TQM Questions and Answers from Yogeesha H.C.AP/Mech, NCET 1. Define Quality 04 marks
|
|
- Corey Hodges
- 7 years ago
- Views:
Transcription
1 1. Define Quality 04 marks Quality is an attribute of a product or service that fulfills or exceeds the human expectations. These expectations are based on the intended use and selling / service price. It is somewhat of an intangible based on perception. That is why quality is a relative term and each person has his or her own definition. As per ISO 9000:2000: Quality means The degree to which a set of inherent characteristics fulfills requirements. Here, Degree quality such as poor, good, and excellent Inherent Permanent attribute Requirement need based or expectation. According to the oxford dictionary for the business world, quality is defined as the degree of excellence. Quality means a totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs. In some references, Quality is referred to as "fitness for use", "fitness for purpose", "customer satisfaction", or "conformance to the requirements." The father of Total Quality Management, Dr. William Edward Deming defined Quality should be aimed at the needs of the customer, present and future (continuous Improvement) Quality Guru, J.M.Juran defined quality as: Fitness for use / Purpose Quality Guru Philip Crosby defined quality as: Conformance to specifications Quality guru Dr. Kaoru Ishikawa defined quality as: Most economical, useful and always satisfactory to the customer / audience. Eminent Japanese Scientist Armand V.Feigenbaum defined: Quality is the total composite of product and services characteristics of marketing, engineering, manufacturing and maintenance through which the product and service in use will meet the expectations of the customer. Quality can be quantified as follows: Q=P/E Where, Q = Quality, P = Performance and E = Expectations. If Q is greater than 1.0 then the customer has a good feeling about the product or service. 2. Define TQM. Explain six basic concepts of TQM - 10 mark Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It is a proven technique to guarantee survival in world-class competition. Only by changing the actions of management will the culture and actions of an entire organization be transformed. TQM is for the most part common sense. Analyzing the three words, we have: Total: Make up of the whole. Quality: Degree of excellence a product or service provides. Management:Act, art, or manner of handling, controlling, directing, etc. Therefore, TQM is the art of managing the whole to achieve excellence. TQM is defined as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. Six basic concepts of TQM 1. A committed and involved management to provide long-term top-to-bottom organizational support. Agreement must participate in the quality program. A quality council must be established to develop a clear vision, set longterm goals, and direct the program. Quality goals are included in the business plan. An annual quality improvement program is established and involves input from the entire work force. Managers participate on quality improvement teams and also act as coaches to other teams. TQM is a continual activity that must be entrenched in the culture it is not just a one-shot program. TQM must be communicated to all people. 2. An unwavering focus on the customer, both internally and externally. The key to an effective TQM program is its focus on the customer. An excellent place to start is by satisfying internal customers. We must listen to the voice of the customer and emphasize design quality and defect prevention. Do it right the first time and every time, for customer satisfaction is the most important consideration. 3. Effective involvement and utilization of the entire work force. TQM is an organization-wide challenge that is everyone s responsibility. All personnel must be trained in TQM, statistical process control (SPC), and other appropriate quality improvement skills so they can effectively participate on project teams. Including internal customers and, for that matter, internal suppliers on project teams is an excellent approach. Those affected by the plan must be involved in its development and implementation. They understand the process better than anyone lese. Changing behavior is the goal. Page No 1
2 People must come to work not only to do their jobs, but also to think about how to improve their jobs. People must be empowered at the lowest possible level to perform processes in an optimum manner. 4. Continuous improvement of the business and production process. There must be a continual striving to improve all business and production processes. Quality improvement projects, such as on-time delivery, order entry efficiency, billing error rate, customer satisfaction, cycle time, scrap reduction, and supplier management, are good places to begin. Technical techniques such as SPC, benchmarking, quality function development, ISO 9000, and designed experiments are excellent for problem solving. 5. Treating suppliers as partners. On the average 40% of the sales dollar is purchased product or service; therefore, the supplier quality must be outstanding. A partnering relationship rather than an adversarial one must be developed. Both parties have as much to gain or lose based on the success or failure of the product or service. The focus should be on quality and life-cycle costs rather than price. Suppliers should be few in number so that true partnering can occur. 6. Establish performance measures for the processes. Performance measures such as uptime, percent nonconforming, absenteeism, and customer satisfaction should be determined for each functional area. These measures should be posted for everyone to see. Quantitative data are necessary to measure the continuous quality improvement activity. 3. Explain briefly the historical review of quality control - 06 marks The total quality movement had its roots in the time and motion studies conducted by Frederick Taylor in the 1920s. Taylor is now known as the father of scientific management. The most fundamental aspect of scientific management was the separation of planning and execution. Although the division of labor spawned tremendous leaps forward in productivity, it virtually eliminated the old concept of craftsmanship in which one highly skilled individual performed all the tasks required to produce a quality product. In a sense, a craftsman was CEO, production worker, and quality controller all rolled into one person. Taylor s scientific management did away with this by making planning the job of management and production the job f labor. To keep quality from falling through the cracks, it was necessary to create a separate quality department. