1、1,Total Quality Management,Part I: Content and Process,2,Outline,Introduction What is Quality? How is Quality Management developed?TQM content What is TQM & MBNQA? Who are the quality gurus? The uniqueness of TQMTQM process Case study The process of TQMTQM Pitfalls and how to avoid them,3,Key Dimens
2、ions of Product Quality,Performance Features Reliability Conformance Durability Serviceability Aesthetics Perceived quality,The efficiency with which a product achieves its intended purpose,Attributes that supplement the products basic performance,Consistent performance,Meet certain numeric specific
3、ations,Degree of tolerating stress or trauma without failing,The ease of repair and maintenance,Subjective sensory characteristics such as taste, feel, sound, look,Customer opinion,4,Key Dimensions of Service Quality,Tangibles Reliability Responsiveness Assurance Empathy,Physical appearance of the s
4、ervice facility, the equipment, the personnel and the communication materials,Ability of the service provider to perform the promised service dependably and accurately,Willingness of the service provider to be helpful and prompt in providing service,Knowledge and courtesy of employees and their abil
5、ity to inspire trust and confidence,Desires caring and individualized attention from service provider,5,Ways Quality Improves Productivity,6,Sand Cone Model (De Meyer & Ferdows 1990, 9, No.2:168-184, JOM),Quality,Dependability +Q,Speed + D +Q,Flexibility + Q + D + S,Cost + Q + D+ S+F,7,Development o
6、f Quality Mgt,Quality Inspection（QI） Quality Control（QC） Quality Assurance（QA） Total Quality Management（TQM）,8,Quality Inspection,Operator is responsible for inspection (1800-1900s)Supervisor is responsible for inspection (1900-1920s)Inspector is responsible for inspection (1920-1930s),9,Quality Con
7、trol,20s of last century, W.A. Shewhart advocated the concept of control and prevention Plot quality control charts according to the inspection and test results Initiate remedy to eliminate problem cause and to prevent its recurrence.,10,Quality Assurance,Assure quality through systematic efforts Fo
8、cus on activities related to product quality ISO9000,11,Total Quality Management,1960s，A.U. Feigenbaum proposed the concept,12,The Flow of Activities,Organizational PracticesLeadership, Mission statement, Effective operating procedures, Staff support, TrainingYields: What is important and what is to
9、 be accomplished,13,Primary Concern,InspectionQuality ControlQuality AssuranceTotal Quality Management,-Detection-Control-Coordination-Strategic Impact,14,Emphasis,InspectionQuality ControlQuality AssuranceTotal Quality Management,- Product Uniformity- Product uniformity with reduced inspection - En
10、tire production chain, from design to market - The market and consumer needs,15,Methods,InspectionQuality ControlQuality AssuranceTotal Quality Management,- Gauging and measurement- Statistical tools and techniques - Programs and systems- Strategic planning, goal setting, and mobilizing the organiza
11、tion,16,Role of Quality Professionals,InspectionQuality ControlQuality AssuranceTotal Quality Management,- inspection, sorting, counting and grading - troubleshooting and the application of statistical tools - quality measurement, quality planning, and program design - goal setting, education and tr
12、aining, consultative work with other departments, and program design,17,Who Has Responsibility for Quality,InspectionQuality ControlQuality AssuranceTotal Quality Management,- The inspection department- The manufacturing and engineering department - All departments, although top management is only p
13、eripherally involved in quality policies - Everyone in the organization, with top management exercising strong leadership,18,Orientation and Approach,InspectionQuality ControlQuality AssuranceTotal Quality Management,- “inspects in” quality- “controls in” quality- “builds in” quality- “manages in” q
14、uality,19,Total Quality Management,Encompasses entire organization, from supplier to customerStresses a commitment by management to have a continuing, company-wide drive toward excellence in all aspects of products and services that are important to the customer,20,Definition (Dean & Bowen 1994 Vol.
