TQM Flashcards
Is a dynamic state associated with products, services, people, processes, and environments that meets or exceeds expectations and helps produce superior value.
Quality
Is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environments.
Total Quality
2 VIEWS OF QUALITY
Traditional View
Total Quality View
-process performance = defective parts per hundred produced
-focused on after-the-fact inspections of products.
-employees are passive workers who followed orders
-one improvement per year per employee
-focus on short term profits
Traditional View
Process performance= defective parts per million produced
-Continuous improvement of products, processes and people
-Employees are empowered to think and make recommendations
-At least 10 improvements per employee per year
-Focus on long term profits and continual improvement
Total Quality View
KEY ELEMENTS OF TOTAL QUALITY
Customer Focus
Obsession with Quality
Scientific Approach
Long- Term Commitment
Teamwork
2 types of customers:
External Internal Customer
defined as the ultimate purchaser.
External Customer
every employee in an organization who receives goods or services from suppliers within the organization.
Internal Customer
Each of the three legs is a broad element of the total quality philosophy. What are these 3 legs?
Measures, People, Processes
leg of the stool makes the point that quality can and must be measured.
Measure
leg of the stool makes the point that quality cannot be inspected into a
product or service. Rather, it must be built in by people who are empowered to do
their jobs the right way.
People
leg of the stool makes the point that processes must be improved continually as long as the business operates.
Process
refers to the quality of products, services, people, processes, and environments.
Big Q
Total quality organizations have a comprehensive strategic plan.
➔ This strategic plan is designed to give it a sustainable competitive advantage in the
marketplace and is geared toward achieving world- leading quality and improving on it continually.
Strategically Based
In a total quality setting, the customer is the diver. (Both internal and external customers)
➔ External customers define the quality of the product or service delivered, while internal customers help define the quality of the people, processes, and environments
associated with the products or services.
Customer Focus
➔ With quality defined, the organization must then become obsessed with meeting or
exceeding this definition.
➔ This means all personnel at all levels approach all aspects of the job from the
perspective of “How can we do this better?”
➔ When an organization is _____, “good enough” is never good
enough.
Obsession with quality
Involves making decisions based on data, looking for the root cause of problems, and
seeking permanent solutions instead of relying on quick fixes.
Scientific Approach
Since total quality means not settling on quick fixes, organizations adopting this
approach are looking at the bigger picture- looking at the future.
➔ Understand that quality is a long- term commitment. You cannot see quality results
overnight.
Long term commitment
In total quality, everyone in the organization is involved.
➔ Everyone makes the effort, everyone makes the decision, everyone helps each other.
➔ Total quality is NOT a one- man job.
Teamwork
➔ Is widely regarded as the founding father of many of the key quality management
programs used by organizations today.
➔ was a Romanian-born American engineer and management consultant. He was an evangelist for quality and quality management, having written several books on those subjects.
Joseph M. Juran (1904- 2008)
Are broad steps that, in Juran’s opinion, companies must take if they are to
achieve world- class quality.
Juran’s Three Basic Steps to
Progress
According to this principle, organizations should concentrate their energy on
eliminating the vital few sources that cause the majority of problems.
- named after the 19th century Italian economist, Vilfredo Pareto. Pareto stated that 80% of the wealth of the country was held by approximately 20% of the population.
Juran’s Pareto Principle
Summarizes the three primary managerial functions.
➔ An improvement cycle that is meant to reduce the cost of poor quality by planning quality into the product/
service.
➔ Always consider “How will this/these affect my customers”
The juran trilogy
Was an influential author, consultant, and philosopher who developed practical concepts to define and
communicate quality and quality improvement practices.
➔ Author of the best- selling book QUALITY IS FREE.
➔ He defined quality simply as conformance.
Philip B. Crosby (1926- 2001)
creation of the global marketplace.
Results of ww2
Many business executives adopt the attitude that ensuring quality is a good thing to do until hard times set in and cost cutting is necessary.
Cost of poor quality
provide before and after- sales services to the customers
Customer services
