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Edit Comment Close Premium member Presentation Transcript Concept of TQM: Concept of TQM Kunal c mehta Department of Quality Assurance Shree devi college of pharmacy.QA and QC: QA and QC Quality Assurance – An overall management plan to guarantee the integrity of data. (The System) Quality control – A series of analytical measurement used to asses the quality of the analytical data. (The Tools)Total Quality Management: Total Quality Management TQM is defined as a technique which aims at the elimination of the wastes through the continuous and joint effort of all levels of the management with the intention of creating better customer satisfaction. Any activity or process that does not add value to the customer is considered to be a waste .Necessities for TQM: Necessities for TQM Correction of Errors – faulty process and procedures followed in the organization. A good communication system – to guarantee the flow of right information at right time to the right people. Participation of all members – to improve process , product, services.Total Quality Management: Total Quality Management TQM is a philosophy which applies equally to all parts of the organization. TQM can be viewed as an extension of the traditional approach to quality. TQM places the customer at the forefront of quality decision making. Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality. All staff are empowered.Quality leaders: Quality leaders The methods for implementing TQM come from the teaching of such quality leaders as W.Edwards Deming, Joseph M. Juran . Philip B. Crosby, Armand V. Feigenbaum , Kaoru Ishikawa andQuality Leaders: Quality Leaders Joseph.M.Juran Philip B. crosby Armand V. Feigenbaum Kaoru IshikawaConcept of TQM: Concept of TQM The concept of TQM is satisfaction of customer at each and every stage. A very common phrase for TQM is “Doing the things right , first time”Slide 9: Total Quality Management Doing things right….. …. FIRST time.Concept of TQM: Concept of TQM The two primary objectives of TQM are, 1) Zero defects 2)100% customer satisfactionConcept of TQM: Concept of TQM Prevention - A cost of rectifying a defect is many times higher than the cost of avoiding them. Getting things right first time Quality involves - Quality is not only the responsibility of Q.C dept. each employee working in the organization personally responsibly for the task assigned.Concept of TQM: Concept of TQM Continuous improvement - continuous attempt made to improve quality by new technology or methods. Employee involvement - employees at every stage of production and operation process have a critical role in identifying areas of improvement.Concept of TQM: Concept of TQM Problem identification -TQM system has ability to detect and resolve problems before they result in poor quality, lost productivity. Establishment of goals - all should know what their organization is trying to achieve.Concept of TQM: Concept of TQM Problem solving Plan – with problems and goals firmly in place, the plan to solve problems before they ignite is essential. Current state / value stream mapping – The state of organization before the actual TQM implementation at current time is called Current state. – by knowing the current state, the improvement or additional problems can be assessed.Concept of TQM: Concept of TQM Root cause analysis - the root of problems to be found before they solved. Solutions/ solutions into practice – once solutions to the quality problems are decided , they must be put into action for results. Confirmation of results – the result of actions either better or worse must be confirmed.Concept of TQM: Concept of TQM Selection of final method of solution – if the results are desirable , the final method of solution may be applied every where. Write up of results successful and unsuccessful results to be documented in report form for future references to repeat success or to avoid failure.Concept of TQM: Concept of TQM Open Report – the results of TQM to be shared with all relevant members of the organization – a culture of quality and improvement takes shape, which is a critical ingredient of successful TQM.Total Quality Management: Total Quality Management Elements of TQM Leadership Top management vision, planning and support. Employee involvement All employees assume responsibility for the quality of their work. Product/Process Excellence Involves the process for continuous improvement.Total Quality Management: Total Quality Management Elements of TQM Continuous Improvement A concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality. Customer Focus on “Fitness for Use” Design quality Specific characteristics of a product that determine its value in the marketplace. Conformance quality The degree to which a product meets its design specifications.Slide 22: British Standards on TQM BS 7850-1:1992 Total quality management. Guide to management principles. BS 7850-2:1994, ISO 9004-4:1993 Total quality management. Guidelines for quality improvement .Slide 23: A fundamental concept of TQM from BS 7850 - a ‘Process’ “A set of inter-related resources and activities which transform inputs into outputs.” (ISO 8402) . “Any activity that accepts inputs, adds values to these inputs for customers, and produces outputs for these customers. The customers may be either internal or external to the organization.” (BS 7850)Slide 24: Controls Process Outputs Inputs Resources "The Simple Process" (Source: BS 7850: 1992, “Total Quality Management”)Slide 25: Changing Role of the Process Owner As customer Process owner As customer As supplier Process owner As supplier Process 1 Process 1 Input Output Output to customer Input from supplier (Source: BS 7850: 1992, “Total Quality Management”)Slide 26: TQM & organizational Cultural Change Traditional Approach Lack of communication Control of staff Inspection & fire fighting Internal focus on rule Stability seeking Adversarial relations Allocating blame TQM Open communications Empowerment Prevention External focus on customer Continuous improvement Co-operative relations Solving problems at their rootsSlide 27: Customers’ expectations for the product or service Customers’ perceptions of the product or service Customers’ perceptions of the product or service Customers’ expectations for the product or service Customers’ perceptions of the product or service Perceived quality is poor Perceived quality is good Expectations > perceptions Expectations = perceptions Expectations < perceptions Perceived quality is governed by the gap between customers’ expectations and their perceptions of the product or service Customers’ expectations of the product or service Gap GapFailure of TQM system: Failure of TQM system TQM requires standardization of the procedures implemented through time and motion study to ensure the elimination of unwanted processes which has to be remodeled on the basis of the changes in the customer demands. This is not done at all times, leading to the failure of the system. Lack of proper knowledge of the system and the absence of a good communicative system amongst all levels of the management will fail to successfully launch this technique.Deming Prize : Deming Prize Winners of prize 1951 Fuji Iron & Steel Co., Ltd. (now part of Nippon Steel) Showa Denko K.K. Tanabe Seiyaku Co., Ltd. Yawata Iron & Steel Co., Ltd (now part of Nippon Steel) ... 1952 to Present 1989 Florida Power & Light (first non-Japanese winner of award) 1998 Sundram Clayton brakes division (Sundaram Brake Linings), the world's first friction material company to win. 2002 Fist Indian Company received TVS Motor Company (TVSMC) 2003 Mahindra & Mahindra Ltd., the world's first tractor company to win. Rane Brake Lining Ltd. 2004 LUCAS TVS SRF limited 2006 Sanden International (Singapore) Pte Ltd (SIS), the first Singapore-based company to win. 2008 Tata Steel , the first integrated steel plant in Asia to win Deming award in 2008 You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.