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chp3 - TQM Definitions s Total Everyone should be involved...

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Unformatted text preview: TQM Definitions s Total: Everyone should be involved Quality: customers should be provided with an uniform quality product that meets their expectations Management: the way Total Quality is conducted Total Quality Management Total s FScN 4131 Food Quality September 13, 2000 s TQM Definitions s TQM Definitions s “Is the set of management processes and systems that create delighted customers through empowered employees, leading to higher revenue and lower cost” • The Juran Institute, Inc. “TQM is pure pragmatism” • Hutchins, Achieve Total Quality, 1992 Hutchins, s “TQM is not a destination, but a journey toward improvement” • Hunt, Managing for Quality, 1991 TQM Definitions s TQM Pre-requisites Leadership from the top s Effective management of the cost of quality s Focus on customer satisfaction s Continuous improvement in all aspects of all operations s Complete involvement of everyone in quality improvement s Total Quality: “Total dedication to the customer” Goal: “Seek business excellence and competitive leadership to satisfy our customers expectations” s TQM Principles TQM Commitment of everybody in the organization s The company’s success depends on the participation of everybody s Opportunities for complete participation by everybody s Opportunities to do their job properly s TQM Components Tools and Techniques People Strategies Customer TQM Leaders W. E. Deming s J. M. Juran s K. Ishikawa s A. V. Feigenbaum s P. B. Crosby s s TQM Leaders: Deming Central belief: 94% of problems due to management 6% ascribed to workers s Results of Total Quality: Higher productivity Lower costs Increased market share Long-term stability TQM Leaders: Deming s TQM Leaders: Deming 14 point plan for Western management: 1. Constancy of purpose 2. The new philosophy 3. Cease mass inspection 4. End “lowest price” purchasing 5. Constantly improve systems 6. Train everyone 7. Institute leadership s The Deming circle PLAN ACT DO CHECK TQM Leaders: Deming TQM s TQM Leaders: Juran s 14 point plan for Western management: 8. Drive out fear 9. Break down barriers 10. Eliminate exhortations 11. Eliminate targets 12. Permit pride of workmanship 13. Encourage education 14. Top management’s commitment Management is responsible for quality failure and quality improvement Philosophical trilogy: quality planning, quality control and quality improvement Introduces the term “internal customers” s s TQM Leaders: Juran 7-Step program: 1. Establish quality policies and guides 2. Establish quality goals 3. Design quality plans to reach those goals 4. Assign responsibility for the plans 5. Provide necessary resources 6. Review progress against goals 7. Evaluate manager performance vs. goals vs. s TQM Leaders: Feigenbaum Control has 4 steps: 1. Setting quality standards 2. Appraising conformance to standards 3. Acting when the standards are exceeded 4. Planning for improvement in the standards s TQM Leaders: Feigenbaum 10 benchmarks of Quality: 1. Q is a company-wide process 2. Q is what the customer says it is 3. Q and cost are a sum not a difference 4. Requires individual and teamwork 5. Q is a way of managing s s TQM Leaders: Feigenbaum 10 benchmarks of Quality: 6. Q and innovation are mutually dependent 7. Q is an ethic 8. Requires continuous improvement 9. Is the most cost-effective, least capitalintensive route to productivity 10. Is implemented with a total system connected with customers and suppliers TQM Leaders: Crosby TQM s TQM Leaders: Crosby 5 absolutes of quality: 4. Cost of quality is the only measure of performance 5. Zero defects is the only performance standard s 5 absolutes of quality: 1. Quality means conformance, not goodness or elegance 2. There is no such thing as a quality problem 3. It is always cheaper to do the job right the first time TQM Leaders: Crosby s TQM Leaders: Crosby 14-step process: 8. Training 9. Zero defects day 10. Goal setting 11. Error cause removal 12. Recognition 13. Quality councils 14. Do it over again s 14-step process: 1. Management commitment 2. Quality improvement team 3. Quality measurement 4. Cost of quality 5. Quality awareness 6. Corrective action 7. Zero defects Vision TQM Leaders: Comparison All but Crosby rely on Statistics s Deming, Juran and Ishikawa blame Deming, management for the lack of quality, Crosby blames workers. s Zero defects: Crosby in favor, Deming against it s Recognition Commitment Quality Council Education Organization Quality audit Awareness Training Quality improvement teams Quality cost measurement Target identification Investigation Goal setting Corrective action Quality Improvement TQM Process: Management Commitment TQM Vital for TQM s Should be visible and by example s Should be transmitted to each employee s Ultimate goal: satisfy customers! s May need selling arguments s s TQM Process: Quality Council Coordinates all corporate efforts to TQM s Members from each unit of the company s Develops strategic plans s Addresses key questions for implementation s Responsible of the TQM Mission Statement TQM Process: Education On the business’ own interpretation and implementation of TQM s Will require continuity s Needs to define who, what, how, how much, and who is responsible s Re-education is necessary s s TQM Process: Organization Using the company’s structure an organization for quality should be developed based on: Objectives Delegation Accountability Achievement measurement Efficient communication TQM Process: Quality cost measurement TQM Process: Training s Methods to measure, document and analyze the cost of quality are required s What is the difference between Education and Training? TQM Process: Training TQM s s TQM Process: Target identification Identify areas of priority Including goals to achieve Thorough learning of tools and techniques for quality improvement s TQM Process: Quality improvement teams (QIT) s TQM Process: Quality improvement teams (QIT) s Functions: 1. Implement unit TQM 2. Solve problems identified by goal setting 3. Address local issues Characteristics - Intradepartmental - Membership is open based on knowledge of the operation - The leader should know the business - Membership is finite TQM Process: Investigation and corrective action s TQM Process: Quality Audit Feedback mechanism of TQM s Conducted by the quality council or senior managers s Goals: s To reach the targets, the QIT should set a system of: Procedures Forms Documentation - Verify reported quality improvements - Verify the achievement of goals - Confirm that improvements match targets TQM Process: Awareness TQM Continuous communication about the TQM status and advances s Employs communication tools s Compatible with the company’s culture s TQM Process: Recognition Achievements of individuals and groups should be made public s Financial rewards should be included s ...
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