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engineering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Industrialization led to mass production in which it led to the concept of one product at a time to the assembly line of production. Though workmanship was affected but mass production led to more job and reduction in cost of the product and increase in quality, reduction of defects etc After WWI, W.A. Sherwat of Bell Telephone statistical chart for the control of various. Concept of sample tests were followed. It was a failure in the initial stages ASQC American Society for Quality Control, now ASQ. Frequent meetings, conferences and publications were made to public W.Edwards Demings his guidance and lecture to Japan engineers transformed quality concepts in the organisation. His cycle ACT-PLAN-DO-CHECK 1954 Joseph M.Juran Concept of efficient and productive. Juran Trilogy Quality planning Quality Control Quality Improvement 1960 Quality control circles was formed. Zero defects concepts 1970 Reactive approach to proactive approach. Shift from Japan to USA 1980 SPC Statistical Process Control. Concepts of parameter and tolerance. Experiments 1990 Concepts of certification of ISO, CMM etc 2000 six sigma concept - Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter used to represent standard deviation in statistics) from mean. Six Sigma methodologies provide the techniques and tools to improve the capability and reduce the defects in any process. 4. Explain TQM framework. List out the benefits of TQM 10 marks The figure shows the framework for the TQM system. It begins with the knowledge provided by gurus of quality: Shewhart, Deming, Juran, Figenbaum, Ishikawa, Crosby, and Taguchi. As the figure shows, they contributed to the development of principles and practices and/or the tools and techniques. Some of these tools and techniques are used in the product and/or service realization activity. Feedback from internal/external customers or interested parties provides information to continually improve the organization s system, product and/or service. Page No 2
3 Benefits of TQM According to a survey of manufacturing firms in Georgia, the benefits of TQM are improved quality, employee participation, teamwork, working relationships, customer satisfaction, employee satisfaction, productivity, communication, profitability, and market share. The major benefits of TQM in terms of cost savings include: Elimination of non-confirmation and repetitive work Elimination of waste costs and reject products Elimination of repairs and reworks Reduced warranty and customer support costs Process efficiency leading to improved profit per product or service Fiscal discipline through elimination of unnecessary steps and wasteful expenditure Customer satisfaction oriented benefits : 1. Improvement in product quality 2. Improvement in product design 3. Improvement in production flow 4. Improvement in employee morale and quality consciousness 5. Improvement in product service 6. Improvement in market place acceptance Economic improvement oriented benefits : 1. Reduction in operating costs 2. Reduction in operating losses 3. Reduction in field service costs 4. Reduction in liability exposure For Management :- - Provides an invaluable problem-solving tool for managers and supervisors to use - Dispels negative attitudes - Management becomes more aware of problems that affect the individual s work environment - Employees gain a sense of participation - Increases efficiency and productivity - Reduces turnover rate, tardiness, costs, errors,and scrap & rework - Improves communications within and among all departments - Develops management skills that were never taught, or are long forgotten due to lack of application - Develops overall company awareness and company unity - Rearranges priorities which once seemed locked in place - Builds loyalty to the company - Reveals training requirements in all departments - Lessens the number of defects received from suppliers when they are encouraged to train in quality management For Employees: Provides opportunity for personal growth and development (as a result of team training activities) and the opportunity to develop and present recommendations Page No 3
4 Increases innovation (through a greater variety of approaches and perspectives) for solving problems, removing fear of failure Employees use their knowledge and skills to generate data-driven recommendations that will lead to well-informed decision making Encourages decision-making at the most appropriate level Increases motivation and acceptance of new ideas Increases job satisfaction (as a result of the opportunity to participate in and have influence over work) Recognizes employees for their knowledge, skills, and contribution toward improvement Develops mutual respect among employees, management and customers Promotes teamwork. 5. List the dimensions of quality. Explain its meaning - 8 mark Quality has different dimensions; these dimensions are somewhat Independence. Therefore a product can be excellent in one dimension and average or poor in another. Very few, if any, products excel in all dimensions now- a -days. In his Book - Managing quality: The strategic and competitive edge (1988), David A.Garvin has developed a list of nine dimensions of product quality: 1. Conformance: Meeting the specifications of the customer or Industry standards, workmanship. 2. Performance: Primary product functions such as clarity of voice received in Mobile phone, Radio. 3. Features: Added functions (secondary functions) to a product such as recording system in a elevision set. 4. Durability: Lifetime of the products, which include repairs. 5. Reliability: The probability of a product performing its intended duty under stated conditions without failure for a given period of time. 6. Serviceability: speed, courtesy, competence and ease of repair 7. Reputation: Customer s perception about the product which can be understood from a market research survey. 8. Aesthetics: The external finish given to a product to attract the customer. 