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TOTAL QUALITY MANAGMENT
CHAPTER-14
QUALITY CONTROLHAND BOOK
BY-JOSEPH M.JURAN
BY-DIGVIJAY PANDEY
RAHUL K.NIGAM
M-FTECH (1ST SEM)
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WHAT IS TQM ?
Total-Everyone associated with the companyis involved in continuous improvement.
(including its customers and suppliers if feasible)
Quality-Customers expressed and implied needs and
requirements are met fully.
Management-Executives are fully committed.
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TQM
A philosophy that involves everyone in an
organization in a continual effort toimprove quality and achieve customer
satisfaction.
Continuous improving
Involvement of everyone
Customer satisfaction
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The TQM Approach
Find out what the customer wants
Design a product or service that meetsor exceeds customer wants
Design processes that facilitates doing
the job right the first time
Keep track of results
Extend these concepts to suppliers
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Elements of TQM
Competitive benchmarking
Employee empowerment Team approach
Decisions based on facts
Knowledge of tools
Supplier quality Quality at the source
Suppliers
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THREE FUNDAMENTALCONCEPTS OF TQM
Customer focus
Building customer loyalty is becoming
a bed rock of corporate strategic planning and
process management
Continuous improvement
Improving product concept according
to the customer requirement ,market trend and
technology.
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Value of every associate-
Companies use interlocking employees
At every level to define How each work process
links together-
With the next process
With the customers needs
With customers expectations
THREE FUNDAMENTAL
CONCEPTS OF TQM
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The Three strong forces of TQM
Alignment-
The clear vision of where the company
Is going
Key objectives that must be achieved
If the company is to realize its vision
Translation of these key objectives
throughout the entire organization
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The three strong forces of TQM
Linkage (process management or system
thinking)
Identify organizations key processes
What value is added by eachStep in the process
Manage all the critical linkages of process.
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The Three strong forces ofTQM
Replication Modify the approach to fit the
situation
Apply problem solving. Methodology and achieve profitable result.
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Three critical processes for qualitymanagement.
Quality planning
Establish project
Identify customers
Discover customer needs
Develop product
Develop process
Develop controls
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Three critical processes for qualitymanagement.
Quality control
Clear definition of quality
A target
A goal
A way to measure actual perfomence
A way to take action
Quality improvement
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THE EVOLUTION OF TQM
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THE EVOLUTION OF TQM
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QUALITY AWARDS
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Baldrige Quality Award
Administered by NIST
Promotes
Understanding of the requirements of performance
excellence and competitiveness improvement
Sharing information on successful performance
strategies
Eligibility
For-profit US companies
Categories: Manufacturing, Service, Small business
Winners cannot apply within 5 years
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Deming QUALITY AWARD
Honoring W.E. Deming started in 1951 with
his donation Administrated by Japanese Union of
Scientists and Engineers
Everybody whoa meets the standard receivesthe prize
Promotes statistical quality control
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IMPACT OF QULITY AWARD ONTQM
Financial success
The process motivates employees
The process provides a well-designed quality
system
The process requires obtaining data
The process provides feedback
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QUESTIONS ?
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