Transcript T Q M OTAL

TOTAL QUALITY MANAGEMENT
Engineering 7943: Production and Operations Management
26 July 2005
Total Quality Management
Group 3
OUTLINE
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Definition
History
Customer Satisfaction
Continuous Improvement of Performance
Employee Involvement
Implementation
Barriers
Benefits
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Total Quality Management
Group 3
DEFINITION
• Quantitative methods and human
resources
• Three elements
– Customer satisfaction
– Continuous improvement of performance
– Employee involvement
• Includes customers and employees
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Total Quality Management
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HISTORY
• Emerged from the quality movement
• 1920s - 1930s: Shewhart’s Statistical
Quality/Process Control
• 1940s - 1960s: Deming and Juran
• 1961: Feigenbaum, Total Quality Control
• 1970s: Crosby, zero defects, quality is free
• 1983: Feigenbaum, re-released Total
Quality Control
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Total Quality Management
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CUSTOMER SATISFACTION
• Customer obsession
– Number one priority
• Experiencing the process
– Management acting as consumer / customer
• Profiling
– Questionnaires
– Surveys
– Personal visits
– Focus groups
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Total Quality Management
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CUSTOMER SATISFACTION
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Quality and reliability
Follow-up consultation
Kansei
Importance of value
Psychological impression
– Websites
– Availability
– Delivery
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Total Quality Management
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CONTINUOUS IMPROVEMENT
• Japanese word kaizen, meaning
incremental change
• Use, Statistical Process Control and
Quality Teams
• USA-PDCA method
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UNDERSTAND (USA-PDCA)
• Know customers, both internal and
external
• Know customer needs
– Who are the customers of a process?
– What products or services does the process
supply?
– What are the customer needs?
– To what extend does the product or service
meet customer expectations for quality?
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SELECT (USA-PDCA)
• Identify discrepancies
• Discrepancy if a product fails or exceeds
expectations
• Prioritize
• Select
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ANALYZE (USA-PDCA)
• Current State Analysis and Cause Analysis
with flow charts and statistical quality
control (SQC, similar to SPC)
• SQC: control charts, histograms, scatter
diagrams, pareto charts, fishbone
diagrams, and check sheets
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PLAN (USA-PDCA)
• PDCA cycle, begins when the cause of a
variation has been identified; eliminate or
emulate
• Plan: Brainstorm, choose and develop a
plan
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DO (USA-PDCA)
• Carry out the plan
• Can be done on experimental basis
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CHECK (USA-PDCA)
• Use SPC to analyse performance
• If not solved, loop back to the plan or
analyze stage
• If solved, move to the adopt phase
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Total Quality Management
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ADOPT (USA-PDCA)
• Implement the solution across the entire
organization
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REPEAT
• PDCA cycle may be repeated many times
for an individual process
• The USA process should be updated or
repeated after major changes or time
increments
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Total Quality Management
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EMPLOYEE INVOLVEMENT
• Foster employee ownership
• Management system supportive of
collaboration
• Relying on quality at the source, not
inspection
• Employees involved in improving
processes
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QUALITY TEAMS
• Several volunteer employees responsible
for a specific process
• Undertake continuous improvement tasks,
utilizing statistical process control to verify
improvements
• Recognise employees for contributions
• Do not work well without managerial
support or statistical process control
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SELF-MANAGED TEAMS
• Hard to implement
• Employees must be willing to take on
more responsibility
• If completed successfully, can be highly
efficient
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SUGGESTION SYSTEM
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Support of management and supervisors
Clear submission and rejection procedures
Reasons for rejecting made clear
Recognition when a suggestion is
implemented
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IMPLEMENTATION
• Requires systematic, integrated, consistent, organization
wide approach
• Determine specific changes necessary to create and
maintain TQM
• Requires a change in three dimensions
– Physical methods (process , technology)
– Culture (norms, values, beliefs)
– Political System (decision making systems, power base)
• TQM should be
– purpose oriented
– evolve from an organization's strategic plan
– based on the expectations held by the customers
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IMPLEMENTATION (CONT’D)
• Differs from one organization to the next
• Common Aspects for TQM implementation:
– Assessment of Current State
– Determination and application of Plan of Action
– Training
• Quality of leadership is fundamental in facilitating change
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Total Quality Management
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ASSESSMENT OF CURRENT STATE
• Helps predict likelihood of successful implementation
• Essential information regarding
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Organization’s history
Current needs
Existing employee quality of life
Precipitating events leading up to TQM
• Organization should be “basically healthy” before attempting TQM
– Significant problems endanger success
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unstable funding base
weak administrative systems
lack of managerial skills
poor employee morale
• Level of stress on organization may be desirable to initiate TQM
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ACTION PLANNING
• Method to determine and implement desired TQM changes
• Involves entire organization
• General steps for Action Planning
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Define objective
Determine specific goals to support objective
Develop strategy
Determine and apply tactics and operations necessary for success
• Integrate action into organization’s culture
• Continuously collect data regarding improvement to ensure success
of plan
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TRAINING
• Comprehensive training program necessary to create
and maintain TQM
• Institutionalized in entire organization
• Focuses on specific behaviors and skills required for
TQM environment
• Training begins with management and moves down
through organization as necessary
• Candidate list for TQM training include
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Action Planning
Leadership
Team Building
Tools and Techniques
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ROLE OF MANAGEMENT
• Leadership is key element in successful implementation of largescale change
• Leaders
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Show need and set vision
Take a long-term perspective
Motivate others to stick with the process
Are persistent, using constant reinforcement
• Leadership style should be participative
• Leaders expect a long term process, including a transition period
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SUGGESTIONS
• Don’t “Do TQM”
• TQM should not exist as a separate entity of
organization
• Employees should be involved in decisions whenever
possible
• TQM should not have an end
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BARRIERS
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Lack of management commitment
Inability to change organizational culture
Improper planning
Lack of continuous training and education
Incompatible organizational structure
Insufficient resources
Use of prepackaged program
Ineffective measurement techniques
Inadequate attention to customers
Inappropriate conditions for implementation
Inadequate use of teamwork
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BENEFITS
• Customer satisfaction
• Intangible and tangible
• Product quality
– Less waste and rework
– Higher profits
• Employee involvement
– Training
– Quality of life
26 July 2005
Total Quality Management
Group 3