This document discusses total quality management (TQM) principles and implementation. Some key points:
1) TQM requires commitment from top management and a change in organizational culture, as it aims to standardize and improve all processes across departments.
2) Supplier involvement is important, and there are no quick fixes - it takes patience and commitment from all levels over time.
3) Benefits include fewer defects, lower costs, and improved performance and employee satisfaction. Planning processes translate goals into actions, while ensuring consistency across levels.
This document discusses total quality management (TQM) principles and implementation. Some key points:
1) TQM requires commitment from top management and a change in organizational culture, as it aims to standardize and improve all processes across departments.
2) Supplier involvement is important, and there are no quick fixes - it takes patience and commitment from all levels over time.
3) Benefits include fewer defects, lower costs, and improved performance and employee satisfaction. Planning processes translate goals into actions, while ensuring consistency across levels.
This document discusses total quality management (TQM) principles and implementation. Some key points:
1) TQM requires commitment from top management and a change in organizational culture, as it aims to standardize and improve all processes across departments.
2) Supplier involvement is important, and there are no quick fixes - it takes patience and commitment from all levels over time.
3) Benefits include fewer defects, lower costs, and improved performance and employee satisfaction. Planning processes translate goals into actions, while ensuring consistency across levels.
This document discusses total quality management (TQM) principles and implementation. Some key points:
1) TQM requires commitment from top management and a change in organizational culture, as it aims to standardize and improve all processes across departments.
2) Supplier involvement is important, and there are no quick fixes - it takes patience and commitment from all levels over time.
3) Benefits include fewer defects, lower costs, and improved performance and employee satisfaction. Planning processes translate goals into actions, while ensuring consistency across levels.
management style. It requires a great deal of commitment and planning. More than 80% initiatives on TOM will fail if they do not have the backing of the Top Management Team. TQM cannot changes an organization overnight and it cannot address the neglect of years The leadership issue is critical for a successful TQM drive. TQM consider supplier as part of the organization processes. TQM strives towards the achievement of the Quality in everything one does. It encompasses all departments and all functions in the company. It aims at standardizing and improving all process in the organization. There are no quick fixes There are no one Quality Management Technique and /or tool which is panacea for all quality ills and is more important than another. There are no short-cuts There are no ready-made packages, which can be plugged into guarantee success. It requires patience, tenacity and considerable commitment from people at every level on the organization X. BENEFITS Improving organizational performances Fewer defects Reduced rework and scrap Lower inventory level Reduced lead time Higher flexibility Increased employee satisfaction. The most effective strategic plan would be so well implemented that every task performed by every employee would support one or more corporate objectives. The connections would be traceable and the employees would understand the connective Planning process are only half over, when the plan is complete. The second half is turning plans into action. This involngs identifying the steps necessary to achieve the objectives at a corporate, division, department, work unit, team and individual level. Deployment translate corporate guals and objectives into actions and develop evaluation process for management to monitor performance and assist those units that are having trouble. For most managers, making the plan work is more difficult than formulating the plan. The real key to success is in implementing the short term action plans. To implement customer value, grand and generic strategies, managers specify annual plans, and resources for each system, process, or function, the coordinate policies and structure the organization and its process to implement these plans. Top managements responsibility is to see that strategy is consistent across the omn the resources are allocated appropriately and that all systems focus on improving customer value. Top management policy measures (End) (means) Division management policy (End) Measures (Means) Middle management Measures (Means) Policy (End) Lower management measures (Means) Policy (End) As shown above, policy deployment develops the short- term action plans (means) at each level to be consistent with the overall strategy by linking these plans to the measures dewed from the polices established with the managers. One systems-oriented process model for developing goal consensus throughout the organization is hushing planning (also called policy deployment) Policy deployment process places more emphasis on process than on outcome. It is called management by policy or management by planning (MBP), in contrast to management by objectives (MBO). Policy deployment has no direct link with personal practices such as promotion or salarDGM Housing planning places grant emphasis on individual autonomy and self management at the managerial level. In an autocratic organization, the boss sets the target. In a participative organization, the boss and sub-ordinates sit down together and come to some agreement as to what