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Diploma in Office Management & Administration

Total Quality Management

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

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 is involved 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 exceed customer expectations.

Principles of TQM
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.

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.

TQM Techniques
Following are the most commonly used tools and techniques Benchmarking is method of comparing company s 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. Lean Six Sigma is combination of Six Sigma and Lean Manufacturing concept 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.

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 process of 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.

12-stage approach to benchmarking


1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Select subject Define the process Identify potential partners Identify data sources Collect data and select partners Determine the gap Establish process differences Target future performance Communicate Adjust goal Implement Review and recalibrate

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/she would 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.

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 of specific opportunities, funding the project and selling the ideas to the organization for the purpose of gaining demonstrated value from the process.

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.

Methods of Six 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.

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.

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. This phase may require simulations. Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

Session 22 Presentations by students on Total Quality Management

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