9. Response: Human to Human interface, such as the courtesy of the dealer 6. Define quality for the following products: a university, an exercise facility, sauce, and toothpaste. The quality of a university can be defined as: o quality of professors have Ph.D., helpful, knowledgeable, able to clearly explain material, fair o ability to place students in a good position at a high salary in a timely manner o facilities are up-to-date in terms of technology (i.e. wireless classrooms) o value for the price of the education o ability to prepare students for success in the business world o variety of course offerings o efficiency and accuracy of processing paperwork, such as registration for classes o appearance of the campus o perceived prestige of the university The quality of an exercise facility can be defined as: o variety of gym equipment o variety and availability of fitness classes o value for the price of membership o ability to help members get into shape o accurate billing o atmosphere meets member s needs o waiting times for machines are two minutes or less The quality of sauce can be defined as: - good taste - the jar is filled to 28 ounces plus or minus one ounce - value for price paid - perceived quality of the product - ability to quickly answer questions at the address listed on the jar of sauce - the sauce has chunks of tomatoes - ease of opening jar - ease of preparing the sauce to eat - able to keep leftover sauce in container in refrigerator easily to last longer - length of time the sauce can still be eaten Page No 4
5 The quality of toothpaste can be defined as: - ability to clean teeth - good taste - perceived quality of the product - ability to keep breath fresh - ability to prevent plaque - ability to whiten teeth - ability to prevent cavities - tube of toothpaste is filled - ability to fight gingivitis - ability to fight tartar - able to quickly and accurately answer questions in a friendly manner at the toll-free number listed on toothpaste tube - toothpaste is certified by the American Dental Association (ADA) 7. Explain the contribution of quality gurus - 08 marks Three groups of Quality Gurus can be identified covering the period since World War II. 1. The early Americans who took the messages of quality to the Japanese. 2. The Japanese who developed new concepts in response to the Americans' messages. 3. The new Western wave of Gurus who, following Japanese industrial success, have given rise to increased quality awareness in the West. 1 The early Americans The Americans were themselves effectively responsible for making possible the miraculous turn-around of Japanese industry and for putting Japan on the road to Quality Leadership. Much of this transformation was associated with the introduction of statistical quality control into Japan by the US Army over the period 1946 to 1950 and the visits by three key American Quality Gurus in the early 1950s. These were: W Edwards Deming introduced concepts of variation to the Japanese and also a systematic approach to problem solving, which later became known as the Deming or PDCA cycle. Later in the West he concentrated on management issues and produced his famous 14 Points. He remains active today and he has attempted a summary of his 60 years experience in his System of Profound Knowledge. Joseph M Juran focused on Quality Control as an integral part of management control in his lectures to the Japanese in the early 1950s. He believes that Quality does not happen by accident, it must be planned, and that Quality Planning is part of the trilogy of planning, control and improvement. He warns that there are no shortcuts to quality. Armand V Feigenbaum is the originator of Total Quality Control. He sees quality control as a business method rather than technically, and believes that quality has become the single most important force leading to organisational success and growth. 2 The Japanese The Japanese adopted, developed and adapted the methodologies that the Americans brought in and by the late 1950s had begun to develop clearly distinctive approaches suitable for their own culture. The Japanese Gurus emphasised mass education, the use of simple tools and teamwork and had a background in an educational role. The three Japanese Quality Gurus included in this document are: Dr Kaoru Ishikawa's three main contributions to quality were the simplification and spread of technical statistical tools (the 7 tools of Quality Control) as a unified system throughout all levels of Japanese companies, his input to the company-wide Quality Movement and his input to the Quality Circle Movement. Dr Genichi Taguchi developed a methodology for minimum prototyping in product design and troubleshooting in production. Shigeo Shingo created the poka-yoke system to ensure zero-defects in production by preventive measures. The new Western wave Much of the increased awareness of the importance of quality in the West in recent years has been associated with a new wave of Gurus who have well publicised some of the quality issues, through the 1970s and 1980s. The three included in this document are: Philip Crosby is perhaps best known in relation to the concepts of Do It Right First Time and Zero Defects. He is a controversial figure, who has based his quality improvement approach on Four Absolutes of Quality Management and Fourteen Steps to Quality Improvement. Tom Peters emphasizes the importance of customers, innovation, people, leadership and systems. He has 45 prescriptions and 12 traits of a Quality Revolution. Claus Moller has developed a concept of Personal Quality on which he sees all other concepts of Quality as based. He provides 12 Golden Rules to help improve your actual performance level, and 17 Hallmarks of a quality company. 8. Discuss the obstacles for the implementation TQM in an organization Many organizations, especially smaller ones, are comfortable with their current state. They are satisfied with the amount of work being performed, the profits realized, and the perception that the customers are satisfied. Organizations with this culture will see little need for TQM until they begin to lose market share. Page No 5