the targets kill be. In housing planning , the sub ordinates sit down by hiaonself and decides what he thinks the target ought to be, and then gets to gather with others in the organization to align those targets. Housing focuses on the individual developing his own ideas of what needs to be dong and then integrates them. Goals are measured by the individual manager who sets them for himself. HOUSING PLANNING Develop a five-year plan for the company Determine an annual policy in support of the five year plan Deploy the policy throughout the organization through participative planning. Implement the policy Audit the process and plans monthly. Conduct annual audits by top management The process is recursive, and the results of the annual top management audit form a partial basis for the policy development phase for the next year. DAILY MANAGEMENT Daily management include cost controls employee morale, selling or manufacturing a product , maintaining or slightly improving a product or process , or some other annual repetitive task. Daily management plan addresses the issue and focuses on keeping the house in order There is little higher-management-level involvement in preparing this plan, but all levels of management, should have one. The final plan should have both hushing and daily management plans. Daily management plan addresses the day-to day taks. Obviously we need both hushing plan as well as daily plan for directing management focus, accosting appropriate resources, and setting priorities. CUSTOMER FOCUS In an organization quality begins and ends with customer Customer is king in any business transactions. Customer needs to be treated with dignity Quality warrants customer focus TYPES OF CUSTOMERS: A customer who knows not what he wants and knows not that he knows not what he wants they are insignificant customer be gentle . A customer who knows not what he wants and knows that he knows not what he wants . They are humble customers : Teaching and TRG will make them knowledgeable. A customer who knows what he wants and knows not that he knows what he wants. They are sleeping customers. To aware them attractive, stunning advise are reqd. Tough to satis. A customer who knows what he wants and knows that he knows what he wants. They me masters of themselves; they will be demanding type; largely . Fall in this category. Treat all customers equally ethical way. Concentrate of vital few : productivity & roi There has been an opinion that quality companies more not always the profit making companies reason: Treat all customers equally. WISER IMPLEMENTATION BOOST UP BUSINESS AND THUS THE PROFIT. TEAM WORK Concept of synergy Group is defined as a number of people gathered together to complete an assignment Team is defined as a number of people gathered together with common vision and dedication, with mutual understanding and help among themselves and work independently to complete an assignment. Group Independent work Focus on self Members are told what to do Climate of distrust prevails Communication flow not congenial Depends on external trg Exercising of auth cont. Often face unsolved conflicts Members do not participate in decision making Fire fighting will be the order of the day, Net is equal to sum total. Inter dependent wire Focus on goal Members cont volute Trust openness Two way communication Motivated to learn Mutual understanding Conflicts solved auto All participate decision Harmony prevails with systematic procedure Net is greater than sum total FOCUS FOR TEAMS 1. Personal 2. Professional 3. Social 1-2. In-effective teams 2 3 Short lived teams 3-1 Un productive teams 1-2-3 Effective synergic teams Factors that influence togetherness: Physical proximity Social / personal homogeneity Communication Purpose Role clarity Common work area Personality type Prevailing culture Leaders interest/ intention STUMBLING BLOCK TO TEAMING Ego ; *selfishness; *blaming culture Ineffective leader; * heterogeneity TRALTS REQD FOR TEAM MOTHERS Personal : non egoistic ; integrity, extrovert Unselfish ; patience SOCIAL: Mutual acceptance; mutual trust; understanding others; standing above social barriers. Professional Knowledge; skill; problem solving ability ; conflict magt ; adopting win-win. Success criteria for teams: Group decision making ; free flow of common; harmonious culture; skilled members; intrinsic motivation; creative problem solving; synergic effect. Metrics : Improvement in net outcome; interdependency level of members; morale of members; fervency of meetings; communication flow. 7. ARROW DIAGRAMS:- CPM & PERT are being used by planners for years. By adding quality tool box , this technique can be extended to general managers and other non-technical personnel. The benefits of an activity net work diagrams are: A realistic timetable determined by the users Team members understand their role in the overall plan. Bottlenecks can be discovered and corrective action taken, and Members focus on the critical items For this tool to work, the task times must be correct or reasonably close. SYSTEM FLOW DIAGRAM:- Although these seven managements tools can be used individually, they are most effective when used as a system to implement an improvement plan. Procedure for constructing prioritization matrix: Construct an L-shaped matrix combining the options, which are the lowest level of detail of the tree diagram with the criteria. Determine the implementation criteria. Use brainstorming. Prioritize the criteria. Each team member weights the criteria so the total weights equal 1.00 and the results are totaled for the entire team. Rank order the options in terms of importance by each criterion, average results and round to the nearest whole number.
Computer the option importance score
under each criterion by multiplying the rank by the criteria weights.
