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Total Quality Management Principles

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Ammar Mubarak
Ammar Mubarak
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What is TQM? ,[object Object],[object Object],[object Object],[object Object],[object Object]
TQM Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Plan-Do-Check-Act Cycle (PDCA) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Plan-Do-Check-Act (PDCA) Cycle Problem-solving process Deming Wheel Check Act Do Plan Time Quality level
Problem-solving process Deming Wheel ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Deming’s Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Costs of Poor Quality ,[object Object],[object Object],[object Object],[object Object]
1. Prevention ,[object Object],[object Object],[object Object],[object Object],[object Object]
2. Appraisal ,[object Object],[object Object],[object Object],[object Object]
3. Internal failure ,[object Object],[object Object],[object Object]
4. External failure ,[object Object],[object Object],[object Object],[object Object],[object Object]
What are the “hidden” costs of internal and external failures? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tools of TQM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Check Sheet ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],5 10 15 20 25 Ave. No. of Defects 0 10 20 30 40 | | | | Linear Relationship Thousand Lines of Code
Cause and Effect Diagram ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating Fishbone Diagrams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example (1 of 4) ,[object Object],Poor Service (“backbone”) (“head”)
Example (2 of 4) ,[object Object],Poor Service Responsiveness Reliability Appearance Attention
Example (3 of 4) ,[object Object],Poor Service Responsiveness Appearance Attention Reliability time courtesy personnel facility equipment One on one service dependability accuracy
Example (4 of 4) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise ,[object Object],[object Object]
[object Object],Product Quality Order Fulfillment Service Distribution System Order Processing System Customers are dissatisfied
Fishbone Chart: Airline Customer Service
Cause-and-Effect Chart for Flight Departure Delay (Fishbone Chart) Equipment Personnel Procedure Materia l Other Aircraft late to gate Late arrival Gate occupied Mechanical failures Late pushback tug Weather Air traffic Late food service Late fuel Late baggage to aircraft ,[object Object],Too few agents Agents undertrained Agents undermotivated Agents arrive at gate late Late cabin cleaners Late or unavailable cockpit crews Late or unavailable cabin crews Poor announcement of departures Weight an balance sheet late Delayed checkin procedure Confused seat selection Passengers bypass checkin counter Checking oversize baggage Issuance of boarding pass Acceptance of late passengers Cutoff too close to departure time Desire to protect late passengers Desire to help company’s income Poor gate locations Delayed Flight Departure
[object Object],[object Object],A B C D E 61% 4% 5% 13% 17% % ERRORS
Pareto Chart ,[object Object],[object Object],[object Object],[object Object]
Pareto Analysis of Wine Glass Defects (Total Defects = 75) 72% 16% 5% 4% 3%
Pareto Chart
[object Object],[object Object],1 2 3 4 1a yes no
Flowchart e.g. Statistical Process Control Steps Produce Good Provide Service Stop Process Yes No Assign. Causes? Take Sample Inspect Sample Find Out Why Create Control Chart Start
Histogram ,[object Object],[object Object],[object Object]
[object Object],[object Object],5 10 15 20 25 Number 0 10 20 30 40 | | | | Suggested Mean Length
Histrogram of Lost Luggage
Brainstorming ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Total Quality Management Principles

Editor's Notes

  1. TQM - Motivation
  2. TQM - Motivation
  3. TQM - Motivation
  4. TQM - Motivation
  5. TQM - Motivation
  6. TQM - Motivation
  7. TQM - Motivation
  8. TQM - Motivation
  9. TQM - Motivation
  10. TQM - Motivation
  11. TQM - Motivation Each causal level can be completed in order(i.e. secondary then tertiary), or by relationship (responsiveness then time)
  12. TQM - Motivation Group answers should include the following: Worker dissatisfaction as the ‘head’ of the diagram Major causes should include environment, equipment, and management Secondary causes for environment Worker training, worker empowerment, cleanliness, wages, benefits, etc. Secondary causes for equipment: Effectiveness of equipment, age and maintenance requirements, lack of new technologies, etc. Secondary causes for Management: Leadership qualities, Involvement, Attention, Expertise, human relations, etc.
  13. TQM - Motivation This slide illustrates a Cause and Effect Chart for a practical problem.
  14. TQM - Motivation
  15. TQM - Motivation This slide probably deserves more discussion than most of us would tend to allot it. Students need to understand the cost of “going the extra mile,” - the difference between something which may be very good, and something which is perfect. The students also need to recognize that Pareto charts suggest where to place effort - on the item that looms largest on the chart. After progress is made on that item, then one performs a Pareto analysis on the remaining items, and repeats the procedure..
  16. TQM - Motivation
  17. TQM - Motivation
  18. TQM - Motivation
  19. TQM - Motivation