History of total quality management
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The document provides an overview of the history and concepts of total quality management (TQM) in construction management. It discusses the evolution of TQM from craftsmen to modern manufacturing. Key aspects of TQM covered include the Deming philosophy, customer satisfaction, continuous process improvement methods like Juran's Trilogy and PDSA cycles, and the importance of quality councils, strategic goals, and leadership in TQM implementation.
![““History of TotalHistory of Total
Quality Management InQuality Management In
ConstructionConstruction
Management”Management”
Pintu Badatiya (140490714001)
Divyesh Joshi (140490714003)
M. E. CONSTRUCTION MANAGEMENTM. E. CONSTRUCTION MANAGEMENT
YEAR – I (SEMESTER – I)YEAR – I (SEMESTER – I)
Sudhir Vekaria (140490714009)
Vimal Patel (140490714010)
Prepared By : -
[Total Quality Management[Total Quality Management
& Control]& Control]](https://image.slidesharecdn.com/historyoftotalqualitymanagement-150304110612-conversion-gate01/85/History-of-total-quality-management-1-320.jpg)
![Customer typesCustomer types
• External and Internal customers.
• External – current, prospective and lost customers.
• Internal – Every person in a process is a customer of the
previous operation.( applies to design, manufacturing,
sales, supplies etc.) [Each worker should see that the
quality meets expectations of the next person in the
supplier-to-customer chain].
• TQM is commitment to customer-focus - internal and
external customers.](https://image.slidesharecdn.com/historyoftotalqualitymanagement-150304110612-conversion-gate01/85/History-of-total-quality-management-27-320.jpg)
History of total quality management
- 1. ““History of TotalHistory of Total Quality Management InQuality Management In ConstructionConstruction Management”Management” Pintu Badatiya (140490714001) Divyesh Joshi (140490714003) M. E. CONSTRUCTION MANAGEMENTM. E. CONSTRUCTION MANAGEMENT YEAR – I (SEMESTER – I)YEAR – I (SEMESTER – I) Sudhir Vekaria (140490714009) Vimal Patel (140490714010) Prepared By : - [Total Quality Management[Total Quality Management & Control]& Control]
- 2. ContentsContents • Quality Council • Strategic Quality Goals and Objectives • Customer satisfaction • Customer types • Customer/supplier chain • User purchase perceptions- from survey • Customer feedback methods • Customer Care • Customer Retention • Motivation • Continuous Process Improvement • Juran’s Trilogy • THE PDSA cycle • Continuous Process Improvement cycle • References • EVOLUTION of TQM • TQM Evolution • QUALITY IS ….the QUALIFIER! • Quality - Definitions • Quality and customer expectations • The 9 Dimensions of Quality • TQM six basic Concepts • Effects of poor Quality • Benefits of Quality • Historical Review of Quality Control • 7 Habits of highly effective people ( Stephen Covey) • The Deming Philosophy • Role of TQM leaders • TQM implementation
- 3. EVOLUTION of TQMEVOLUTION of TQM • CRAFTSMEN & ARTISANS (e.g. Artists, Sculptors, working with metals & other materials who were very Quality-conscious. • TRADESMEN (e.g. Masons, Carpenters etc.) • ENGINEERING TRADES & PRACTICES (e.g. Foundry, Smithy, Die-making, Mould- making,Stamping, Forging, Turning, Milling, Drilling etc. )
- 4. TQM EvolutionTQM Evolution • Custom-built Articles/Products having considerable control over Quality. • Mass- Produced Products with less control over Quality • Quality control Department in Factories. • TQM-based Production facility – enhancing the Organization through Quality techniques to better achieve organization’s goals-eg. Productivity and Profitability with min. wastage. • ISO Quality Management Systems.
- 5. QUALITY IS ….the QUALIFIER!QUALITY IS ….the QUALIFIER! • Doing it right first time and all the time. This boosts Customer satisfaction immensely and increases efficiency of the Business operations. • Clearing the bar (Specification or Standard stipulated) Excellence that is better than a minimum standard.
