employees in an organization so that they perform their tasks a little better each day. Kaizen is starting each day with the principle that all activities can always be improved.

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KAIZEN IMPROVEMENTS ARE WITH MINIMUM INVESTMENT. WITH TEAM’S IDEAS. PART OF DAILY MANAGEMENT. MAJOR, BREAKTHROUGH IMPROVEMENTS ARE WITH BIG INVESTMENT. LINKED TO POLICY.

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KAIZEN Continuous improvement involving everyone in the organisation, in all areas, in all activities and elements of activities. Individual efforts and Team efforts for PQCDSHESM improvements. ATTENTION TO DETAILS…IS THE FOCUS

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KAIZEN PQCDSHESM IMPROVEMENTS…? PRODUCTIVITY – OUTPUT / INPUT QUALITY - QUALITY OF PRODUCT COST - WASTE ELIMINATION, EXPENSES REDUCTION DELIVERY - RIGHT QUANTITY, ON TIME, EVERY TIME, RIGHT PLACE SAFETY - SYSTEMS, ADHERENCE HEALTH – HEALTH OF ALL MEMBERS AND SARROUNDING SOCIETY ENVIRONMENT – WITHIN THE CAMPUS AND SARROUNDING AREAS SERVICE - SERVICE QUALITY POINTS MORALE - LEARNING, ATTITUDE, TEAM WORK, DISCIPLINE… …WITHOUT COMPROMISING CUSTOMER SATISFACTION, EMPLOYEE SATISFACTION AND BUSINESS RESULTS. HOW TO IMPROVE…? ANY METHOD…?

Kaizen Improvements…:

? Kaizen Improvements… Ask "WHY ?” five times for Kaizen. ? ? ? …EXAMPLE…? WHY ? WHY ? WHY ? WHY ? ? WHY ?

Kaizen:

Kaizen Ask "WHY ?" five times FOR KAIZEN IMPROVEMENTS All problems can be solved by asking ‘WHY’ minimum 5 times… Find out the root cause for problems and mistakes . Standardise the results and improve further.

Kaizen:

Kaizen Ask "WHY ?" five times MAKING A MISTAKE IS ACCEPTABLE. BUT SAME MISTAKE SHOULD NOT BE REPEATED. LEARN FROM MISTAKES. COMMUNICATE TO OTHERS ABOUT A MISTAKE, SO THAT THEY WILL AVOID. TRY TO AVOID MAKING MISTAKES. HOW?

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KAIZEN POKA-YOKE (MISTAKE PROOFING) is eliminating the possibilities of making inadvertent errors. CHECKLIST PURCHASE OF PARTS

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KAIZEN PART OF DAILY WORK MANAGEMENT ACTIVITIES OF WORKMEN AND STAFF INDIVIDUAL AND TEAM TARGETS AND PERFORMANCE MEASURES MONITORING AND REVIEW SYSTEMS THRO’ VCS REWARD SYSTEMS FOR PROBLEM SOLVING AND IMPROVEMENTS

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Problem…? ?

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KAIZEN CONTINUOUS IMPROVEMENT THROUGH… solutions for day-to-day problems improvements in the existing systems and standards - even if the present systems are working well What is a problem …?

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Problem…? Do you have problems… ?

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…and the problem is…! “ I never take any problem home from the office. ” “ I don’t either. Mine is usually waiting for me at the house. ”

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PROBLEM SOLVING… WHAT ABOUT MAJOR PROBLEMS RELATED TO SYSTEMS IMPROVEMENTS AND PROBLEMS AND IMPROVEMENT POINTS IDENTIFIED THROUGH POLICY DEPLOYMENT…? Small day-to-day problems – solved through KAIZEN.

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How to define the Problem…? Ask… What is the current situation? What would you like it to be? Collect data on what is happening. Determine : what, when, where, and how much impact / opportunity loss to the company, for one year, …if the problem is not solved now. DO NOT BLAME ANYBODY.

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Problems…visible and hidden. CUSTOMER COMPLAINTS , FIELD FAILURES AND OTHER IDENTIFIED PROBLEMS UN-IDENTIFIED SEVEN TYPES OF WASTES

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“ I am sick and tired of visiting our plants to hear nothing but great things about Quality and cycle time – and then visit customers who tell me of all problems.” John Akers, Chairman, IBM Newsweek – June 10, 1991 Problems…visible and hidden.

