total quality management - kathrina doria.ppt

8/17/2019 TOTAL QUALITY MANAGEMENT - KATHRINA DORIA.ppt

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TOTAL QUALITYMANAGEMENT

MARIA KATHRINA CARLA P. DORIA


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INTRODUCTION

This chapter helps us to develop and understanprinciples of TQM and its subtopics for today’s h

copetitive business environent!


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TOT"# QU"#IT$M"N"%&M&NT

Total Quality Manageent is a set of organi'ational practices (ithi

the copany e)uip to ensure that the copany is consistently eetse*ceeds their custoer’s e*pectation! It’s ain use to iprove theiinternal processes and increase the custoer satisfaction!


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+ ,RINCI,#&- O. TOT"#

QU"#IT$ M"N"%&M&NT• Custoer/focused!

The customer ultimately determines the level of qualitywhether the eorts are worthwhile.

• &ployee Involveent!

All employees are participating in working towards a cogoal. The kind of performance will be met through omthe fear from the workplace and the management alloemployees exercised their employees’ empowerment.


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• ,rocess/Centered!

A desired result is achieved more eiciently when related resources andactivities are managed as a process. A process is a series of steps thatinputs from suppliers internal or external! and transforms them into o

that are delivered to customers again" either internal or external!. Threquired to carry out the process are de#ned" and performance measucontinuously monitored in order to detect unexpected variation.

• Integrated -yste!

$veryone must understand the vision" mission and philosophy because itonly de#ne their dream" set their goals and de#ne ways to meet those %y integrating those terms" the management developed practical waysabout needed changes in the workplace such as open communication

between the customer" management and employees and lastly" businesperformance must be monitored.

• -trategic and -ysteatic "pproach!

&n this aspect" formulation of a strategic plan is needed that integrates qas core component in order to achieve the company’s goals" vision andmission.


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• Continual Iproveent!

&t drives the organi'ation to be more competitive and become more eecmeeting the client’s expectations.

•

.act/based Decision Ma0ing! &n order to know how well an organi'ation is performing" data on perfor

measures are necessary and by collecting and analy'ing data" it improdecision making accuracy" achieve consensus" and allow prediction baspast history

• Counications!

$ective verbal and non(verbal communication are vital in the workplacebecause it maintained the morale and in motivating the employees at a


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,RO- "ND CON-

• "dvantages

#o(ers ,roduction Costs!

• A Total )uality *anagement program eliminates defects and waste" which redproduction costs in a business. As teams gather to identify and eliminate weakthe business" the company continues to en+oy reduced costs and higher pro#t.improvement teams can eliminate defects" reduce lead time and identify reduin the production process that can signi#cantly add to the pro#t the company

&ployee ,articipation!

• ,nce workers understand their participation and involvement in Total )uality*anagement is essential to its success" morale and productivity improve. -orbecome empowered through participation on quality improvement teams. %uscan improve morale further by recogni'ing improvement teams that make mechanges in the production process to reduce or eliminate waste.


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Disadvantages1&ployee Resistance!Total )uality *anagement requires change in mindset" attitude and metperforming their +obs. -hen management does not eectively communiteam approach of Total )uality *anagement" workers may become fear

which leads to employee resistance. -hen workers resist the program" ilower employee morale and productivity for the business. ,roduction Disruption!&mplementing a Total )uality *anagement system in a company requireextensive training of employees. The employee training includes instrucproblem solving techniques and the tools to evaluate a process and idenweaknesses such as statistical controls" diagrams and brainstormingtechniques. uring the initial training period" productivity can decline. *

for quality improvement teams also take workers away from their dutiesalso reduce productivity. -hile the improvements do reduce lead time" e


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2&N&.IT-

• /trengthened competitive position.

• 0igher productivity.

• &mproved employees morale

• &mprove and innovative processes


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R&.&R&NC&-1

• A/). 1$xcerpted from The 2erti#ed *anager of )uality 3 ,rgani'ational $xc0andbook" pages(456(4547 ate retrieved8 ecember 9" 4:6;

http833asq.org3learn(about(quality3total(quality(management3overview3overvie

• isadvantages of Total )u*anagement /trategies7. ate retrieved8 ecember 9 "4:6;

http833smallbusiness.chron.com3advantages(disadvantages(total(quality(manastrategies(4469:.html

• A/). 1Total )uality *anagement %ene#ts 1ate retrieved8 ecember 9" 4:6

http833asq.org3learn(about(quality3total(quality(management3overview3tqm(ges.html
http://asq.org/learn-about-quality/total-quality-management/overview/overview.htmlhttp://smallbusiness.chron.com/advantages-disadvantages-total-quality-management-strategies-22160.htmlhttp://smallbusiness.chron.com/advantages-disadvantages-total-quality-management-strategies-22160.htmlhttp://asq.org/learn-about-quality/total-quality-management/overview/tqm-gets-results.htmlhttp://asq.org/learn-about-quality/total-quality-management/overview/tqm-gets-results.htmlhttp://asq.org/learn-about-quality/total-quality-management/overview/tqm-gets-results.htmlhttp://asq.org/learn-about-quality/total-quality-management/overview/tqm-gets-results.htmlhttp://smallbusiness.chron.com/advantages-disadvantages-total-quality-management-strategies-22160.htmlhttp://smallbusiness.chron.com/advantages-disadvantages-total-quality-management-strategies-22160.htmlhttp://asq.org/learn-about-quality/total-quality-management/overview/overview.htmlhttp://asq.org/learn-about-quality/total-quality-management/overview/overview.html

total quality management - kathrina doria.ppt

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