- 6. Quality - DefinitionsQuality - Definitions • Quality is excellence that is better than a minimumexcellence that is better than a minimum standard.standard. It is conformance to standards andIt is conformance to standards and ‘fitness of purpose’‘fitness of purpose’ .. • ISO 9000:2000 definition of Quality It is the degreeIt is the degree to which a set of inherent characteristics fulfillsto which a set of inherent characteristics fulfills requirementsrequirements.. • Quality is ‘ fitness for use ‘ of the product‘ fitness for use ‘ of the product –Joseph Juran.
- 7. Quality and customer expectationsQuality and customer expectations • Quality is also defined as excellence in the product or service that fulfills or exceeds the expectations of the customer. • There are 9 dimensions of quality that may be found in products that produce customer-satisfaction. • Though quality is an abstract perception, it has a quantitative measure:- Q = (P / where Q=quality, P= performance (as measured by the Mfgr.) and E = expectations( of the customer).
- 8. • Quality is not fine-tuning your product at the final stage of manufacturing, before packaging and shipping. • Quality is in-built into the product at every stage from conceiving –specification & design stages to prototyping –testing and manufacturing stages. • TQM philosophy and guiding principles continuously improve the Organization processes and result in customer satisfaction. Quality and customer expectationsQuality and customer expectations
- 9. The 9 Dimensions of QualityThe 9 Dimensions of Quality • Performance • Features • Conformance ----------------------------- • Reliability • Durability • Service ----------------------------- • Response- of Dealer/ Mfgr. to Customer • Aesthetics – of product • Reputation- of Mfgr./Dealer
- 10. TQM six basic ConceptsTQM six basic Concepts • Management commitment to TQM principles and methods & long term Quality plans for the Organization. • Focus on customers – internal & external. • Quality at all levels of the work force. • Continuous improvement of the production/business process. • Treating suppliers as partners. • Establish performance measures for the processes.
- 11. Effects of poor QualityEffects of poor Quality • Low customer satisfaction • Low productivity, sales & profit • Low morale of workforce • More re-work, material & labor costs • High inspection costs • Delay in shipping • High repair costs • Higher inventory costs • Greater waste of material
- 12. Benefits of QualityBenefits of Quality • Higher customer satisfaction • Reliable products/services • Better efficiency of operations • More productivity & profit • Better morale of work force • Less wastage costs • Less Inspection costs • Improved process • More market share • Spread of happiness & prosperity • Better quality of life for all.
- 13. Historical Review of Quality ControlHistorical Review of Quality Control • Quality in articles and artefacts produced by skilled craftsmen and artisans from the B.C. era e.g. goldsmiths, silversmiths, blacksmiths, potters etc. • Artists & Artisans Guilds in the Middle ages spent years imparting quality skills and the workmen had pride in making quality products. • Industrial Revolution brought factory manufacturing where articles were mass-produced and each worker made only a part of the product, and did not sense the importance of his contribution to the quality of the product .
- 14. Historical Review of Quality ControlHistorical Review of Quality Control • In 1924, W.A. Shewhart of Bell Telephone Labs developed a statistical chart for the control of product variables – the beginning of SQC and SPC. • In the same decade, H.F. Dodge and H.G. Romig of Bell Telephone Labs developed statistical acceptance sampling instead of 100% inspection. • In 1946,the American Society for Quality Control was formed. • In 1950, W. Edwards Deming, who learnt SQC from Shewhart , taught SPC & SQC to Japanese engineers and CEO’s.
- 15. Historical Review of Quality ControlHistorical Review of Quality Control • In 1954, Joseph M.Juran taught Japanese managements their responsibility to achieve quality . • In 1960, the first quality control circles were formed. SQC techniques were being applied by Japanese workers. • 1970’s US managers were learning from Japan Quality implementation miracles. • In 1980’s TQM principles and methods became popular. (also in auto industry) • In 1990’s ,the ISO 9000 model became the world-wide standard for QMS.
- 16. 7 Habits of highly effective people7 Habits of highly effective people ( Stephen Covey)( Stephen Covey) • Be pro-active • Begin with the end in mind • Put first things first • Think win-win • Seek first to understand, then to be understood • Synergy • Sharpen the saw
- 17. The Deming PhilosophyThe Deming Philosophy • Create and publish the aims and purposes of the organization. • Learn the new philosophy. • Understand the purpose of inspection. • Stop awarding business based on price alone. • Improve constantly and forever the System. • Institute training. • Teach and institute leadership.
