Total Quality Management (TQM) Training Curriculum PDF

Total Quality Management (TQM) A. Introduction I. Quality definitions Customer-based Definition Oakland the core of a total quality approach is to identify and meet the requirements of both internal and external customers...

Total Quality Management (TQM) A. Introduction I. Quality definitions Customer-based Definition Oakland the core of a total quality approach is to identify and meet the requirements of both internal and external customers Manufacturing & Service-based definition Price Do it right first time Value-based definition Newell & Dale Quality must be achieved in five basic areas: people, equipment, methods, materials and the environment to ensure customer’s need are met II. Total Quality Management definition Definition as defined by the International Organization for Standardization (ISO): "TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." III. Basic Concepts of Total Quality Management i. TQM starts from Top Management Top management initiates quality concepts, credited with initiation of total quality management. They create a quality-oriented culture to prevent problems and improve processes.  ii. Customer satisfaction TQM prioritizes customer satisfaction, ensuring consistent improvements in processes to meet expectations and reduce customer dissatisfaction. iii. Create an Ultimate TQM Environment Employees must be mentally prepared to adapt to TQM processes. This will prevent corporate rules from being broken. The organization should increase attention to individual contributions and reward self-improvement and cooperative efforts. iv. Integrated System Approach Organizations should focus on quality and continuous improvement, with departments having a thorough understanding of policies, standards, and processes. Involving all departments in cross- functional improvement processes promotes a quality work culture, achieving excellence and gaining a competitive advantage. v. Continuous improvements in Quality Top management actively participates in continuous quality improvement, involving strategic planning to ensure long-term success. This involves integrating quality as a core process with other processes, identifying and eliminating poor quality causes, and making quality a shared responsibility. B. Methods of TQM There are four categorizes I. Management methods 1. Benchmarking Benchmarking is a systematic method by which organizations can measure themselves against the best industry practices. Benchmarking is a systematic search for the best practices, innovative ideas, and highly effective operating procedures.  Types of Benchmarking i. Internal Benchmarking (between divisions). It is one of the simplest forms since most companies have similar functions inside their business units. Determining the internal performance standards of an organization is internal Benchmarking’s main objective. ii. Competitive Benchmarking is a type used with direct competitors. Done externally, competitive Benchmarking’s goal is to compare companies in the same markets which have competing products, services, or work processes. An example would be McDonald’s versus Burger King. iii. Functional or industry Benchmarking is performed externally against industry leaders or the best functional operations of certain companies. The Benchmarking partners are usually those who share some common technological and market characteristics iv. process or generic benchmarking focuses on the best work processes. Instead of directing the Benchmarking to the business practices of a company, the similar procedures and functions are emphasized. This type can be used across dissimilar organizations. Process of Benchmarking Benchmarking wheel  2. Quality Function Deployment (QFD) Quality Function Deployment (QFD) is a product development methodology that “deploys” the voice of the Customer throughout the product development process. Process of QFD The first phase is to collect customer needs for the product (or customer requirements, customer attributes) called WHATs and then to transform these needs into technical measures (or technical requirements, product design specifications, engineering characteristics, performance measures, substitute quality characteristics) called HOWs. This phase is so fundamental in product development that the corresponding QFD matrix is given a special name called the House Of Quality (HOQ). The second phase transforms the prioritized technical measures in the first phase into part characteristics, called Part Deployment. Key part characteristics are transformed in the third phase, called Process Planning, into process parameters or operations that are finally transformed in the fourth phase called Production Planning into production requirements or operations. QFD process  II. Analytical method Failure Mode and Effects Analysis (FMEA) FMEA is a method designed to: Identify and fully understand potential failure modes and their causes, and the effects of failure on the system or end users, for a given product or process. Assess the risk associated with the identified failure modes, effects and causes, and prioritize issues for corrective action. Identify and carry out corrective actions to address the most serious concerns. FMEA is an analysis done experts that thoroughly analyzes product designs or manufacturing processes early in the product development process. Finds and corrects weaknesses before the product gets into the hands of the customer. If effectively used throughout the product life cycle, it will result in significant improvements to reliability, safety, quality, delivery, and cost. Process of FMEA i. Failure Mode: List anything that could go wrong during that step in the process. ii. Failure Causes: List all possible causes for each of the failure modes you’ve identified. iii. Failure Effects: List all possible adverse consequences for each of the failure modes identified. Likelihood of Occurrence (1–10): On a scale of 1-10, with 10 being the most likely, what is the likelihood the failure mode will occur? iv. Likelihood of Detection (1-10): On a scale of 1-10, with 10 being the most likely NOT to be detected, what is the likelihood the failure will NOT be detected if it does occur? v. Severity (1-10): On a scale of 1-10, with 10 being the most likely, what is the likelihood that the failure mode, if it does occur, will cause severe harm? vi. Risk Profile Number (RPN): For each failure mode, multiply together the three scores the team identified (i.e., likelihood of occurrence x likelihood of detection x severity). The lowest possible score will be 1 and the highest 1,000. To calculate  the RPN for the entire process, simply add up all of the individual RPNs for each failure mode. vii. Actions to Reduce Occurrence of Failure: List possible actions to improve safety systems, especially for failure modes with the highest RPNs. FEMA process III. Idea generation Brainstorming To generate as many ideas as possible without assessing their value. In teams, when trying to identify possible root causes or when seeking solutions to a problem. Brainstorming can also be used when deciding what problem or improvement activity to work on, and when planning the steps of a project. IV. Data collection analysis and display 1. Bar Charts To display discrete data collected by check sheets so that patterns can be discovered. Bar Charts could be used in the early stages of problem-solving when a team is trying to find out what is happening.  