Más contenido relacionado



Perspective Management .pptx

  1. Total Quality Management
  2. Group Members: Yash Acharekar - 167 Mahima Rao - 138 Chaitali Poojary - 129 Kareena Wasan -135 Pouras Kudtarkar - 147
  3. Introduction What is Total Quality Management? ● Total Quality Management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training. ● TQM consists of organization-wide efforts to “install and make permanent climate where employees continuously improve their ability to provide on demand products and services that customers will find of particular value. ● The standards set as a part of the TQM approach can reflect both internal priorities and any industry standards currently in place.
  4. History ● In the late 1970s and early 1980s, William Deming, a managing consultant, created the term Total Quality Management. ● Developed countries of North America and Western Europe suffered economically in the face of stiff competition from Japan’s ability to produce high quality goods at competitive prices. ● If Japan Can…..Why can’t We? ● In the Spring of 1984, The United States Navy tried adopting TQM of William Deming. ● Creation of the Malcolm Baldrige National Quality Award in 1987 and Federal Quality Institute in June 1988.
  5. Understanding TQM ● In TQM, “Total” emphasizes that departments in addition to production are obligated to improve their operations. ● “Management” emphasizes that executives are obligated to actively manage quality through funding, training, staffing, and goal-setting. ● Total Quality Management is a structured approach to overall organizational management. ● Industry Standards can be defined at multiple levels and may include adherence to various laws and regulations governing the operation of a particular business.
  6. 8 Principles of Total Quality Management 1. Customer Focus 2. Total Employee Involvement 3. Process Centered 4. Integrated System 5. Decision Making Based on Facts 6. Continual Improvement 7. Strategic and Systematic Approach 8. Communication
  7. 1. CUSTOMER FOCUSED : Trainingemployees Quality intothe design process Upgrading software
  8. 2. Total Employee Involvement: Common goal Total employeeengagement Moved fear Employeeempowerment can only beobtained Proper environment
  9. 3. Process Centered A fundamental part of TQM is its focus on Process thinking Inputs from suppliers Process Output
  10. 4. Integrated System An organization should have an integrated system that provides effective total quality management. QUALITY STANDARD ISO9001 Implied system It should be understood Applied across all functions and divisions
  11. 5. Decision Making Based on Facts Total Quality Management requires that an organization Frequentlycollect and analyze data Decision-makingaccuracy
  12. 6. Continual Improvement ● TQM focuses on Continual Improvement of Processes. ● Continual Improvement itself is a never ending process. ● Continual improvement drive helps organizations to become more competitive and effective in meeting/ exceeding customer’s expectations.
  13. 7. Strategic & Systematic Approach Quality Management Strategicor systematicapproach System Strategic planning or Strategic management This includes- Formationof a strategicplan Qualityas a core component
  14. 8. Communication Effective communication Maintaining morale Motivating employees playsa significant part COMMUNICATION INVOLVES - Strategies Practice Timeliness
  15. STEPS IN IMPLEMENTING TQM PLAN DO CHECK ACT Objective and Implement Monitor and Adapt, Improve processes to process measure process. and change meet consumer Report result processes. need and organizational policies.
  16. PLAN ● Identify the problem. ● What is going wrong in organization. ● Screening the ideas. ● Generating the solutions. PLAN In this phase employees have to come up with their problems and queries
  17. DO ● Test the potential solution ● Pilot study ● Testing in small geographic area DO In the doing phase, employees develop a solution for the problems.
  18. CHECK ● Study result ● Assessing whether we got the desired outcome or not. ● Analysing the pilot project. CHECK Checking phase is the stage where people actually do a comparison analysis of before and after data.
  19. ACT ● Implement the best solution ● Look for ways to make even better. ACT In this phase employees document their results and prepare themselves to address other problems
  20. Kaizen ● Japanese word - “improvement” ● Continuous effort by each and every employee (from the CEO to field staff) to ensure improvement of all processes and systems of a particular organization. ● Kaizen works on the basic principle - “Change is for good”.
  22. Six Sigma ● Six Sigma is a quality management methodology used to help businesses improve current processes, products or services by discovering and eliminating defects. ● The goal is to streamline quality control in manufacturing or business processes so there is little to no variance throughout.