- 18. The Deming PhilosophyThe Deming Philosophy • Drive out fear, create trust, and create a climate for innovation. • Optimize the efforts of teams, groups and staff areas. • Eliminate exhortations for the work force. • Eliminate numerical quotas for the work force. • Eliminate management by objectives. • Remove barriers to pride of workmanship. • Encourage education and self-improvement for all. • Take action to accomplish the transformation.
- 19. Role of TQM leadersRole of TQM leaders • All are responsible for quality improvement especially the senior management & CEO’s. • Senior management must practice MBWA. • Ensure that the team’s decision is in harmony with the quality statements of the organization. • Senior TQM leaders must read TQM literature and attend conferences to be aware of TQM tools and methods. • Senior managers must take part in award and recognition ceremonies for celebrating the quality successes of the organization. • Coaching others and teaching in TQM seminars. • Senior managers must liaise with internal ,external and suppliers through visits, focus groups, surveys. • They must live and communicate TQM.
- 20. TQM ImplementationTQM Implementation • Begins with Sr. Managers and CEO’s. • Timing of the implementation process. • Formation of Quality council. • Union leaders must be involved with TQM plans implementation. • Everyone in the organization needs to be trained in quality awareness and problem solving. • Quality council decides QIP projects.
- 21. Quality CouncilQuality Council • The quality council includes CEO and Senior managers of the functional areas -research, manufacturing, finance, sales, marketing etc. and one co-ordinator and a union representative. • Duties- To develop the Quality statements e.g. Vision, Mission, Quality policy statements, Core values etc. • To develop strategic long-term plans and annual quality improvement programme. • Make a quality training programme. • Monitor the costs of poor quality. • Determine the performance measures for the organization. • Always find projects that improve the processes and produce customer satisfaction. • Establish work-group teams and measure their progress. • Establish and review the recognition and reward system for the TQM.
- 22. Strategic Quality Goals and ObjectivesStrategic Quality Goals and Objectives • Goals must be focused • Goals must be concrete • Goals must be based on statistical evidence • Goals must have plan or method with resources • Goals must have a time-frame • Goals must be challenging yet achievable
- 23. Customer satisfactionCustomer satisfaction • Customer is the Boss or 'King’. • Customer dictates the market trends and direction. • Customer not only has needs to be supplied (basic performance functions). • Also he ‘wants what he wants!’ (additional features satisfy him and influence his purchase decision). • Hence the Suppliers and Manufacturers have to closely follow at the heel of the customer.
- 24. Norman’s Customer satisfaction modelNorman’s Customer satisfaction model CustomerQuality C,Q
- 25. Customer SatisfactionCustomer Satisfaction Quality System Quality Product/ Service Customer Satisfaction Customer Focus
- 26. Customer Satisfaction Organizational DiagramCustomer Satisfaction Organizational Diagram CUSTOMERS Front-line Staff Functional Department Staff CEO Sr. Mngrs.
- 27. Customer typesCustomer types • External and Internal customers. • External – current, prospective and lost customers. • Internal – Every person in a process is a customer of the previous operation.( applies to design, manufacturing, sales, supplies etc.) [Each worker should see that the quality meets expectations of the next person in the supplier-to-customer chain]. • TQM is commitment to customer-focus - internal and external customers.
- 28. Customer/supplier chainCustomer/supplier chain Inputs from external customers Internal customers Outputs to external customers
- 29. Internal customer/SupplierInternal customer/Supplier relationshipsrelationships Questions asked by people to their internal customers : • What do you need from me? • What do you do with my output? • Are there any gaps between what you need and what you get? Good team-work and inter-Departmental harmony is required. Also the leaders role in supervising the internal customer-supplier chain.