The options with the highest total are
those that should be implemented first. A clear statement of the problem or process must be specified. A team can be established to recommend steps required to solve the problem or implement the plan. The product produced by this group would be a tree diagram with activities and recommendations for timing the activities. INTER RELATIONSHIP DIGRAPH: The purpose of an interrelationship digraph is to take a central idea and impart logical or sequential links among related categories. It shows that every idea can be logically linked with more than one idea at a time and allows for lateral rather than linear thinking. This technique often is used after affinity diagram has brought out issues and problems into clearer focus. Flip charts lists developed in the affinity diagram can be duplicated and used in this technique. New cards or lists of specific items must be added frequently as the issue becomes more focused. NEW SEVEN MANAGEMENT TOOLS 1. AFFINITY DIAGRAM /KJ METHOD. Kawakita Jiro, a Japanese anthropologist , developed this method in the 1960s. The technique requires that a group of six to eight people meet to consider a broad issue, such as identifying the elements of poor quality cost for their organization. Basically this technique is for gathering and organizing a large number of ideas, opinions and facts relating to a broad problem or subject area. Responses can be recorded on a flop chart. Once many ideas have been generated , they can be grouped according to their affinity or relationship to each other. This technique helps managers focus on the key issues and their elements rather than an unorganized collection of information. The Affinity diagram is intended to be a creative , rather than a logical process. 3. TREE DIAGRAM A tree diagram maps out the paths and tasks that need to be accomplished to complete a specific project or to reach a specified goal. A planner uses this technique to seek answers to such questions as what are all the factors that contribute to the existence of the key problem? This technique brings the issue and problems disclosed by the affinity diagram and the interrelationship digraph down to the operational planning stage. 6. PROCESS DECISION PROGRAM CHART (PDPC) PDPC is a method for mapping out every conceivable event and contingency that can occur when moving from. It is used to plan for each possible chain of events that could occur when a problem or goal is unfamiliar. A PDPC takes each branch of a tree diagram , anticipates possible problems, and provide counter measures that will prevent the deviation from occurring or be in place of the deviation does occur. 5. PRIORITIZATION MATRIX:- These tools prioritize issues, tasks, characteristics and so forth, based on weight age criteria using a combination of tree and matrix diagram techniques. Once prioritized effective decisions can be made. Prioritization matrixes are designed to reduce the teams opinion rationally before implementation planning occurs. MATRIX DIAGRAM these are spread sheets that graphically display relationship between characteristics, functions and tasks in such a way as to provide logical connecting points between each item.
The matrix diagram allows individuals or
teams to identify analyze and rate the relationship among two or more variable. The house of quality is an example of one of the many matrix diagrams now used for planning and quality improvement. There are at least five standard formats: L shaped (2 variables) T shaped (3 Variables) Y-shaped (3 variables) C-shaped (3 variables) and X-shaped (4 variables). L-shaped formats are not commonly used. ISO 9001-2000: In December 2000, ISO , formally introduced ISO 9001 2000, which made already ISO certificates t 1994, redundant. ISO 9001 2000 Quality Management system replaced the ISO 9001-2000, ISO 9002-1994 and ISO 9003- 1994. The 20 elements of ISO 9001-1994 have been restructured within four major clauses of ISO 9001-2000. They are 1. Management responsibility 2. Resource management 3. Process management 4. Measurement, Analysis and improvements. The revised ISO system focuses more on continuous improvement and customer satisfaction that means more emphasis on process. Major area Activities to be surveyed Management Philosophy , quality policies , organization structure, commitment to quality. Design Organization, system in use, caliber of specification, orientation to modern technique , attention to reliability , engineering change control, development laboratories. Manufacture Physical facilities, Maintenance , special process, Process capability , production capacity, caliber of planning , lot identification and trace ability. Purchasing Specifications, vendor relations, procedures. Quality control Organization structure , availability of quality control and reliability engineers, quality planning audit of adherence to plan. Inspection and test Laboratories, special tests, instruments, measurement control. Quality coordination Organization for co-ordination, order analysis , control over subcontractors, quality cost analysis , corrective action loop, disposition of non conforming product. Data systems Facilities , procedures, effective use reports. Personnel Indoctrination attained, self use of product, prestigious customers, prestigious sub-customers. SHORT COMINGS OF 1994 VERSION 1994 version emphasized only on product quality requirements of customers, but paid secant attention to the aspects of customer satisfaction like adherence to delivery schedule, minimization of product cost and maximization of the satisfaction of stake holders. 