15、 19 No.3 AMR),TQ is not simply a hodepodge of slogans and tools it is a set of mutually reinforcing principles Each principle is supported by a set of practices and techniques All of which are ultimately based on fulfilling customers needs,21,Focus on work process,TQM,HOUSE OF TQM (Hackman & Wageman
16、 40(1995), p309-342 ASQ),Quality,People,organization,Analysis of variability,Management by fact,Learning & Continuous Improvement,Senior Manager,22,Leadership,HR management,Strategic Planning,Business Results,Information & Analysis,Customer Focus,Process management,x1,x8,x9,x10,x11,x12,x13,x14,x2,x3
17、,x4,x5,x6,x7,Customer needs,MBNQA,23,The Critical Success Factors of TQM,Customer focus, continuous improvement and teamwork (Dean & Bowen 1994) Open culture, executive commitment, and empowerment (Powell 1995) Leadership, Strategic Planning, Customer Focus, Information & Analysis, HR management, an
18、d Process management (MBNQA),24,Leadership (item samples) (Flynn et al., 2001, JOM),Management creates and communicates a vision focused on quality management Management provides personal leadership for quality products and quality improvement The top priority in evaluating management is quality per
19、formance Our management strongly encourages employee involvement in the production process All major department heads within our plan accept their responsibility for quality,25,Strategic Quality Planning,We have a formal strategic planning process, which results in a written mission, long-range goal
20、s and strategies for implementation We have a regular system of monitoring plant performance against formal criteria company strategy We have a well developed operation strategy,26,Customer & Market Focus,We strive to be highly responsive to our customers needs We regularly survey our customers requ
21、irements Customer requirements are thoroughly analyzed We actively involve customers in the product design process,27,Information & Analysis,Information on quality performance is readily available to employees We extensively use charts to show quality performance We use statistical methods to recogn
22、ize the source of problems We use benchmarking to gauge the performance gaps between us and competitors We regularly collect quality performance data for analysis,28,Human Resources Management,We are encouraged to make suggestions for improving performance Many useful suggestions are implemented in
23、our company We form teams to solve problems Employees receive training and development in workplace skills, on a regular basis Im proud to tell others that I am part of this organization,29,Process Management,We dedicate a portion of everyday solely maintenance for achieving quality and schedule com
24、pliance We have well established methods to measure and analyze quality of our products and services We conduct regular process audits We make extensive use of statistical techniques to monitor and reduce variance in processes Housekeeping is maintained to ensure the plant is neat and tidy, and tool
25、s/materials are readily accessible,30,Business results,Company specific results (e.g., JIT) Financial and market results (e.g., unit costs of manufacturing) Customer satisfaction results Employee satisfaction index Supplier performance,31,Drivers of Quality Management,Profit driven Customer driven E
26、xcellence driven Competition driven Survival driven Image driven,32,Some programs related to QM,5S Kaizen Total Preventive Maintenance (TPM) Quality Control Circle (QCC) ISO9000/ISO14000/QS9000 Total Quality Management (TQM) Statistical Process Control (SPC) Six Sigma,33,Malcom Baldrige National Qua
27、lity Award (MBNQA),Established in 1988 by the U.S. government Designed to promote TQM practices Recent winners The Bama Companies, Kenneth W. Monfort College of Business, Caterpillar Financial Services, Baptist Hospital, Clarke American Checks, Los Alamos National Bank,34,MBNQA and HKMA Award Criter
28、ia Framework,2.0Strategic Planning,3.0Customer and Market Focus,5.0 Human resourceDevelopment and Management,6.0 ProcessManagement,1.0Leadership,7.0 Business Results,4.0 Information and Analysis,35,MBNQA Framework,2.0Strategic Planning,3.0Customer and Market Focus,5.0 Human resourceDevelopment and M
29、anagement,6.0 ProcessManagement,1.0Leadership,7.0 Business Results,4.0 Information and Analysis,Flynn et al. (2001),36,Baldrige Criteria,Applicants are evaluated on:,37,2006 applications http:/www.quality.nist.gov/,Manufacturing (3) Service (4) Small Business (8) Health Care (45) Education (16) Nonp
30、rofit (10),38,Receive Applications,Stage 1 Independent Review,Select for Consensus Review Judges,Stage 2 Consensus Review,Select for Site Visit Judges,Review & Recommend Winners Judges,Stage 3 Site Visit Review,MBNQA process,39,40,Leading Contributors to Quality Theory,W. Edwards Deming Joseph M. Ju
31、ran Kaoru Ishikawa Armand Feigenbaum Philip Crosby Genichi Taguchi The Rest of the Pack Robert C. Camp Tom Peters Michael Hammer and James Champy,41,W. Edwards Deming,Preeminent Authority W. Edwards Deming was widely accepted as the worlds preeminent authority on quality management prior to his deat
32、h on December 24, 1993. Deming gained credibility because of his influence on Japanese and American industry. Contributions Fourteen Points for Management The Seven Deadly Diseases Emphasized “continual never-ending improvement.”,42,W. Edwards Deming,Born 1900; died 1993 Engineer & physicist Credite
