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Diploma in Office Management &Administration

Total Quality Management

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Learning Objectives:

Understand the meaning and Concept of TQM

Identify the various types of tools for TQM Understand and analyze the concept of

Benchmarking and Six sigma

Identify the benchmarking methods and six sigma

concepts Understand the concepts of DMAIC and DMADV

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Total Quality Management Total quality management or TQM is an integrative philosophy of

management for continuously improving the quality of products and

processes.

It is used around the world. TQM functions on the premise that the

quality of products and processes is the responsibility of everyone who isinvolved with the creation or consumption of the products or services

offered by an organization.

In other words, TQM capitalizes on the involvement of management,

workforce, suppliers, and even customers, in order to meet or exceedcustomer expectations.

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Principles ofTQM

Prevention Prevention is better than cure. In the

long run, it is cheaper to stop products defects than

trying to find them.

Zero defects The ultimate aim is no (zero) defects -

or exceptionally low defect levels if a product or

service is complicated.

Getting things right first time Better not to produce

at all than produce something defective.

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TQM

Techniques

Total Quality Management tools and techniques are

formulated within the past more than 60 years.

These tools and techniques are used to identify the

potential problems, frequency of their occurrences,

and method to control these problems and to adopt

world best class practices.

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TQM

TechniquesFollowing are the most commonly used tools and techniques

Benchmarking is method of comparing companys practices with the

practices of best in class organization in the areas of quality, productivity,

Human Resources and cost etc. Six Sigma is business strategy to achieve excellence by applying different

statistical, TQM and Project Management tools.

Lean Manufacturing is way of manufacturing that increases speed and

reduces unnecessary wastes.

L

eanS

ixS

igma is combination of Six Sigma and Lean Manufacturingconcept to reduce errors and increase productivity side by side.

Total productive Maintenance (TPM) is a new way of carrying

maintenance activities and invented by Japanese.

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Benchmarking

Benchmarking is the process of comparing one's business processes and

performance metrics to industry bests and/or best practices from other

industries.

Dimensions typically measured are quality, time and cost. In the processof benchmarking, management identifies the best firms in their industry,

or in another industry where similar processes exist, and compare the

results and processes of those studied (the "targets") to one's own results

and processes.

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12-stage approach to benchmarking

1. Select subject

2. Define the process

3. Identify potential partners4. Identify data sources

5. Collect data and select partners

6. Determine the gap

7. Establish process differences

8. Target future performance

9. Communicate

10. Adjust goal

11. Implement

12. Review and recalibrate

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Bench Marking Methodology

The following is an example of a typical benchmarking methodology:

Identify your problem areas - Because benchmarking can be applied to

any business process or function, a range of research techniques may be

required. They include: informal conversations with customers,

employees, or suppliers; exploratory research techniques such as focus

groups;

Identify other industries that have similar processes - For instance if one

were interested in improving hand offs in addiction treatment he/shewould try to identify other fields that also have hand off challenges. These

could include air traffic control, cell phone switching between towers,

transfer of patients from surgery to recovery rooms.

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Bench Marking Methodology Visit the "best practice" companies to identify

leading edge practices - Companies typically agree to

mutually exchange information beneficial to all

parties in a benchmarking group and share the

results within the group.

Implement new and improved business practices -

Take the leading edge practices and develop

implementation plans which include identification ofspecific opportunities, funding the project and

selling the ideas to the organization for the purpose

of gaining demonstrated value from the process.

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Six Sigma

Six Sigma is a business management strategy

originally developed by Motorola, USA in 1986.

As of 2010, it is widely used in many sectors of

industry, although its use is not without controversy.

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Methods ofSix Sigma

Six Sigma projects follow two project methodologies

inspired by Deming's Plan-Do-Check-Act Cycle.

These methodologies, composed of five phases each,bear the acronyms DMAIC and DMADV.

DMAIC is used for projects aimed at improving an

existing business process

DMADV is used for projects aimed at creating new

product or process designs.

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DMAIC The DMAIC project methodology has five phases:

Define the problem, the voice of the customer, and the project goals,

specifically.

Measure key aspects of the current process and collect relevant data.

Analyze the data to investigate and verify cause-and-effect relationships.Determine what the relationships are, and attempt to ensure that all

factors have been considered. Seek out root cause of the defect under

investigation.

Improve or optimize the current process based upon data analysis using

techniques such as design of experiments, poka yoke or mistake proofing,

and standard work to create a new, future state process. Set up pilot runs

to establish process capability.

Control the future state process to ensure that any deviations from target

are corrected before they result in defects. Implement control systems

such as statistical process control, production boards , visual workplaces,

and continuously monitor the process.

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DMADV

The DMADV project methodology, also known as DFSS features five

phases:

Define design goals that are consistent with customer demands and the

enterprise strategy. Measure and identify CTQs (characteristics that are Critical To Quality),

product capabilities, production process capability, and risks.

Analyze to develop and design alternatives, create a high-level design and

evaluate design capability to select the best design.

Design details, optimize the design, and plan for design verification. Thisphase may require simulations.

Verify the design, set up pilot runs, implement the production process

and hand it over to the process owner(s).

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Session 22 Presentations by students

onTo

tal Quality Management

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Thank you!!!