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ToTal qualiTy managemenT
Meaning of TQM
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Quality can be defined as an attribute which differentiates a product or service from its
competitors
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Total quality management is a customer oriented and quality focused philosophy of
management
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Quality Management is the act of achieving a benchmark level of quality through formulating
a quality policy, quality planning, quality assurance and quality control for quality
improvement
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Example: One of the most famous examples of total quality management is Toyota
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The company
decided to keep just enough inventories to fulfil customer orders as they were generated
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TQM focuses on customer
satisfaction
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2) Involvement of people
TQM encourages the active involvement of all employees in the quality improvement process
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3) Process approach
TQM focuses on understanding, controlling, and improving processes rather than just the final
product
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These processes are
then continually analyzed to understand deficiencies in the process
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This principle emphasizes the need for an organized, structured, and methodical way of
managing processes and systems within an organization
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5) Continuous improvement:
This concept of continuous improvement helps a company adapt to changing market
expectations
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Continuous improvement also drives and widens the competitive advantage that a
company has built over related companies
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These inputs are then
analysed to reach the required consensus
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It leads to making predictions based on past figures and producing accurate
results
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There should not be just one way,
rather a two-way communication system in an organisation
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8) Training and development of people
Training helps in improving employee personality and eliminating human errors
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9) Emphasising needs of market
Organisation need to update themselves with the latest trends going on in the market
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If
it fails to meet the needs of the market, it won’t be able to survive for long
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Benefits of TQM
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It is based on the principle of preventing defective
products/services rather than being at the expense of quality failure cost
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Consequently, this brings in cost reduction and thus
increased profitability
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This also saves time and
duplication of tasks
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Promotes Innovation Process
TQM enables organizations to research any undergoing challenges/ problems to come up with
solutions for the same
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The implemented innovative approach to the core and peripheral services
attracts customers
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Market-Specific Products/Services
Since the main focus of TQM is on customer satisfaction, it provides a pathway to understand the
needs and demands of the consumer market
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TQM enables changes in the employees’ behavioural patterns by facilitating good
work culture, and teamwork, promoting self-development and employee engagement, and thus
extracting better performance
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Promotes Continual Improvement
The basic fundamental of TQM is continually improving for long-term success
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This
results in a continuous revival of processes
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Promotes Goodwill
As TQM focuses on consistently delivering good quality products/services, the consumers hold a
favourable reputation for the organization
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This results in a good brand image and goodwill in the long run
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Less product defects
An objective of TQM is to create products and services with minimum or no defects
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It believes that customer decides the quality
of the products
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In this way, TQM
achieves customer satisfaction
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Effective communication
Faulty and inadequate communication act as obstacles in the way of proper development of an
organisation
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TQM techniques bind together members of various related sections,
departments and levels of management for effective communication and interaction
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Benchmark means a standard/ target
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If it fails to achieve the benchmark, it tries to find out reasons for such deviation, and comes
up with measures to fill the gap
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The goal is to identify areas of improvement, adopt best practices, and enhance overall
performance
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Example: If Swiggy takes 10 minutes to make a delivery within a particular distance and Zomato
takes 20 minutes
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Time taken by swiggy is the benchmark here
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Example: Puma analyses the shoe quality produced by Nike and tries to match the same
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3) Strategic Benchmarking
Strategic benchmarking involves comparing an organization's overall strategies, structures, and
processes with those of other successful organizations, regardless of industry
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The goal is to identify areas where the organization's products or
services can be improved to gain a competitive advantage
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5) Functional Benchmarking
Functional benchmarking involves comparing similar functions or processes across different
industries to identify best practices that can be adapted to the organization's own processes
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6) Generic Benchmarking
Generic means without a brand
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7) Internal Benchmarking
Internal benchmarking involves comparing a business process or performance metrics with
different units or departments of the same organization
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Benchmarking process
1) Planning phase
The first step in benchmarking is to clearly define the objectives and scope of the benchmarking
study
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Additionally, they must determine the scope of the
benchmarking study, including the specific metrics and key performance indicators (KPIs) that
will be evaluated
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Once objectives are established, organizations need to identify benchmarking partners
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Competitive benchmarking involves comparing performance against direct competitors
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Choosing
the right benchmarking partners is crucial to gather relevant and valuable insights
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This involves gathering information about the processes or activities
being benchmarked and comparing them against the established benchmarks or best practices
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Organizations should focus on both quantitative and qualitative data to
gain a better understanding of performance differences
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3) Integration phase:
Integration phase involves two steps
