TQMIntroduction(2).pptx

TQMIntroduction(2).pptx

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TQMIntroduction,Qualityisanever-endingprocessModerncompaniesimplementqualityimprovementprogramstoenhancetheirproductsorservices.Thequalityimperativemovementofthelasttwodecadeshasredefinedqualityasanever-endingefforttocontinuallyimproveacompanysproducts.Thismovementcombinesstrategicandoperationalcontroltoachievelong-termsuccessandsurvivalofanorganization.,TQMinvolvesallstafftoparticipateTQMstandsfortotalqualitymanagement,atermderivedfromthequalityimperativemovement.TQMinvolvesallstafftoidentifyeveryprocesswithinthebusinessthatwillinfluencequality.,TQMisanyactiontofulfillthequalityimperativeTQMisacontinuousefforttoenhancethequality,efficiency,andresponsivenessofaproductorservice.AnyactiontakentoimplementTQMisanactiontofulfillthequalityimperative.,1.SpecifiedqualitySpecifiedqualityisthefirstessentialelement.Companiesshouldspecifywhatqualitymeansandgiveemployeesaclearpicturetoleadthemintheirwork.Fromthecustomerspointofview,qualitymeansthattheproductfunctionswell,thepriceiscompetitiveorfair,andtheserviceisquickandsatisfactory.MostJapanesecompaniessuchasMatsushita,Sony,andToyotahaveaverygoodreputationforquality.,2.CustomerorientationThesecondelementiscustomerorientation.Businessmustprovidewhatthecustomerwants.AnexampleisDellcomputersgrowthfueledbyitscustomerservicethatofferstailor-madesolutionstotheirclientsPCneeds.Itisnecessarytorecognizeinternalaswellasexternalcustomers.Servicewithqualityandefficiencyfortheinternalcustomersaddsvaluetotheirefforts,andiseventuallypassedontothefinal,3.DetailedbusinessprocessconcentrationThethirdelementisdetailedbusinessprocessconcentration.Breakingthebusinessprocessintosmallpartsgivesmanagersthechancetoinspectandimprovethewayseachstepisdone.AccountingandmanagementconsultingfirmssuchasAndersenConsultingmakegooduseofthisapproach.Checkingthequality,efficiency,andresponsivenessofeachphaseorunitgivesmanagersaccurateinformationtomakenecessarychanges.Increasedefficiencyofeachstepgreatlycontributestotheoverallimprovement.,4.CooperationwithclientsandsuppliersThefourthelementiscooperationwithclientsandsuppliers.Businessesshouldavoidviewingclientsandcustomersasadversariesandinsteadshouldcooperatewiththemaspartnerstodeliverhighqualityproducts.Thishelpsmanagerspreventorsolveproblems.Mostautomakersneedtohavestrongcooperationwiththeirsuppliers.TheJapaneseJustinTime（JIT）systemisaperfectexampleofawell-executedsupplierpartnershipprogram.,5.ProblempreventionThefifthelementisproblemprevention.TQMfocusesonthedetectionofpotentialproblemsbeforetheyoccur.Failuretopreventdefectshasdangerousconsequences:

itwillcostextratimeandresourcestoinspectandfix.Undetectedproblemscaneventhreatenanentirebusiness.ISO9000certificationofmostmanufacturingcompaniesisagoodmanifestationofthisthinking.Companiesuseanoutsidefirmtoverifythattheiroperationsaresound.Companiesmustdesigninqualitybeforetheyprovideaproductorservice.Duringthedesignphaseofaproductorservice,itisvitalformanagerstohaveinputfromcustomers,marketing,assemblers,andfinalproducers.,6.Adoptionofanerror-freeattitudeThesixthelementistheadoptionofanerror-freeattitude.Thisattitudepreventsmistakes.Managersshouldencourageeveryemployeenottosimplyfinishajobbuttofinishitcorrectlyaswell.ZerodefectprogramsadoptedbymostJapanesesemiconductorandelectroniccompaniesaregoodexamplesofthiselement.,7.AccuratemeasurementCompaniesshouldensurethatperformanceismeasuredaccurately,thatis,basedonfactualdataratherthanassumptions.Managerscanusesuchdatatoassesscriticalvariablesintheoperationalprocess.ThestatisticalqualitymethodtaughtbyDr.DemmingandwidelyadoptedbyJapaneseandAmericancompaniesisthebasiccornerstoneofTQM.,8.EmployeeparticipationForcontinuousimprovementinwork,managementmustempoweremployeestobeinnovativeandactinanatmosphereoftrustandrespect.AtFordMotor,theircompanysloganisQualityisJob1.Thisisusedtoinvolveemployeesinthequalityassuranceprocess.,9.TotalinvolvementatmosphereAllunitsofanorganizationshouldsimultaneouslyapplyqualityconcepts.Everymanagerandemployeeshouldbeencouragedtoaddvalueforcontinuousimprovement.TQMrequirescommitmentfromeverystaffmemberofthecompany.Qualityawardsformanagementandstaffareoftenusedasincentives.,10.ContinuousimprovementThelastelementofTQMiscontinuousimprovement.Qualityisamovingtargetandcreatesnewstandardsforbusinesses.Productsthatconsumersbelievedwereofahighqualityinthepastarenowofaveragequality.Theorganizationitselfmustbedynamictomeetcustomersever-changingneeds.Nokia,forexample,institutedanup-to-datequalityassuranceprogramatitsplants,andsolidifieditspositionastheoneofthebestcellularphonecompaniesintheworld.AnothergoodexampleofcontinuousimprovementisKaizen.TheJapaneseKaizenprogramiscommonlyadoptedbyJapaneseandUSmanufacturers.,