Introduction & ImplementationIntroduction & Implementationof TQMof TQM

By -Fuad Al- RuhailiBy-Mohammed Al-hosawi

Talal Al Hawsawi-Talal Al-Hawsawi

-Mohammed Al-Otaibi

Mohammed Alqahtani

OO

History

Presentation OutlinePresentation Outline

History

TQM Defined

Q OTQM Objective

Principles of TQM

The Concept of Continuous Improvement by TQM

Implementation Principles and Processes

Steps in Managing the Transition

Conclusion

Hi tHi t

TQM is an approach that originated in the 1950's and

HistoryHistory

TQM is an approach that originated in the 1950 s and has steadily become more popular since the early 1980's.

It is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfycustomers with products and services that satisfy their needs.

The culture requires quality in all aspects of the q q y pcompany's operations, with processes being done right the first time and defects and waste eradicated from operationsfrom operations.

Hi tHi t

TQM i th d b hi h

History…History…

TQM, is a method by which management and employees can b i l d i th tibecome involved in the continuous improvement of the production of

d d igoods and services.

TQM D fi dTQM D fi d

TQM i t

TQM DefinedTQM Defined

TQM is a management philosophy that seeks to i t t ll i ti lintegrate all organizational functions to focus on meeting

t d dcustomer needs and organizational objectives.

TQM Obj tiTQM Obj ti

“D th i ht thi i ht th fi t

TQM ObjectiveTQM Objective

“Do the right things, right the first time, every time".

TQM is the foundation forTQM is the foundation forTQM is the foundation for TQM is the foundation for activitiesactivities

• Examples:• Commitment by senior

management and all employees

TQM is the foundation forTQM is the foundation forTQM is the foundation for TQM is the foundation for activitiesactivities

E l• Examples …….• Meeting customer requirements • Reducing development cycle

times • Employee involvement and

empowermentempowerment

TQM is the foundation forTQM is the foundation forTQM is the foundation for TQM is the foundation for activitiesactivities

E l• Examples …...Recognition and celebration

TQM is the foundation forTQM is the foundation forTQM is the foundation for TQM is the foundation for activitiesactivities

E l• Examples…..• Challenging quantified

goals and benchmarking

TQM is the foundation forTQM is the foundation forTQM is the foundation for TQM is the foundation for activitiesactivities

This shows that TQM must be practiced pin all activities, by all personnel, ex. Manufacturing, Marketing, g gEngineering, R&D, HR….

P i i l f TQMP i i l f TQMPrinciples of TQMPrinciples of TQM

- Management Commitment Plan DoDoCheckAct

P i i l f TQMP i i l f TQMPrinciples of TQM…...Principles of TQM…...

- Fact Based Decision Making Using statistical toolsStatistical process controlStatistical process control

Principles of TQM…...Principles of TQM…...

- Employee Empowerment Training Suggestion scheme Measurement and recognition Excellence teams

P i i l f TQMP i i l f TQMPrinciples of TQM …..Principles of TQM …..

- Continuous Improvement Systematic measurement Excellence teamsExcellence teams Cross-functional process managementmanagement Attain, maintain, improve t d dstandards

P i i l f TQMP i i l f TQMPrinciples of TQM …..Principles of TQM …..

- Customer Focus Supplier partnership Service relationship withService relationship with internal customers Never compromise qualityNever compromise quality Customer driven standards

The Concept of CI by TQMThe Concept of CI by TQMThe Concept of CI by TQMThe Concept of CI by TQM

Th fi j f f fThe five major areas of focus for capability improvement are

G1. Demand Generation,2. Supply Generation,3. Technology, 4. Operations 5. People capability.

So, root cause of such mistakes can be identified and eliminated.

The Concept of CI by TQMThe Concept of CI by TQMThe Concept of CI by TQM…..The Concept of CI by TQM…..

There are three major mechanisms of prevention:

Preventing mistakes (defects) fromPreventing mistakes (defects) from occurring. Inspection at source or by the next operation. Where mistakes recur, stopping production until the process can be corrected tountil the process can be corrected, to prevent the production of more defects. (Stop in time).

Implementation Principles and Processes Implementation Principles and Processes

A preliminary step in TQM implementation is to evaluate theA preliminary step in TQM implementation is to evaluate the organization's current reality.If the current reality does not include important preconditions, TQM implementation should be delayed until the organization Q p y gis in a state in which TQM is likely to succeed:Organization’s History.C rrent NeedsCurrent NeedsExisting Quality of Work

TQM will be easier to implement, If an organization has a track record of effective responsiveness to the environment, and if it has been able to successfully change the way it operates t as bee ab e to success u y c a ge t e ay t ope ateswhen needed,

Implementation Principles and ProcessesImplementation Principles and Processes

An organization should be basically healthyAn organization should be basically healthy before beginning TQM. Otherwise, TQM would not be appropriate.

Steps in Managing the TransitionSteps in Managing the TransitionSteps in Managing the TransitionSteps in Managing the Transition

The Basic Steps in Managing a Transition to aThe Basic Steps in Managing a Transition to a new system such as TQM:

Id tif i T k t b DIdentifying Tasks to be Done,

Creating Necessary Management Structures,

Developing Strategies for Building Commitment,

Designing Mechanisms to Communicate the Change, g

and Assigning Resources.

CCConclusionConclusion

First assess preconditions and the current state of theFirst assess preconditions and the current state of the organization to make sure the need for change is clear and that TQM is an appropriate strategy.

Leadership styles and organizational culture must be harmonious with TQM. If they are not, this should be worked on or TQM implementation should be avoided orworked on or TQM implementation should be avoided or delayed until favorable conditions exist.

TQM encourages participation amongst shop floor workers and managers. There is no single theoretical formalization of total quality. Organizations need both Quality systems & culture.

Questions Questions