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INTRODUCTION TO TQM

QUALITY

o The ability of a product or service to consistently meet or exceed


customer expectations

Conforming to specification

Fitness for use

Customer satisfaction

Delighting the customer

Enchanting the customer


DIMENSIONS OF QUALITY (GOODS)

Performance Main characteristics of the product


Aesthetics Appearance, feel, smell, taste
Special features Extra characteristics
Conformance How well a product corresponds to
design pattern
Reliability Consistency of performance
Durability The useful life of the product
Perceived quality Indirect evaluation of the quality
Serviceability Handling of complaints or repairs
DIMENSIONS OF QUALITY (SERVICE)

Tangibles The physical appearance of facilities, equipment,


personnel and communication materials
Convenience The availability and accessibility of service

Reliability Consistency of performance


Responsiveness The willingness of service providers to help
customers to deal with problems
Time The speed with which the service is delivered
Assurance The knowledge exhibited by personnel who come into
contact with customer and their ability to convey trust
and confidence
Courtesy The way customers are treated by employees
10 PRINCIPLES OF QUALITY MANAGEMENT
Vision based

Customer focused

Prevention oriented

Scientifically approached

Process given more importance than end results

Data based analysis

Continuous improvement strategies

Cost conscious attempt

Documentation for traceability

Reward / recognition assured


DRIVERS OF QUALITY
If quality management principles are to be followed in industries,
one or more of the following drivers are essential:

Competition in the market

Knowledge explosion

Threat for survival

Demand from stakeholders

Promise of greater profit

Desire to do better
DETERMINANTS OF QUALITY

Quality of design Intension of the designers to include or exclude


features in a product or service (Quality in car design)

Quality of conformance The degree to which goods or services conform


to the intent of the designer (Performance of tube light)

Ease of use The determination of quality does not stop once the product
or service has been sold. User instruction is important (Earlier SIEMENS
mobile set)

Service after delivery For a variety of reasons, products do not perform


as expected. It is important to bring the product or service up to the
standard (Replacing problematic device)
QUALITY STATEMENT
Vision statement a short declaration of what the organization
hopes to be tomorrow.

It creates the commitment, the motivation and the driver for


initiating the mission, objectives, projects, and tasks necessary
to realize the vision.

Mission statement a statement of purpose who we are? who


are our customers? what we do? How we do it?
QUALITY STATEMENT
Objectives
This will based on why the department exists and what are its
broad expected outcome.

Goals
In planning based on the objectives, it is required to seat goals.

Targets
Targets make individuals more comfortable with what he has
to do within the time frame.

Action plans
Action plans help in systematic study and presentation of the
process to achieve the targets.
MEANING

What will the organization be in 10 years? Vision

How to reach? Mission

Why the department exists and Objects


what are its broad expected outcomes?

Specific (S), measurable (M), attainable (A), realistic (R) and Goals
time-bound (T) breakup of expected outcome of the department

Breakup of the above to individual specific, short-term outcome Targets

What to do, how to do and sequencing of actions of every individual Action plan
VISION OF AIUB

AIUB envisions promoting


professionals and excellent
leadership catering to the
technological progress and
development needs of the country.
MISSION OF AIUB

AIUB is committed to provide quality


and excellent computer-based academic
programs responsive to the emerging
challenges of the time.

It is dedicated to nurture and produce


competent world class professional
imbued with strong sense of ethical
values ready to face the competitive
world of arts, business, science, social
science and technology.
TQM
Total - made up of the whole
Quality - degree of excellence a product or service
provides
Management - act, art or manner of planning,
controlling, directing,.

Therefore, TQM is the art of managing the whole to


achieve excellence.
Total Quality Management is a philosophy that involves
everyone in an organization in a continual effort to
improve quality and achieve customer satisfaction

Total Quality Management


TYPES OF CUSTOMER

External and Internal customers

External current, prospective and lost customers

Internal Every person in a process is a customer of the


previous operation. (applies to design, manufacturing, sales,
supplies etc.) [Each worker should see that the quality meets
expectations of the next person in the supplier-to-customer
chain]

TQM is commitment to customer-focus - internal and external


customers.
CUSTOMER - SUPPLIER CHAIN

Inputs from Outputs to


external customers external customers

Internal customers
INTERNAL CUSTOMERS

Student

Ministerial
Teacher
Technical Staff
Staff
EXTERNAL CUSTOMERS

Government
Society

Funding
Educational
Institutions Organizations

Parents

Industries
Evolution of TQM

Quality Quality
Inspection TQM
Control Assurance
EFFECTS OF POOR QUALITY

Low customer satisfaction

Low productivity

Low morale of workforce

Delay in shipping

High repair costs

Higher inventory costs

Greater waste of material

Greater waste of time


BENEFITS OF TOTAL QUALITY MANAGEMENT

Many industries, service organizations implemented TQM systems.


The benefits are:

Reduction in complaints from customers, both internal and


external.
Reduction in costs of the product. Higher profit margin

Reduction in production time.

Increased system efficiency and effectiveness.

Increased morale (confidence) of workmen.

Increased customer satisfaction.


BENEFITS

Customer
satisfaction
System
Increase efficiency
Morale of
in
workmen

Costs
Decrease Complaints
in
Production time

FIG. Benefits of Quality systems


Effect of TQM

Improve System and human component

Increase Productivity (less rejects, faster job)

Improve Quality of Products

Lower Costs and Higher Profit

Business Growth, Jobs, Investment


Quality Gurus
W. Edwards Deming
Developed courses during World War II to
teach statistical quality-control techniques to
engineers and executives of companies that
were military suppliers
After the war, began teaching statistical
quality control to Japanese companies
Phillip Crossby
Joseph M. Juran
Followed Deming to Japan in 1954
Focused on strategic quality planning
Common tips from Quality Gurus
No shortcut
Commitment of top
Extensive training
participation

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