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Chapter 7. Qality Managemengt

Chapter 7 discusses Quality Management, focusing on Total Quality Management (TQM) and KAIZEN as methods for improving organizational performance. TQM emphasizes continuous improvement through employee involvement and management commitment, while KAIZEN promotes small, incremental changes to enhance productivity and quality. The chapter also introduces the 5S technique, which is essential for maintaining efficiency and discipline in the workplace.

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4 views

Chapter 7. Qality Managemengt

Chapter 7 discusses Quality Management, focusing on Total Quality Management (TQM) and KAIZEN as methods for improving organizational performance. TQM emphasizes continuous improvement through employee involvement and management commitment, while KAIZEN promotes small, incremental changes to enhance productivity and quality. The chapter also introduces the 5S technique, which is essential for maintaining efficiency and discipline in the workplace.

Uploaded by

gizawtade11
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CHAPTER 7.

QUALITY
MANAGEMENT
Contents
 Quality Management
 TQM
 KAIZEN
 Sustainability and viability
Quality Management
7.1 TQM
 TQM is a journey, a movement centered on the improvement
of managerial performance at all
 levels. It deals with:
 Quality Assurance,
 Employee Involvement,
 Cost reduction,
 Safety,
 Continuous Improvement, and
 Productivity improvement.
 Moreover, TQM journey deals with management concerns
such as organizational development, cross-functional
management, and quality deployment.
 In other words, management has been using TQM as a
concept and a tool for improving overall performance.
 TQM integrates fundamental management techniques,
existing improvement efforts, and technical tools under a
disciplined approach focused on continuous process
improvement
TQM ...
 The importance of people in the total process is emphasized
on TQM journey.
 Considerations such as culture, incentives, teamwork,
training, and work involvement are typical.
 The optimum effectiveness of TQM results from an
appropriate mix of the social and technical systems.
 It is common practice to emphasize the technical aspects of
improvements, such as machine or computer-related, with
less emphasis on people and their roles in the process.
 Improving quality and productivity to achieve
competitiveness emphasizes the need for an enterprise to
capture the potential inherent in the workforce by enabling
each employee to do his or her job right the first time.
 This requires that top management to demonstrate to all
employees that it is personally committed and continuously
pursuing efforts to improve quality .
7.2 KAIZEN
 The Kaizen management originated in the
best Japanese management practices and is
dedicated to the improvement of
productivity, efficiency, quality and, in
general, of business excellence.
 The KAIZEN methods are internationally
acknowledged as methods of continuous
improvement, through small steps, of the
economical results of companies.
 The small improvements applied to key
processes will generate the major
multiplication of the company’s profit, while
constituting a secure way to obtain the
clients’ loyalty/fidelity.
 The KAIZEN management represents
a solid,
 strategic instrument, with a view to
reach and surpass the
 company’s objectives. The “5S”
technique represents a
 fundamental technique which allows
the enhancement of
 efficiency and productivity, while
ensuring a pleasant
5C’s of KAIZEN
 In Japanese, 5S is the short form of five words which
present the concept of good maintenance.
 The definitions and significance of the five words are
given below:
 SEIRI – Sorting – making the difference between
necessary and useless things in GEMBA, giving up the
useless ones.
 SEITON – Ordering/Arrangement – the ordering of
all the items after SEIRI.
 SEISO – Cleaning and disturbance detection – the
working areas/ equipment's will be clean.
 SEIKETSU - Standardizing– the extension of the
cleaning concept to each individual alongside with the
continuous practice of the three steps 3S.
 SHITSUKE – Disciplining – getting self-discipline and
getting used to be each involved in the 5S actions
7.3 Sustainability and viability

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