session 21 & 22
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Diploma in Office Management &Administration
Total Quality Management
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Learning Objectives:
Understand the meaning and Concept of TQM
Identify the various types of tools for TQM Understand and analyze the concept of
Benchmarking and Six sigma
Identify the benchmarking methods and six sigma
concepts Understand the concepts of DMAIC and DMADV
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Total Quality Management Total quality management or TQM is an integrative philosophy of
management for continuously improving the quality of products and
processes.
It is used around the world. TQM functions on the premise that the
quality of products and processes is the responsibility of everyone who isinvolved with the creation or consumption of the products or services
offered by an organization.
In other words, TQM capitalizes on the involvement of management,
workforce, suppliers, and even customers, in order to meet or exceedcustomer expectations.
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Principles ofTQM
Prevention Prevention is better than cure. In the
long run, it is cheaper to stop products defects than
trying to find them.
Zero defects The ultimate aim is no (zero) defects -
or exceptionally low defect levels if a product or
service is complicated.
Getting things right first time Better not to produce
at all than produce something defective.
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TQM
Techniques
Total Quality Management tools and techniques are
formulated within the past more than 60 years.
These tools and techniques are used to identify the
potential problems, frequency of their occurrences,
and method to control these problems and to adopt
world best class practices.
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TQM
TechniquesFollowing are the most commonly used tools and techniques
Benchmarking is method of comparing companys practices with the
practices of best in class organization in the areas of quality, productivity,
Human Resources and cost etc. Six Sigma is business strategy to achieve excellence by applying different
statistical, TQM and Project Management tools.
Lean Manufacturing is way of manufacturing that increases speed and
reduces unnecessary wastes.
L
eanS
ixS
igma is combination of Six Sigma and Lean Manufacturingconcept to reduce errors and increase productivity side by side.
Total productive Maintenance (TPM) is a new way of carrying
maintenance activities and invented by Japanese.
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Benchmarking
Benchmarking is the process of comparing one's business processes and
performance metrics to industry bests and/or best practices from other
industries.
Dimensions typically measured are quality, time and cost. In the processof benchmarking, management identifies the best firms in their industry,
or in another industry where similar processes exist, and compare the
results and processes of those studied (the "targets") to one's own results
and processes.
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12-stage approach to benchmarking
1. Select subject
2. Define the process
3. Identify potential partners4. Identify data sources
5. Collect data and select partners
6. Determine the gap
7. Establish process differences
8. Target future performance
9. Communicate
10. Adjust goal
11. Implement
12. Review and recalibrate
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Bench Marking Methodology
The following is an example of a typical benchmarking methodology:
Identify your problem areas - Because benchmarking can be applied to
any business process or function, a range of research techniques may be
required. They include: informal conversations with customers,
employees, or suppliers; exploratory research techniques such as focus
groups;
Identify other industries that have similar processes - For instance if one
were interested in improving hand offs in addiction treatment he/shewould try to identify other fields that also have hand off challenges. These
could include air traffic control, cell phone switching between towers,
transfer of patients from surgery to recovery rooms.
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Bench Marking Methodology Visit the "best practice" companies to identify
leading edge practices - Companies typically agree to
mutually exchange information beneficial to all
parties in a benchmarking group and share the
results within the group.
Implement new and improved business practices -
Take the leading edge practices and develop
implementation plans which include identification ofspecific opportunities, funding the project and
selling the ideas to the organization for the purpose
of gaining demonstrated value from the process.
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Six Sigma
Six Sigma is a business management strategy
originally developed by Motorola, USA in 1986.
As of 2010, it is widely used in many sectors of
industry, although its use is not without controversy.
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Methods ofSix Sigma
Six Sigma projects follow two project methodologies
inspired by Deming's Plan-Do-Check-Act Cycle.
These methodologies, composed of five phases each,bear the acronyms DMAIC and DMADV.
DMAIC is used for projects aimed at improving an
existing business process
DMADV is used for projects aimed at creating new
product or process designs.
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DMAIC The DMAIC project methodology has five phases:
Define the problem, the voice of the customer, and the project goals,
specifically.
Measure key aspects of the current process and collect relevant data.
Analyze the data to investigate and verify cause-and-effect relationships.Determine what the relationships are, and attempt to ensure that all
factors have been considered. Seek out root cause of the defect under
investigation.
Improve or optimize the current process based upon data analysis using
techniques such as design of experiments, poka yoke or mistake proofing,
and standard work to create a new, future state process. Set up pilot runs
to establish process capability.
Control the future state process to ensure that any deviations from target
are corrected before they result in defects. Implement control systems
such as statistical process control, production boards , visual workplaces,
and continuously monitor the process.
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DMADV
The DMADV project methodology, also known as DFSS features five
phases:
Define design goals that are consistent with customer demands and the
enterprise strategy. Measure and identify CTQs (characteristics that are Critical To Quality),
product capabilities, production process capability, and risks.
Analyze to develop and design alternatives, create a high-level design and
evaluate design capability to select the best design.
Design details, optimize the design, and plan for design verification. Thisphase may require simulations.
Verify the design, set up pilot runs, implement the production process
and hand it over to the process owner(s).
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Session 22 Presentations by students
onTo
tal Quality Management
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Thank you!!!
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