1994 version did not emphasize on continuous improvement, and the involvement of employees who carry out day-in-day activities that convert input to output. Certification was considered to face the auditor exercise rather than considering it as an organizational development activity to ensure CUSTOMER DRIVEN QUALITY PRODUCTS CONSISTENTLY. Product information Schedule, contract, amendments (if any) Feedback/complaint from customer. CLAUSE 7.3 DESIGN AND DEVELOPMENT CLAUSE 7.3.1 DESIGN AND DEVELOPMENT PLANNING. The plan shall define and include the following. Stages in design and development Review, verification and validation Inter-phases between different groups involved in design and development. Resource requirements including people , along with their responsibility and authority for design and development. CLASUE 7.3.2: DESIGN AND DEVELOPMENT INPUTS. The inputs for design and development should cover the following. Functional and performance requirements Applicable statutory and regulatory requirements Information derived from previous similar designs and Other requirements essential for design and development. CLAUSE 5.0: MANAGEMENT RESPONSTBILITY CLAUSE : 5.1: MANAGEMENT COMMITMENT. Leadership , commitment and the active involvement at the top management are essential for developing and maintaining an effective QMS. The Management commitment should be visible through following actions. Building vision, quality policy and quality objectives. Communicating and involving all levels of employees in vision , quality policy an quality objectives. Leading the organization by example Organizing management reviews to assess effectiveness and efficiency of QMS. CLAUSE 5.2: CUSTOMER FOCUS Thus clause embraces the first of quality management principles, which require management to ensure that the customer needs and expectations are determined and converted into requirements addressed within the QMS leading to customer satisfaction. CLAUSE 5.3: QUALITY POLICY An organizations Quality policy should be an equal and consistent part of the organizations overall policies and strategies. The Quality Policy among others, should address the following. These inputs are reviewed for adequacy. Requirements are complete, unambiguous and not in conflict with each other. CLAUSE 7.3.3: DESIGN AND DEVELOPMENT OUTPUTS. The outputs of design and development are provided in the form of design sheets, drawings and models that enable verification against the design and development input and are approved prior to release. Design and development outputs should Most the input requirements for design and development. Provide appropriate information for purchasing construction and for service provision. Contain or reference acceptance criteria, and Specify the characteristics of the product that are essential for its safe and proper use. CLAUSE 7.3.4. DESIGN AND DEVELOPMENT REVIEW After each stages of design and development, systematic reviews of design and development are to be performed in accordance with planned arrangements in order to Evaluate the ability of the results of design and development to meet requirements. Identify any problems and propose necessary actions. CLAUSE 4.2.3:CONTROL OF DOCUMENTS The documents, required by the standard need to be maintained as controlled documents includes the following. Preparation and approval prior to use. Review , up-date and re-approval Identification of documents and its status (current or obsolete) and holder (recipient). Ensuring that only pertinent version are in use and obsolete documents are withdrawn. Identification and control of documents of external origin. CLAUSE: 4.2.4: CONTROL OF RECORDS
Same control will also apply to the quality records.
These shall be maintained in safe custody, shall be legible, identifiable and retrievable. A documented procedure for control of quality records shall be maintained, which shall also specify the retention time and method of disposition of quality records. CLAUSE : 4.2: DOCUMENTATION REQUIREMENTS CLAUSE 4.2.1: GENERAL. It states that the range and extent of QMS documentation will depend upon such factors as size and type of an organization, the complexity and interaction of the processes and the level of training and skills of personnel. The standard calls for documentation to cover the following. Documented procedures required by the standard. Documentation required by the organization to ensure the effective operation and control of the processes. Relevant statutory and regulatory requirements. Contractual requirements from the customer and the other interest parties. CLAUSE 4.2.2: QUALITY MANUAL The organization shall develop a document named as Quality Manual which among others shall cover the following.
