TOTAL QUALITY
MANAGEMENT
BERNA AKSU
İSMET SIDKI UYAR
MERT ZORER
HISTORY
• First published in 1926 and was used by Henry Ford, My Life
and Work (all my life and my job) described his book as a new
form of government. However, this management style is
unpopular at that time, started to be adopted by the Japanese.
TQM can be said fully implemented by the Japanese in 1950.
Japanese managers at all levels of quality and integrated
circuit ;
• all the business units spread awareness on this issue provided
by training. With this method, low-quality, well-known Japanese
products within five years conquered the whole world market.
This methods for implementing this approach come from
people such as Philip B. Crosby, W. Edwards Deming, Armand V.
Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
FREDERİCK W.TAYLOR
• There is a quality system based
on Taylor's philosophy. According to Taylor, whoevaluate their
work with the workers, did not have the capacity
to control. Therefore, thecontrol elements of the
finished products had to investigate. Quality control was
working on the finished product.
• Unsuitable products, scrapped leaving, re-processed or sold to
the customer by providing the minimum
requirements. Inspection activities, depending on the
factorymanager or production manager check was
conducted by the department.
WHAT İS QUALITY?
• Quality is the ability of a product or service to consistently
meet or exceed customer expectations.
Or
• Quality is the fitness to the customer requirements.
TOTAL QUALITY MANAGEMENT
• Total Quality Management is a philosophy that involves
everyone in an organization in the quest for quality, with
customer satisfaction as the driving force.
ELEMENTS OF TQM
• Continuous Improvement
• Competitive Benchmarking
• Employee Empowerment
• Team Approach
PRINCIPLES OF TQM
• Customer focus
-Customers' views be taken into account, the datum of the various methods used
in the production of knowledge.
• Mutually beneficial (win / win principle)
-Suppliers, employees and customers a competitive advantage can be
achieved through co-operation.
• Employee participation
-Employees should be given the freedom to participate in the management, training
and motivation-enhancing techniques, explained the importance
of employees within the organization. Spread improvements and enhancements to
the base.
• Leadership
PRINCIPLES OF TQM
• Process approach (Process Management)
-Processes should be defined, all the processes for identifying
and measuring the effects of each other developed.
• Continuous improvement
-Continuous improvement must become a habit, a long-term effects
of changes should be considered.
• Factual approach to decision
-Total quality management is decision making tools. Through these means
theenvironment are analyzed and decisions are made within the limits
of feasibility.
 System approach to management
-Evaluation done the organization as a whole, the interaction of the
environment should be considered.
DIMENSIONS OF QUALITY
• Performance;
Primary operating characteristics
• Features;
Secondary operating characteristics added touches
 Perceived Quality
• Times;
-Waiting in line
-Concept to production
-To complete a service
DIMENSIONS OF QUALITY
• Reliability;
Extent of failure – free operation
• Durability;
Amount of use until replacement is preferable to repair
• Conformance;
• Uniformity;
• Service, after sale;
• Aesthetics;
BENEFITS OF TQM
1. Advantages unique to TQM:
 It makes the company a leader.
 Fastens the team work.
 Makes the company more sensitive to customer needs.
 Makes the company adapt more readily to changes.
2. Benefits to company
 Quality improves.
 Increased productivity.
3. Benefits to customer
 Fewer problems with product/services.
 Better customer care.
 Greater satisfaction.
4. Benefits to staff
 Empowerment.
 More training and more skills.
 More recognition of achievement.
ELEMENTS OF
TQM
• Be customer focused
It requires the company to check customers' attitudes regularly and
includes the idea of internal customers as well as external ones.
• Do it right the first time
This means avoiding rework, i.e., cutting the amount of defective work.
 Constantly improve
Continuous improvement
gradually to get better.
allows
the
company
 Quality is an attitude
Every one has to be committed to quality. That means
changing the attitude of the entire workforce, and
altering the way the company operates.
 Telling staff what is going on
This involves improved communication. Typically, it
includes team briefing.
ACCEPTABLE QUALITY LEVEL
• Is there something called “AQL”
• For example;
If 99% the quality level in America
 200 000 prescriptions incorrectly
 30 000 new-born baby's risk of humiliation
 at least 4 days per year of unhealthy drinking water
 daily 15-minute power failure
Therefore, the quality of the target must 100%
CONTINUOUS IMPROVEMENT
• The improvement is never enough
• The performance should always be measured and
improved at all times.
• KAI –
ZEN
Plan
(değişim) (daha iyi)
ACT
Represent: Edward Deming
DO
CONTROL
PROBLEM SOLVING TECHNIC
• Brainstorming
-Is a method for generating a large number of creative ideas in a
short period of time
-No critism, no evoluation, no discussion of ideas
-All ideas are recorded
• PMI: Plus, Minus, Interesting
-Review the action or the problem
-Brainstorm pluses
-Braintstrom minuses
-Brainstrom interesting points
-Calculate the outcome
PROBLEM SOLVING
• Nominal Group Technique
-Is a structured method for group brainstorming that encourages contributions from everyone
• Six Thinking Hats
-Six thinking hats; is a powerful technique that helps you look at important desicions from a number of
different perspectives.
-Everyone argues that different views of a plug hat.
HATS
White Hat: Facts, Neutral, Objective, Information
Red Hat: Emotions, Intuition
Black Hat: Critic, Analst, Logical negative
Yellow Hat: Sunshine, Optimism, Logical Positive
Green Hat: Creative growth, Possibilities ideas
Blue Hat: Cool agenda, Process
• Six Sigma is a business management strategy,
originally developed by Motorola in 1986. Six Sigma
became well known after Jack Welch made it a
central focus of his business strategy at General
Electric in 1995, and today it is widely used in many
sectors of industry.
• Six Sigma seeks to improve the quality of process
outputs by identifying and removing the causes of
defects (errors) and minimizing variability in
manufacturing and business processes.
• With six sigma quality processes, and whether the numerical
value of the desired qualitycan be seen. This approach is
a process of improving the performance of the error rate of the
unit aims to reach 3.4 million.