6 The most common obstacles in the implementation of TQM are: i. Lack of Management commitment In order for any management effort to succeed, there must be a substantial management commitment of management time and organizational resources. The purpose must be clearly and continuously communicated to all personnel. ii. Inability to change organizational culture Changing an organizational culture is difficult and individuals resist change. It is difficult for people to change their way of doing things. It is much more difficult for an organization to make a cultural change. iii. Improper planning All constituents of the organization must be involved in the development of the implementation plan and any modifications that occur as the plan evolves. iv. Lack of Continuous training and education Training and education is an ongoing process for everyone in the organization. Needs must be determined and a plan developed to achieve those needs. Training and education are most effective when senior management conducts the training on the principles of TQM. v. Incompatible organizational structure and isolated individuals and departments Differences between individuals and departments create implementation problems. The use of multifunctional teams will help to break down long standing barriers. Restructuring of the organization to make it more responsive to customer needs is required. vi. Ineffective measurement techniques and lack of access to data and results Key characteristics of the organization should be measured so that effective decisions can be made. In order to improve a process, the measurement yardsticks must be defined. Access to data and quick retrieval is necessary for effective processes. vii. Paying inadequate attention to internal and external customers Organizations need to understand the changing needs and expectations of their customers. Effective feedback mechanisms that provide data for decision making are necessary for this understanding. viii. Inadequate use of empowerment and teamwork Teams need to have proper training and a facilitator in the beginning. The teams recommendations should be followed. Individuals should be empowered to take decisions that affect the efficiency of the processes or the satisfaction of their customers. ix. Failure to continually improve. Lack of continuous improvement of the processes, products, and service will leave the leader of the pack in dust. Page No 6
The Philosophy of TQM An Overview
The Philosophy of TQM An Overview TQM = Customer-Driven Quality Management References for Lecture: Background Reference Material on Web: The Philosophy of TQM by Pat Customer Quality Measures Customers
More informationChapter 3 02/18/1437. Foundations of Quality Management. Deming (1900-1993) Leaders in the Quality Revolution
Chapter 3 Foundations of Quality Management Evans & Lindsay (2014) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 8e 1 Leaders in the Quality Revolution W. Edwards Deming Joseph M. Juran Philip B. Crosby
More informationTotal Quality Management
Total Quality Management 1 Introduction Total Made up of the whole(or) Complete. Quality Degree of Excellence a product or service provides to the customer in present and future. Management Act, art, or
More informationThe Original Quality Gurus
The Original Gurus What is a quality guru? A guru, by definition, is a good person, a wise person and a teacher. A quality guru should be all of these, plus have a concept and approach quality within business
More informationQUALITY GURUS (part 1) Manuel Rincón, M.Sc. September 24th, 2004
(part 1) Manuel Rincón, M.Sc. September 24th, 2004 Lecture Outline I. Introduction to Quality Experts II. Quality Philosophies Americans PHILIP CROSBY EDWARD DEMING ARMOND FEIGENBAUN JOSEPH JURAN Japanese
More informationTotal Quality Management TQM Dr.-Ing. George Power. The Evolution of Quality Management
Total Management TQM Dr.-Ing. George Power The Evolution of Management The Evolution of Management Assurance Total Control Companywide Control Mass Inspection Control (Acceptance Sampling) 2 Evolution
More informationTOPIC 8 QUALITY OBJECTIVE. Quality
TOPIC 8 QUALITY Q Copyright Houghton Mifflin Company. All rights reserved. 8-1 OBJECTIVE What is Quality & Its Importance Total Quality Management (TQM) Dimensions of Quality Element of TQM TQM vs. Traditional
More informationQUALITY MANAGEMENT PHILOSOPHIES:
Chapter - 2 QUALITY MANAGEMENT PHILOSOPHIES: Introduction: Dr. Shyamal Gomes When we are trying to understand TQM movement fully, we must look the philosophical concepts of the masters who have shaped
More informationQuality Concepts. 1.1 Introduction. 1.2 Quality and Reliability Defined
1 Quality Concepts 1.1 Introduction Quality is perceived differently by different people. Yet, everyone understands what is meant by quality. In a manufactured product, the customer as a user recognizes
More informationIntroduction to Statistical Quality Control, 5 th edition. Douglas C. Montgomery Arizona State University
Introduction to Statistical Quality Control, 5 th edition Douglas C. Montgomery Arizona State University 3 Learning Objectives 4 1-1 Definitions and Meaning of Quality 1-1.1 The Eight Dimensions of Quality
More information1 Variation control in the context of software engineering involves controlling variation in the
1 Variation control in the context of software engineering involves controlling variation in the A) process applied B) resources expended C) product quality attributes D) all of the above 2 There is no
More informationTotal Quality Management
Total Quality Management Backgrounds &Concepts Anont Wonggasem Department of Industrial Engineering Faculty of Engineering Kasetsart University Agenda Quality Definition The Quality Evolution Managing
More informationClass Objectives. Total Quality Management. TQM Definitions. TQM Definitions. TQM Definitions. TQM Definitions. Basic concepts on TQM
Class Objectives Total Quality Management FScN 4131 Food Quality Basic concepts on TQM Compare TQM philosophies Describe the TQM process Total: Everyone should be involved Quality: customers should be
More informationContinuous Improvement Philosophies
Inputs Transformation Process Throughput Managing Operations: A Focus on Excellence Cox, Blackstone, and Schleier, 2003 Chapter 3 The Total Quality Management Philosophy: Managing Operations For Quality
More informationTotal Quality Management and Cost of Quality
Total Quality Management and Cost of Quality Evsevios Hadjicostas The International Quality movement Operator Quality Control Foreman (Supervisor) Quality Control Full-time Inspectors Statistical Quality
More informationContinuous Improvement From Incremental Changes to Monumental Leaps
Continuous Improvement From Incremental Changes to Monumental Leaps L Y N N M C K E E P r e s e n t a t i o n a t t h e C a l g a r y S o f t w a r e Q u a l i t y D i s c u s s i o n G r o u p S e p t
More informationChapter 1 Modern Quality Management and Improvement. Statistical Quality Control (D. C. Montgomery)