Scope of activities, products including their
specifications. Mention of , how the requirements of standard are relevant in the organization. Where any requirements of this international cannot be applied due to nature of an organization and its product this can be considered for exclusion within clause-7. Vision of the organization Customer Orientation Continual improvement Empowerment of people CLAUSE 6: RESOURCES MANAGEMENT CLAUSE 6.1: PROVISION OF RESOURCES It is important for the Management of organization to identify resources for opening QMS based on the requirements of standard. These any included. People Infrastructure Information Financial resources etc. CLAUSE 6.2: HUMAN RESOURCES By for this is the most important resources in the QMS Involvement (ownership) of people; their up-gradation (learning), taking initiatives (Leadership) me some of the issues, which should be visible in making QMS effective efficient and continually improving. Quality is important for the development of country s economy Our ultimate objective is to make, made in India label a symbol of quality. The first requirement to make made in India label a symbol of quality is the spread of awareness of quality, particularly the TQM, and then making Indian Companies more competitive in the world market. For any movement, it is essential that people feel an urgent need for it. Here people should understand the need for competitiveness and also understand how quality initiatives would lead to improved competitiveness. The reputation of Indian trade and industry must be such that people may feel at ease while dealing with them. International market operators must feel, if I am dealing with an Indian, I have nothing to fear. This is not a just a matter of quality. It involves a high level of honesty and integrity. It means one has to be true to ones word. In a country in which people laid down their lives for keeping their words, this should have been only natural. Unfortunately, there have been instances by saying one thing and doing another. Instances of sending good samples by the Indian vendors for approval and supplying inferior have been too frequent. The bad reputation earned by such an ethical behavior of a few Indians has to be erased from the minds of those who matter. This is not an easy task. Building a good reputation takes a long time, destroying it is easy. Howsoever difficult it is, it has to be done. This needs an attitude of saying what one does and doing what one has said. It requires transparency in ones dealings and strict adherence to agreed term of the contract and agreed standards of quality at all costs. If this is done deal after deal, day after day, month after month, year after year, there is no reason why reputation of the country as a reliable supplier of quality products and services cannot be established. We must remember that the reputation of Japan in 1940s was even worse than the current reputation of India. If they could totally transform, we too should be able to do it. INDIAN SCENARIO: The problem of low volume, old technology and resulting poor appearances and finish of the products afflicts many industries in the country. High inflation in India has forced most industries to find ways and means to contain costs to keep the level of price. We have failed to see our customer as some one who pays for our products or services. The pro-labour policies of the Government are responsible to great extent for the attitude of the employees. Poor infrastructural services also have an impact on the quality of products. However its impact on the countrys image is much greater. While services are constantly improving everywhere in the world, they are deteriorating in India. Even worse is our getting used to such poor services. Unless the customer demands it, he will not get quality products and services. Tolerance of poor quality leads to still poorer quality. Even worse than these poor services is the desire on the part of most Indians to make a quick unjustified profit. GET RICH SOON CULTURE. The intense desire to become rich quickly without making commensurate effort is at the root of many of our ills. Thousands of people in every city in this country are engaged in non-productive activity of cheating innocent citizens. The desire to get rich without effort has created a totally wrong culture in the country. It is considered smart to make money without effort and stupid to work hard for an honest income. Instead of creating wealth, everyone is working for its redistribution for ones own benefit. A worker wants more wages for less work; a Manager wants higher salary , more perquisites, bigger office, thicker carpet, bigger car and more leisure. Each one is trying for a bigger slice of the small cake. Hardly anyone wants to do the difficult of making the bigger cake. The desire to acquire more than ones fair share is also at the root of corruption and nepotism so prevalent in the country. THE FUTURE: To improve our balance of payment situation, we need to keep a tight control on the out flow (debt servicing, Repatriation of profits) and cost of imports and try to increase the in flow (by export). Export is an area in which every one in the country should strive. It should be the high priority for all of us. Any one working in any industry can consider how he can make the product more acceptable in the international market. Rest can think how he can do his job better resulting in improvement. All this will go towards improving the image of the country a producer of quality goods and services, which will help our export effort. We need to work hard. We need to develop a sense of unity, fiscal discipline, maturity and political will to improve the balance of payment situation. International market place is a highly competitive field. To succeed in such a competitive business environment company has to achieve world-class competitiveness. What really differentiates a world-class company from an average company is the quality of service it provides to it s customers. World class competitiveness is a need of the day for the Indian Industries. QUALITY PLANNING AND ASSURANCE TOTAL QUALITY CONTROL According to A.Y. Feigunbaum Quality Control