TQM
TQM
TOTAL QUALITY
MANAGEMENT
Total quality management is a management approach centred on quality, based on the participation of an organisation's people and aiming at long term success. This is achieved through customer satisfaction and benefits all members of the organisation and society.
A SHORT PAST OF TQM
• 1920s: Businesses clearly separated the processes of planning and carrying out the plan, the hawthorne experiments in the late 1920s showed how worker productivity could be impacted by participation.
• 1930s: Walter Shewhart developed the methods for statistical analysis and control of quality.
• 1950s: W. Edwards Deming taught methods for
statistical analysis and control of quality to Japanese engineers and executives.
• 1968: The Japanese named their approach total quality to companywide quality control. Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.
• Today: TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality. • TQM is a philosophy which applies equally to all parts of the organization
• TQM places the customer at the forefront of quality decision making
• Greater emphasis on the roles and responsibilities of every member of staff within an organization influences quality
• All staff are empowered
ELEMENTS OF TQM
• Leadership
– Top management vision, planning and support.
• Employee involvement
– All employees assume responsibility for the quality of their work.
• Product/Process Excellence
– Involves the process for continuous improvement.
(*In toyota every staff both employee and repairman or IT, toyota does not keep stocks at warehouse and workers attend decision making process. )
• Continuous Improvement
A concept that recognizes that quality improvement is a journey with no end
• Customer Focus on “Fitness for Use”
Design quality
Specific characteristics of a product that determine its value in the marketplace.
Conformance quality
TOTAL QUALITY
MANAGEMENT
Total quality management is a management approach centred on quality, based on the participation of an organisation's people and aiming at long term success. This is achieved through customer satisfaction and benefits all members of the organisation and society.
A SHORT PAST OF TQM
• 1920s: Businesses clearly separated the processes of planning and carrying out the plan, the hawthorne experiments in the late 1920s showed how worker productivity could be impacted by participation.
• 1930s: Walter Shewhart developed the methods for statistical analysis and control of quality.
• 1950s: W. Edwards Deming taught methods for
statistical analysis and control of quality to Japanese engineers and executives.
• 1968: The Japanese named their approach total quality to companywide quality control. Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.
• Today: TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality. • TQM is a philosophy which applies equally to all parts of the organization
• TQM places the customer at the forefront of quality decision making
• Greater emphasis on the roles and responsibilities of every member of staff within an organization influences quality
• All staff are empowered
ELEMENTS OF TQM
• Leadership
– Top management vision, planning and support.
• Employee involvement
– All employees assume responsibility for the quality of their work.
• Product/Process Excellence
– Involves the process for continuous improvement.
(*In toyota every staff both employee and repairman or IT, toyota does not keep stocks at warehouse and workers attend decision making process. )
• Continuous Improvement
A concept that recognizes that quality improvement is a journey with no end
• Customer Focus on “Fitness for Use”
Design quality
Specific characteristics of a product that determine its value in the marketplace.
Conformance quality