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Quality Management > Unit 3 - TQM > Flashcards

Unit 3 - TQM Flashcards

1
Q

TQM is about…

A

Efficiency and ensure an organizational balance expanding the obligations of the company in meeting all expectations of all the org’s stakeholders.

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2
Q

Some common dimension in the definitions of TQM:

8

A
  • Leadership
  • Planning & organisation
  • Use of tools and techniques
  • Education and training
  • Employee involvement
  • Teamwork
  • Measurement through indicators
  • Feedback and cultural change
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3
Q

The main tools of TQM:

A

Brainstorming, Quality circles, Benchmarking, 6 Sigma, 5S’s, FMEA, Poka-yoke and QFD.

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4
Q

Two important aspects of using the tools:

A
  1. The benefits will only be short-termed if the employees don’t have the right attitude. Must integrate the tool with the strategy and planning.
  2. No tool is mor important than another, each has their role in the improvement process.
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5
Q

Brainstorming

A 
Small groups (6-8) meet and discuss ideas and innovative solutions, breaking pre-established paradigms. 
Ideas are written down, no one is rejected. Finally analysed and the most effective ones are chosen to solve the situation.
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6
Q

Quality circles:

A

Groups (6-12) are solving quality problems in a common area. Meet regularly and solved within 3-6 months. Applied to continuous improvement - improves processes, systems, productivity, reduce costs etc…

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7
Q

Benefits of Quality circles (3)

A
  1. You solve problems within your own area which is very motivating.
  2. Increases awareness, integration and communication
  3. Employee training and motivations are improved - feel that they are a part of the org.
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8
Q

Benchmarking

A

Learn from others and be more aware of existing knowledge and techniques to improve and be more competitive (ongoing process):

  • Internal - other departments within the org.
  • External - direct competitor (complicated but very helpful if you can obtain good info) or non-competitor (ex another geography or sector)
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9
Q

6 Sigma

A

A working approach to improve quality based on statistical measurements. Fight process variability - goal is a final index of 3.4 defect per million (6 standard deviations, ex 3 deviations from each side of them mean value).
This will increase customer satisfaction, org benefits and will introduce a new way of thinking internally.

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10
Q

5S’s

A

The commitment of each employee to the overall improvement of the environment/working conditions:

  • Sorting
  • Setting in order
  • Sweeping/shining
  • Standardisation
  • Sustaining the practice
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11
Q

FMEA - what is it?

A

Preventative technique to decrease the risks that may affect the quality of a product/process and anticipate its appearance.

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12
Q

FMEA two types

A
  • Design FMEA - tool used by engineers/product managers to ensure that all potential product failures, their causes and impacts have been considered.
  • Process FMEA - product engineers analyzes possible errors that can occur at different stages in the production.
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13
Q

FMEA model:

A
  1. Detect a failure mode
  2. Severity number (SEV)
  3. Probability number (OCCUR)
  4. Detection number (DETECT)

These will lead us to the Risk Priority Number (RPN) = SEVOCCURDETEC, and with this result we can make an action + check.

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14
Q

Poka-yoke

A

Systems and mechanism that ensure the absence of defects or mistakes. These processes or designs are cheap, effective, based on simplicity and naivete and they will try to avoid human errors/forgetting, detect defects and ensure 100% quality.
EXAMPLE: child safety on different things, washing machine does not start if dorr is open, car will stop if coming to close to the car ahead etc.

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15
Q

QFD - Quality Function Deployment

A

Structured system providing the means to identify customer needs/expectations, then translating them into internal quality req. Used in the planning stage. Basic element is the ‘House of Quality’ A matrix depicting the method with interrelated matrices/tables:

  1. Quality req.
  2. Q planning table
  3. Q characteristics
  4. Relationship matrix
  5. Standards planning table
  6. Correlations matrix
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16
Q

Business Excellence models:

A

Deming Prize, Malcom Baldrige National Quality Award and the EFQM model.
They are associated with quality awards and are achieved according to compliance with the models’ criteria but can also be used just as a self-assessment tool with the org.

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17
Q

Can you have either MS or TQM?

A

No, you can have both. TQM models are different but complementary to the already existing MS’s.

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18
Q

Differencre between the MS and TQM:

A

The main difference is that the MS is implemented step by step for different functions and are focusing on one stakeholder at a time while the TQM is an integrated system for the whole organization which consider all stakeholders simultaneously.

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19
Q

Some benefits of these models:

A
  • Motivated employees by including them more
  • Learning from others through benchmarking ex
  • External/public recognition if achieving the awards.
  • Accelerating improvement
  • ## Learning from feedback/report process
20
Q

EFQM means?

A

The 14 founding organizations created in 1988 the Europeans Foundation for Quality Management. This is where EFQM comes from.

21
Q

Which general structure is used by EFQM?

A

The european Model for Total Quality Management which is a framework of critera.

22
Q

Self-assessment approach?