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How to SELECT the Problem…? PRIORITISE IF MORE PROBLEMS WERE IDENTIFIED. How to prioritise…? Issues linked to Policy Goals, Customer complaints / requirements, Safety requirements, Health / Environment requirements Any new issues from Govt. etc…are first priority areas.

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If you are not able to identify problems and if no adequate data available… all concerned members join, do brainstorming and list all problems and then identify a few problems which are to be taken up on priority. OR collect data for a period of one to three months, depending on the nature of problem and then identify and prioritise problems. Problems…visible and hidden.

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Problem solving… is an effort to fill the gap between the actual and the desired target. TAKE COUNTER MEASURES… Corrective action to reduce difference between plan and actual. TAKE PREVENTIVE ACTIONS… Action to standardise the results for good results in the future and to prevent repetition of bad results in future.

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PROBLEM SOLVING USING TQM TOOLS AND TECHNIQUES. TOOLS & TECHNIQUES...? PROBLEMS SHOULD BE SOLVED BY TEAMS IN A STRUCTURED APPROACH AND SYSTEMATIC WAY, IN A TQM COMPANY

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TQM TOOLS & TECHNIQUES BRAIN STORMING DATA COLLECTION 7 QC TOOLS M 7 TOOLS FLAG DIAGRAM RADAR CHART etc.

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7 QC TOOLS CHECK SHEET PARETO DIAGRAM CAUSE AND EFFECT DIAGRAM GRAPH & CONTROL CHART SCATTER DIAGRAM STRATIFICATION HISTOGRAM

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M 7 TOOLS AFFINITY DIAGRAM MATRIX DIAGRAM PROCESS DECISION PROGRAM CHART MATRIX DATA ANALYSIS RELATIONS DIAGRAM ARROW DIAGRAM TREE DIAGRAM

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DAILY WORK MANAGEMENT

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DAILY WORK MANAGEMENT

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Daily Work Management Daily Work Management is the system that provides the ability to manage departments, functions, and processes, wherein routine processes are defined, standardized, controlled, and improved continuously by the process owners.

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DAILY WORK MANAGEMENT MANAGING DAY TO DAY ACTIVITIES… BY PROVIDING… VCS FOR already standardised processes … for Recording, Monitoring, Updating, Controlling, Analysing and Improving… VCS -VISUAL CONTROL SYSTEMS

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DAILY WORK MANAGEMENT MANAGING DAY TO DAY ACTIVITIES… Use VCS in relevant areas. Use VCS for every person’s objectives and measures. Fix responsibility for maintaining and updating each VCS. Have review system and audit system to discuss VCS data. Form teams for continuous improvement in each area. VCS -VISUAL CONTROL SYSTEMS CONDUCT DAILY STAND UP MEETINGS IN EACH SECTION, BEFORE START OF WORK. DISCUSS BASED ON VCS. DECIDE ACTION PLANS. PREPARE 3W1H ACTION PLANS AND CIRCULATE. CHECK/FOLLOW UP ACTIONS DECIDED EARLIER.

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VCS - Depicting Daily management activities, the processes and improvements. Display along the Gangway in the departments / sections.

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VCS - Depicting Daily management activities, the processes and improvements. Display along the Gangway in the departments / sections.

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VCS - Flow Charts depicting the processes and KAIZEN improvements

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5 BASIC PILLARS OF TQM STANDARDISATION T M Q

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STANDARDISATION

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STANDARDISATION To retain the gains achieved thro’ improvement activities. The process which helps the team members to know how to perform their tasks. The base for improvement activities.

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STANDARDISATION Definition of Standard… A set of defined activities, when NOT FOLLOWED , may result in a defect or error.

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STANDARDISATION procedure / process INPUT RAW MATERIALS / INGREDIENTS PROCESS ACTIVITIES / STEPS OUTPUT FINISHED PRODUCTS/ FOOD

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STANDARDISATION PROCEDURE / PROCESS IDENTIFY THE GAPS AND NVA ACTIVITIES IN THE STANDARD PROCEDURES TO IMPROVE THE PROCESSES AND THEN STANDARDISE AGAIN.

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STANDARDISATION Standardisation… …saves time and efforts. …the base for improvement activities. …helps to retain the gains achieved thro’ improvement activities. TRAINING TO ALL FOR USING STANDARDS

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STANDARDISATION SOME EXAMPLES OF STANDARDS…? WHAT WILL HAPPEN WITHOUT STANDARDS…?

