TQM 培训资料.ppt

TotalQualityManagement-TQM,Thequalityjourneycontinues.Author:DrRhysRowland-Jones,SessionPlan,IntroductiontoconceptsofTQMStandardsandTQMTQMReasonsforfailureMeasurementofQuality,TotalQualityManagement,TQMisaphilosophywhichappliesequallytoallpartsoftheorganization.TQMcanbeviewedasanextensionofthetraditionalapproachtoquality.TQMplacesthecustomerattheforefrontofqualitydecisionmaking.Greateremphasisontherolesandresponsibilitiesofeverymemberofstaffwithinanorganizationtoinfluencequality.Allstaffareempowered.,TotalQualityManagement,Doingthingsright.FIRSTtime.,Internetix(2005),BritishStandardsonTQM,BS7850-1:1992Totalqualitymanagement.Guidetomanagementprinciples.BS7850-2:1994,ISO9004-4:1993Totalqualitymanagement.Guidelinesforqualityimprovement.,ElementsofTQM,LeadershipTopmanagementvision,planningandsupport.EmployeeinvolvementAllemployeesassumeresponsibilityforthequalityoftheirwork.Product/ProcessExcellenceInvolvestheprocessforcontinuousimprovement.,ElementsofTQM,ContinuousImprovementAconceptthatrecognizesthatqualityimprovementisajourneywithnoendandthatthereisaneedforcontinuallylookingfornewapproachesforimprovingquality.CustomerFocuson“FitnessforUse”DesignqualitySpecificcharacteristicsofaproductthatdetermineitsvalueinthemarketplace.ConformancequalityThedegreetowhichaproductmeetsitsdesignspecifications.,AfundamentalconceptofTQMfromBS7850-aProcess,“Asetofinter-relatedresourcesandactivitieswhichtransforminputsintooutputs.”(ISO8402).“Anyactivitythatacceptsinputs,addsvaluestotheseinputsforcustomers,andproducesoutputsforthesecustomers.Thecustomersmaybeeitherinternalorexternaltotheorganization.”(BS7850),TheSimpleProcess,(Source:BS7850:1992,“TotalQualityManagement”),ChangingRoleoftheProcessOwner,(Source:BS7850:1992,“TotalQualityManagement”),TQM&organizationalCulturalChange,TraditionalApproachLackofcommunicationControlofstaffInspection&firefightingInternalfocusonruleStabilityseekingAdversarialrelationsAllocatingblame,TQMOpencommunicationsEmpowermentPreventionExternalfocusoncustomerContinuousimprovementCo-operativerelationsSolvingproblemsattheirroots,Customersexpectationsfortheproductorservice,Customersperceptionsoftheproductorservice,Customersperceptionsoftheproductorservice,Customersexpectationsfortheproductorservice,Customersperceptionsoftheproductorservice,Expectationsperceptions,Expectations=perceptions,Expectationsperceptions,Perceivedqualityisgovernedbythegapbetweencustomersexpectationsandtheirperceptionsoftheproductorservice,Customersexpectationsoftheproductorservice,Source:Slacketal.2004,AdditionalviewsofQualityinServices,TechnicalQualityversusFunctionalQualityTechnicalqualitythecoreelementofthegoodorservice.Functionalqualitycustomerperceptionofhowthegoodfunctionsortheserviceisdelivered.ExpectationsandPerceptionsCustomerspriorexpectations(generalizedandspecificserviceexperiences)andtheirperceptionofserviceperformanceaffecttheirsatisfactionwithaservice.Satisfaction=(PerceptionofPerformance)(Expectation),A“Gap”modelofQuality,Source:Parasuraman,ZeithmanandBerry.1985,ContinuousImprovement,Philosophythatseekstomakenever-endingimprovementstotheprocessofconvertinginputsintooutputs.Kaizen:Japanesewordforcontinuousimprovement.,ImplementingTQM,SuccessfulImplementationofTQMRequirestotalintegrationofTQMintoday-to-dayoperations.CausesofTQMImplementationFailuresLackoffocusonstrategicplanningandcorecompetencies.Obsolete,outdatedorganizationalcultures.,ObstaclestoImplementingTQM,Lackofacompany-widedefinitionofquality.Lackofaformalizedstrategicplanforchange.Lackofacustomerfocus.Poorinter-organizationalcommunication.Lackofrealemployeeempowerment.Lackofemployeetrustinseniormanagement.Viewofthequalityprogramasaquickfix.Driveforshort-termfinancialresults.Politicsandturfissues.,SomecriticismsofTQM,BlindpursuitofTQMprogramsProgramsmaynotbelinkedtostrategiesQuality-relateddecisionsmaynotbetiedtomarketperformanceFailuretocarefullyplanaprogram,PDCACyclerepeatedtocreatecontinuousimprovement,Time,Performance,“Continuous”improvement,Plan,Do,Check,Act,RecognizingandrewardingQuality,PromotionofhighqualitygoodsandservicesMalcolmBaldrigeNationalQualityAward(MBNQA)(UnitedStates)DemingPrize(Japan)EuropeanQualityAward(EuropeanUnion)ISO9000certification,TheintegratedframeworkoftheBaldrigeAwardcriteria,Source:2004CriteriaforPerformanceExcellence,U.S.Dept.ofCommerce,BaldrigeNationalQualityProgram,NationalInstituteofStandardsandTechnology,Gaithersburg,MD20899.(),Product,Continualimprovementofthequalitymanagementsystem,Customers(andotherinterestedparties),Requirements,Managementresponsibility,Resourcemanagement,Measurement,analysisandimprovement,Productrealisation,Output,Satisfaction,Input,Source:BSENISO9001:2000,Key:Valueaddingactivityinformationflow,Customers(andotherint