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Total quality-management-tqm
1. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Total Quality Management - TQM
The quality journey continuesâŚâŚ..
Author:
Dr Rhys Rowland-Jones
                        Â
2. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Session Plan
⢠Introduction to concepts of TQM
⢠Standards and TQM
⢠TQM Reasons for failure
⢠Measurement of Quality
3. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
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.
4. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Total Quality Management
Doing things rightâŚ..
âŚ.FIRST time.
Internetix (2005)
5. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
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.
6. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Elements of TQM
⢠Leadership
â Top management vision, planning and support.
⢠Employee involvement
â All employees assume responsibility for the quality of their work.
⢠Product/Process Excellence
â Involves the process for continuous improvement.
7. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Elements of TQM
⢠Continuous Improvement
â 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 âFitness for Useâ
â Design quality
⢠Specific characteristics of a product that determine its value in the
marketplace.
â Conformance quality
⢠The degree to which a product meets its design specifications.
8. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
A fundamental concept of TQM
from BS 7850 - a âProcessâ
⢠âA set of inter-related resources and activities which
transform inputs into outputs.â (ISO 8402).
⢠âAny 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.â (BS 7850)
9. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Controls
Proces
s
OutputsInputs
Resources
"The Simple Process"
(Source: BS 7850: 1992, âTotal Quality Managementâ)
10. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Changing Role of the Process Owner
As customer
Process owner
As customerAs supplier
Process owner
As supplier
Process 1
Process 1
InputOutput
Output to
customer
Input from
supplier
(Source: BS 7850: 1992, âTotal Quality Managementâ)
11. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
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 roots
12. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Customersâ
expectationsfor
theproductor
service
Customersâ
perceptionsof
theproductor
service
Customersâ
perceptionsof
theproductor
service
Customersâ
expectations
fortheproduct
orservice
Customersâ
perceptionsofthe
productorservice
Gap
Perceived quality
is poor
Perceived quality is
good
Expectations >
perceptions
Expectations =
perceptions
Expectations <
perceptions
Perceived quality is governed by the gap between customersâ
expectations and their perceptions of the product or service
Customersâ
expectationsof
theproductor
service
Gap
Source: Slack et al. 2004
13. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Additional views of Quality in Services
⢠Technical Quality versus Functional Quality
â Technical quality â the core element of the good or service.
â Functional quality â customer perception of how the good functions or
the service is delivered.
⢠Expectations and Perceptions
â Customersâ prior expectations (generalized and specific service
experiences) and their perception of service performance affect their
satisfaction with a service.
⢠Satisfaction = (Perception of Performance) â (Expectation)
14. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Customerâs
expectations
concerning a
product or service
Customerâs
perceptions
concerning the
product or service
Previous
Experience
Word of mouth
communications
Image of product
or service
Customerâs own
specification of
quality
Managementâs
concept of the
product or service
organizationâs
specification of
quality
The actual product
or serviceGap 1
Gap 2
Gap 3
Gap 4
A âGapâ model
of Quality
Source: Parasuraman, Zeithman and Berry. 1985
15. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Continuous Improvement
⢠Philosophy that seeks to make never-ending
improvements to the process of converting inputs into
outputs.
⢠Kaizen: Japanese
word for continuous
improvement.
16. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Implementing TQM
⢠Successful Implementation of TQM
âRequires total integration of TQM into day-to-day operations.
⢠Causes of TQM Implementation Failures
âLack of focus on strategic planning and core competencies.
âObsolete, outdated organizational cultures.
17. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Obstacles to 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.
18. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
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
19. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
PDCA Cycle repeated to create continuous
improvement
Time
Performance
âContinuousâ
improvement
Plan
Do
Check
Act
20. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Recognizing and rewarding Quality
⢠Promotion of high quality goods and services
âMalcolm Baldrige National Quality Award (MBNQA) (United
States)
âDeming Prize (Japan)
âEuropean Quality Award (European Union)
âISO9000 certification
21. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
The integrated framework of the Baldrige Award criteria
Source: 2004 Criteria for Performance Excellence, U.S. Dept. of Commerce, Baldrige National Quality Program, National Institute of Standards and Technology, Gaithersburg, MD 20899. (www.quality.nist.gov)
22. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Product
Continual improvement of the quality management systemContinual improvement of the quality management system
Customers
(and other
interested
parties)
Requirements
Management
responsibility
Resource
management
Measurement,
analysis and
improvement
Product
realisation
Output
Satisfaction
Input
Source: BS EN ISO
9001:2000
Key:
Value adding activity
information flow
Customers
(and other
interested
parties)
23. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Overview of the EFQM Excellence Model
24. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Quality Award common elements
⢠All take holistic approach
⢠Customers/people
⢠Measurable characteristics
⢠Visible
⢠Basis taken from TQM
25. Total Quality Management - TQM
Standards in Action
www.bsieducation.org/standardsinactio
n
Summary
⢠TQM â a way of working
⢠Involves everyone
⢠High prominence on âcustomerâ
⢠Awards based upon TQM