Description
The PPT explaining about Total Quality Management (TQM).
LOGO
TOTAL QUALITY MANAGEMENT
Introduction
?What is quality?
“Quality is customer satisfaction” “Quality is Fitness for Use” ? “The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs”
TOTAL QUALITY MANAGEMENT
?Applies equally to all parts of the organization ?Extension of the traditional approach to quality ?Customer is at the forefront ?Emphasis on the roles and responsibilities ?Staff empowerment
THE EMERGENCE OF TOTAL QUALITY MANAGEMENT
ELEMENTS OF TQM
?Leadership ?Employee Involvement ?Product/Process Excellence ?Continuous Improvement ?Customer Focus on “Fitness for Use”
TQM & ORGANIZATIONAL CULTURAL CHANGE
Traditional Approach
TQM
? Open communications ? Empowerment ? Prevention
? Lack of communication
? Control of staff ? Inspection & fire fighting ? Internal focus on rule ? Stability seeking
? External focus on customer
? Continuous improvement ? Co-operative relations ? Solving problems at their roots
? Adversarial relations
? Allocating blame
WHY QUALITY?
Reasons for quality becoming a cardinal priority for most organizations: ? Competition ? Changing Customer ? Changing Product Mix ? Product Complexity ? Higher Level of Customer Satisfaction
DEMING’S PHILOSOPHY
1. Create constancy of purpose towards improvement 2. Adopt the new philosophy 3. Cease dependence on inspection 4. Move towards a single supplier for any one item 5. Improve constantly and forever 6. Institute training on the job
7. Institute leadership 8. Drive out fear 9. Break down barriers between departments 10. Eliminate slogans 11. Eliminate management by objectives 12. Remove barriers that rob people of pride of workmanship 13. Institute education and selfimprovement 14. The transformation is everyone's job
OBSTACLES IN THE IMPLEMENTATION OF DEMING PHILOSOPHY
? Lack of Management commitment ? Improper planning for quality ? Incompatible organizational structure ? Ineffective measurement techniques & lack of access to data, no transparency ? Insensitiveness to internal & external customers needs ? Inadequate use of empowerment and Teamwork
YOUR SITE HERE
THE JURAN PHILOSOPHY
• Pursue quality on two levels:
1. The mission of the firm as a whole is to achieve high product quality. 2. The mission of each individual department is to achieve high production quality.
•
Quality should be talked about in a language senior management understands: money (cost of poor quality)
Focus on conformance to specifications
•
Quality Trilogy –
1. Quality planning
2. Quality control
3. Quality improvement
OBSTACLES IN IMPLEMENTING TQM
? Lack of a company-wide definition of quality ? Lack of a formalized strategic plan for change ? Lack of a customer focus ? Poor inter-organizational communication ? Lack of real employee empowerment ? Lack of employee trust in senior management ? View of the quality program as a quick fix ? Drive for short-term financial results ? Politics and turf issues
SOME CRITICISMS OF TQM
1. Blind pursuit of TQM programs 2. Programs may not be linked to strategies 3. Quality-related decisions may not be tied to market performance 4. Failure to carefully plan a program
LOGO
Thank You!
doc_644726100.pptx
The PPT explaining about Total Quality Management (TQM).
LOGO
TOTAL QUALITY MANAGEMENT
Introduction
?What is quality?
“Quality is customer satisfaction” “Quality is Fitness for Use” ? “The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs”
TOTAL QUALITY MANAGEMENT
?Applies equally to all parts of the organization ?Extension of the traditional approach to quality ?Customer is at the forefront ?Emphasis on the roles and responsibilities ?Staff empowerment
THE EMERGENCE OF TOTAL QUALITY MANAGEMENT
ELEMENTS OF TQM
?Leadership ?Employee Involvement ?Product/Process Excellence ?Continuous Improvement ?Customer Focus on “Fitness for Use”
TQM & ORGANIZATIONAL CULTURAL CHANGE
Traditional Approach
TQM
? Open communications ? Empowerment ? Prevention
? Lack of communication
? Control of staff ? Inspection & fire fighting ? Internal focus on rule ? Stability seeking
? External focus on customer
? Continuous improvement ? Co-operative relations ? Solving problems at their roots
? Adversarial relations
? Allocating blame
WHY QUALITY?
Reasons for quality becoming a cardinal priority for most organizations: ? Competition ? Changing Customer ? Changing Product Mix ? Product Complexity ? Higher Level of Customer Satisfaction
DEMING’S PHILOSOPHY
1. Create constancy of purpose towards improvement 2. Adopt the new philosophy 3. Cease dependence on inspection 4. Move towards a single supplier for any one item 5. Improve constantly and forever 6. Institute training on the job
7. Institute leadership 8. Drive out fear 9. Break down barriers between departments 10. Eliminate slogans 11. Eliminate management by objectives 12. Remove barriers that rob people of pride of workmanship 13. Institute education and selfimprovement 14. The transformation is everyone's job
OBSTACLES IN THE IMPLEMENTATION OF DEMING PHILOSOPHY
? Lack of Management commitment ? Improper planning for quality ? Incompatible organizational structure ? Ineffective measurement techniques & lack of access to data, no transparency ? Insensitiveness to internal & external customers needs ? Inadequate use of empowerment and Teamwork
YOUR SITE HERE
THE JURAN PHILOSOPHY
• Pursue quality on two levels:
1. The mission of the firm as a whole is to achieve high product quality. 2. The mission of each individual department is to achieve high production quality.
•
Quality should be talked about in a language senior management understands: money (cost of poor quality)
Focus on conformance to specifications
•
Quality Trilogy –
1. Quality planning
2. Quality control
3. Quality improvement
OBSTACLES IN IMPLEMENTING TQM
? Lack of a company-wide definition of quality ? Lack of a formalized strategic plan for change ? Lack of a customer focus ? Poor inter-organizational communication ? Lack of real employee empowerment ? Lack of employee trust in senior management ? View of the quality program as a quick fix ? Drive for short-term financial results ? Politics and turf issues
SOME CRITICISMS OF TQM
1. Blind pursuit of TQM programs 2. Programs may not be linked to strategies 3. Quality-related decisions may not be tied to market performance 4. Failure to carefully plan a program
LOGO
Thank You!
doc_644726100.pptx