Total Quality Management
Dr. Abdelmutalab Ibrahim
CV
ابرز املشروعات
اإلدارة العامة للجمارك :ايزو 9001:2008
ادراة فوائد مابعد الخدمة :ايزو 9001:2008
بنك فيصل اإلسالمي السوداني :ايزو 9001:2008و ايزو 14001و ايزو 18001
تأهيل بنك فيصل اإلسالمي السوداني لنيل شهادة ملتزمون بالتميز C2Eمن EFQM
مصنع ميمو للحوم :ايزو 22000:2005
مجموعة كمون (شركة خدمة المطارات)
شركة بالتينيوم للتطوير و اإلستثمار المحدودة.
صندوق إعانة المرضي الكويتي :ايزو 9001:2008
شركة الصناعات الوطنية ايزو9001:2008 :
اكاديمية السودان لعلوم و تكنلوجيا الطيران :ايزو 9001:2015
مستشار بنك السودان لتطبيق بطاقة اإلداء المتوازن
تنفيذ مشوع كايزن :معمل وزارة الثروة الحيوانية.
إجراء تقييم ذاتي على خلفية النموذج االوربي الدارة الجودة EFQMلعدد من المصارف
السودانية علي سبيل المثال البنك العربي السوداني ,البنك السوداني المصري ,بنك الشمال
االسالمي ,بنك فيصل االسالمي السوداني ,مصرف السالم.
ابرز املشروعات
•تأهيل مصارف للمشاركة في جائزة السودان لالداء المصرفي المتميز وهي:
مصرف المزارع التجاري
مصرف السالم
مصرف اإلدخار والتنمية
اإلجتماعية
بنك فيصل االسالمي
بنك تنمية الصادرات
بنك ام درمان الوطني
بنك النيلين
بنك النيل االزرق المشرق
البنك العربي السوداني
البنك السوداني المصري
بنك الشمال االسالمي
بنك المال المتحد
بنك الخرطوم
بنك الجزيرة السوداني االردني
بنك الثروة الحيوانية
بنك التنمية التعاوني
بنك البركة
البنك الفرنسي السوداني
البنك العقاري
البنك السوداني الفرنسي
بنك التضامن االسالمي
البنك االسالمي السوداني
املؤهالت و العضويات املهنية:
كبير مراجعين معتمد ل ISO 9001:2015و ايزو 22000و 18001و ايزو 14001
دبلوم محكم معتمد لنموذج التميز المؤسسي – المنظمة االوربية إلدارة الجودة . EFQM
دبلوم مقيم معتمد انموذج التميز المؤسسي – المنظمة االوربية إلدارة الجودة . EFQM
التطبيقات العملية لنموذج التميز المؤسسي -معهد التميز المؤسسي -أبو ظبي
عضو مؤسس الجمعية الوطنية للجودة والتميز.
عضو المعهد الملكي البريطاني للجودة MCQI-CQP
إستشاري إدارة جودة معتمد لدي المعهد الملكي الملكي البريطاني MCR
عضو الجمعية االمريكية للجودة (ASQ) Senior Member
عضو معهد خدمة العمالء ) – (ICSبريطانيا
عضو مركز ازالة الهدر المؤسسي
مقييم معتمد لنموزج التميز لدي EFQM & BQF
Welcome
Welcome to Total Quality Management
(Mgt 54 1).
Introducing – the lecturer
Introducing – the students
Who are you?
What are you studying?
Why are you doing Quality Management?
What experience do you have with quality?
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Today’s Topics
Course Welcome and Introduction
Module Introduction
Concepts
What is quality
What is TQM
What is a customer
What is a product / service
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Why Quality?
Evolution of Quality
Conclusion & Next Week
The Course
Purpose:
This course aims at enhancing the student's understanding
of total quality concept and techniques for managing,
controlling, and improving quality.
Approach:
Practical application of quality theories and principles examining global perspectives on competition, quality as a
strategic mechanism, ethics and corporate responsibility,
strategic alliances, organisational culture, profound
customer satisfaction, ISO9000 certification, and quality
tools and techniques.