2. Flow charts To generate a picture of how work gets done by linking together all the steps taken in a process. When a team is working on process improvement, it is first necessary for all members of the team to have a common understanding of the process. Flowcharts are also a necessary stage in the introduction of ISO/IEC 9001/2015. Flow chart process  C. Quality Management System The principles of TQM are specified in the ISO International Organization 9001:2015 ISO international quality in eight criteria, which represents the basics of TQM, as well as ISO 9004:2000 in the concept of quality, management systems include guidelines to improve performance. Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. Actions you can take i. Recognize your customers as those who receive value from the organization. ii. Understand customers’ current and future needs and expectations. iii. Link the organization’s objectives to customer needs and expectations. iv. Communicate customer needs and expectations throughout the organization. v. Plan, design, develop, produce, deliver and support goods and services to meet customer needs and expectations. vi. Measure and monitor customer satisfaction and take appropriate actions. vii. Determine and take actions on interested parties’ needs and expectations that can affect customer satisfaction. viii. Actively manage relationships with customers to achieve sustained success. Principle 2: Leadership Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Actions you can take  i. Establish the organization’s mission, vision, strategy, policies and processes throughout the organization. ii. Create and sustain shared values, fairness and ethical models for behavior at all levels of the organization. iii. Establish a culture of trust and integrity. iv. Ensure that leaders at all levels are positive examples to people in the organization. v. Provide people with the required resources, training and authority to act with accountability. vi. Inspire, encourage and recognize people’s contribution. Principle 3: People involvement Actions you can take i. Communicate with people to promote understanding of the importance of their individual contribution. ii. Promote collaboration throughout the organization. iii. Facilitate open discussion and sharing of knowledge and experience. iv. Empower people to determine constraints to performance and to take initiatives without fear. v. Recognize and acknowledge people’s contribution, learning and improvement. vi. Enable self-evaluation of performance against personal objectives. vii. Conduct surveys to assess people’s satisfaction, communicate the results, and take appropriate actions. Principle 4: Process Approach A desired result is achieved more efficiently when activities and related resources are managed as a process. Actions you can take  i. Define the process to achieve the desired result. ii. Identify and measure the inputs and outputs of the process. iii. Identify the interfaces of the process with the functions of the organization. iv. Evaluate possible risks, consequences and impacts of processes on customers, suppliers and other stake holders of the process. v. Establish clear responsibility, authority, and accountability for managing the process. vi. Identify internal and external customers, suppliers and other stake holders of the process, and when designing processes, consider process steps, activities, flows, control measures, training needs, equipment, methods, information, materials and other resources to achieve the desired result. Principle 5: System approach to management Identifying, understanding and managing a system of interrelated processes for a given objective improve the organization’s effectiveness and efficiency. Using a systems approach to management involves identifying all of an organization’s processes as well as their interdependence and managing the processes as a complete system. Actions you can take i. Define the system by identifying or developing the processes that affect a given objective. ii. Structure the system to achieve the objective in the most efficient way. iii. Understand the interdependencies among the processes of the system. iv. Continually improve the system through measurement and evaluation. v. Estimate the resource requirements and establish resource constraints prior to action. Principle 6: Continual improvement Continual improvement of the organization's overall performance should be a permanent objective of the organization. Action you can take i. Make continual improvement of products, processes and systems an objective for every individual in the organization. ii. Apply the basic improvement concepts of incremental improvement and breakthrough improvement. iii. Use periodic assessments against established criteria of excellence to identify areas for potential improvement. iv. Continually improve the efficiency and effectiveness of all processes. v. Promote prevention-based activities. vi. Provide every member of the organization with appropriate education and training, on the methods and tools of continual improvement such as the Plan-Do-Check-Act cycle, problem solving, process re-engineering, and process innovation. vii. Establish measures and goals to guide and track improvements. viii. Recognize improvements. Plan-Do-Check-Act cycle The core of this standard, and many other management system standards, is the so-called Plan- Do- Check-Act (PDCA) cycle, which says that, in order to have an effective management system. The first step in the cycle is planning, which includes defining objectives, policies, procedures, and processes, including measuring aimed to show whether the processes are delivering the expected results. The next step is the Do phase, which represents the realization of the planned arrangements, applying policies and procedures, performing processes, and producing records. After the Do phase comes the Check phase, where the results of the Do phase are analyzed to determine performance and effectiveness of the activities and actions that were taken during the Do phase, which includes analyzing, monitoring, and measuring results, audits, and management reviews. As the final stage of the cycle, the Act phase is where the organization needs to take actions according to the results of the Act phase in order to achieve continual improvement. The PDCA cycle should be an ongoing cycle that drives the organization towards continual improvement. Principle 7: Factual approach to decision making The Factual approach to decision making principle simply states that "Effective decisions are based on the analysis of data and information. Action you can take i. Take measurements and collect data and information relevant to the objective. ii. Ensure that the data and information are sufficiently accurate, reliable and accessible. iii. Analyze the data and information using valid methods. iv. Understand the value of appropriate statistical techniques, and v. Make decisions and take action based on the results of logical analysis balanced with experience and intuition. Principle 8: Mutually beneficial supplier relationship An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value. Action you can take i. Identify and select key suppliers. ii. Establish supplier relationships that balance short-term gains with long-term considerations for the organization and society at large. iii. Create clear and open communications. iv. Initiate joint development and improvement of products and processes. v. Jointly establish a clear understanding of customers' needs. vi. Share information and future plans, and vii. Recognize supplier improvements and achievements.