Soft Concepts of TQM in Total Quality Management
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Transcript of Soft Concepts of TQM in Total Quality Management
International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up.
A multi skill Innovator with Mechanical background that adopts Green Living and rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Kapcai.
Founder of Tim’s Waterfuel, an alternative HHO gas supplement using Water that adds power, millage & reduce Co2 emission on automobiles.
An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia, an organization that respond to Crisis & Flood.
Timothy WooiAdd: 20C, Taman Bahagia, 06000, Jitra, [email protected]
Trainer’s ProfileTrainer’s ProfileCertified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience.
DELL, Penang 11 Jan 2016
The Importance of Quality in Manufacturing
Dell Asia Pacific Sdn. Bhd.Plot 76, Kawasan Perusahaan Bukit Tengah, 14000, Bukit Mertajam, Pulau Pinang, Malaysia. Tel 04-508 7119
Quality plays a major role in today’s manufacturing environment.
The Importance of Quality in Manufacturing
Understanding Customer needs and monitoring process behaviors and variation to safe guard Customer from receiving a defect is key in assuring Quality.
Superior Quality, reduce Cost and on-time Delivery (QCD)
Course ObjectiveThis 1 day training program focus on the on the “Soft” TQM Concepts to provide and equip Participants with a better understanding TQM and
its practices and to understand why TQM is so important as a mechanism to ensure Quality to Customer, as well as to comply to Quality procedures to ensure Quality being delivered to Customer.
The Importance of Quality in Manufacturing
continuously improve the organization’s processes,products and services.”
TQM involves ALL employees in using quantitative methods to:
The Importance of Quality in Manufacturing
Class outlines:The “Soft” Side of TQM resulted in the identification of nine (9) key principles most commonly found in Quality management.
1) Total Employee Involvement2) Continuous Improvement3) Continuous Training4) Teamwork5) Empowerment6) Top-management Commitment and Support7) Democratic Management Style8) Customer/Citizen Satisfaction9) Culture Change
The Importance of Quality in Manufacturing
2. “Hard” TQM Practices in Quality Management covers: Techniques,
tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.Both are philosophy and sets of management
guiding principles for managing an organization.
The Importance of Quality in Manufacturing
BenefitsParticipants will gain the followings at the completion of the program: allows understanding of Customer needs and to be part of the team in a total organizational approach responsible for Quality and..
to equip Participants with knowledge to use quantitative methods to continuously improve organization’s processes, products and services.
The Importance of Quality in Manufacturing
The Pencil Parable
Take 5!Relax & Watch!
What does the word ‘Quality’ means to you ?
The Importance of Quality in Manufacturing
Delighting .. 1st meet, then exceed and 3rd make you happy!
Quality is meeting the required standards of Satisfaction
In 21st Century, Quality is “ Delighting the Customer by continuously meeting and improving upon agreed specifications, also continuous innovation on improvements”
Craft Manufacturing • Late 1800’s• Car built on blocks in the barn as workers
walked around the car.• Built by craftsmen with pride• Components hand-crafted, hand-fitted• Excellent quality• Very expensive• Few produced
The Wasteful FactoryThe Wasteful Factory
Mass Manufacturing• Assembly line - Henry Ford 1920s• Low skilled labor, simplistic jobs, no pride in work• Interchangeable parts• Lower quality
• Affordably priced for the average family• Billions produced – all identical “ You can choose any
color as long as its Black ”
The Wasteful FactoryThe Wasteful Factory
• Cells or flexible assembly lines• Broader jobs, highly skilled workers, proud of product• Interchangeable parts,
even more variety
• Excellent quality mandatory• Costs being decreased through process improvements.• Global markets and competition.
The Lean FactoryThe Lean Factory Lean Manufacturing
The Origin of Lean Manufacturing Pioneered by Taichii Ohno and the Toyota Company
in the 1970’s. New paradigm to simultaneously improve quality reduce cost and reduce delivery time (QCD) from start of order.