is an effective system for integrating the quality development, quality maintenance and quality improvement efforts of the various groups in organization, so as to enable production of goods and services at the most economical levels which allow fall customers satisfaction. According to Alford and Beauty Quality control may be defined as that industrial management technique or group of techniques by means of which products of uniform acceptable quality are manufactured. Bethal, Atwater and stact man defined as, Quality control refers to the systematic control of that variables encountered in a manufacturing process which affect the excellence of the end product. Such variables result from the application of materials, men, machines and manufacturing conditions. TQC has been described as a management frame woke to ensure continuing excellence. This management frame wok was suggested to include the following statements for action 1. TQC is business philosophy which groups together manufacturing, engineering, marketing and sales amongst others, linked together by a two-way flow of information. 2. TQC is considered as a min-set to approve only criteria leading to better than acceptable quality via the use of continuous improvement. 3. TQC provides reliability and consistency in the delivered product/ services as a check and balance system. The current standards present the opportunity for achievements of new and higher targets (standards) TQC involves every member of a business organization from the top executive to the person on the lowest rung of the organizational hierarchy in solving quality, cost and production problems. TQC concept is referred to as company wide quality control CWQC In Japan The emphasis o CWQC is on total control of qualities organizations wide and looks at the process of serving customers chain (both internally and externally) TQC has been described as statistical control of quality applied to the total operation of an organization, including all steps of planning, design, production, service, marketing, finance and administration so as to produce dependable goods and services at a low cost suited to the market. QUALITY CONTROL: As per the definition provided by ISO, Quality control means, all those operational techniques and activities that are used to fulfill requirements for quality. The objective of Quality Control is: To ensure true expression/ correct translation of stated and implied needs of the customer (both internal and external ) in the form of standards specifying quantitative and qualitative measurable characteristics. To monitor the process for realization of the product at various stages of its operation and eliminating causes of unsatisfactory performance at all stages of quality loop in order to achieve economic effectiveness. Note: Quality loop is a conceptual model of interacting activities that influence quality at the various stages: Inspection of product/service package to determine conformance to customer needs To provide a feed back of data for bringing about improvements wherever possible. Quality Assurance: As per the definition provided by ISO, Quality Assurance means, all the planned and systematic activities, implemented within the organization for quality management, to provide adequate confidence that a product or service will satisfy given requirements for quality. Quality Assurance is a preventive activity. Quality Assurance has to be systematically planned in advance. Quality Assurance includes identification and planning of the checks, inspection and control of process as a part of quality control. Quality Assurance also means establishment of a quality system, which can demonstrate, if required, the capability of the organization to satisfy the requirements of the customer. Quality Assurance provides confidence internally to the management and eternally to the customer. Quality planning. Quality management may be defined as A systematic way of guaranteeing that organized activities happen in the way they are PLANNED. The emphasis in PLANNING. Good things only happen when planned: Bad things happen on their own. You only get out what you put in it but unless you are careful, you may not even get that. Planning reduces the need for precision in control. Planning concerns more than the actual production process. Part of the planning process is ensuring the employee knows exactly what is required. Check lists and the like are useful in helping staff to adhere to standards. Short cuts to quality planning are in any case self-deporting. Quality planning is usually encapsulated in a quality manual. Quality planning begins with a statement of the organizations quality policy. Example: R X W Health care aim shall be achieved by commitment to research and staff development. COMPANY WIDE QUALITY CONTROL CWQC is a system of activities to assure that quality products and services required by customers are economically designed produced and supplied while respecting the principle of customer orientation and the overall public well being. CWQC activities involve market research, research and development, design, purchasing, production, inspection and sales, as well as all other related activities inside and outside the company CWQC aims to accomplish business objectives by involving every one in the company and making them to understand both statistical concepts and methods and application of all aspects of quality assurance through repeating the cycle of rational planning, implementation, and evaluation and action. CWQC is an extension of companys business planning to include quality planning. In CWQC the sequencing of quality planning is as follows; 1. Establish broad business goals 2. Determine the deeds needed to meet the goals 3. Organize and assign or clear responsibility for meeting goals 4. Provide the resources needed to meet those responsibilities 5. Provide the needed training 6. Establish the means to evaluate actual performance against goals 7. Establish a process for periodic review of performance against goals 8. Establish a reward system which relates, rewards to performance CWQC requires special organization design, skills, tools and training The most important facet of