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Pre-reading
Juran .J.M et al. (1988) Quality Control Handbook, New York: McGraw-
Hill.
Deming, WE 2000, Out of the crisis.
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Topics
1. Understanding Quality
2. The Evolution of the Concept of Total Quality
3.
4.
5.
6.
7.
8.
9.
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Management
The Quality Gurus
Quality and the Customer
The Basic Quality Tools
Quality Through ISO9000
Quality Models and Programmes
Implementing Total Quality Management
Quality Problem Solving and Decision Making
Task 1
Write down now what ‘quality’ means to
you and keep your answers for later.
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Quality perspectives
Everyone defines Quality based on their own perspective of it.
Typical responses about the definition of quality would
include:
1. Perfection
2. Consistency
3. Eliminating waste
4. Speed of delivery
5. Compliance with policies and procedures
6. Doing it right the first time
7. Delighting or pleasing customers
8. Total customer satisfaction and service
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Evolution of Quality
Total Quality
management
Quality
Control
Process
Control
Quality
Assurance
Inspection
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Concepts
What is Quality?
FEIGENBAUM (1983) DEFINED QUALITY AS
FOLLOWS
Quality is total composite product (goods and services)
characteristics, through which the product in use will
meet the needs and expectations of the customers.
Concept of quality must start with identification of
customer quality requirements and must end only when
the finished product is placed into the hands of the
customer who remains satisfied through various stages
of relationship with the seller
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Definitions of Quality
Quality means different things to different people:
1. User -Based: Fitness for use, meeting customer expectations.
2. Manufacturing-Based: Conforming to design, specifications, or
requirements. Having no defects.
3. Product-Based: The product has something that other similar
products do not that adds value.
4. Value-Based: The product is the best combination of price and
features.
5. Transcendent: It is not clear what it is, but it is something
good...
Approaches to define Quality
User Based Approach
Defined as “Fitness for use” (Joseph Juran)
Viewed from user’s perspective and is dependent on how well does
the product meet needs of the consumer.
Also known as Customer Oriented Approach
Quality is “conformance to requirements”
(Philip B. Crosby)
Manufacturing Based Approach
An outcome of engineering or operational excellence and is
measured in terms of quality of conformance
The producer has specifications and produces the product as per
the specifications
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Approaches to define Quality
Product Based Approach
Attributes of a particular product in a specific category
These attributes are accepted as bench of quality by the
industry
Others in the same industry try to produce close to this
quality
Transcendent Approach
Quality is absolute and universally recognisable.
It is common notion
There is no subjective judgement and is estimated by
looking at the product
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Approaches to define Quality
Value Based Approach
Quality is viewed in context of price
Quality is satisfactory, if it provides desired performance
at an acceptable price
Customer looks at the total value proposition and not
the price alone
Benefits
Value
Pr ice
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Attributes of Quality
Products (Manufacturing)
Services
1. Performance
1. Performance
2. Features
2. Time
3. Reliability
3. Timeliness
4. Cost
4. Reliability
5. Technical Requirements
5. Completeness
6. Durability
6. Courtesy
7. Serviceability
7. Consistency
8. Aesthetics
8. Access and Convenience
9. Perceived Quality
9. Accuracy
10.Responsiveness
11.Cost
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Concepts
What is TQM?
A comprehensive, organization-wide effort
to improve the quality of products and
services, applicable to all organizations.
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Concepts
What is a customer?
Anyone who is impacted by the product or process delivered by
an organization.
External customer: The end user as well as intermediate
processors. Other external customers may not be purchasers
but may have some connection with the product.
Internal customer: Other divisions of the company that receive
the processed product.
What is a product?
The output of the process carried out by the organization. It may
be goods (e.g. automobiles, missile), software (e.g. a computer
code, a report) or service (e.g. banking, insurance)
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Concepts
How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from
deficiencies.
Product features – Refers to quality of design.
Examples in manufacturing industry: Performance, Reliability,
Durability, Ease of use, Esthetics etc.
