presentation on tqm system

8/7/2019 PRESENTATION ON TQM SYSTEM

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` GUIDED BY

PROF. SIDDHI M

` PREPARED BY

` PRAVINKUMAR

SAVEKAR

` PRAVIN PATIL` VISHNU DESAI

` AMIT VARMA

` VIVEKANAND THOKAL


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Quality can be defined asthe totalityofthefeaturesorstate ofthe productsand/orservicesthatsatisfiesthe stated and impliedneed ofthe customers.

5 common definitionsinclude Conformance tospecifications

Fitness foruse Value forprice paid

Supportservices

Psychological criteria


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Conformance tospecifications Does product/service meettargetsand tolerances defined by

designers?

Fitness foruse Evaluates performance forintended use

Value forprice paid Evaluationofusefulnessvs. price paid

Supportservices Qualityofsupportaftersale

Psychological e.g. prestige, friendlystaff


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Qualityaffectsallaspectsofthe organization

Qualityhas dramatic costimplicationsof;

Quality control costs

Prevention costs

Appraisal costs

Quality failure costs

Internal failure costs

External failure costs


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TQM can be defined as an organized scientificapproach towards continuous improvement of qualityinvolving everyone in the organization covering every

function aim towards TOTAL CUSTOMERSATISFACTION.

GOALS

Customer delightment/satiscation in totality Continuos improvement Total employee involvement & empowerment Optimization of resources Do it right the first time


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` SEIRI - ORDERLINESS

` SEISO - CLARITY

` SEITON - TIDINESS

` SEIKETSU - CLEANLINESS

` SHITSUKE - DISCIPLINE


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Plan Evaluate current process

Collect procedures, data, identify problems

Develop animprovement plan, performanceobjectives

Do Implementthe plan trial basis

Study Collect dataand evaluate againstobjectives

Act Communicate the results fromtrial

Ifsuccessful, implementnew process


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Cause-and-Effect Diagrams

Flowcharts

Checklists

Control Charts

ScatterDiagrams

Pareto Analysis

Histograms


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Called Fishbone Diagram

Focused onsolvingidentified quality problem


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Used to documentthe detailed stepsina process

Oftenthe firststep in Process Re-Engineering


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Simple data check-off sheet designed to identify

type of quality problems at each work station; per

shift, per machine, per operator


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Importanttoolused inStatistical Process

Control Chapter6

The UCL and LCL are calculated limitsused toshow when processisinoroutof control


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A graph that shows how two variables are relatedto one another

Data can be used in a regression analysis toestablish equation for the relationship


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Technique that displaysthe degree ofimportance foreach element

Named afterthe 19th century Italian economist

Often called the 80-20 Rule

Principle isthat quality problemsare the resultofonlya few

problems e.g. 80% ofthe problems caused by 20% of causes


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A chartthatshowsthe frequency distributionofobserved valuesofavariable like service time

ata bank drive-up window

Displays whetherthe distributionissymmetrical(normal)orskewed


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` A quality circle isagroup of employees fromthesame work areaand doingsimilartype of workvoluntarilymeet foranhourperiodically eitherevery week or fortnightlytoidentity, analyzed and

resolve work related problemsinthere own workarea.

` The philosophyof quality circle respectshuman

dignityand motivates employeesatgrassrootleveltouse theirbrain poweralong withtherephysical effort.


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` Problemidentification

` Problemselection bymembers

` 1) Problemanalysisand discussalternatives

2) Data fromspecialistifneeded` Arrive at bestsolution

` Presentationtomanagement

` Review ofrecommendationapproval by

management

` Implementation


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` GEMBA means workplace & KAIZEN means improvement.

` The systematic organized effort to continuously improve the

performance at the work area by individual efforts in a group who

assemble periodically to discuss their work related problems.

x KAIZEN is the way of living in JAPAN wherein an individualbelieves that with his/her age he/she gain experience and that

should be reflected in his/her work area by his/her better

performance & a better way of doing things.

x The same principle applies to a department or an organization.

As the organization becomes older, it should do thingsdifferently & in a better manner with continuous small

improvement in the product, process & overall performance.


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BOTH THE KAIZEN GEMBA & QUALITY CIRCLE AREQUALITY IMPROVEMENT ACTIVITIES IN THE WORKAREA.

The benefitsoutof qualityimprovement effortsin

QUALITY CIRCLE isshared equally betweenthe workers,management & customers whereasin KAIZEN GEMBAthe entire benefitsgoestothe management.

ParticipationinQUALITY CIRCLE activityisvoluntarywhereasin KAIZEN GEMBA itis compulsory.

The benefitsin KAIZEN GEMBA are quantified &published alloverthe organizationtosatisfythe workersegoneeds, nosuchactivitymaytake place intheQUALTY CIRCLE.


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PROF SIDDHI

presentation on tqm system

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