  23. Six Sigma Methodology ● Define ● Measure ● Analyse ● Improve ● Control
  24. The Six Sigma DMADV : ● Define ● Measure ● Analyse ● Design ● Verify
  25. Companies that have Implemented TQM
  26. Case Study - Ritz-Carlton
  27. About Ritz-Carlton ● Founder - Cesar Ritz. ● 1898 - First Hotel in Paris. ● 1927 - Hotels in New York, Boston & Atlantic City as well as London & Montreal. ● 1940 - Closure of all Hotels except one. ● 1983 - Name and Trademark purchased by William B Johnson. ● 1995 - Marriott acquired 49% ● 1998 - Marriott acquired remaining 51% of the company. ● 1997 - 34 hotels, 25 city hotels and 9 resorts. ● 2013 - Bangalore, India. ● 2019 - Pune, India
  28. Ritz Commitment to Excellence To achieve the objective of the Hotel, a philosophy was made known as Gold Standards which includes the Credo, the Motto, the three steps of service and the 20 Ritz-Carlton basics. 1. THE CREDO ● Credo embodies essential characteristics of products and services provided by Ritz-Carlton. “The Ritz-Carlton hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambiance. The Ritz-Carlton experience enlivens the senses, instills well-bring, and fulfills even the unexpressed wishes and needs of our guests”
  29. 2. The Motto “We are Ladies and Gentlemen serving Ladies and Gentlemen” ● It represents Ritz-Carlton’s philosophy and commitment to quality and service. 3. The 3 Steps to Service ● Greet the Customers. ● Anticipate the needs of Customers. ● Fond Farewell. 4. The Basics ● 20 Carlton Basics. ● Code of Conduct. ● Commitment to Quality Service and Customer Satisfaction.
  30. Employee Selection, Training & Staffing The four steps taken to ensure high standards for quality includes: 1. Employee Selection. ● List of personality traits of the best employees that best fit each job. ● 55 open ended questions to identify the individuals natural talents. 1. Employee Orientation. ● 2 day orientation seminar. ● Followed by a “Day 21 Meeting”
  31. 3. Employee Training Certification. ● Training by fellow employee(certified by his/her manager). ● 30 day training process ● Technical training and exposure to the Gold Standards. ● Written & Skill Demonstration Test 4. Continuous Coaching ● Throughout the duration of employment. ● Daily updates. “All these practices helped Ritz reduce turnover by 30% at a time when the industry turnover was 110%”
  32. TQM at Ritz-Carlton ● Customer Complaints. ● Embrace Traditional techniques of TQM. ● Change within management. ● Main Aim : Defect Free Service. ● Focused more on Customer Satisfaction. ● Progress towards Six Sigma. ● Devoting 25% of the schedule to Quality Enhancement Issues. ● Weekly review of Quality Standards and performance. ● Incentive System for Employees.
  33. PROCESS CONTROL ● Quality Department. ● Quality Mascot was adopted for Mistakes, Rework, Breakdown, Inefficiency and Variation. THE DYNAMIC QUALITY INFORMATION SYSTEM ● Development of system to track defected data or services or feedback. ● Defects were reported daily and it was compiled into a Daily Quality Production Report (DQPR) ● Inputs of the reports are given by employees.
  34. PRODUCING THE DQPR ● All the detects gathered are filled in the Dynamic Quality Information System. ● Tool for Improvement. USING THE DQPR ● Employees charged with instant pacification. ● Analyzing the defects and generating reports.
  35. PROBLEM SOLVING ● Identification of Causes of Problems. ● Quality Improvement Teams are created. ● Common approach to eliminate problem are Six Step Problem solving process. CUSTOMER SATISFACTION ● Continuous Customer Feedback. ● Measures the level of satisfaction experienced by customers. ● Opinion Cards. ● Telephone Surveys conducted by J.D. Powers & Associates. ● Continual benchmarking between different hotels.
  36. Benefits Of TQM ● Cost Reduction and Increased Profitability ● Facilitates Productivity ● Reduces Redundant Activities ● Promotes Innovation Process ● Market-Specific Products/Services ● Market-Specific Products/Services ● Promotes Continual Improvement ● Facilitates Competitive Edge ● Promotes Good-Will ● Facilitates Effective Communication and Employee Morale ● Facilitates Customer Satisfaction
  37. Conclusion
  38. Thank You!