33、d with teaching Japan quality control methods in post-WW2 Used statistics to analyze process His methods involve workers in decisions,43,Demings concept of Quality,Customer demand drives pursuit of qualityQuality is a never-ending journeyPoor quality is not due to labor but system problems,44,Deming
34、 proposes 14 points that outline the changes in organization and managerial approaches to decision making that are needed to achieve a high level of success in quality. According to Deming, management must do the following,45,Demings 14 points,Constancy of purpose Adopt a new philosophy Cease mass i
35、nspection Stop award business based on price tag Constantly improve the system Institute training on job Improve leadership,8. Drive out fear 9. Break down barriers between departments 10. Eliminate slogans 11. Eliminate work standards 12. Remove barriers to pride 13. Institute education and self-im
36、provement 14. Put everybody to work,46,Joseph M. Juran,Jurans Approach Juran tends to take a more strategic and planning-based approach to improvement than does Deming. Juran promotes the view that organizational quality problems are largely the result of insufficient and ineffective planning for qu
37、ality. Key Contributions Juran Trilogy Control versus Breakthrough Project-by-Project Improvement Pareto Analysis,47,Joseph M. Juran,The Juran Trilogy: Three basic processes that are essential for managing to improve quality.,Planning,Improvement,Control,48,Joseph M. Juran,Control versus Breakthroug
38、h According to Juran, control is a process-related activity that ensures processes are stable and provides a relatively consistent outcome. Control involves gathering data about a process to ensure that the process is consistent. Breakthrough improvement implies that the process has been studied and
39、 some major improvement has resulted in large, nonrandom improvement to the process. It is important to understand that control and breakthrough-related activities should occur simultaneously.,49,Joseph M. Juran,Project-by-Project Improvement Juran teaches that improvement in organizations is accomp
40、lished on a project-by-project basis “and in no other way.” The project-to-project approach advocated by Juran is a planning-based approach to quality improvement. Managers must prioritize which project will be undertaken first based on financial return. This means that analysts must use the languag
41、e of management, that is, money, in order to help determine which projects should be undertaken.,50,Joseph M. Juran,Pareto Analysis Joseph Juran identified an economic concept that he applied to quality problems. The economic concept is called Paretos law or the 80/20 rule. Using Paretos law, we see
42、 that the majority of quality problems are caused by relatively few causes.,51,Kaoru Ishikawa,Ishikawas Primary Contributions Perhaps Ishikawas greatest achievement was the development and dissemination of the basic seven tools of quality (B7). As the developer of these tools, Ishikawa is credited w
43、ith democratizing statistics. Ishikawa felt that to be successful, firms must make everyone responsible for statistical analysis and interpretation.,52,Kaoru Ishikawa,Ishikawas Quality Philosophy Ishikawa spent his life working to improve quality in Japan. His ideas were synthesized into 11 points t
44、hat made up his quality philosophy. Ishikawa is often overlooked in the U.S.; however, every firm that pursues quality improvement will use his tools.,53,Kaoru Ishikawas 11 points,Quality begins with education and ends with education. The 1st step in quality is to know the requirements of the custom
45、er. The ideal state of quality control is when inspection is no longer necessary. Remove the root causes, not the symptoms. Quality control is the responsibility of all workers and all divisions Do not confuse the means with the objectives,Put quality first and set your sights on long-term objective
46、s. Marketing is the entrance and exist of quality Top management must not show anger when facts are presented to subordinates 95% of the problems in a company can be solved by the seven tools of quality control. Data without dispersion information case false data.,54,Armand Feigenbaum,Feigenbaums pr
47、imary contribution to quality thinking in America was his assertion that the entire organization should be involved in improving quality. He was the first in the U.S. to move quality from the offices of the specialists back to operating workers. This occurred in the 1950s. Contributions Three-step p
48、rocess to improving quality. Four deadly sins that impede quality improvement. Nineteen steps for improving quality.,55,Armand Feigenbaum,Feigenbaum proposes a three-step process to improving quality.,Quality Improvement,Organizational Commitment,Quality Technology,Motivated by leadership,Includes s
49、tatistics and machinery that can improve quality,Includes everyone in the quality struggle,56,Armand Feigenbaum,Four Deadly Sins (Major Impediments to Improving Quality) Hothouse quality refers to those quality programs that receive a lot of hoopla and no follow-through. Wishful thinking occurs with
50、 those who would pursue protectionism to keep American firms from having to compete on quality. Producing overseas is a panacea sometimes undertaken by managers who wish that out of sight, out of mind could solve quality related problems. Confining quality to the factory means that quality has historically just been viewed as a shop floor concern.,