- 30. User purchase perceptions-User purchase perceptions- from surveyfrom survey • Performance • Features • Service • Warranty • Price • Reputation
- 31. Customer satisfaction/Customer satisfaction/ dissatisfaction feedbackdissatisfaction feedback • Customer feedback has to be continuously sought and monitored - not one-time only! ( Pro-active! Complaints are a reactive method of finding out if there is a problem). • Customer feedback can be relayed to Mfgr. • Performance comparison with competitors can be known. • Customers needs can be identified. • Areas for improvement can be noted.
- 32. Customer feedback methodsCustomer feedback methods • Comment cards enclosed with warranty card when product is purchased. • Customer survey and questionnaire. • Customer visits. • Customer focus groups. • Quarterly reports. • Toll-free phones. • e-mail, Internet news groups, discussion forums. • Employee feedback. • Mass customization.
- 33. Customer CareCustomer Care • Keep promises to customers. • Return customer calls promptly. • Allot staff to handle customer problems. • Treat customers with courtesy, respect and professionalism always. • Evaluate customer satisfaction regularly. • Search for customer-related improvements continuously. • Deliver Products/Service promptly and efficiently. • Give every customer complete and personal attention.
- 34. Customer CareCustomer Care • Maintain a neat and clean appearance of self and work-place, at all times. • Review and implement customer feedback and suggestions into current procedures when needed. • Training and education to enhance job performance and commitment to customer care. • Treat every customer as we would treat ourselves.
- 35. Kano Model- conceptualizes customerKano Model- conceptualizes customer requirementsrequirements Exciters- Quickly expected Customer satisfied Customer Not satisfied Requirement satisfied Requirement Not satisfied Innovations Unspoken- but expected requirements Spoken and expected requirements Known only to experienced designers or discovered late Easily identified Typically performance related
- 36. Customer RetentionCustomer Retention • Customer satisfaction should lead to customer loyalty and customer retention. • This is the acid test and bottom line- when the customer repeatedly comes back to you for repeat orders and to purchase new products Mfgr. by you. (In spite of stiff competition and multiple Suppliers/Sources!) • Firm orders received or cash payments registered , market share, customer referrals and customer retention are an indication of your customer success and penetration .
- 37. MotivationMotivation • Maslow’s Hierarchy of Needs. • Herzberg’s Two-Factor Theory. • Achieving a motivated task-forc Know thyself, Know your employees, Establish a positive attitude, share the goals, Monitor progress, Develop interesting work,Communicate effectively, Celebrate success.
- 38. Continuous Process ImprovementContinuous Process Improvement INPUT Materials Money Data etc. PROCESS People Equipment Method Environment Materials Procedures OUTPUT Information Data Product Service etc. CONDITIONS O/P FEEDBACK
- 39. Five ways to Improve a ProcessFive ways to Improve a Process • Reduce resources • Reduce errors • Meet or exceed expectations of internal/external customers • Make the process safer • Make the process more satisfying to the person doing it
- 40. Continuous Process ImprovementContinuous Process Improvement • Juran’s Trilogy. • Shewhart’s Plan-Do-Study-Act cycle. • Kaizen- making small incremental improvements to the individual and the organization.
- 41. Juran’s TrilogyJuran’s Trilogy • Three components - PLANNING, CONTROL AND IMPROVEMENT. • Based on financial processes, such as budgeting (planning), expense measurement (control), and cost reduction (improvement).
- 42. Quality planning Cost of poor quality Operation region Original zone of Quality control New zone of quality control Quality Control- during Operations 0 0 20 40 Time Sporadic spike Chronic waste Opportunity for improvement Quality improvement Lessons learned The Juran Trilogy DiagramThe Juran Trilogy Diagram
- 43. THE PDSA cycleTHE PDSA cycle PlanPlan DoStudy Act Plan
- 44. PDSA cycle- seven steps or phasesPDSA cycle- seven steps or phases • Identify the opportunity. • Analyze the current process. • Develop the optimal solutions. • Implement changes. • Study the results. • Standardize the solution. • Plan for the future.
- 45. Continuous Process Improvement cycleContinuous Process Improvement cycle Phase I Identify the Opportunity Act Plan DoStudy Phase I Identify the Opportunity Phase 2 Analyze the process Phase 3 Develop the optimal solutions Phase 4 ImplementationPhase 5 Study the results Phase 7 Plan for the future Phase 6 Standardize the solution