A

Yes! The EFQM has a self-assessment approach which means that the company itself are identifying there weaknesses and strengths and integrate the whole company’s existing tools and adjust to only one system. Creating a culture and strategy of continuous improvement and an all-stakeholder-view.

23
Q

8 fundamental concepts of excellence:

A
  1. Adding value for customers
  2. Creating a sustainable future
  3. Developing organisational capability
  4. Harnessing creativity and innovation
  5. Leading with vision, inspiration and integrity
  6. Managing with agility
  7. Succeeding through the talent of people
  8. Sustaining outstanding results
24
Q

Adding value for customers

A

Consistently add value by fulfilling their needs, expectations and opportunities.

25
Q

Creating a sustainable future

A

Positive impact on environment by improving social, economic and environmental conditions of stakeholders.

26
Q

Developing organizational capability

A

Capability enhanced by effectively managing change within and beyond the org.

27
Q

Harnessing creativity and innovation

A

Continuous improvement and systematic innovation by harnessing creativity of stakeholders

28
Q

Leading with vision, inspiration and integrity

A

Be leaders who make it happen, acting as role models for its values and ethics.

29
Q

Managing with agility

A

Ability to identify and respond effectively and efficient to opportunities and threats.

30
Q

Succeeding through the talet of people

A

Value the employees and create a culture of empowerment for achievement of both org and personal goals

31
Q

Sustaining outstanding results

A

Results that meet both the short and long term needs of all their stakeholders.

32
Q

The enablers of the model:

A
  • Leadership
  • People
  • Strategy
  • Partnerships & Resources
  • Processes, Products & Services
33
Q

The results of the model:

A
  • People Results
  • Customer Results
  • Society Results
  • Business Results
34
Q

General benefits of implementing the EFQM models:

A
  • Satisfied and loyal customer
  • Successful leaders
  • A common purpose throughout the org.
  • Constant, well managed change
  • Motivated people and other stakeholders
  • Flow of ideas
  • Effective use of data
  • Efficient operations
  • Pride and desire of future improvement
  • Innovation is the norm
  • Excellent results
35
Q

5 specific benefits of EFQM:

A
  • Future focus
  • Key results
  • Innovation
  • Sustainability
  • Reactive to change in the environment
36
Q

RADAR

A 
The heart of the EFQM model that helps the organisation in achieving the criteria and implement the new structures. 
R - Results
A - Approaches
D - Deployment
AR - Asses and Refine.
37
Q

How does the award work?

A

EFQM is used as a basis and the org is graded against 9 critera which in turn are based on the 8 fundamental concepts of excellence. Finally, the RADAR logic is used to score the org.

If a certification/award is given by the external assessors to the org, this last for 2 years. Feedback is always given to the org.

38
Q

3 EFQM levels:

A

Committed to Excellence –> Recognized for Excellence –> EFQM Excellence Award.

39
Q

The EFQM Committed to Excellence assessment:

A

There are two options:

  1. Project validation - only evaluated in the report, so you make a self-assessment + documentation review and then you get feedback and maybe the recognition.
  2. Assessment - same documentation review but here lso 1 day visit (interviews) fro an external judger that make a feedback report and maybe you get the 2 star recognition.
40
Q

EFQM Recognized for Excellence assessment

A

Here there is a peer-to-peer evaluation (sharing computer systems) and assessors from other member org make a feedback report. Here you can have one out of three levels:
3-star, 4-star or 5-star depending on how well you have done the practices and how easy you have for changes and improvements, strategy and results.

41
Q

EFQM Excellence Award assessment

A

Also peer-to-peer evaluation but here international assessors trained by other member org come for 1 week visit and gives a feedback report. Then a jury decides the finalists.

42
Q

The EFQM Global Excellence Index

A

The level in the index is determined by the EFQM RADAR scoring:

  • Platinum - over 700p
  • Gold - over 600p
  • Silver - over 500p
  • Bronze - over 300p
43
Q

Deming Prize

A

A prize that was established in 1951 in Japan to honour Deming for his transformation of Japanese industry in terms of quality and productivity. Given to the most outstanding companies in the field.

44
Q

Four categories of the Deming Prize

A
  1. The Deming Prize for Individuals - for outstanding contributions to the study of TQM and its statistical methods.
  2. The Deming Distinguished Service Award for Dissemination and Promotion (overseas) - for ind. outside Japan to those made outstanding contributions in the dissemination and promotion of TQM.
  3. The Deming Prize - for org which has implemented TQM appropriate to their overall management.
  4. The Deming Grand Prize - for org that have already recieved the deming or deming grand prize for maintaining and further enhanced the level of the TQM for more than 3 years after winning the prize.
45
Q

Malcom Baldrige National Quality Award:

A

US Congress created this award in 1987 to recognize quality as a key strategic element in the competitive US industry. Give org with effective QM-practices and significantly improvements

46
Q

Is there any relationship between TQM and innovation?

A

Yes, all the practices that TQM is about will contribute to innovations, so the more intensive the org work with TQM, the more innovative they will be.

Quality Management (5 decks)

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