future of tqm
DESCRIPTION
the future of total quality managementTRANSCRIPT
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FUTURE OF
TQM
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3 GREESHMA HUSSAM KAVIN NAGARAJAN SRI TEJA
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Introduction:
• The quality management has gone through several transformations to reach the present stage.
• In the past, controlling quality meant that the product had to be inspected after it was produced to check whether it met all the specifications or not.
• The transformation from inspection mode to prevention mode is considered to be a very important step in building quality from the very beginning or start of the manufacturing process.
INTRODUCTION
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TRENDS THAT IMPACT QUALITY MANAGEMENT
Demanding Customers : Accelerating sales and market shares that companies enjoy today is an unflagging responsiveness to the demanding global customers
Shifting Customer Value Expectations: Customers want an excellent product from an organization that provides accurate billing, reliable delivery and after-purchase support
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TRENDS THAT IMPACT QUALITY MANAGEMENT
Opposing Economic Pressures: Higher quality and lower prices for customers is the reduction of the expenses
New management approaches: This approach to business improvement become increasingly estranged from customers, employees and suppliers
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QUALITY MANAGEMENT FOR THE FUTURE
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COMPETITIVE ORGANIZATIONS IN THE FUTURE
• Make quality the epicentre of increasing revenue growth and competitive leadership
• Innovate in product and service leadership and cycle-time management
• Develop effective suppliers partnerships• Create a seamless quality value network among
customer, producer and supplier relationship• Achieve complete customer satisfaction by offering
essentially perfect goods• Provide environmental and safety leadership
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COMPETITIVE ORGANIZATIONS IN THE FUTURE
• The healthcare industry’s need is fuelling the growth of integrated quality management systems (IMS) to find the correct balance between quality, risk, environmental and social responsibility costs and efficiencies.
• The lightning speed at which technology is changing products, services and delivery methods requires large organizations to be ever more adaptable and agile.
• The challenge for quality managers moving into the future is largely about allowing for change in a field that relies on constants.
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FUTURE QUALITY MANAGERS
• The quality manager’s role is shifting from sitting in the quality office telling employees the defect to helping employees find the root cause of the defect
• Working in partnership to find solution, and implementing that solution
• They must ensure that the employees understand the effects of both the defects and the solution
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WHY QUALITY MANAGEMENT SYSTEM HAS FAILED? Lack of Vision
• Lack of clarity in business objectives • No urgency for growth • Lack proper understanding of customers and competition
Lack of Management Support • Lack of understanding/interest in quality concepts within the organization • Lack of interest/commitment from top management • Weak management and leadership • Failure to allocate proper resources
Incorrect timing • Implementation of a QMS without building the quality culture
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WHY QUALITY MANAGEMENT SYSTEM HAS FAILED?• Incorrect approach
• Not properly understanding customer demands
• Lack of review & recognition mechanisms • Failure to define objectives that link QMS
strategically with business goals • Failure to train the improvement team • QMS stakeholders not fully engaged
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INFLUENCING FACTORS FOR THE FUTURE OF TQM
• The approach used was that of Strauss and Corbin (1990) where theory is viewed as being constructed over time to form a body of knowledge.
• The approach suits the current body of TQM knowledge that often is not suitable for more hypo-deductive style research.
• The factors were divided into two broad categories, namely internal and external influencing factors for the future of TQM.
• Internal refers to issues within the TQM movement• External refers to issues in the environment in which
TQM is placed
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EXTERNAL TQM DRIVERS
Extrapolation
Paradigm Shifts
INTERNALTQM DRIVERS
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EXTERNAL TQM DRIVERS
Technology
Markets
Environmental drivers
EXTERNALTQM DRIVERS
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CONCLUSION Quality management has assumed that building quality into
everything that is done is very fundamental have embraced new philosophies in managing quality on an on-going basis.
Unfortunately, for many, TQM had been a fad and it is no more relevant for them to achieve competitiveness.
They started chasing new concepts and trends such as re-engineering, benchmarking, ERP, e-business, e-commerce, etc.
Organisations want quick results through shortcut methods. Going through a TQM route may take longer but it could ensure that a strong culture for quality is built.