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SERVICE MANUAL, CORPORATE IDENTITY MANUAL, RECRUITMENT MANUAL, PERFORMANCE APPRAISAL MANUAL, REVIEW & AUDIT SYSTEMS MANUAL, ORGANISATION CHARTS, PROCESS FLOW CHARTS, CHECK LISTS, ISO 9000:2008 SYSTEMS, etc. STANDARDISATION EXAMPLES…?

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USE STANDARDISED PRESENT SYSTEM STANDARDISATION IDENTIFY PROBLEMS / IMPROVEMENT AREAS STANDARDISE NEW SYSTEM/ TRAIN ALL THE MEMBERS SOLVE PROBLEMS AND IMPROVE

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Who is very important in an organisation?

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HOW MANY KEYS…?

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TOTAL INVOLVEMENT

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TOTAL EMPLOYEE INVOLVEMENT is a MUST to achieve TQM. The ultimate success of an organization depends on how it manages its HUMAN RESOURCE. IT IS NECESSARY TO REINFORCE PEOPLE’S POSITIVE ASSETS.

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TOTAL EMPLOYEE INVOLVEMENT is a MUST to achieve TQM… INCLUDING ALL IMPROVEMENT ACTIVITIES.

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TOTAL EMPLOYEE INVOLVEMENT AND ALSO, INVOLVEMENT OF EXTENDED PARTNERS… SUPPLIERS DEALERS TRAINING AGENCIES PARENTS –FOR EDUCATIONAL INSTITUTIONS etc… is a MUST to achieve TQM… THROUGH ALL IMPROVEMENT ACTIVITIES.

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TOTAL INVOLVEMENT QUALITY CONTROL CIRCLES SMALL GROUP ACTIVITIES CROSS FUNCTIONAL TEAMS PROJECT TEAMS TASK FORCES IMPROVEMENT TEAMS

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IMPROVEMENT TEAMS FOCUS ON CREATIVITY

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QC CIRCLES Voluntary, From same or similar job functions, Meet regularly, Identify, analyse, discuss and solve work related problems.

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PROBLEM SOLVING BY TEAMS

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PROBLEM SOLVING BY TEAMS 4 TO 6 MEMBERS PER TEAM. VOLUNTARY TEAMS QUALITY CIRCLES WORKMEN AND STAFF, FROM SAME OR SIMILAR SECTIONS/DEPARTMENTS. PROBLEMS ARE SELECTED BY THE TEAMS. SUPERVISORY IMPROVEMENT TEAMS SUPERVISORY LEVEL, FROM SAME OR SIMILAR DEPARTMENTS. PROBLEMS ARE SELECTED BY THE TEAMS. FORMED BY TOP MANAGEMENT CROSS FUNCTIONAL TEAMS MANAGERS AND SENIOR MANAGERS LEVEL, FROM VARIOUS DEPARTMENTS. PROBLEMS ARE ALLOCATED FROM POLICY DEPLOYMENT OBJECTIVES.

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T M That is the basic information about TQM

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? SO, TQM IS FOR…

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Productivity Quality Cost Delivery Safety Health Environment Service Morale Which is very important …in an organisation…

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…in an organisation… Which is very important...? THANKS: DILBERT

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A ... ... I ... U ... E Which is very important?

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Attitude - The human side of quality

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Quality is a winning attitude

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WHAT GETS MEASURED, GETS DONE. HOW TO MEASURE TQM PROGRESS?

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MEASUREMENT FOR ALL OBJECTIVES Defined thro’ Policy Deployment Process. PERIODICAL REVIEW SYSTEM. AUDIT SYSTEM – BY UNIT HEAD AND MD Audit for adherence to systems, results and processes. HOW TO MEASURE TQM PROGRESS…?

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ONE MODEL TO MEASURE TQM PROGRESS …IN INDIA. CII-EXIM MODEL FOR BUSINESS EXCELLENCE LEADERSHIP 100 POINTS PROCESSES 140 POINTS KEY PERFORMANCE RESULTS 150 POINTS PEOPLE 90 POINTS POLICY & STRATEGY 80 POINTS SOCIETY RESULTS 60 POINTS CUSTOMER RESULTS 200 POINTS PEOPLE RESULTS 90 POINTS PARTNERSHIP & RESOURCES 90 POINTS ENABLERS – 500 POINTS RESULTS- 500 POINTS WHICH ENABLER IS VERY IMPORTANT? WHICH RESULT IS VERY IMPORTANT?