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The findings should be based on factual information
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(b) Establishment of functional goals in all functional areas of management
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These action plans should be realistic,
measurable, and aligned with the organization's overall objectives
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Action
plans may include process redesign, technology adoption, training programs, or other initiatives
aimed at improving performance
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Regular monitoring allows organizations to assess the impact of the changes and
make further adjustments if necessary
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Deeming Wheel and its steps
Deming Wheel is a problem-solving process suggested by Dr
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It is also known as the
PDCA cycle
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What problem due you want to solve? Adress this
question in the first step
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Do: Conduct proper research develop a solution and implement it; This needs to be done at a
smaller scale
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Compare the expected results with the actual results
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Act: If there are no gap between the planned and actual results, then implement the change at a
larger scale
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Just in time- Concept, objectives and characteristics
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JIT is attributed to the Japanese automaker Toyota Motor Corporation
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Just-in-Time (JIT) is a key concept in Total Quality Management (TQM) that emphasizes the
efficient use of resources to minimize waste and optimize productivity
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This approach aims to eliminate excess inventory, reduce lead times, and enhance overall
efficiency
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Example: McDonald's: The fast-food giant utilizes JIT to manage its supply chain efficiently,
ensuring that ingredients are delivered and used just in time for food preparation
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ii) Quality Products
Just in Time system controls quality at the source
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iii) Employee Training
Workers are trained to develop skills necessary for job performance
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iv) Small lot sizes
Just in time advocates small lot sizes
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v) Pull method of material flow
In just in time method the production is based on demand from customers
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By using
materials in small lots as per customer’s orders, investment in inventory is reduced
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Standardization of
components and work procedures helps to achieve this objective
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Focus is on developing healthy relations with the suppliers
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Hence, good supplier relations enable to
company to procure materials even at a short notice and reasonable prices
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Automatic machines allows faster completion of work with minimum errors
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There are usually between five and 15 members and management appoints high performing
employees with excellent skills to take part in quality circles
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Most quality circles meet once a week for about an hour
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After analysing the issue, they recommended a
rearrangement of the production line and cross-training of operators
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Features of Quality Circles
1) Problem Solving
Quality circles aim to identify, analyse, and solve work-related problems
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2) Employee Involvement
Quality circles promote active participation and involvement of employees at all levels
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4) Team Building
Quality circles contribute to team building by bringing employees together across different
departments or functions
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5) Skill Development
Participation in quality circles provides opportunities for skill development
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6) Employee Morale
Actively involving employees in decision-making processes and recognizing their contributions
to quality improvement positively impacts morale
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Members actively seek opportunities to enhance processes, products, and
services
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9) Voluntary Participation
Membership in a quality circle is voluntary
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10) Brainstorming and Idea Generation
A key feature of quality circles is the use of brainstorming sessions to generate ideas for solving
identified problems
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Six sigma
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Six Sigma is a methodology for process improvement developed by a scientist at Motorola in
the 1980s
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The five phases of the Six Sigma method, known as DMAIC, are defining, measuring,
analysing, improving, and controlling
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Six Sigma
quality is achieved when long-term defect levels are below 3
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Example: Microsoft (MSFT) is one of the largest software producers in the world
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Force Field Analysis - Driving and restraining forces in decision making
Kurt Lewin introduced force field analysis as a strategic tool for implementing change
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Driving Forces:
These forces are positive in nature and support implementing change
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Decision making
In a change situation the manager can take appropriate decision as follows:
i) When the driving forces dominate the restraining forces, the situation is favourable for
implementing the change
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Therefore the manager should postpone the implementation of change
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Failure Mode and Effect Analysis and its steps
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Failure Mode and Effect Analysis is a technique which systematically analyses the reasons
for occurrence of failure and the impact of failure
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In a concise manner, FMEA evaluates the severity, occurrence, and detectability of failure
modes, assigning a Risk Priority Number (RPN)
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Steps in FMEA:
1) Select a process
This involves selecting a process for the purpose of analysis
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2) Formation of team
Assemble a cross-functional team with diverse expertise to ensure a comprehensive analysis
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4) Identify possible wrongs in process
Make list of failures
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Consider what could fail, how it could fail, and why it might fail
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Focus on addressing the failure modes with the highest severity value
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These actions could involve
process redesign, procedural changes, or the introduction of new controls to mitigate the
identified risks
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It is the quality standard recognized at the
global level
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ISO-9001 is the most comprehensive standard consisting of 20 elements which cover design,
development, production, installation and servicing
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ISO-9003 consists of 12 elements covering inspection and testing for laboratories, warehouses
etc
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ISO-9000 provides guidance regarding applicability of the three standards
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