Examples in service industry: Accuracy, Timeliness, Friendliness
and courtesy, Knowledge of server etc.
Freedom from deficiencies – Refers to quality of conformance.
Higher conformance means fewer complaints and increased
customer satisfaction. (This is related to free from defects.)
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Why Quality?
Reasons for quality becoming a cardinal priority for most
organizations:
Competition – Today’s market demand high quality products
at low cost. Having `high quality’ reputation is not enough!
Internal cost of maintaining the reputation should be less.
Changing customer – The new customer is not only
commanding priority based on volume but is more demanding
about the “quality system.”
Changing product mix – The shift from low volume, high
price to high volume, low price have resulted in a need to
reduce the internal cost of poor quality.
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Why Quality?
Product complexity – As systems have become more
complex, the reliability requirements for suppliers of
components have become more stringent.
Higher levels of customer satisfaction – Higher customers
expectations are getting spawned by increasing competition.
Relatively simpler approaches to quality viz. product inspection
for quality control and incorporation of internal cost of poor
quality into the selling price, might not work for today’s
complex market environment.
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Quality perspectives
Everyone defines Quality based on their own perspective of it.
Typical responses about the definition of quality would
include:
1. Perfection
2. Consistency
3. Eliminating waste
4. Speed of delivery
5. Compliance with policies and procedures
6. Doing it right the first time
7. Delighting or pleasing customers
8. Total customer satisfaction and service
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TQM Definitions
Total quality management is continuously satisfying
customer requirements, at lowest cost, by harnessing
the commitment of everyone in the organisation.’
Dr David Cook PA Consultants, 1986,
Total Quality Management, 1 (1).
‘TQM is a corporate business management philosophy
which recognises that customer needs and business
goals are inseparable.
British Quality Association, 1989.
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Total Quality & Excellence Centre
TQM Definitions
‘Total quality management is an approach to
improving the effectiveness and flexibility of business
as a whole. It is essentially a way of organising,
involving the whole company, business or
organisation, every department, every activity, every
single person at every level.’
Professor J S Oakland, University of Bradford, 1988,
Proceedings of the International Conference on TQM,
London
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TQM Definitions
In general total quality management is defined as follows:
Quality – is to satisfy customers’ requirements continually.
Total quality – is to achieve quality at low cost.
Total quality management – is to obtain total quality by
involving everyone’s daily commitment.’
Professor Gopal K Kanji, Sheffield City Polytechnic, 1990,
Total Quality Management, 1 (1).
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Total Quality & Excellence Centre
TQM Definitions
‘All things that we must do to achieve quality
leadership.’
Joseph M Juran, USA, 1994, Proceedings of Fifth World
Congress
on Total Quality, 1995.
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Total Quality & Excellence Centre
Seven Elements of TQM
Approach – management led
Scope – company-wide
Scale – everyone responsible
Philosophy – prevention not detection
Standard – right the first time
Control – cost of quality
Theme – continuous improvement
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Total Quality & Excellence Centre
Core Principles of TQM
(1) Leadership commitment;
(2) Customers focus;
(3) Employee involvement;
(4) Training and development;
(5) Suppliers management;
(6) Process management;
(7) Product Design;
(8) Quality data management; and,
(9) Continuous improvement
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Total Quality & Excellence Centre
Benefits of TQM
Reduced Costs
Quality Matched To The End Customer’s Requirements
An Empowered Workforce
Shared Responsibility For Success
A Marketing Advantage
A Customer-driven Organisation
Meeting The Competition
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Total Quality & Excellence Centre
Barriers to TQM
Inflexible Culture
Management Behaviour
‘Business As Usual, No Need For
Change’
Poor Communication
Difficult To Measure Results
Making Time
Programmes Too Long
Attitude To Customer Not Clear
Poor Interdepartmental
Chief Executive Officer Not
Knowledge
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Committed
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Total Quality & Excellence Centre
Questions ?
Sudan University of Science& Technology
Total Quality & Excellence Centre
Thank you !
Sudan University of Science& Technology
0
