Pp02a

Quality Control
Chapter 2- Total Quality Management and Principles

PowerPoint presentation to accompany Besterfield Quality Control, 8e
PowerPoints created by Rosida Coowar
Besterfield: Quality Control, 8th ed..
2009 Pearson Education, Upper Saddle River, NJ 07458. All rights reserved
Outline
Introduction Basic Approach Leadership Customer Satisfaction
Employee Involvement
Outline-Continued
Continuous Process Improvement Supplier Partnership Performance Measures Demings 14 Points
Learning Objectives
When you complete this chapter, you should:
Know the six basic concepts, the purpose and
benefits of TQM.
Understand the twelve characteristics of a
leader.
Describe the necessary management activities to
implement a TQM program.

Know the importance of customer satisfaction
and how to achieve it.

Besterfield: Quality Control, 8th ed.. 2009 Pearson Education, Upper Saddle River, NJ 07458. All rights reserved
Learning Objectives-contd.
When you complete this chapter, you should:
Describe the process necessary for effective
employee involvement.
Describe continuous process improvement and
the problem-solving method.

Know the importance of supplier partnership and
techniques to measure effectiveness.

Be able to describe the measures of
performance.
Introduction
Total Quality Management (TQM) is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future.
6
TQM
The purpose of TQM is to provide a quality product to customers, which will, in turn, increase the productivity and lower cost TQM allows the organization to achieve the business objectives of profit and growth Job Security. TQM creates a satisfying place to work
7
TQM
A company will not begin the transformation to TQM until it is aware that the quality of the product or service must be improved TQM requires a cultural change TQM is mandated by the customer TQM is better way to run a business and compete in domestic and world markets Quality is first among equal cost and service Improvements in quality lead directly to increased productivity
8
TQM
Basic Approach:
1.
A committed and involved management to provide long-term top-to-bottom organizational support An unwavering focus on the customer
Effective involvement and utilization of the entire work force
2.
3.
9
TQM
Basic Approach contd:
4.
Continuous improvement of the business and production processes Treating suppliers as partners
5.
6.
Establishing performance measures for the processes
10
TQM
The Road to Business Growth
Business Growth
Continuous Improvement Supplier Partnering Employee Involvement Focus on Quality Leadership
Process Orientation
Customer Satisfaction 11 Clear Vision Education, Upper Saddle River, NJ 07458. Besterfield: Quality Control, 8 ed.. 2009 Pearson
th
All rights reserved
TQM
Quality Element Definition Previous State Product-Oriented TQM Customer-oriented
Priorities
Decisions Emphasis
Second to service and cost

Short-term Detection
First among service and cost

Long-term Prevention
Errors
Responsibility Prob. Solving Procurement Managers Role
Operations
Quality Control Managers Price Plan, enforce etc
System
Everyone Teams Life-cycle costs Delegate, facilitate
Table2.1 New and Old Cultures

12
TQM
Quality involves the design of the product and the process TQM is not something that will occur overnight, it takes a long time to build the appropriate emphasis and techniques into the culture
13
Leadership
The ability to positively influence people and
systems to have a meaningful impact and achieve results
14
Leadership
Recognize that the quality function is no more responsible for product quality.Quality is the responsibility of everyone in the organization Commitment to quality becomes part of the corporations business strategy and leads to enhanced profit and an improved competitive position
15
Leadership
Leadership System:
Refers to how decisions are made,
communicated, and carried out at all levels; mechanisms for leadership development, selfexamination, and improvement
Effectiveness of leadership system depends in
part on its organizational structure
16
Leadership
Leadership Characteristics:
1.
Give priority attention to external and internal customers and their needs Empower, rather than control, subordinates
2.
3.
4. 5.
Emphasize improvement rather than maintenance

Emphasize prevention Encourage collaboration rather than competition
17
Leadership
Leadership Characteristics Contd:
6. 7. 8.
Train and coach, rather than direct and supervise Learn from problem Improve communications
9.
Demonstrate their commitment to quality

suppliers on the basis of quality, not price
10.Choose
18
Leadership
Leadership Characteristics Contd:
11.
Establish organizational systems to support the quality effort Encourage and recognize team effort
12.
Leadership is essential during every phase of the implementation process and particular at the start!!!!!
19
TQM Implementation
Begins with the Senior Managements and the CEOs
commitment
Involvement is required Requires the education of Senior Management in TQM
concepts
Timing of the implementation process can be very
important
Formation of the Quality Council
Development of Core Values, Vision Statement, Mission
Statement, Quality Policy Statement

20
TQM Implementation
Quality Council:
Composed of: CEO, the Senior Managers of
the functional areas, such as design, marketing, finance, production, and quality; and a coordinator or consultant
The coordinator will ensure that the team
members are empowered and know their responsibilities
21
TQM Implementation
Quality Council Duties:
1.
Develop the core values, vision, mission, and quality policy statements Develop the strategic long-term plan with goals and the annual quality improvement program with objectives Create the total education and training plan
2.
3.
4.
Determine and continually monitor the cost of poor quality

