TQM (Total Quality Management) - Definition, Basic Concepts, Summary

 

Definition of TQM (BS 4778:1991)

“A management philosophy embracing all activities through which the needs and expectations of the CUSTOMER and COMMUNITY, and the objectives of the organization are satisfied in the most efficient and cost effective manner by maximizing the potential of ALL employees in a continuing drive for improvement.”

 

Effect of TQM (Quality Improvement)

Improve Quality (Product/Service)

Increase Productivity (less rejects, faster job)

Lower Costs and Higher Profit

Business Growth, Competitive, Jobs, Investment

TQM Six Basic Concepts

    1. Leadership
    2. Customer Satisfaction
    3. Employee Involvement
    4. Continuous Process Improvement
    5. Supplier Partnership
    6. Performance Measures

(All these present an excellent way to run a business)

Leadership

        Top management must realize importance of quality

        Quality is responsibility of everybody, but ultimate responsibility is CEO

        Involvement and commitment to CQI

        Quality excellence becomes part of business strategy

        Lead in the implementation process

Customer Satisfaction

        Customer is always right – in Japan customer is “King”

        Customer expectations constantly changing – 10 years ago acceptable, now not any more!

        Delighting customers (Kano Model)

        Satisfaction is a function of total experience with organization

        Need to continually examine the quality systems and practices to be responsive to ever – changing needs, requirements and expectations – Retain and Win new customers

Employee Involvement

        People – most important resource/asset

        Quality comes from people

        Deming – 15% operator errors, 85% management system

        Project teams – Quality Control Circles (QCC), QIT

        Education and training – life long, continuous both knowledge and skills

        Suggestion schemes; Kaizen, 5S teams

        Motivational programmes, incentive schemes

        Conducive work culture, right attitude, commitment

Continuous Process Improvement

        View all work as process – production and business

        Process – purchasing, design, invoicing, etc.

        Inputs – PROCESS – outputs

        Process improvement – increased customer satisfaction

        Improvement – 5 ways; Reduce resources, Reduce errors, Meet expectations of downstream customers, Make process safer, make process more satisfying to the person doing

Supplier Partnership

    1. 40% prod. Cost comes from purchased materials, therefore supplier Quality Management important
    2. Substantial portion quality problems from suppliers
    3. Need partnership to achieve quality improvement – long-term purchase contract
    4. Supplier Management activities
    5. Define product/program requirements;

Performance Measures

        Managing by fact rather than gut feelings

        Effective management requires measuring

        Use a baseline, to identify potential projects, to asses results from improvement

        E.g. Production measures – defects per million, inventory turns, on-time delivery

        Service – billing errors, sales, activity times

        Customer Satisfaction

        Methods for measuring

        Cost of poor quality

        Internal failure

        External failure

        Prevention costs

        Appraisal costs

        Award Models (MBNQA, EFQM, PMQA)

        Awards criteria

        Scoring

        Benchmarking – grade to competitors, or best practice

        Statistical measures – control charts, Cpk

        Certifications

        ISO 9000:2000 Quality Mgt System

        ISO 14000 Environmental Mgt System,

        Underwriters Lab (UL), GMP

        QS 9000, ISO/TS 16949

 

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