CWQC is the top management involvement in quality control The application of CWQC has not only contributed the betterment of quality but also resulted in improvement performance in many organizations. The advocates of quality can be extended to all business process of the organization beyond the manufacturing department, thus leading to total quality management. TOTAL QUALITY MANAGEMENT 1.1 NEED FOR QUALITY In the present context of liberalization and globalization of economy, Indian companies face a lot of challenges. The quality consciousness among consumers have grown up. The expectations of consumers of quality performance have become exceedingly high. The Indian industries are facing severed competition and the governments economic policy made them to realize that the secret of survival is quality. The business units in India are ever increasingly forced to achieve world-class manufacturing capabilities in order to compete, and in many cases, to service in the market. Quality has now acquired new dimensions and search for quality function is on. A Survey conducted by NPC (Singh 1991) revealed that quality improvement was considered vital to strengthen the competitiveness of Indian business and industry. One of the means to achieve world class manufacturing capability is through the practices of TQM. 1.2 QUALITY DEFINED: Quality is fitness for use -Juran Quality means conformance to requirements -Crosby A predictable degree of uniformity and dependability at Low cost and suited to the market.- Deming Quality means best for the actual use and price - Feignbaum Quality consists of the capacity to satisfy the wants -Edwards Quality simply is a collection of attributes to -Weinberg Quality is the totality of features and characteristics which bear upon its ability and satisfy stated or implied need -BSI Quality is satisfactory conformance to specifications a design such that product gives customer satisfaction, dependable service - Parry Quality is neither mind nor matter, but a third entity independent of two even though quality cannot be defined, you know if what it is. - Pirsig The loss imparted to society from the time the product is shipped - Taguchi If the customer believes that a product is of poor quality the product is in fact of poor quality Taylor Quality of what you do and quality of how you do it what -> features; How-> carefulness & efficiency Schulter Doing right things and doing things right - Schutler Doing what you have agreed with the customer and knowing you have not done what was agreed before the customer is affected A. Brown The total composite of products and service characteristics of marketing, engineering, manufacturing and maintenance through which the product and service in use will meet the expectations of the customer. - Feignbaum The totality of features x characteristics (attributes of a product or service that bear up on its ability to satisfy a given need. - NTPC Quality is the degree to which a specific product conforms to a design or specification II. L. Gilmore. Quality is more than making a good product II. Takeuchi & J.A. Quelch Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost. R.A.Broh Quality of a product depends on how well it fits patterns of consumer preferences. - A.A.Kurhn and R.L.Dry Even Though quality cannot be defined. You know what it is. R.M. Pirsig Consistent conformance to customers expectations - John Gilbert Products and services that meet or exceed Sarvsingsoin customers expectations 1.3 DIMENSIONS OF QUALITY: PRODUCTS: Performances : A products primary operating characteristics. Features : The bells and whisties of a product Reliability : The probability of a products surviving over a specified period of time under stated conditions of use. Conformance : The degree to which physical and performance characteristics of a product match pre- established standards . Durability : The amount of use one gets from a product bordure it physically deteriorates or until replacement is preferable. Serviceability : The ability or repair a product quickly and easily. Aesthetics : How a product looks, feels, sounds, tastes or smells. Perceived :Subjective assessments resulting from image, advertising Quality Or brand names SERVICE: In addition to the product characteristics Responsiveness Competence Courtesy Creditability Security Access Communication Understanding the customer. 1.4 DEFINING TOTAL QUALITY MANAGEMENT: Total quality management is an integrative philosophy of management for continuously improving the quality of products and processes to achieve customer satisfaction TQM means a set of quality principles and values: to build an organizational structure that supports effective quality improvement initiatives, and to develop and implement a comprehensive set to quality concepts, tools and practices (Harerh Guruani, 1999) TQM is an effective system of integrating the quality development, quality maintenance and quality improvement efforts of various groups in an organization so a s enable production and service at the most economical level which allow for full customer satisfaction (Feignbaum, 1980.) Total Quality Management refers to a comprehensive approach to management which involves implementing strategies and organizational systems that continuously improve quality, reduce cost and ensure the consistent, on time delivery of products and services in order to provide superior value to the customer (Bounds, et.al,1994) A comprehensive way of working throughout the organization which allows all employees as individuals and as teams to add value and satisfy the needs of the customer. A business-wide customer driven strategy of change which move us progressively to an environment where a steady and continuous improvement of everything we do is a way of life Identifying and satisfying the needs of the customer starting with the external customer and working backwards so that quality at each stage is defined in terms of next customer in the process. Being both effective (delivering the right products to the right segments of the market) and effective (doing so at the most economical levels possible).
(KEITH HARRISON, ROYAL MALL,
CHELMSFORD, 1993)
Total : Every one is involved.
