Total quality management final

1. MUHAMMAD MEHRAN CLASS M.Ed ROLL NO# 539 UNIVERSITY OF EDUCATION FAISALABAD

2. Total Quality Management (TQM) WHAT IS ??? Any Answers

3. Quality in simple definition can be defined as a measure of excellence or a state of being free from defects & deficiencies. For example: Bike needs periodic check up!! Senior citizen needs regular health check up!! A newly upgraded computer is known for user friendly!! Subject Content for educator.

4. Do we understood about the word Quality ?? But, What is TQM??? OOPS!!!!  I’ve no answer for this!!!!

5. TQM stand as…. Total : Made up of the whole. Quality : Degree of excellence of a product or service provides Management : Act/ Art, Manner of handling, controlling & directing it  You are aware about it now  

6. Significance of the term TQM Total - The responsibility for achieving Quality rests with everyone a business no matter what their function. It recognises the necessity to develop processes across the business, that together lead to the reliable delivery of exact, agreed customer requirements. This will achieve the most competitive cost position and a higher return on investment. Quality - The prime task of any business is to understand the needs of the customer, then deliver the product or service at the agreed time, place and price, on every occasion. This will retain current customers, assist in acquiring new ones and lead to a subsequent increase in market share. Management - Top management lead the drive to achieve quality for customers, by communicating the business vision and values to all employees; ensuring the right business processes are in place; introducing and maintaining a continuous improvement culture.

7. Now we can define that Total Quality Management is an enhancement to the traditional way of doing things. TQM is defined as both philosophy and set of guiding principles that represent the foundation of a continuously improving organization. It is application of quantitative methods & human resources to improve all the processes within an organization and customers. Thus TQM integrates fundamental management techniques, existing improvement efforts.

8. Historical Review of Quality Control In 1924, W.A.Shewhart of Bell Telephone Labs developed a statistical chart for the control of product variables – the beginning of SQC and SPC. In the same decade, H.F.Dodge and H.G.Romig of Bell Telephone Labs developed statistical acceptance sampling instead of 100% inspection. In 1946,the American Society for Quality Control was formed. In 1950, W. Edwards Deming,who learnt SQC from Shewhart,taught SPC & SQC to Japanese engineers and CEO’s

9. Historical Review of Quality Control In 1954,Joseph M.Juran taught Japanese managements their responsibility to achieve quality . In 1960, the first quality control circles were formed. SQC techniques were being applied by Japanese workers. 1970’s US managers were learning from Japan Quality implementation miracles. In 1980’s TQM principles and methods became popular.(also in auto industry) In 1990’s ,the ISO 9000 model became the world-wide standard for QMS.

10. -The culture of the company has a major impact on the opportunities of TQM applying. -The applying of TQM requires a cultural change of the company. -The employees and managers have to be convinced about the importance of TQM. If companies feel the necessity to change, and have the capacity to carry out the change, then TQM gets greater support and is easier to be implemented. The Culture of TQM

11. Scope of TQM TQM is the foundation for activities, which includes: Commitment by senior management and all employees Meeting customer requirements Reducing development cycle times Just In Time/ Flow Manufacturing Improvement teams Reducing product and service costs Systems to facilitate improvement Employee involvement and empowerment Recognition and celebration Challenging quantified goals and benchmarking Focus on processes / improvement plans This shows that TQM must be practiced in all activities, by all personnel, in Manufacturing, Marketing, Engineering, R&D, Sales, Purchasing, HR, etc.

12. 5 Principles of TQM Produce quality work the first time. Focus on the customer. Have a strategic approach to improvement. Improve continuously. Encourage mutual respect and teamwork.

13. Benefits of TQM Greater customer loyalty Market share improvement Higher stock prices Reduced service calls Higher prices Greater productivity

14. Benefits of Quality Higher customer satisfaction Reliable products/services Better efficiency of operations More productivity & profit Better morale of work force Less wastage costs Less Inspection costs Improved process More market share Spread of happiness & prosperity Better quality of life for all.

15. Intangible Benefits of Implementing TQM Image of the organization has improved. Reduction in inventory. Shorter lead time in design, manufacturing, procurement service etc., Reduction in rejections and complaints. Customer satisfaction. Quality cost % to turnover reduction. Lower manufacturing cost. Reduction in deviation. Continuous improvement. Drastic reduction in defectives and number of defects.

16. Effects of poor Quality Low customer satisfaction Low productivity, sales & profit Low morale of workforce More re-work, material & labour costs High inspection costs Delay in shipping High repair costs Higher inventory costs Greater waste of material

17. Obstacles of TQM Lack of management Commitment Inability to change organizational culture Improper planning Lack of continuous training & Education Incompatible organizational structure Ineffective measurement techniques & Lack of access to data & results. Paying inadequate attention to internal & external customers. Inadequate use of empowerment & Teamwork Failure to continually improve.

18. TQM: An approach to the art of management (philosophy). It is an Improvement tool. It is direct you to achieving goals. It is a lifestyle for successful people. Conclusion

19. FINALLY….. PROF R.S.VERMA