Coined “Lean Manufacturing ” in 1990 by James Womack and Daniel T. Jones in the book “The Machine that Changed the World”
Allowed Toyota to penetrate the American market by
delivering superior quality at an affordable price.Toyota Production System initiated a revolution in manufacturing strategy
Best Quality - Lowest Cost - Shortest Lead TimeShortening Production Flow by Eliminating Waste
Just in TimeWhat is neededWhen is needed
exactly right Amount
• Continuous Flow• Pull System• Level Production (Heijunka)
Jidoka“Built in Quality”
• Manual / Automatic Line Stop• Labor-Machine Efficiency• Error Proofing• Visual ControlFlexible, Capable,
Highly MotivatedPeople
Standardized WorkTotal Productive Maintenance
Robust Products & ProcessesSupplier InvolvementOperational
Stability
Lean Methodologies Lean Methodologies
TOYOTA PRODUCTION SYSTEM
21st Century: Global Competition
The globalization of trade has exposes local industries to new Competitive pressures.
Old View: Cost + Profit = Price
New View: Price – Profit = Target Cost
Order Qualifiers in a Global Market: Superior Quality, Competitively Priced, Quick Delivery
Order Winners in a Global Market: Products and Services that are valued by the customer.
Characteristics of World Class Manufacturers
Delivery
CostQuality
Customer-Value Focused
Lean Production SystemL e v e l P r o d u c t i o n
JIT
JIDO
KA
5S / V i s u a l M a n a g e m e n t
Relentless R e m o v a l o f W a s t e
LEAN PRODUCTION SYSTEM
Mechanic
Material
Machine
StandardWork Takt
Time
SWIP
OperationalAvailability
1 pieceFlow
Pullsystem
Kaizen MethodologyRadical Change – KaikakuKaizen WorkshopsDaily Improvements – Standard Work
People Based System
Cost + Profit = PricePrice – Profit = Target Cost
CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT = = KAIZEN KAIZEN
IMPROVEMENT IMPROVEMENT WITHOUT WITHOUT ENDINGENDING
In Japanese,KAI
ChangeZENGood
KAI ZEN= Change for
betterThe small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.
Qualifiers of 21st Century & Skills
Why KaizenTo continuously eliminate waste without removing the value added activities in the process
Processing
Transportation
Waiting
Movement
MUDA
Take all
FOURI need ONE!
DefectsDefects Over Production
InventoryInventory
Qualifiers of 21st Century & Skills
TQM is the mutual co-operation of everyone in an organization and associated business processes to produce products and services, which meet and exceed the needs and expectations of customers.
Two important aspects that comprise TQM management are: 1. Soft TQM Concepts and2. Hard TQM Practices.
The Importance of Quality in Manufacturing
continuously improve the organization’s processes, products and services.”
TQM that involves ALL in using quantitative methods to:
Soft TQM Concepts
TQM is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal.
Soft TQM Concepts
It aims to radically transform the organization through progressivechanges in the attitudes,practices, structures and systems.
Soft TQM Concepts TQM transcends the product quality approach, involves everyone in the organization, and encompasses its every function:
administration,communications,distribution, manufacturing, marketing, planning, training,etc.
Who wants what...
Customer Needs & Expectation Low Cost High Quality Availability
Company needs & expectation Profit Repeat Business Growth
Cash !!$
Value !!
The Money Business Now!The Money Business Now!
Employee Involvement
Employee involvement can be defined as: The direct participation of staff to help an organization fulfill its mission and meet its objectives by:
applying their own ideas expertise, and efforts towards solving problems and making decisions.
The Importance of Quality in Manufacturing
1. “Soft” TQM Concepts in Quality Management covers:TQM Concepts;
Total Employee Involvement; Continuous Improvement: Continuous Training; Teamwork Empowerment; Top-management Commitment and Support; Democratic Management Style; Customer/Citizen Satisfaction; Culture Change.