22
TQM Implementation
Quality Council Duties:
5.
Determine the performance measures for the organization Determine projects that improve the processes
6.
7.
Establish multifunctional project and departmental or work group team

Establish or revise the recognition and reward system
23
8.
TQM Implementation
Core Values for the Malcolm Baldrige National Quality Award: Visionary Leadership Customer-driven Excellence
Organizational & Personal Learning

Valuing Employees & Partners
24
TQM Implementation
Core Values for the Malcolm Baldrige National Quality Award Contd: Agility Focus on the Future
Management for Innovation

Management by Fact
25
TQM Implementation
Core Values for the Malcolm Baldrige National Quality Award Contd:
Social Responsibility Focus on Results and Creating Value
Systems Perspective
26
TQM Implementation
Quality Statements:
Include the Vision Statement, Mission
Statement, and Quality Policy Statement

They are part of the strategy planning
process, which includes goals and objectives

Develop with input from all personnel
27
TQM Implementation
Seven Steps to Strategy Planning:
Customer Needs Customer Positioning Predict the Future
Gap Analysis
Closing the Gap Alignment Implementation
28
Customer Satisfaction
Who is the Customer? External Customer -- those who receive the final products. Occurs normally at the organizational level Internal Customers -- occur at the process and crossdepartmental levels within the company
Identifying Customers: What parts or products are produced? Who uses our parts or products? Who do we call, correspond/interact with? Who supplied the inputs to the process?
29
Customer Satisfaction Contd.

Checklist to improve satisfaction:
1. Who are my customers? 2. What do they need? 3. What are their measures and expectations? 4. How is my product or service? 5. Does my product or service exceed expectations? 6. How do I satisfy those needs? 7. What corrective action is necessary? 8. Are customers included on teams?
30

Customer Feedback:
1. Comment cards and formal surveys
2. Focus groups 3. Direct customer contacts 4. Field Intelligence 5. Study complaints
6. Monitoring the Internet
31

Customer Complaints:
Dissatisfied customers rarely complain Opportunity for quality improvement Procedure for customer complaints, such as:
Accept complaints Feedback complaint information to all people Analyze complaints by doing effective work Eliminate the root cause Report results of all investigations and solutions to
everyone involved
32

Basic Elements of Service Quality:
Organization Customer Communication
Front-Line People
Leadership
33
Employee Involvement
. any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation
34
Employee Involvement Contd.

Education and Training:
The cost of education and training for all
personnel is enormous and the time to achieve it is lengthy

Educational needs vary by function area,
department and job

Quality Council may want to establish a project
team for the planning of the program
35
Continuous Process Improvement

The Goal is to achieve perfection:
View work as a process Make all processes effective, efficient, and
adaptable
Anticipate changing customer needs
Control in-process performance using measures
such as scrap reduction

Maintain constructive dissatisfaction with the
present level of performance

36

The Goal is to achieve perfection:
Eliminate waste and rework Investigate non-value added activities Eliminate nonconformities
Use benchmarking to stay competitive

Hold gains Lessons learned Use tools such as SPC, design of experiments etc.
37

FEEDBACK
INPUT Materials Money Information Data, etc
People Equipment Method Procedures Environment Materials
PROCESS
OUTPUT Information Data Product Service, etc.
OUTCOMES
CONDITIONS Figure 2-3 Input/output process model


Problem-Solving Method:
1. Identify the opportunity 2. Analyze the current process 3. Develop the optimal solution(s)
4. Implement changes
5. Study the results 6. Standardize the solution 7. Plan for the future
39

Problem-Solving Method Phase I:
Identify the opportunity
Identify and prioritize opportunities for improvement

1. Is the problem important and not superficial
and why?
2. Will the problem solution contribute to the
attainment of goals?
3. Can be problem be defined clearly using
numbers?
40

Form a team
Select the team leader and determine goals and deadlines

Define the Scope
Develop a good problem statement that states the facts, focuses on what is known and emphasizes the impact on the customer.
41

Develop a comprehensive charter that
specifies
Authority
Objective and scope

Composition Direction and control General
42

Problem-Solving Method Phase II:
Analyze the current process
Develop a process flow Define the target performance measures Collect all available data and information Determine the root cause
43

Problem-Solving Method Phase III:
Develop the optimal solution Determine possible solutions Judge possible solutions for greatest
potential for success

Categorize solutions as short range
or long range
44

Problem-Solving Method Phase IV:
Implement Changes Prepare the implementation plan Obtain approval for the plan
Develop implementation plan report
45

Problem-Solving Method Phase V:
Study the results Take measurements Evaluate results
Identify unforeseen problems as a result of
the changes
46

Problem-Solving Method Phase VI:
Standardize the Solution Institutionalize the change Certify the quality peripherals
Certify operators
Cross-training
47