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Awards for Quality achievement The Deming Prize -1951 Japan The Malcolm Baldrige National Quality Award–1988- USA MOTOROLA XEROX IBM AT&T T I Sanden International (Singapore) Pte Ltd (SIS), (first in Singapore – 2006) Sundaram Clayton Limited ( Brakes Division), ( First in India – 1998) Florida Power & Light Company (first in U.S.A – 1989 ) Fuji Iron & Steel Co., Ltd. ( first in Japan – 1951)

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Step 1 Assess the overall health of the company as it currently operates. Step 2 Study the history of the company in relation to change. Step 3 Introduce the concept of Total Quality Management to senior level executives. Step 4 Enlist the services of Total Quality Management consultants for training. Step 5 Empower the employees to identify needed changes, with the knowledge that management values their ideas. Systems of reward for measurable improvements should be considered. Step 6 Realize that implementing Total Quality Management is a long process and doesn't happen overnight… HOW TO IMPLEMENT TQM…?

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HOW TO START TQM ACTIVITIES…? …with management commitment, consistent training of employees, continuous improvement of all processes, with focus on customer satisfaction and an eye on the ultimate goal of retaining satisfied customers, Total Quality Management can be implemented successfully.

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If practiced with full understanding, full commitment, consistently, an organisation can reach the level of EXCELLENCE in a period of six to eight years.

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HOW TO START TQM ACTIVITIES…?

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HOW TO START TQM ACTIVITIES…? START WITH… SSSSS imple SSSSS ystems ?

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5S SSSSS SSSSS imple is a… ystem…!!!

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5S IS THE FIRST STEP FOR IMPLEMENTING TQM, TPM, TPS, LEAN MANUFACTURING, SIX SIGMA CMMI etc.

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IS LINKED TO TQM, TPM, SS, CMMI, TPS, LMS etc HOW ? 5S

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ALL THESE CONCEPTS USE STRUCTURED AND TEAM WORK APPROACH FOR IMPROVING THE PROCESSES, ELIMINATING WASTES, IMPROVING CUSTOMER SATISFACTION AND IMPROVING PERFORMANCE RESULTS. 5S SYSTEM HELPS TO SET THE BASE FOR ALL THESE ACTIVITIES . START WITH TRAINING ON 5S SYSTEMS TO ALL

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5S ? WHAT IS

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SSSSS imple SSSSS ystems SEIRI SEITON SEISO SEIKETSU SHITSUKE 5S SEIRI SEITON SEISO SEIKETSU SHITSUKE CLEARING UP ORGANISING CLEANING AND CHECKING STANDARDISING DISCIPLINE AND LEARNING

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5S DEMO? WHAT IS ONE VOLUNTEER PLEASE… COME AND SIT HERE. CLOSE EYES. RELAX. ANSWER SOME QUESTIONS… ‘YES’ OR ‘NO’.

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5S SEIRI – CLEARING UP. FORM A TEAM, AUDIT THE PLACE TAKEN UP FOR 5S IMPROVEMENT. CHECK FOR … UNWANTED, UNUSED, BROKEN, DAMAGED, RUSTED, EXCESS ITEMS. PROVIDE RED TAGS, FOR THESE ITEMS, DULY IDENTIFIED. MOVE THE ITEMS TO A CENTRAL PLACE… CALLED ‘RED TAG AREA’. DISCUSS AND DECIDE DISPOSAL ACTION. IF ANY ITEM CAN BE USED, ARRANGE FOR REPAIR. ITEMS REMOVED FROM ONE AREA

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5S SEITON – ORGANISING. ARRANGE ALL THE REMAINING ITEMS, REQUIRED IN THE WORK PLACE FOR THE FUNCTIONS CARRIED OUT, IN A PROPER MANNER. “Organising” starts when “clearing up” stops ALLOCATE A PLACE FOR EVERY THING AND KEEP EVERYTHING IN ITS PLACE. IDENTIFY THE ITEM, THE SPACE ALLOCATED AND THE LOCATION. IDENTIFY RESPONSIBILITY FOR MAINTAINING/UPDATING. THINK ERGONOMICS FOR ORGANISING. IMPROVE PLANT LAYOUTS AND OFFICE LAYOUTS. MATCH THE FLOW OF PROCESSING.

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5S SEISO – CLEANING AND CHECKING. Cleaning and checking – combined Cleaning dust, dirt, cobwebs, spilled oil / water / liquid, weeding dead leaves & plants, Checking for defects, mal functioning etc Eliminating causes of defects Attention to details is a must Hidden wastes and problems show up DEVELOP CLEANING STANDARDS, CHECK LISTS AND AUDIT SYSTEMS. FIX UP RESPONSIBILITIES

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5S SEIKETSU - STANDARDISING. STANDARDISATION is… To establish standards to maintain the improvements in 5S and other systems companywide Creating rules for checking, auditing and countermeasures in case of deviations.

