TQM. What does TQM mean? Total Quality Management means that the organization's culture is defined...
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Transcript of TQM. What does TQM mean? Total Quality Management means that the organization's culture is defined...
TQM
What does TQM mean?What does TQM mean?
Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.
Basic Tenets of TQMBasic Tenets of TQM
• The customer makes the ultimate determination of quality
• Top Management must provide leadership and support for all quality initiatives
• Preventing variability is the key to producing high quality• Quality goals are a moving target, thereby requiring a
commitment toward continuous improvement• Improving quality requires the establishment of effective
metrics. We must speak with data and facts not just opinions.
Quality ThroughoutQuality Throughout
• “A Customer’s impression of quality begins with the initial contact with the company and continues through the life of the product.”– Customers look at the total package - sales, service
during the sale, packaging, deliver, and service after the sale.
– Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale.
• “All departments of the company must strive to improve the quality of their operations.”
Total Quality Management
The TQM SystemThe TQM System
CustomerFocus
ProcessImprovement
TotalInvolvement
LeadershipEducation and Training Supportive structureCommunications Reward and recognition
Measurement
ContinuousImprovement
Objective
Principles
Elements
PDCA Cycle
Check
Act
Plan
Do
Chain Reaction
• Imp Quality Cost Decreases Productivity
• Capture Market with better quality & low prices
• Stay in Business Provide more Jobs
Dimensions of Quality
• Performance - main characteristics of the product/service
• Aesthetics - appearance, feel, smell, taste• Special features - extra characteristics• Conformance - how well product/service
conforms to customer’s expectations• Safety - Risk of injury• Reliability - consistency of performance
Dimensions of Quality
• Durability - useful life of the product/service• Perceived Quality - indirect evaluation of quality
(e.g. reputation)• Service after sale - handling of customer
complaints or checking on customer satisfaction
Methods for Generating Ideas• Brainstorming
– Generate a free flow of idea in a group of people
• Quality circles– Group of workers who find ways of improving
• Interviewing:• Benchmarking: Measure against best• 5W2H
– what, why, where, when, who, how, how much
Simple QC Tools
• Tools Developed for operators with little or no training in SPC
• Tools based on observation and not analysis
• Tools help identify major problems and possibly causes of problems.
• Require Detailed analysis by expert to eliminate root cause of problem
Simple QC Tools
• Checksheet• Defect Concentration Diagram (Location
Plot)• Cause & Effect Diagram• Pareto Diagram• Histogram• Scatter Plot• Control Chart
Checksheets• Simplify data collection and analysis• Spots problem areas by frequency of location,
type or cause
Tensile Strength
(grams)
Extrusion Head
A1 A2 B1 B2
630-639 2
620-629 5 1 2
610-619 3 3 6
600-609 3 1 3
590-599 2 1 5
580-589 1 2
Total 10 10 10 10
Location Plot• Shows relationship between location & defects• Helps identify causes which may otherwise be
difficult to detect• In a real life case from AT&T Bell Labs, there
were many soldering defects on a PCB, and the cause was not easily found out, until location plot was done.
Location Plot
In this real life case from AT&T Bell Labs, one IC was at 90° to other ICs on the PCB, it was the root cause for 75% of soldering defects
Cause & Effect Diagram• All contributing factors and their relationship is
displayed• Identifies problem areas for further action
Pareto Diagram• Identifies the most significant problems• Typically 80% of the problems are caused by
20% of causes
Pareto Diagram
0102030405060708090
100
Cause M
Cause K
Cause O
Cause J
Cause N
Cause G
Cause C
Cause E
Cause H
Cause L
Cause A
Cause F
Cause I
Cause D
Cause B
Freq
Histogram• Shape shows distribution of data• Central tendency and variation can be easily
seen
Histogram
0
1
2
3
4
5
6
197 198 199 200 201 202 203 204 205
Avg Wt
Fre
q.
Scatter Diagram
• Identifies Relationship between two variables• A positive or negative relationship can be easily
detected
Scatter Diagram
0
10
20
30
40
50
60
0 5 10 15 20 25 30
Workers Supervised
Err
ors
Errors/Week