Chapter 1 Modern Quality Management and Improvement 許 湘 伶 Statistical Quality Control (D. C. Montgomery) Quality Control I 工 業 革 命 工 廠 量 產 市 場 競 爭 提 升 : 產 品 工 作 及 服 務 之 品 質 科 技 發 展 企 業 利 潤 品 質 Quality
More informationTopic 12 Total Quality Management. From Control to Management. Deming s Fourteen Points for TQM
Topic 12 Total Quality Management From Control to Management 1 Inspection Error detection of finished goods Rectification Reading guide: Chapter 20 (Slack et al, 2004) and MGT326 Slides/Handout 1 2 Quality
More informationChapter 2 ISO 9001:2008 QMS
Chapter 2 ISO 9001:2008 QMS For internal use of BSNL only Page 1 ISO 9001:2008 QMS Introduction Everyone wants to achieve profits. Profits can come by more sales with some profit margin and also by cutting
More informationUnderstanding the New Dynamics of Delivering Quality HR Services
Understanding the New Dynamics of Delivering Quality HR Services When it comes to HR service delivery, there are many aspects of quality that can impact an organization s employee satisfaction, engagement,
More information1 Introduction to ISO 9001:2000
Introduction to ISO 9001:2000 CHAPTER 1 1 Introduction to ISO 9001:2000 By the end of this chapter you should be able to: Describe the origins of quality management systems. Describe the potential benefits
More informationImproving Service Level Performance - Phoenix Process Quality Management
Improving Service Level Performance - Phoenix Process Quality Management If you re traveling on a Boeing or Airbus, drive a BMW, Mercedes, Citroen or Peugeot, banked with Deutsche Bank, used an NCR ATM,
More informationTOTAL QUALITY MANAGEMENT
VALLIAMAMI ENGINEERING COLLEGE DEPARTMENT OF MANAGEMENT STUDIES BA7104 TOTAL QUALITY MANAGEMENT UNIT I PART-A 1. Define Total Quality Management. Define manufacturing based view of quality. 2. What are
More informationEVOLUTION OF QUALITY CONCEPTS Here we detail how the definition of quality did evolve over time.
TOTAL QUALITY MANAGEMENT Quality is a relative term. It is generally used with reference to the end use of the product. The quality is defined as the fitness for use or purpose at the most economical level.
More informationQuality Systems Frameworks. SE 350 Software Process & Product Quality 1
Quality Systems Frameworks 1 What is a Quality System? An organization uses quality systems to control and improve the effectiveness of the processes used to deliver a quality product or service A Quality
More informationThe Importance of Project Quality Management. What Is Project Quality? The International Organization for Standardization (ISO)
Chapter 8 Project Quality Management November 17, 2008 2 The Importance of Project Quality Management Many people joke about the poor quality of IT products People seem to accept systems being down occasionally
More informationBARRIERS AND BENEFITS OF TOTAL QUALITY MANAGEMENT IN THE CONSTRUCTION INDUSTRY: EVIDENCE FROM TURKISH CONTRACTORS
7 th Research/Expert Conference with International Participations QUALITY 2011, Neum, B&H, June 01 04, 2011 BARRIERS AND BENEFITS OF TOTAL QUALITY MANAGEMENT IN THE CONSTRUCTION INDUSTRY: EVIDENCE FROM
More informationINTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING. Quality Gurus: Philosophy and Teachings
ISSN (ONLINE): 2321-3051 INTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING Abstract Quality Gurus: Philosophy and Teachings Mr.Rajan.M.Aole 1, Prof. Vinod S. Gorantiwar 2 Rajiv
More informationThe views expressed in this publication do not necessarily reflect the official views of the Asian Productivity Organization (APO) or any APO member.
First published in Japan by Leaf Square Hongo Building 2F 1-24-1 Hongo, Bunkyo-ku Tokyo 113-0033, Japan www.apo-tokyo.org 2015 The views expressed in this publication do not necessarily reflect the official
More informationQuality Management. Systems OPRE 6364 1
Quality Management Systems OPRE 6364 1 Topics to cover: Elements of TQM ISO 9000 family of standards (then and now) QS 9000 The Baldrige and Deming Awards Quality Management in Service Industries OPRE
More information*Quality. Management. Module 5
*Quality Management Module 5 * After WW2 Mid-1960 s USA: Huge domestic market, high capacity Price for competitive advantage Oversupply. Europe, Japan: Can t match US productivity & economies of scale
More informationQuality Data Analysis and Statistical Process Control (SPC) for AMG Engineering and Inc.
Quality Data Analysis and Statistical Process Control (SPC) for AMG Engineering and Inc. Olugbenga O. Akinbiola Industrial, Information and Manufacturing Engineering Morgan State University Baltimore Abstract
More informationChapter 8: Project Quality Management
CIS 486 Managing Information Systems Projects Fall 2003 (Chapter 8), PhD jwoo5@calstatela.edu California State University, LA Computer and Information System Department Chapter 8: Project Quality Management
More informationSALES TRAINING INTERNATIONAL LTD FACT SHEET. Six Sigma
Six Sigma This fact sheet introduces the Six Sigma quality technique, and presents action points for its implementation. Companies are increasingly adopting Six Sigma in a bid to improve the quality of
More informationProject Quality Management. Project Management for IT
Project Quality Management 1 Learning Objectives Understand the importance of project quality management for information technology products and services Define project quality management and understand
More informationREVIEW OF TOTAL QUALITY MANAGEMENT CONCEPT
JURNAL TEKNIK INDUSTRI VOL. 1, NO. 1, DESEMBER 1999: 12-17 REVIEW OF TOTAL QUALITY MANAGEMENT CONCEPT Daniel Indarto Prajogo Lecturer of Industrial Engineering Department Petra Christian University ABSTRACT
More informationDeming s 14 Points for the Transformation of Management
Deming s 14 Points for the Transformation of Management It is not necessary to change. Survival is not mandatory W. Edwards Deming 2008 E: info @ marval.co.uk Profile W.Edwards Deming was a world famous
More informationManaging Quality SCM 352. 2011 Pearson Education, Inc. publishing as Prentice Hall
6 Managing Quality SCM 352 Outline Global Company Profile: Arnold Palmer Hospital Quality and Strategy Defining Quality Malcolm Baldrige National Quality Award Cost of Quality International Quality Standards
More informationAssessing the Cost of Poor Quality
Assessing the Cost of Poor Quality Convincing OEMs to invest in preventive actions may be as simple as showing them the numbers. The key is to understand the costs associated with a poor quality system.