The Importance of Quality in Manufacturing
1) Total Employee Involvement
The “total” element of TQM implies that every organizational member is involved in quality improvement processes in the “distribution of intelligence” for resolving problems.
TQM, involves everyone in an organization.Increase employees’ participation in the overall quality strategy brings an increased flow of information and knowledge.
2) Continuous Improvement
Organizational output goes with continually improve performance.
Quality improvement is continuous, with emphasis on seeking improvement opportunities, not just holding the status quo.
2) Continuous Improvement
The PDCA cycle, a four-step method for control and continuous improvement of process and project.The focus is on planning,prevention, and anticipation.
PDCA (plan – do – check – act) was made popular by Dr. W. Edwards Deming.
2) Continuous Improvement
PDCA Cycle step i) PlanThis is again divided into 3 steps
1st Identifying the problems in the current process. Find a countermeasure to solving problems and not just finding the solutions.
This avoids future recurrence - the primary goal of Continuous Improvement.
2) Continuous ImprovementPDCA Cycle step i) Plan2nd Determine the targetUnderstand the problem and the issues which occurred in the process. This way, you will determine what are the improvement points to focus on.
3rd Define the improvement actionsThese actions should be gradually improved with changes at a pace manageable and not everything immediately.
2) Continuous ImprovementPDCA Cycle step ii) DoAfter defining the improvement points, Make a plan to implement them.
Questions to consider:What steps should be done to achieve the plan? When to finish this plan?
Once the plan is established, implement it with a completion time frame.
2) Continuous ImprovementPDCA Step iii) CheckEvaluate & measure the effectiveness of the improvement actions.
In this phase, the goal is to check whether the improvement actions were implemented successfully as well as to evaluate whether achieved the desired target.
Does the solution provide a Countermeasure?Analyze whether it could be improved further in any way.
2) Continuous ImprovementPDCA Step iii) Check
Use metrics. Metrics are essential to successful organization management.
Collect data and use them to measure parameters such as productivity, quality… etc.
2) Continuous ImprovementPDCA Step iv) ActWhen the improvement actions are implemented successfully as well as the target is met, do the following-
Review the improvement activities and take action on lessons learned.Standardize the improvement point in the management process.Update the Quality documents as well as the Standard Process documents
Determine when and where to apply these changes in the next project.
2) Continuous Improvement
Later Deming modified PDCA to PDSA "Plan, Do, Study, Act" (PDSA) so as to better describe the nature of → continuous improvement.
Study: Evaluate the new processes and compare the results against the expected results to ascertain any differences. Show how the quality of goods can be improved. >>>
2) Continuous Improvement
Act: Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-S-A steps. Determine where to apply changes that will include improvement.
When a pass through these four steps does not result in the need to improve, refine the scope to which PDSA is applied until there is a plan that involves improvement.
3) Continuous Training Training, a key to manufacturing success, is essentially a way of organizing and involving the whole organization; every department, every activity, every single person at every level” to be trained on new tools and methodology.
“ quality training must be continuous to meet the changes in technology and changes involving the environment in which an organization operates, its structure.
The Importance of Quality in Manufacturing
“Hard” TQM Practices in Quality Management focused on Continuous Training which covers:
Techniques, tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.
3) Continuous Training
Definition: cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.
to increase performance, employee unity and company culture.
Companies that must frequently develop new ideas or products using a project-based approach assemble teams in order to diffuse responsibility.
4) Teamwork
The Importance of Quality in Manufacturing
4) Teamwork
Teamwork an important outcome and a condition for continuous improvement are generally viewed as more powerful and effective work entities than individuals.
Teams should include employees from all the hierarchical levels, layers, and from all the departments of the enterprise to make work more flexibly and to develop mutual trust among members.
Empowerment gives people the ability, confidence, and commitment to take responsibility and ownership to:
improve the process and initiate necessary steps to satisfy customer requirements within well-defined boundaries to achieve organizational values and goals.
