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QM 2

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13 views

QM 2

Uploaded by

deekshanna.2202025
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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20MEE06

Quality Management
Deming’s Philosophy of TQM
• Who is Deming
• He is the father of quality management as he is credited
with improving quality in the US and Japan during World
War II
• He was an American statistician college professor
(1990-1993)
• DR. W. Edwards Deming offered 14 key principles for
management to follow for significantly improving the
effectiveness of a business or organization. Many of the
principles are philosophical. Others are more
programmatic. All are transformative in nature. The points
were first presented in his very famous book "Out of the
Crisis"
Creating Constancy of Purpose
• Top management makes long term plans
• Top management provides for research and development

• Top management provides for new technology

• Top management promotes employee training and


education
Adopting the New Philosophy
• Top management is committed to quality improvement as
a way to increase profits

• Top management is committed to setting objectives for


quality improvement

• Top management is committed to quality enhancement as


a primary goal
Ending the practice of awarding business
based on price tag alone
• Supplier selection is based on both quality and price
rather than price alone

• Suppliers are involved in the product/service development


process

• Long-term relationships are developed with suppliers


• There is reliance on a few dependable suppliers
Ceasing reliance on mass inspection
• Suppliers use statistical quality control techniques
• Statistical techniques are used too minimize reliance on
mass inspection
• Top management supports the notion that quality must be
built into the product rather than inspected into it.
Improving constantly the system of production
or service
• Customers’ requirements are analyzed in the process of
developing a product or service
• Customers’ feedback is used to continually improve the
product or service
• Top management assesses its competitors in order to
improve the product or service
Instituting Training
• Employees are trained in statistical improvement techniques
• Employees are trained in quality related matters
• Employees are trained in specific work-related skills
• Supervisors are trained in statistical improvement
techniques
Instituting Leadership
• Supervisors help their employees on the job
• Supervisors work to build the trust of their employees
• Supervisors lead in a way that is consistent with the aim of
the organization
• Supervisors are viewed as coaches by their employees
Driving out fear
• Employees express new ideas related to improving work
methods
• Employees seek their supervisors assistance when unsure
of their tasks
• Employees are not afraid to report working conditions that
interfere with quality
• Employees feel that they have job security
Breaking down barriers between department
• Different departments have compatible goals
• In the product/service design process, there is teamwork
among departments
• There is good communications among department
Eliminating slogans and targets
• Top management provides its workers with the
methods/procedures to meet goals
• Top management, not the hourly worker, is responsible for
removing obstacles that cause defects/errors
• Top management does not use vague slogans in
communicating with its employees
Eliminating Numerical quotas
• Work standards are based on quality and quantity rather
quantity alone
• Numerical quotas are not given higher priority that quality of
workmanship
Removing barriers to pride in workmanship
• Performance appraisals are not used to rank employees
• Quality of the working environment is good
• There is adequate documentation on how to do the job
• There is no pressure for short term results
• Top management sets realistic goals for its employees
Instituting education and self-improvement
• There are programs to develop teamwork among
employees
• There are programs/methods to develop effective
communications among employees
• There are programs/methods to develop employees' conflict
resolution skills
• There are programs to broaden employees' skills for future
organizational needs
Taking action to accomplish the transformation
• Top management takes action toward executing its quality
improvement policies
• Top management makes it quality improvement policies
visible to all employees
• Top management relies on internal or external consultants
to implement its quality improvement policies
Seven deadly diseases
• Lack of constancy of purpose
• Emphasis on short-term profits
• Evaluation by performance, merit rating, or annual review of performance

• Mobility of management

• Running a company on visible figures alone

• Excessive medical costs


• Excessive costs of warranty, fueled by lawyers who work for contingency
fees

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