More informationMANAGING CHANGES FOR IMPLEMENTING TQM IN INNOVATION PROCESS
MANAGING CHANGES FOR IMPLEMENTING TQM IN INNOVATION PROCESS Cosmin DOBRIN The Bucharest Academy of Economic Studies, Bucharest, Romania cosmin.dobrin@man.ase.ro Ana-Maria STĂNCIUC The Bucharest Academy
More informationCertified Quality Improvement Associate
Certified Quality Improvement Associate Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is
More informationTraining As a Root Cause
Corrective Action Preventative Action Defining Alternatives to Training As a Root Cause Presentation Sponsors Corporate Quality Director at MME Group Inc ISO 9001:2008 & ISO 13485-:2003 Certified Customer
More informationPEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of
More informationLean Six Sigma Training The DMAIC Story. Unit 6: Glossary Page 6-1
Unit 6: Glossary Page 6-1 Glossary of Terms Unit 6: Glossary Page 6-2 Action Plan A technique that documents everything that must be done to ensure effective implementation of a countermeasure or improvement
More informationB Y A D I S S E R T A T I O N S U B M I T T E D I N P A R T I A L F U L F I L M E N T O F T H E R E Q U I R E M E N T S F O R T H E D E G R E E I N
I S O 9 0 0 1 : 2 0 0 0 QUA L I T Y M A N AG E M E N T I N A C O N S U LT I N G E N G I N E E R I N G C O M PA N Y B Y M A R K P I T O U T A D I S S E R T A T I O N S U B M I T T E D I N P A R T I A L
More informationQuality Management of Software and Systems: Continuous Improvement Approaches
Quality Management of Software and Systems: Continuous Improvement Approaches Contents Quality Improvement Paradigm (QIP) Experience Factory (EF) Goal Question Metric (GQM) GQM + Strategies TQM Definition
More information- White Paper - The Deming Guide to Quality. Point One Create Constancy of Purpose for Improvement of Product and Service
- White Paper - The Deming Guide to Quality By Christophe Barriere-Varju BvW Global Dr. Deming does not consider it as sufficient merely to solve problems, big or small. He seeks a major transformation
More informationTotal Quality Management
Total Quality Management William M. Norton MIS 462 - Systems Design, Implementation and Project Management October 25, 2005 Norton 2 TABLE OF CONTENTS INTRODUCTION... 3 DEFINING QUALITY... 3 Nine Dimensions
More informationUnit-5 Quality Management Standards
Unit-5 Quality Management Standards 1 THE ISO 9000 FAMILY ISO 9000: 2005 Identifies the fundamentals and vocabulary for Quality Management Systems (QMS) ISO 9001:2008 Specifies requirements for a QMS where
More informationENGR 1181 Lab 2: Quality and Productivity Lab
ENGR 1181 Lab 2: Quality and Productivity Lab - Preparation Material - - Report Guidelines Preparation Material 1. Overview of Quality and Productivity Lab The Quality and Productivity lab introduces various
More informationEight Leadership Principles for a Winning Organization. Principle 1 Customer Focus
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
More informationBriefing on ISO 9001, ISO. requirements
Briefing on ISO 9001, ISO 14001 & OHSAS 18001 requirements Going for ISO 9001 ISO 14001 OHSAS 18001 Quality, Environment, Health & Safety Certification IMS: Integrated Management System ISO 9001 -Quality
More informationTHE LSS PRIMER SOLUTIONS TEXT
THE LSS PRIMER SOLUTIONS TEXT 2007 by Bill Wortman - All rights reserved 2.1. Lean and six sigma share in common all of the following issues, EXCEPT: a. They both focus on continuous improvement b. They
More informationJUST IN TIME (JIT) CONTEXT A PHILOSOPHY, A PROCESS P6/341-I ORIGINS:
JUST IN TIME (JIT) Original written by professor José Luis Fernández at IE Business School. Original version, 22 January 2004. Last revised, 18 July 2008. Published by IE Publishing Department. María de
More informationIntroduction to Project Management
Introduction to Project Management Quality Management Quality Management Learning Objectives Develop a quality management plan. Perform quality assurance. Apply quality tools. 2 What is Quality? Institute
More informationEmployee Engagement in the Continuing and Long Term Care Sectors
in the Continuing and Long Term Care Sectors Get a grip on it Recent studies by both Watson Wyatt and Gallup showed that employee engagement is a leading indicator of performance. These and other studies
More informationTotal Quality Management
Total Quality Management 1 Chapter 12: Total Employee involvement 2 Human factor is very important in implementation of any process or principle. It is all the more important in Quality Management. Organization
More informationThe Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle
The Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle Göktaş Pinar, Çetinceli Esra Süleyman Demirel Üniversitesi Isparta Meslek Yüksekokulu,Isparta
More informationParadigms of Total Quality Management
Paradigms of Total Quality Management LIDIA MANDRU, LUCIAN PATRASCU, CLAUDIA-GEORGETA CARSTEA, AURELIAN POPESCU, OVIDIU BIRSAN Department of Mathematics, Informatics and Socio-Human Sciences *, George
More informationI. INTRODUCTION A. There are two aspects to an effective operating system: 1. Design 2. Control.