Problem-Solving Method Phase VII:
Plan for the Future Conduct regular scheduled reviews Establish systems to identify areas for future
improvement
Incorporate process measurement and team
problem solving in all work activities

Reduce complexity, variation and out-of-
control processes
48
Supplier Partnership
On average 40% or more of product or service cost is due to procurement. The supplier should be treated as an extension of the process. This requires:
Long term relationship with supplier(s) Good supplier management
Supplier Partnership
Supplier Selection Criteria:
Quality of parts/raw materials On-time delivery 100% delivery
Certified?
Technology
Performance Measurements
Service Billing Errors Sales per square feet Activity time
Production
Yield Inventory turns On-time delivery
Cost of Poor Quality:
Prevention Costs: Costs of minimizing failure and appraisal
costs
Appraisal Costs:
Costs of determining the degree of
conformance to quality requirements
Cost of Poor Quality:
Internal Failure Costs: Costs resulting from defects found before the
customer receives the product or service

External Failure Costs:
Costs resulting from defects found after the
customer receives the product or service
Optimum Cost of Poor Quality
Total Quality Costs = Internal and External
Failure Costs + Prevention and Appraisal Costs

Poor quality usually is a result of low investment
in prevention and appraisal

This results in an increase in the failure costs
Optimum Cost of Poor Quality
As more money/effort is invested in
prevention and appraisal, the quality improves which in turn drives the failure costs down.
The total costs of poor quality is at its lowest
when the failure costs are non existent.
Malcolm Baldrige National Quality Award The Baldrige Award is given by the President of the United States to businesses manufacturing and service, small and large and to education and health care organizations that apply and are judged to be outstanding in seven areas
Malcolm Baldrige National Quality Award Core Values/Concepts
Visionary leadership Customer-driven excellence
Org. and personal learning

Valuing employees and partners Agility Focus on the future
Malcolm Baldrige National Quality Award
Core Values/Concepts
Managing for innovation Management by fact Social Responsibility Focus on results and creating value Systems perspective
Taguchis Loss Function

High loss Loss (to producing organization, customer, and society) Low loss
L = D2C
Unacceptable Poor Good Best where L = loss to society D = distance from target value C = cost of deviation
Target-oriented quality yields more product in the best category Target-oriented quality brings product toward the target value Conformance-oriented quality keeps products within 3 standard deviations Lower Target Specification Upper
Frequency
Demings 14 Points
1. Create consistency of purpose 2. Lead to promote change 3. Build quality into the product; stop
depending on inspection
4. Build long term relationships based on
performance, not price

5. Continuously improve product, quality, and
service
Demings 14 Points
6. Start training 7. Emphasize leadership 8. Drive out fear 9. Break down barriers between departments
10. Stop haranguing workers
Demings 14 Points
11. Support, help, improve 12. Remove barriers to pride in work 13. Institute a vigorous program of education
and self-improvement
14. Put everybody in the company to work on
the transformation

Pp02a

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Pp02a

Загружено:

Авторское право:

Доступные форматы

Quality Control

Chapter 2- Total Quality Management and Principles

PowerPoints created by Rosida Coowar

Besterfield: Quality Control, 8th ed..

Besterfield: Quality Control, 8th ed..

Besterfield: Quality Control, 8th ed..

implement a TQM program.

and how to achieve it.

the problem-solving method.

techniques to measure effectiveness.

Establishing performance measures for the processes

All rights reserved

Second to service and cost

First among service and cost

Table2.1 New and Old Cultures

systems to have a meaningful impact and achieve results

part on its organizational structure

Emphasize improvement rather than maintenance

Demonstrate their commitment to quality

Development of Core Values, Vision Statement, Mission

Statement, Quality Policy Statement

members are empowered and know their responsibilities

Determine and continually monitor the cost of poor quality

Establish multifunctional project and departmental or work group team

Organizational & Personal Learning

Management for Innovation

Statement, and Quality Policy Statement

process, which includes goals and objectives

Customer Satisfaction Contd.

Customer Satisfaction Contd.

6. Monitoring the Internet

Customer Satisfaction Contd.

Customer Satisfaction Contd.

Employee Involvement Contd.

personnel is enormous and the time to achieve it is lengthy

department and job

team for the planning of the program

Continuous Process Improvement

such as scrap reduction

present level of performance

Continuous Process Improvement

Use benchmarking to stay competitive

Continuous Process Improvement

INPUT Materials Money Information Data, etc

People Equipment Method Procedures Environment Materials

OUTPUT Information Data Product Service, etc.

CONDITIONS Figure 2-3 Input/output process model

Continuous Process Improvement

Continuous Process Improvement

Identify and prioritize opportunities for improvement

Continuous Process Improvement

Select the team leader and determine goals and deadlines

Continuous Process Improvement

Objective and scope

Continuous Process Improvement

Continuous Process Improvement

potential for success

Continuous Process Improvement

Develop implementation plan report

Continuous Process Improvement

Identify unforeseen problems as a result of

Continuous Process Improvement