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Quality & Service

Goal
TQM Six Sigma TOC Lean

Meet customer Increase Maximize Deliver value to


expectations Customer throughput multiple
Improve satisfaction Improve net stakeholders
profitability and Create profit Build
shareholder- economic sustainable
value wealth network

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Focus
TQM Six Sigma TOC Lean

Determining Concentration Conentration Improvements


customer on specific on production of all
expectations prioritized processes operations,
Improve core business Elimination of processes and
business processes weak points functions
processes Focus on (bottlenecks) Emphasis on
Integration of reducing of value exchange
main variation for among
operations improvements stakeholders
Establish Managing
strong link to complex
suppliers interdependenc
ies

11.04.2015 Quality Management Principles


Implementation
TQM Six Sigma TOC Lean

Top-Down Bottom-Up Both directions Top-Down


involving heavy involving from Involving strong
multi-level- structured bottleneck leadership
management management Involving support and
engagement management engagement
participation

Use portfolio of Using the Using Using


practices, tools DMAIC structured structured
& techniques process processes for
employing enterprise-level
focusing steps

11.04.2015 Quality Management Principles


Benefits
TQM Six Sigma TOC Lean

Continuous Continuous Continuous Continuous


process process- operational process and
improvents specific improvement inter-proces
Understand & improvement Improve improvement
fulfill customer Adopt workflow Collaborative
expectations customer- Concentrate on relationships
Ensure a heavy focused culture key leverage Deliver
leadership Reduce al sorts points customer-
involvement of variation Protect pulled best
Close links to Practice data- production line lifecycle value
customer and driven Ensure stability
suppliers management and
open teamwork synchronized
organization flow

11.04.2015 Quality Management Principles


Drawbacks
TQM Six Sigma TOC Lean

Partially Not appropriate Not appropriate Stress long-


suitable for for strategical for network term-thinking
networked goals enterprise, not Affect to
enterprises Aimed at strategical schedules
Difficult to certain point, Aimed at (everyone can
choose correct no global view certain point, stop the line)
leader / change Not involving no global view Reduce
peoples minds everybody Does not flexibility, cause
Huge load of improve cogestions in
management customer supply chain
No tangible satisfaction Not applicable
improvements in all industries

11.04.2015 Quality Management Principles


Differences in 4 quality techniques
TQM
Focus on customer
1. Plan
2. Do
3. study
4. Act
Continued improve

Increase customer satisfaction


Achieves customer loyalty
and improves
performance

No tangible improvements,
resource-demanding,
unclear notion

www.lean.org / Similarities and differences between TQM, six sigma and lean
7
Conclusion

They potentially complement each other in


important ways.
Lean, TQM and SixSigma are tightly
interconnected and can be used together for
first approximation core integrated
management system, with the Lean enterprise
serving as the central organizing framework

11.04.2015 Quality Management Principles