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5S SHITSUKE – DISCIPLINE AND TRAINING. Training system and adherence Adherence to organisation’s systems, procedures, rules and standards, by all Need based training for all – for basic, habitual movements, activities, problem solving abilities, skills and competency requirements, as per individual’s needs

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5S SHITSUKE – DISCIPLINE AND TRAINING. Participation by all - in total employee involvement activities, improvements and organisation’s celebrations Adherence to good attendance and punctuality Communicating deviations and variations immediately Team work concept adhered by all

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5S SEIKETSU - STANDARDISING. STANDARDISATION is… To prepare procedures, checklists and adhere to avoid mistakes for 5S systems and other systems in operation.

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5S SOME IMAGES SHOWING 5S IMPLEMENTATION

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VCS – VISUAL COMMUNICATION SYSTEM

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VCS…PART OF 5S SYSTEM VCS – VISUAL COMMUNICATION SYSTEM

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5S IMPLEMENTATION… HELPS TO ORGANISE THE WORK PLACE FOR NEATNESS & CLEANLINESS AND TO ELIMINATE WASTES.

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BENEFITS OF 5S IMPROVED LAYOUTS WASTE ELIMINATION – ALL TYPES IMPROVEMENTS IN P Q C D S H E S IMPROVED COMMUNICATION REDUCTION IN INVENTORY INCREASE IN OFFICE PRODUCTIVITY HAPPY TEAM

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? SO, TQM IS FOR… That is TQM…!!!

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? TQM activities are additional work for all?

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TQM activities are additional work ? No. Make TQM a way of life. Learn TQM concepts and use them to manage the three key activities in the organisation… CEO / MD SENIOR LEVEL MANAGERS MIDDLE LEVEL MANAGERS SUPERVISORS STAFF / WORKMEN Itoh Model Portions of time spent by… ROUTINE / MAINTENANCE ACTIVITIES IMPROVEMENT ACTIVITIES BREAKTHROUGH & DEVELOPMENT ACTIVITIES

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Whatever activities we do, we have to do without mistakes, right first time, every time, remembering the factors related to… productivity, quality, cost, delivery, safety, health, environment and service. TQM activities are additional work ? No. Make TQM a way of life.

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In spite of TQM, if failure in the organisation… WHY…? …? …? ?

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A Professor handed back to the students, the examination papers he had marked. “Does any one want to ask a question?” “Yes, Sir. I can’t read what you have written at the bottom of my paper.” Yes…I understand now…! Prof. glanced at the paper and said: “ I have written this…: ‘You must write more clearly’.”

Why TQM Efforts Fail…?:

Lack of top management support lack of commitment for training and implementation NO CONTINUED EFFORTS – CONSTANCY OF PURPOSE. Why TQM Efforts Fail…?

TQM Efforts Failed…?:

TQM Efforts Failed…?

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“Let no feeling of discouragement prey upon you and in the end you are sure to succeed.” Abraham Lincoln

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To Know and Not To Do, is Not To Know .

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We have the power.

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ANY QUESTIONS...? Son: “How electricity passes through wires?” Father: “ Don’t know. Never knew much about electricity” Son: “ What causes lightning and thunder?” Father: “To tell the truth, I never exactly understood that myself” Son: “ Say dad, How………………………………….Oh well, never mind” Father: “ Go ahead. Ask questions. Ask a lot of questions. How else are you going to learn?”

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FEEDBACK IS A MUST, IN THE TQM PROCESS, FOR EVALUATING AND IMPROVING THIS PROGRAMME. TWO VOLUNTEERS… ? Max. two minutes each.

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THANKS… BIBLIOGRAPHY… WHAT IS TQC Dr. KAORU ISHIKAWA TOTAL QUALITY CONTROL A V FEIGENBAUM TQC ESSENTIALS SARV SINGH SOIN KAIZEN MAZAAKI IMAI & REFER VARIOUS WEB SITES SEARCH FOR ‘TQM ARTICLES & BOOKS”. Please Read...

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“Is your husband a book worm?” “No, just an ordinary one”.

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team members will be very happy to share any information, on TQM concepts (only). Please keep in touch. tqm5pillars@gmail.com ganessanv@gmail.com 91-95350 53695 TQM5PILLARS

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Thank you very much. Wish you all a very successful career and a very bright future.

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