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tools and techniques of TQM.pptx
1. Tools and techniques of TQM
SUBMITTED TO- Dr. MANPREET
SUBMITTED BY- RAHUL KUMAR
ROLL NO. - 21011022
CLASS - M.Sc. (Hons.)BIOTECHNOLOGY
SEMESTER - 3rd
2. Total quality management
● TQM is a process of achieving and sustaining quality improvement .
● It essentially involve the whole organization, every department and every
single person at every level.
● Total quality management (TQM) is the continual process of detecting and
reducing or eliminating errors in manufacturing, improving the customer
experience, and ensuring that employees are up to speed with training.
● Aiming at long term success through customer satisfaction and benefits to
society.
3. 4 Important parameter
● TQM Involving Everybody in the organization.
● Creating & understanding that success of organization depends upon every
individual participation.
● Providing an opportunity for complete participation by every one.
● Providing an opportunity for everyone to do their job properly .
5. 4 MAIN CATEGORIES
Organizational techniques
1. Quality circle
Quality cost measurement
1. failure costs : a. Internal failure costs
b. external failure costs
2. Appraisal costs
3. Prevention costs
6. System modeling techniques
1.Processed flow chart
2. Soft system analysis
3. Cause and effect diagnosis
Statistical tools
1. Quality control charts
2. Histogram
3. Scattered diagrams
4. Pareto analysis
7. 4. Organizational techniques
1. Quality circle
Quality Circle is a small group of 6 to 12 employees doing similar work
who voluntarily meet together on a regular basis to identify
improvements in their respective work areas using proven
techniques for analysing and solving work related problems coming
in the way of achieving and sustaining excellence leading to mutual
upliftment of employees as well as the organisation.
It is "a way of capturing the creative and innovative power that lies within
the work force.
8. CONCEPT
● It is based upon the human resource management considered as one of the
key factors in the improvement of product quality & productivity.
● Quality Circle concept has three major attributes:
Quality Circle is a form of participation management.
Quality Circle is a human resource development technique.
Quality Circle is a problem solving technique.
9. OBJECTIVE
● The objectives of Quality Circles are multi-
faced
Change in Attitude
I. From "I don’t care" to "I do
care" Continuous improvement in
quality of work life through
humanisation of work.
Self Development Bring out
I. ‘Hidden Potential’ of people People
get to learn additional skills.
Development of Team Spirit (Individual Vs
Team)
I. "I could not do but we did it"Eliminate
inter departmental conflicts
Improved Organizational Culture
I. Positive working environment.
II. Total involvement of people at all levels.
III. Higher motivational level.
IV. Participate Management process
10. Quality cost measurement
● failure costs
1. Internal failure costs :( iso 8902)
defined as those cost arising with in the
manufacturing organization of failure
to achieve the quality specified .
2. External Failure Cost
iso 8402 are the first arrising the
manufacturing organization of
failure to achieve the quality
specified.
/cqe-body-of-knowledge/quality-system/cost-of-quality/
11. ● Appraisal Cost
Appraisal costs are associated
with any activity specifically
designed to measure, inspect,
evaluate or audit products to
assure conformance to quality
requirements.
● Prevention Cost
Prevention Costs are those costs or
activities that are specifically
designed to prevent poor
quality in products.
I. Correct impementation of qms
II. By caliberation of machinery
III. Staff training
/cqe-body-of-knowledge/quality-system/cost-of-quality/
13. system modeling techniques
1. Processed flow chart
o Pictures, symbols or text coupled with lines, arrows on lines show direction
of flow.
o Enables modelling of processes; problems/opportunities and decision points
etc.
14. 2. Soft system analysis 3. Cause and effect diagnosis
The diagram's purpose is to relate causes and effects.
Helps organise and relate factors, providing a sequential
view.
Deals with time direction but not quantity.
15. 3. Statistical tools
1. Quality control chart
Control charts are a method of Statistical Process
Control, SPC. (Control system for production
processes).
They enable the control of distribution of variation
rather than attempting to control each individual
variation.
The plotted line corresponds to the stability/trend
of the process.
Action can be taken based on trend rather than on
individual variation.
This prevents over-correction/compensation for
random variation, which would lead to many rejects.
16. 2. Histogram
A histogram is an easy-to-use tool for visualizing the distribution of data
points in a dataset.
It can quickly identify outliers, find patterns and spot trends.
Histograms are useful for detecting patterns and trends in data. They also
provide insight into the nature of the data.
Five Good Features of a Histogram
1. Easy to Understand and Interpret
2. Quickly Visualized
3. Helps You Detect Trends
Tools for creating a histogram
I. . Manual
II. 2. Microsoft Excel
17. 3. Scattered Diagrams
Simple graphical device to depict the
relationship between two variables.
Composed of a horizontal axis containing the
measured values of one variable and a vertical
axis, representing the measurements of the
variable.
Displays the paired data as a cloud of points.
The density and direction of the cloud indicate
how the two variables influence each other.
A Scatter Diagram can be very useful for
identify ing relationships between variables, for
example, the relationship between price and
quality rating.
18. 4. Pareto analysis
● A Pareto chart is a bar graph. The lengths of the bars represent frequency or
cost (time or money), and are arranged with longest bars on the left and the
shortest to the right.
● In this way the chart visually depicts which situations are more significant.
WHEN TO USE A PARETO CHART
A. When analyzing data about the frequency of problems or causes in a process
B. When there are many problems or causes and you want to focus on the most
significant
C. When analyzing broad causes by looking at their specific components
D. When communicating with others about your data
