PRODUCTIVITY AND QUALITY MANAGEMENT

GUIDANCE BYPROF TEJAL LONDHE

TOTAL QUALITY MANAGEMENT

NAMES NIKITA KHARATMOL

SANA MAKANDAR PRACHI MAKARE YASH MALHOTRA MAMTA MANKAR

ROLL NO. 50726

50727 50728 50729 50730

DEFINITION

A Management method relying on the cooperation of all members of an organization. A Management method that centers on Quality and on the longterm success of the organization through the satisfaction of the Customers, ass well as the benefit of all its members and society. TQM is a process and philosophy of achieving best possible outcomes from the inputs, by using them effectively and efficiently in order to deliver best value for the customer, while achieving long term objectives of the organization

CONCEPT OF TOTAL QUALITY MANAGEMENT

The ultimate aims of quality system should be to enable companies to share the benefits sensibly and fairly among consumers, employees, & shareholders to raise the countrys standard of living, and to make life better for the world as a whole.

"THE SIMPLE PROCESS"

Controls

Inputs

Process

Outputs

Resources

TOTAL QUALITY MANAGEMENT

Things Doing right..first time

Customers expectations for the product or service Gap Customers perceptions of the product or service

Expectations > perceptions Customers expectations of the product or service Customers perceptions of the product or service Expectations = perceptions

Perceived quality is poor

Source: Slack et al. 2004

Gap

Customers expectations for the product or service Expectations < perceptions

Perceived quality is governed by the gap between customers expectations and their perceptions of the product or service

Perceived quality is good

Customers perceptions of the product or service

3 MAIN PARTS OF TQM

Total Quality Management (TQM) process and structure ca be divided in three parts as follows: 1.Total Employee Investment (TEI) 2.Just In Time/Waste elimination. (JIT) 3.Total quality control (TQC)

IMPLEMENTATION OF TQM
Introduction: while implementing TQM in a company, employee involvement carries very important role. They will come together to solve pain areas in the company. These pain areas are identified together and solved. Systematic approach is to be taken. There are several tool, which have to be used by the team who will work on.

The Team Team structure The team contract Training Decision style Methods of taking decision Development of Vision and Mission Steering committee

THE SEVEN DEADLY DISEASES OF MANAGEMENT

Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs. Emphasis on short-term profits: short-term thinking (just the opposite of constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and owners for dividends Personal review systems, or evaluation of performance, Mobility of management; job hopping Use of visible figures only for management, with little or no consideration of figures that are unknown or unknowable.

Excessive costs of liability.

5 PILLARS OF TQM
TOTAL POLICY STANDARDIZATION TRAINING KAIZEN

FISHBONE MODEL

One of the main tools used in TQM to analyze the root causes for a problem is Ishikawa diagram or the fishbone diagram. This is a simple graphical method to represent the problems and root causes for those problems. One main advantage of this diagram is the ability to show many levels of causes simultaneously. So it can be used to get a full idea about the problem and to analyze it fully.

CHARACTERISTICS OF SUCCESSFUL TQM COMPANIES

The characteristics that are common to companies that successfully implement TQM in their daily operations are as follows:

Strive for owner/customer satisfaction and employee satisfaction. Strive for accident-free jobsites . Train extensively . Work hard at improving communication inside and outside the company. Use teams of employees to improve processes.

Involve subcontractors and suppliers in continuous improvement. Strive for continuous improvement. Use the principle of get it right, the first time, every time. Understand that quality is a journey, not a destination. Inspection of the process is as important as inspection of the product Quality improvement.

COMPANIES WHO IMPLEMENTED CONTINUOUS IMPROVEMENT

Sample Company: Bechtel TQM Motorola

OBSTACLES IN TQM
Many companies have started on the road to quality but failed to achieve success due to several factors, these are listed as follows: Lack of a formalized strategic plan for change. Lack of a customer focus. Poor inter-organizational communication. Lack of employee trust in senior management. Politics and turf issues. Over dependence on computerized quality control. Funding failure No market research. No testing of incoming materials.

MISCONCEPTION IN IMPLEMENTATION OF TQM

Every site is different. Errors and delays are different. It is typical jobsite problem Its cost too much

ACKNOLEDGEMENT
As a group we would like to acknowledge ICLES M.J college for Giving us this opportunity to represent this presentation. We would like to thanks and acknowledge our professor TEJAL LONDHE , who helped us in guiding for this presentation.