TOTAL QUALITY MANAGMENT TQM EVOLUTION AND HISTORY TQM

TOTAL QUALITY MANAGMENT TQM EVOLUTION AND HISTORY

TQM Evolution l l Code of Hammurabi (2150 BC) Quality terms (Total Quality Control, Total Quality Improvement, Service Quality Improvement – or titles that relate to their particular area (Quality Maintenance System, Software Quality Assurance

Quality Control l Industrialization (Mass production) Inspection W. Shewhart (1924): Statistical Process Control (SPC)

Quality Assurance l l l George Edwards (inventor of the term) Assuring quality Standardization Policies Division of responsibility

Quality Improvement l l l Utilizing SPC Improving processes Reducing waste. Individual Improvement projects Monitoring variations

Quality Management l l l Improvement Plan at all levels of organization Internal Motivation Preventive practice

Total Quality Management l l All aspects of organization adopting continuous improvement Change of organizational culture (shift from internal measures of efficiency towards assessment and improvement of value to the customers

Stages of TQM Quality Control Monitoring variations Quality Assurance Standards based Quality Improvement Process oriented Quality Management Internally motivated Total Quality Management Changed organizational culture

Managing TQM l What Does the TQM manager Need to Know? 1. Systems Thinking Understanding Variations Organizational Psychology 2. 3.

Systems Thinking Effective Management Understanding Variations Organizational Psychology

Systems Theory Inputs Supplies Outputs Process Feedback Loop Customers

Understanding Variations l l l Special cause variation Common cause variation Interpretation errors Process capability Example of probability (coin flipping)

Control Chart

Individual and Organizational Psychology l l l Efficiency Work place harmony Characteristic requirements of a person for a specific job

What Does the TQM Manager Need To Do? l 1. 2. 3. 4. 5. 6. 7. 8. Deming’s 14 points Create constancy of purpose towards improvement of product and service, with a plan to become competitive and to stay in business. Adopt the new philosophy. Cease dependence on mass inspection. End of the practice of awarding business on the basis of price tag alone. Improve constantly and forever the system of production and service. Institute training. ; Institute leadership. Drive out fear

Cont. Deming’s 14 points 9. 10. 11. 12. 13. 14. Bread down barriers between department Eliminate slogans, exhortations and numerical goals that ask for new levels of productivity without providing methods. Eliminate numerical quotas. Remove barriers to pride of workmanship. Institute a vigorous program of educations and retraining. Take action to accomplish the transformation.