TQM:
Concepts,
Systems and
Tools in
Quality
Kaizen Concept and System
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Kaizen
A Japanese word meaning
continuous improvement. It is
made up of two characters are
“kai” meaning “change” and
“zen” meaning good.
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Two types of Kaizen
Gemba – is an action- Teian – a theory based
oriented approach and approach and refers to
refers to improvement strategic improvements
activities that are that are prejudiced by
carried out in the the top management.
actual workplace.
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Example of Gemba
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PDCA(Plan-Do-Check-Act) Cycles
(Golden cycle for improving processes)
1. Planning Phase- problems are defined and need to be addressed
2. Doing Phase-developing a solution for the problems
3. Checking Phase- there’s comparison analysis of before and after
data to confirm the effectiveness of the processes and measure
the results.
4. Acting Phase- documenting the results and preparation to
address the other problems
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SDCA (Standardized-Do-Check-Action) Cycles
(Invoked when failure occurs)
1. Standard – are created with the employees.
2. Do – carrying out the standard
3. Check – compared standard with current situation to verify
intended use.
4. Action – modify the standard based upon the results from
checking the standard.
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Three Dimensions of
Kaizen
▸ Quality
▸ Cost
▸ Delivery
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KAIZEN SYSTEMS
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1.
Total Quality
Control (TQC)
It is a management tool for
improving total
performance. TQC means
organized Kaizen activities
involving everyone in a
company.
2.
JIT (Just in Time)
Production
- is a revolutionary way to trim
down cost while at the same
time meeting the customer’s
delivery needs.
3.
Total Productive
Maintenance (TPM)
It is a system of maintaining
and improving the integrity
of production and quality
systems through the
machines, equipment,
processes, and employees
that add business value to
an organization.
Types of Maintenance
1. Breakdown Maintenance – means that people waits until equipment
fails and repair.
2. Preventive Maintenance – Daily maintenance (cleaning, inspection,
oiling, re-tightening) design to retain the healthy condition of equipment
and prevent failure.
▸ Periodic Maintenance – consist of periodically inspecting, servicing
and cleaning equipment and replacing parts to prevent sudden
failure and process problems.
▸ Prediction Maintenance – in which the service life of important part
is predicted based on inspection or diagnosis, in order to use the
parts to the limit of their service life.
3. Corrective Maintenance – improves equipment and its components
so that preventive maintenance can be carried out reliably. 13
4.
Policy Development
• People follow policies, good or bad.
• Policy should be direct and concise
and should clearly define
management’s commitment to
quality.
• It needs to state the level of
defects or errors that is acceptable.
• Should be explained to employees.
5.
Suggestion system
It encourages all workers to
talk about their
suggestions orally with
supervisors and put them
into action right away,
even before submitting
suggestion forms.
6.
Small Group Activities
These are informal and voluntary groups
organized to carry out specific task in a
workshop environment.
Quality Circles are designed to address not
only quality issues but also such issues
as cost, safety, and productivity.
Small Group Activity (SGA) is a method for
problem solving in teams by
structurally searching for the root
cause and eliminating them.
Quality Certification and
Award
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ISO (International Organization for
Standardization)
▸ ISO (International Organization for Standardization) is the
world’s largest developer of voluntary International
Standards.
▸ ISO develops International Standards. It was founded in
1947, and since then has published more than 19,000
International Standards covering almost all aspects of
technology and business.
▸ ISO is derived from the Greek “isos”, meaning equal.
Whatever the country, whatever the language, the short form
of our name is always ISO.
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ISO (International Organization for
Standardization)
Structure and Governance
▸ ISO is an independent, non-governmental organization made up of
members from the national standards bodies of 164 countries. They
have a Central Secretariat in Geneva, Switzerland, that coordinates the
system.
Example of ISO:
▸ ISO 9000 - Quality management
▸ ISO 14000 - Environmental management
▸ ISO 22000 - Food safety management
▸ ISO 26000 - Social responsibility
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Malcolm Baldrige National Quality
Award (MBNQA)
▸ The Malcolm Baldrige National Quality Award (MBNQA) is
presented annually by the President of the United States to
organizations that demonstrate quality and performance
excellence. Three awards may be given annually in each of six
categories:
• Manufacturing
• Service company
• Small business
• Education
• Healthcare
• Nonprofit 20
Malcolm Baldrige National Quality
Award (MBNQA)
Baldrige Criteria for Performance Excellence:
1. Leadership
2. Strategic planning
3. Customer and market focus
4. Measurement, analysis, and knowledge management
5. Human resource focus
6. Process management
7. Business/organizational performance results
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Seven Quality
Tools
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1. Cause and Effect/ Fishbone Diagram
It is employed to identify the underlying symptoms of a problem or “effect”
as a means of finding the root cause.
Major Factors
4M’s (Method, Manpower, Material and Machinery)
4P’s (Policies, Procedures, people and Plant)
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2. Pareto Chart
It organizes and displays information in
order to demonstrate the relative
importance of various problems or causes
of problems.
Alfredo Pareto, an economist who noted
that a few (20%) people controlled most
of a (80%) nation’s wealth.
Pareto Principle – states that 80% of
the problem is attributed to 20% of its
causes or inputs.
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3. Check Sheets
It is also known as data
collection sheets and tally
sheets.
It used to capture data in
a manual, reliable,
formalized way so that
decisions can be made
based on facts.
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4. Histogram
It is a form of bar chart.
Used to measure the
frequency distribution of
data that is normally
grouped together in
ranges or “bins”.
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5. Control Charts
Most complicated of the basic tools of TQM, but are based on simple principle.
It focuses on monitoring performance over time by looking at the variation in data points and
distinguishes between common cause and special cause variations.
Control Limits are values from mean and variances that sample measurements not expected to exceed
unless some special cause changes the process.
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6. Scatter Diagrams
It is used to identify whether there is a relationship between to variables.
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7.Flow Chart
Sometimes called process map.
It is a visual representation of a process.
Used to piece together the actual process as it is carried out, which quite often varies from
how the process imagines it is.
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Thank You!
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