TQM defined -
as a “commitment to continuous improvement of quality” not just in industry but also totally in Society.
Idea divides in 3 basics (OBJECTIVES)-
William Edward Deming (Mathematical Physicist) extended Shewhart’s philosophy of gaining control over variability in manufacturing process.
Deming’s philosophy- “reduce variation” – Statistical Process Control or, SPC
1939-’45 America greatly benefited from his advice on the technique of sampling and statistical control that led to manifold productivity increases and cost saving.
W. E. Deming & Juran Massage
4. Root Cause Identification:
Customer dissatisfaction, falling profit and bankruptcy – all these are symptoms of poor quality. However, the real cause of these problems are usually hidden and difficult to identify.
Statistical process control/ check list/ brainstorming/ fishbone diagram/ Pareto charts etc.
5. Developing a communication system.
Quality: -defined by customers, -objectives by managers,
- but it is the employees who will finally make quality improvement possible.
Allowing employees to be involved in the decision-making process is the only way to motivate them to work towards quality improvement.
7. Training for quality.
Yet Quality management is not thought as a separate discipline in the traditional Management
So, training needed for
- Managers &
- Employees
STEPS to achieve the OBJECTIVES ?
W Edwards Deming: Japan’s Road Map of Quality.
Key quality problems is in managements hand-
- 80% due to system
- 15% due to employees
Heart of Quality Strategy is Statistical Control to identify Special & Common causes of variation.
Deming’s Management Principles
as a “commitment to continuous improvement of quality” not just in industry but also totally in Society.
Idea divides in 3 basics (OBJECTIVES)-
- CUSTOMER SATISFACTION.
- DEFECT PREVENTION.
- EMPLOYEE PARTICIPATION.
William Edward Deming (Mathematical Physicist) extended Shewhart’s philosophy of gaining control over variability in manufacturing process.
Deming’s philosophy- “reduce variation” – Statistical Process Control or, SPC
1939-’45 America greatly benefited from his advice on the technique of sampling and statistical control that led to manifold productivity increases and cost saving.
W. E. Deming & Juran Massage
- Commit to quality improvement throughout your organization;
- Attack the process not the employee;
- Strip down the process & eliminate problems that diminish quality;
- Identify your customers and satisfy their requirements;
- Instill teamwork and create an atmosphere for innovation and permanent quality improvement.
- Commitment to Continuous Improvement of Quality: Improvement of quality of products and services can not be achieved only by acting short periods of time or concentrating on a few parts of industry or society.
- Focusing of customers expectations. Chryler has three rules: “ Satisfy the customer, satisfy the customer and satisfy the customer” In Quality Management Philosophy, CUSTOMER is a golden word, whether it is inside the company or in society.
- Developing a Quality Management System.
4. Root Cause Identification:
Customer dissatisfaction, falling profit and bankruptcy – all these are symptoms of poor quality. However, the real cause of these problems are usually hidden and difficult to identify.
Statistical process control/ check list/ brainstorming/ fishbone diagram/ Pareto charts etc.
5. Developing a communication system.
- Inside
- Outside
- For up-to-date information about customers expectation, information is required about their likes and dislikes
- Inside the organization that will record and analyze problems relating to defects &
- How to solve ideas from employees first.
Quality: -defined by customers, -objectives by managers,
- but it is the employees who will finally make quality improvement possible.
Allowing employees to be involved in the decision-making process is the only way to motivate them to work towards quality improvement.
7. Training for quality.
Yet Quality management is not thought as a separate discipline in the traditional Management
So, training needed for
- Managers &
- Employees
STEPS to achieve the OBJECTIVES ?
- Focusing on Customer expectation.
- Developing a quality measurement system.
- Identifying Root causes.
- Developing a communication system.
- Employee Motivation.
- Training for Quality.
- Process Improvement.
Attack the
Process / System,
not to The Person
Process / System,
not to The Person
W Edwards Deming: Japan’s Road Map of Quality.
Key quality problems is in managements hand-
- 80% due to system
- 15% due to employees
Heart of Quality Strategy is Statistical Control to identify Special & Common causes of variation.
Deming’s Management Principles
- Create and published to all employees a statement of the aims and purposes of the company;
- Learn the new management, top management and everybody;
- Understand the purpose of inspection for improvement of processes and reduction of cost.
- End the practice of awarding business on the basis of price tag alone;
- Improve constantly forever the system of production and service;
- Institute training (for skills);
- Teach and Institute Leadership;
- Drive out fear, Create trust- create a climate of innovation;
- Optimize toward the aims and purposes of the company the efforts or teams, group staff areas, too;
- Eliminate exhortations for the workforce;
- a) Eliminate numerical quotas for production. Instead learn and institute methods for improvement. b) Eliminate MBO (management by objectives). Instead, learn capabilities of processes and how to improvement.
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