The Importance of Quality in Manufacturing5) Empowerment
Empowerment supports an organization's efforts by placing the responsibility in the hands of those who know these processes best,…
… to participate directly in the organization's mission or purpose.
1.Delegate: Entrust (a task or responsibility) to another person, typically one who is less senior than oneself. "he delegates routine tasks"
5) Empowerment
Top managers “have to take charge personally, lead the process, provide direction, exercise forceful leadership, including dealing with those employees who block improvement and maintain the impetus.
“Senior managers need to define the quality objectives of the organization to provide direction and clarity and to communicate these continually within the organization”
The Importance of Quality in Manufacturing 6) Top-management Commitment and Support
6) Top-management Commitment and Support
Companies with high top management commitment have the ability to produce high quality products, in contrast with firms with low top management support.
Importance of TQM management style is Open and Democratic/Participative Style.
The fundamental TQM management approaches “is that it is more democratic and participative, which “…involves soliciting input from empowered employees”
7) Democratic Management Style
The Importance of Quality in Manufacturing
7) Democratic Management Style
Democratic leadership style always involves participative decision-making. It empowers employees to have a strong hand in managing organizations.
The democratic leadership style is based on mutual respect. It is often combined with participatory leadership as it requires collaboration between leaders and the people they guide.
7) Democratic Management Style
7) Democratic Management Style
Managers vs Leaders
Take 5!Relax & Watch!
Customer satisfaction, a frequently used marketing term is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is
defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals
8) Customer/Citizen SatisfactionThe Importance of Quality in Manufacturing
8) Customer/Citizen Satisfaction
A happy (or satisfied) customer often doesn’t say anything or tells just a few friends, but an unhappy (or dissatisfied) customer tells many more people to warn them.
“A happy customer tells a friend; an unhappy customer tells the world”
The exact words (and number of people told) vary, but the adage became popular in the mid-1980s, when the American Management Association conducted a business study of the phenomenon.
8) Customer/Citizen SatisfactionCustomer satisfaction is the driving force for an organization to improve its performance to both Customers: external (clients, government regulatory bodies, the public) and internal (employees, different departments) Both external and internal
Customers have needs. TQM stresses the importance of satisfying those needs.
A supportive organizational culture is the common denominator of all the “soft” aspects of TQM. Quality culture binds together all of aforementioned TQM concepts.
It nurtures high-trust social relationship, and develops a shared sense of membership as well as a belief that continuous improvement is for the good of everyone within the organization.
9) Culture Change
The Importance of Quality in Manufacturing
9) Culture Change
Change… defined as making a difference in something compared to an earlier state, transforming or converting something, or simply becoming different.
Culture…. is a way of life of a group of people - the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next.
9) Culture Change
Culture Change…..modification of a society through innovation, invention, discovery, or contact with other societies
Organizational culture affects and alters employees’ actions and perceptions of all aspects of their work in order to include quality.
9) Culture Change
Culture acts as a force for cohesion in organizations and therefore can support or inhibit the process of change towards TQM application.
Next after this, “Hard” TQM Practices
Techniques, tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.Both are philosophy and sets of management
guiding principles for managing an organization.
……which covers:
What to Expect in the Future• Training• Communication• Elimination of Waste (NVA)• Continuous Improvement• Visual Factory• More efficient layouts• Roles & Responsibilities• More involvement / ownership• Long term GROWTH!!
The TrainerThis training course is developed and conducted by Timothy Wooi who has 30 over years of practical Industrial Engineering work in different industries, both overseas and Malaysia. He is the Course Focal for the Team Building & Lean Production Training Course Series and a certified Kaizen Leader driving Lean & Kaizen Improvement Projects.
Timothy Wooi is the Principal Consultant for LEAN. He also provides Technical Consulting services on Lean Production System, TPM, Kaizen, Quick Changeover, Cellular system set up, Production Line Balancing, Factory Layout Planning and Small Group Activities.