Operations Control Chapter 8 CHAPTER OUTLINE I. INTRODUCTION A. There are two aspects to an effective operating system: 1. Design 2. Control. B. Effective operations control is attained by applying the
More informationSkills Knowledge Energy Time People and decide how to use themto accomplish your objectives.
Chapter 8 Selling With a Strategy Strategy Defined A strategy is a to assemble your resources Skills Knowledge Energy Time People and decide how to use themto accomplish your objectives. In selling, an
More informationOPERATIONAL EXCELLENCE A KEY TO WORLD- CLASS BUSINESS PERFORMANCE
OPERATIONAL EXCELLENCE A KEY TO WORLD- CLASS BUSINESS PERFORMANCE NĂFTĂNĂILĂ Ion Academy of Economic Studies, Bucharest, Romania RADU Cătălina Academy of Economic Studies, Bucharest, Romania CIOANĂ Georgiana
More informationLuc Lafrance amemat@hotmail.com
An education oriented presentation of Mandatory Accreditation in Ontario Accreditation provided by OLA within Ontario and IQMH for out of province clients Luc Lafrance amemat@hotmail.com ISO 15189 model
More informationLiterature review on TQM
Literature review on TQM 1 Kamini Srinivasa Rao, 2 Dr Adimulam Yesu Babu 1 Asst.Professor, 1 Department of information technology 1 Bapatla Engineering college,bapatla 2 I/C Principal, 2 Department of
More informationTurnover. Defining Turnover
Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee
More informationMCQ: Unit -2: Operation processes
MCQ: Unit -2: Operation processes 1.What type of process would a Cement plant be most likely to use? a. Continuous flow b. Project c c. Job shop d. Flow shop 2. Process selection is primarily considered
More informationImplementation of a Quality Management System for Aeronautical Information Services -1-
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
More informationHRM. The importance of HRM. Why Human Resource Management (HRM) is important for organizations today to make
HRM The importance of HRM Why Human Resource Management (HRM) is important for organizations today to make their Human Resource into a competitive advantage Mr. CHUOP Theot Therith (2009), MBA, BIT, DPA
More informationThe Management System Track
The Management System Track 1. What Is It? 2. How Does It Relate to Certification Bodies? 3. How to Implement It? 1 Presenters Paul Grace, MS, CAE Executive Director, NBCOT Dale Cyr, MBA, CAE Executive
More informationQuality Management and International Standards
Quality Management and International Standards Content Quality and Strategy Defining Quality Total Quality Management Tools of TQM The Role of Inspection TQM in Services 2 Quality and Strategy Managing
More informationQuality Management Subcontractor QM Guide-Section Two
SECTION TWO QUALITY MANAGEMENT SYSTEMS Version No 1. PREFACE This document has been developed to assist subcontractors to meet Monaco Hickeys (MHPL) Quality Management (QM) requirements whilst working
More informationAdvanced Product Quality Planning APQP
ASQ Portland Section September 9 th PDX Section 607 Meeting Advanced Product Quality Planning APQP http://www.ramquniverse.com Roderick A. Munro, Ph.D. ASQ Fellow - CQE, CQA, CMQ/OE; Fellow CQI CQP; IRCA
More informationThe Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC
The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC Introduction Encouraged by the results of Six Sigma deployment at Motorola, AlliedSignal
More informationQuality. UK Goverment.Department of Trade & Industry. The quality gurus. What can they do for your company?
