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TOTAL QUALITY MANAGEMENT

PREPARED & PRESENTED BY:JEEL MORABIA

- a continuous improvement process

INTRODUCTION

In Todays World Due To Insufficient Quality Or Indifference To Quality Lead To Disputes, Which Imposes Serious Drain On The Financial Resources Of A Company & Limits Profit Potential.

To Be Competitive In Todays Market, It Is Essential For Construction Companies To Provide More Consistent Quality & Value To Their Owners & Customers.

Its High Time To Develop Better & More Direct Relationships With Our Owners & Customers To Initiate More Teamwork At The Jobsite, And To Produce Better Quality Work.

What Is TQM…

DEFINITION: TQM is a Management Philosophy, a continuous improvement approach to doing Business through A New Mgmt Model.

TQM is an Integrated Organizational Approach in Delighting Customers-both external & internal by meeting their expectations on a Continuous Basis through Everyone Involved with the Organizational Working on an Continuous Improvement in All Product Process along with Proper Problem Solving Methodology.

“Its Time To Get Started On Continuous Improvement Your Competitors May Have Already Started…”

-CONCEPT OF TQM INTRODUCED BY DR.W.E.DEMING

FOUNDER OF TOYOTA – THE REVOLUTION MOVING FORWARD WITH THE UNENDING RACE FROM 1937 IS KIICHIRO TOYODA

FIRST CAR MANUFACTURED WITH AN REPLICA MODEL OF AA IN 1936

The TOYOTA Motor Corporation company was founded by Kiichiro Toyoda in 1937 asa spinoff from his father's company Toyota Industries to create automobiles. Threeyears earlier, in 1934, while still a department of Toyota Industries, it created its firstproduct, the Type A engine, and, in 1936, its first passenger car, the Toyota AA.

TQM is a management approach of an organization, centered on quality, based on theparticipation of all its members and aiming at long-term success through customersatisfaction, and benefits to all members of the organization and to society.

The world of automotive manufacturing in particular is one of the king of Toyota, whereToyota has a management system that is reliable in managing all aspects ofmanagement, TQM (Total Quality Management) which is a symbol of the triumph ofknowledge management in a very interesting to learn.

HISTORY OF TOYOTA

VISION OF TOYOTA will lead the way to the future of mobility, enriching lives around the world with the safest and most responsible ways of moving people.

Through our commitment to quality, constant innovation and respect for the planet, we aim to exceed expectations and be rewarded with a smile.We will meet our challenging goals by engaging the talent and passion of people, who believe there is always a better way

TOTAL QUALITY MANAGEMENTAPPLYING TO TOYOTA MOTORS

CORPORATIONToyota introduced Total Quality Management (TQM) as long ago as 1961 and was thefirst to introduce ‘Kaizen’ (lit. ‘improvement’) to represent the concept of continuousimprovement. Toyota Motor Corporation uses total quality management, with a specificfocus on the Toyota Production System and the three main tools by which ToyotaMotor Corporation manages total quality management. These concepts and theassociated culture are practiced in every aspect of Toyota’s operations, includinginformation systems.Toyota invented the concept of Just in Time in 1938 (often described as ‘Just in time,stop the line’). The objective was not simply to reduce inventory, as is often thought, butto avoid building up too much stock with defects which would have to be written off orcorrected.

How toyota implemented TQM:

The most important of these efforts are what took place at Toyota in the late 1960s. Atthat time Toyota, a truck manufacturer, decided to begin producing passenger cars andthey made a determined effort to appraise and improve their methods at a fundamentallevel. They succeeded phenomenonally at this and by 1980 were producing the highestquality automobiles in the world. They called their new methods "Total ProductiveMaintenance".

What Toyota discovered was that the dominant cause of product defects was wear inthe machines that made the parts. In turn this wear was caused by the accumulation ofdirt and chips (metal shavings). The problem was that workers followed the basicAmerican practice which was to operate a machine until it broke and only then call in anengineer to fix the machine. In some cases they would just throw the machine awayand order a new one from America. This resulted in defective parts as the machinewore down and lack of productivity while the machine was waiting to be fixed orreplaced. Another complication was that workers tended to move from machine tomachine and often confusion resulted. How could systemic problems like this be fixed?

The next step was to tackle the dirt. In the 1965 Toyota's factories looked like Americanfactories: chips and dirt everywhere. They would change that. Since dirt wasresponsible for the wear that was causing defects it would be eliminated. They startedon the outside by creating sweeping and cleaning regimens. Then they started regularlytaking apart their machines to clean them. Finally they put their expertise to work andstarted designing special guards and covers to keep dirt and chips out of machinespermanently.

The last step in the equation was systematic preventative maintenance. Part of theirdocumentation efforts was to carefully study any irregularity in machine operation. Forexample, if a machine began to vibrate in the old days they would ignore it until themachine broke, like Americans. In the new way they would immediately stop anymachine that was vibrating and take apart the machine to discover the cause. Becausethey now actually had started to learn how the machines worked internally this waspossible. The worker (NOT an engineer) would then attempt to fix the problem. In somecases these procedures led Toyota to actually redesign and modify parts inside theirtooling to improve it.

The results of these efforts are well-known: not only did Toyota start making the highestquality cars in the world but by 1980 they dominated the import market. Today Toyotais the most profitable car manufacturer in the world by a large margin.

Toyota Motor Corporation (Japanese) commonly known simply as Toyota andabbreviated as TMC, is a multinational automaker headquartered in Toyota, Aichi,Japan. In 2010, Toyota Motor Corporation employed 317,734 people worldwide .Toyota has a management system that is reliable in managing all aspects ofmanagement, TQM (Total Quality Management) which is a symbol of the triumph ofknowledge management in a very interesting to learn.

CONCLUSION

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