Quality : Meeting customers (agreed ) requirements at lowest cost, fist time, every time Management: It is owned and led by the management team, top down (keylly et al., 1991) TQM is a total operational philosophy which covers every aspect of everything we do. (Jeanes, 1990) TQM means, Continuously improving processes and performance involving people to delight customers, (Binney 1992) TQM is a proven, systematic approach to the planning and management of activiites Munre-Faure and Murro-Faure TQM is way of managing to improve the effectiveness, flexibility and competitiveness of a business as a whole. It applies just as much to service industries as it does to manufacturing. It involves whole companies getting organised in every department, every activity and every single person at every level. (John Oakland). A comprehensive approach to improving competitiveness and flexibility through planning, organising and understanding each activity, and involving everyone at each level. TQM ensures that the management adopt a strategic overview of quality and focus on prevention rather than inspection (Oakland, 1993). A positive attempt by the organisation concerned to improve structural, infrastructural , additional, behavioural and methodological ways of delivering to the end customer, with emphasis on Consistency, improvement in quality, competitive enhancements, all with the aim of satisfying or delighting the end customer (Zairietal ,1994) TQM is the process which seeks to meet and satisfy customers requirements throughout the whole chain of internal and external customers and suppliers (David M.1992) TQM means exactly what it says Zero effects in products leaving the factory and in the services offered. It means quality in every aspect of the company is operation. (Cullen and Hollium, 1987) TQM is a process of individual and organisation development, the purpose of which is to increase the level of satisfaction of all those concerned with the organisation: Customers, suppliers shareholders and employees. (Pike R.J and Barnes R.J. 1988) TQM is defined as management philosophy and company practices that aim to hamess the human and material resources of an organisation in the most effective way to achieve the objectives of the organisation. (BS 5750 :part 1,1992) A process designed to focus on customer expectations, preventing problems, building commitment to quality in the workforce and promoting open decision making . (John, Gilbert 1992) 1.5 What is TQM? By Total we mean All areas and functions in an organization All activities All employees All time ie. Always By Quality we mean Product or service that totally satisfy the customers needs and expectations in every respect on a continuous basis. By Management we implied: Quality does not happen on its own. It requires to be planned and managed. Quality is a management functions, though everybody in an organisation is responsible for it. It therefore needs a systematic approach. TQM is a people intensive activity therefore, it requires suitable management strategies like. - visible upper management commitment. - leadership to demonstrate initiatives for quality. - System to create more quality leaders. System for removal of any road blocks or barriers to quality (NTPC) TQM is intended to achieve business excellence: The overall way of working that results in balanced stakeholder (customer, employees, society, share holders) satisfaction and so increasing the probability of long term success as a business (Raisbeck 1998) Business excellence is defined and achieved through 4 Ps. Excellent people, who establish Excellent partnership (with suppliers, customers and society) in order to achieve. Excellent Processes (Key business processes and management process) to produce. Excellent products, which are able to delight the customers. (JENS. J. DAHLGAARDASUMI PARK DAHLGAARD,1999) 1.6 CHARACTERISTICS OF TQM: T.Thiagaraj and M.Zairi 1997) TQM is a management philosophy to guide a process of change. TQM ensures that quality be recognized as a corporate strategic priority , along with financial and other priorities. TQM starts at the top. TQM calls for planning. TQM requires organization-wide involvement. TQM calls for everyone to be skilled and knowledgeable. TQM promotes team work TQM is about achieving results by process based approach TQM focuses on the customer TQM recognizes internal customer-suppliers relationship. TQM considers suppliers as part of the organizations processes. TQM seeks disciplined approach in continuous improvement efforts. TQM aims to install a prevention not an inspection ethic TQM emphasizes the importance of measurement. TQM reduces total cost of meeting customer requirements. 1.7 BENEFITS OF TQM : (pirates, 1994) Improvement of profitability by increased operational efficiency. Cultural and Behavioral change Prevention of waste Improvement of customer satisfaction Maintaining or increasing market share. The achievement of product and business excellence. Releasing the organizations people potential Improvement of product of service quality, product safety and reliability. Minimization of loss to the individual , the company and the community Associated improvements in operational safety, occupational health and the environment. Encouragement of each individuals personal improvement, innovation and creativity 1.8 QUALITY GURUS: Dr. W. Edwards Deming Joseph M. Juran Philip B. Crosby Kaory Ishikaua William. E. Conway BASIC CONCEPTS OF TQM: TQM Defined:
TQM refers to a comprehensive
approach to Management strategies and organizational system that continuously improve quality, reduce cost and ensure consistent on-time delivery in order to provide superior value to the customer. If we break up the TQM and define each word, it will be like this: Total : Made up of the whole Quality : Degree of Excellence a product or service provided Management: Act, art or manner of handling , controlling , directing etc., Therefore, TQM is the best art of managing the whole to achieve excellence. TQM requires six concepts A committed and involved Management to provide long-tem top-to-bottom organizational support. An unwavering process on the customer, both internally and externally. Effective involvement and utilization of the entire work force. Continuous improvement of the business and production process. Treating suppliers as partners. Establish performance measures for the processes.