Quality. UK Goverment.Department of Trade & Industry. The quality gurus. What can they do for your company? Deming, Crosby, Juran, Moller...It may seem that every few years there emerges a new quality
More informationCHAPTER 1 HUMAN RESOURCE DEVELOPMENT
CHAPTER 1 HUMAN RESOURCE DEVELOPMENT HRD can be defined as a set of systematic and planned activities designed by an organization to provide its employees to generate and develop their competencies through
More informationProcess Quality. BIZ2121-04 Production & Operations Management. Sung Joo Bae, Assistant Professor. Yonsei University School of Business
BIZ2121-04 Production & Operations Management Process Quality Sung Joo Bae, Assistant Professor Yonsei University School of Business Disclaimer: Many slides in this presentation file are from the copyrighted
More informationAC 2012-4265: PROMOTING AWARENESS IN MANUFACTURING STU- DENTS OF
AC 2012-4265: PROMOTING AWARENESS IN MANUFACTURING STU- DENTS OF Dr. Merwan B. Mehta, East Carolina University Merwan Mehta, Ph.D., is Associate Professor at East Carolina University, Greenville, N.C.,
More informationIMPLEMENTING EMPLOYEE EMPOWERMENT
61-03-63 IMPLEMENTING EMPLOYEE EMPOWERMENT James A. Ward Total quality management (TQM) is built on the four cornerstones of customer focus, continuous process improvement, management leadership, and employee
More informationBackground information for the instructor to share with the students:
ESL Lesson 4.2: Quality in the Workplace Industry-related ESL for Manufacturing Background information for the instructor to share with the students: W. Edwards Deming, Philip Crosby, and Joseph Juran,
More informationBuild a Two-Tier TQM Model Beyond ISO 9000
Build a Two-Tier TQM Model Beyond ISO 9000 Yuan, Yu Rong ( 阮 有 榮 ) (also known as Nguyen Huu Vinh) Project Manager, Electronics and Opto-electronics Laboratories (EOL) of the Industrial Technology Research
More informationThe Baldrige Model. Prof. Yacov Kedem Dr. Edna Benshalom Mofet Institute, Israel
Quality Management in Institutes of Higher Education The Baldrige Model Prof. Yacov Kedem Dr. Edna Benshalom Mofet Institute, Israel The 4 th International Conference Education, Research and Development
More informationCreating the climate to get the most from your team
Creating the climate to get the most from your team Helping leaders to create high-performing organisations NOVEMBER 2011 SHARON CRABTREE MICHAEL DODDS About Hay Group Our objectives today Look at what
More informationDeveloping a Formidable Business / Continuous Improvement Methodology in Africa. By: Frederick O Popoola
Developing a Formidable Business / Continuous Improvement Methodology in Africa By: Frederick O Popoola INTRODUCTION The Challenge: How do Organizations survive in a competitive environment? Need to change
More informationChapter 2 Concept of Total Quality Management 4
Chapter 2 Concept of Total Quality Management 4 2.1 Introduction This chapter focuses on the identification of the concept of TQM on the basis of the literature review. Section 2.2 presents the concept
More informationChoosing Which Process Improvement Methodology to Implement
Choosing Which Process Improvement Methodology to Implement Mark Gershon Temple University A variety of methodologies are available for process improvement. These include Six Sigma, Lean Management, Lean
More informationPerformance Management
Performance Management www.eiilmuniversity.ac.in Subject: PERFORMANCE MANAGEMENT Credits: 4 SYLLABUS Concept of project quality Definitions of Quality and Grade, Features, Development of Quality as a Competitive
More informationQuality Perspective: Managing Software Development Projects
Economy Informatics, vol. 11, no. 1/2011 99 Quality Perspective: Managing Software Development Projects Felician ALECU Academy of Economic Studies, Bucharest, Romania alecu@ase.ro In order to better achieve
More informationImplementing an Implementation Strategy for ISO 15189:2012
Implementing an Implementation Strategy for ISO 15189:2012 Michael Noble MD FRCPC CMPT/POLQM University of British Columbia Vancouver BC Canada mnoble@mail.ubc.ca What is Quality Management? Quality Management
More informationPerformance Acceleration Management: A Way to Change Your Culture. By Dr. H. James Harrington May 1, 2013
Performance Acceleration Management: A Way to Change Your Culture By Dr. H. James Harrington May 1, 2013 Typical Comment "Every year we improve. I have data that proves this. Continuous improvement is
More informationBusiness Process Optimization w/ Innovative Results
Business Process Optimization w/ Innovative Results Sam DiSalvatore Introduction The principle of continuous process improvement is based on the belief that even excellent products and services can be
More informationThe Total Quality Approach to Quality Management: Achieving Organizational Excellence
The Total Quality Approach to Quality Management: Achieving Organizational Excellence Alessandro Anzalone, Ph.D. Hillsborough Community College, Brandon Campus 1. What is Quality? 2. The Total Quality
More informationStrategic Choices and Key Success Factors for Law Firms June, 2010. Alan Hodgart
Strategic Choices and Key Success Factors for Law Firms June, 2010 Alan Hodgart The Association of Danish Law Firms 1 Huron Consulting Group Inc. All rights reserved. Huron is a management consulting firm
More informationInternal Reputation Assessment
index Introduction 1 Problems with current tools 3 Why is internal reputation important? 4 What is Assessmen and what are its benefits? 4 How does it work and what does it measure? 5 Map of the dimensions
More informationData Quality Governance: Proactive Data Quality Management Starting at Source
Data Quality Governance: Proactive Data Quality Management Starting at Source By Paul Woodlock, Clavis Technologies About the Author: Paul Woodlock is a business process and management expert with nearly
More informationNorthwards Housing s Communications Strategy 2014-16
Northwards Housing s Communications Strategy 2014-16 Executive Summary 1. The purpose of this strategy is to ensure a fully integrated approach to communications; one which is aligned with Northwards business
More informationMANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY
MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY THE COMPANY Established in Hong Kong in 1963. Mandarin Oriental Hotel Group is an international hotel investment and management group operating ten hotels in
More information1. Dream, Mission, Vision and Values
1. Dream, Mission, Vision and Values This document constitutes Chapter 1 of the Fundamental Texts of CGI Group Inc. It begins with the mission statement of the company and is followed by the vision, the
More informationThe Body of Quality Knowledge
Introduction According to Dr. Juran every profession needs a body of knowledge as one of the foundations that defines the profession and provides the basis for regulation of the profession. The Body of
More information