TQM 培训资料课件.pptx

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1、Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionTotal Quality Management-TQMThe quality journey continues.Author:Dr Rhys Rowland-JonesTotal Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionSession PlanIntroduction to concepts of TQMS

2、tandards and TQMTQM Reasons for failureMeasurement of QualityTotal Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionTotal Quality ManagementTQM is a philosophy which applies equally to all parts of the organization.TQM can be viewed as an extension of the traditional ap

3、proach to quality.TQM places the customer at the forefront of quality decision making.Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality.All staff are empowered.Total Quality Management-TQMStandards in Actionwww.bsieducation.org/st

4、andardsinactionTotal Quality ManagementDoing things right.FIRST time.Internetix(2005)Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionBritish Standards on TQMBS 7850-1:1992Totalqualitymanagement.Guidetomanagementprinciples.BS 7850-2:1994,ISO 9004-4:1993Totalqualit

5、ymanagement.Guidelinesforqualityimprovement.Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionElements of TQMLeadershipTop management vision,planning and support.Employee involvementAll employees assume responsibility for the quality of their work.Product/Process E

6、xcellenceInvolves the process for continuous improvement.Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionElements of TQMContinuous ImprovementA concept that recognizes that quality improvement is a journey with no end and that there is a need for continually look

7、ing for new approaches for improving quality.Customer Focus on“Fitness for Use”Design qualitySpecific characteristics of a product that determine its value in the marketplace.Conformance qualityThe degree to which a product meets its design specifications.Total Quality Management-TQMStandards in Act

8、ionwww.bsieducation.org/standardsinactionA fundamental concept of TQM from BS 7850-a Process“A set of inter-related resources and activities which transform inputs into outputs.”(ISO 8402).“Any activity that accepts inputs,adds values to these inputs for customers,and produces outputs for these cust

9、omers.The customers may be either internal or external to the organization.”(BS 7850)Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionControlsProcessOutputsInputsResourcesThe Simple Process(Source:BS 7850:1992,“Total Quality Management”)Total Quality Management-TQ

10、MStandards in Actionwww.bsieducation.org/standardsinactionChanging Role of the Process OwnerAs customerProcess ownerAs customerAs supplierProcess ownerAs supplierProcess 1Process 1InputOutputOutput to customerInput from supplier(Source:BS 7850:1992,“Total Quality Management”)Total Quality Management

11、-TQMStandards in Actionwww.bsieducation.org/standardsinactionTQM&organizational Cultural ChangeTraditional ApproachLack of communicationControl of staff Inspection&fire fighting Internal focus on rule Stability seeking Adversarial relations Allocating blame TQMOpen communicationsEmpowermentPreventio

12、nExternal focus on customerContinuous improvementCo-operative relationsSolving problems at their rootsTotal Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionCustomers expectations for the product or serviceCustomers perceptions of the product or serviceCustomers percept

13、ions of the product or serviceCustomers expectations for the product or serviceCustomers perceptions of the product or serviceGapPerceived quality is poorPerceived quality is goodExpectations perceptionsExpectations=perceptionsExpectations perceptionsPerceived quality is governed by the gap between

14、customers expectations and their perceptions of the product or serviceCustomers expectations of the product or serviceGapSource:Slack et al.2004Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionAdditional views of Quality in ServicesTechnical Quality versus Functio

15、nal QualityTechnical quality the core element of the good or service.Functional quality customer perception of how the good functions or the service is delivered.Expectations and PerceptionsCustomers prior expectations(generalized and specific service experiences)and their perception of service perf

16、ormance affect their satisfaction with a service.Satisfaction=(Perception of Performance)(Expectation)Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionCustomers expectations concerning a product or serviceCustomers perceptions concerning the product or servicePrev

17、iousExperienceWord of mouth communicationsImage of product or serviceCustomers own specification of qualityManagements concept of the product or serviceorganizations specification of qualityThe actual product or serviceGap 1Gap 2Gap 3Gap 4A“Gap”model of QualitySource:Parasuraman,Zeithman and Berry.1

18、985Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionContinuous ImprovementPhilosophy that seeks to make never-ending improvements to the process of converting inputs into outputs.Kaizen:Japanese word for continuous improvement.Total Quality Management-TQMStandards

19、 in Actionwww.bsieducation.org/standardsinactionImplementing TQMSuccessful Implementation of TQMRequires total integration of TQM into day-to-day operations.Causes of TQM Implementation FailuresLack of focus on strategic planning and core competencies.Obsolete,outdated organizational cultures.Total

20、Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionObstacles to Implementing TQMLack of a company-wide definition of quality.Lack of a formalized strategic plan for change.Lack of a customer focus.Poor inter-organizational communication.Lack of real employee empowerment.L

21、ack of employee trust in senior management.View of the quality program as a quick fix.Drive for short-term financial results.Politics and turf issues.Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionSome criticisms of TQM1.Blind pursuit of TQM programs2.Programs m

22、ay not be linked to strategies3.Quality-related decisions may not be tied to market performance4.Failure to carefully plan a programTotal Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionPDCA Cycle repeated to create continuous improvementTimePerformance“Continuous”impr

23、ovementPlanDoCheckActTotal Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionRecognizing and rewarding QualityPromotion of high quality goods and servicesMalcolm Baldrige National Quality Award(MBNQA)(United States)Deming Prize(Japan)European Quality Award(European Union

24、)ISO9000 certificationTotal Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionThe integrated framework of the Baldrige Award criteriaSource:2004 Criteria for Performance Excellence,U.S.Dept.of Commerce,Baldrige National Quality Program,National Institute of Standards and

25、 Technology,Gaithersburg,MD 20899.()Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionProductContinual improvement of the quality management systemCustomers(and otherinterested parties)RequirementsManagementresponsibilityResourcemanagementMeasurement,analysis and i

26、mprovementProductrealisationOutputSatisfactionInputSource:BS EN ISO 9001:2000Key:Value adding activity information flowCustomers(and otherinterested parties)Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionOverview of the EFQM Excellence ModelTotal Quality Managem

27、ent-TQMStandards in Actionwww.bsieducation.org/standardsinactionQuality Award common elementsAll take holistic approachCustomers/peopleMeasurable characteristicsVisibleBasis taken from TQM Total Quality Management-TQMStandards in Actionwww.bsieducation.org/standardsinactionSummaryTQM a way of workin

28、gInvolves everyoneHigh prominence on customerAwards based upon TQM1、有时候读书是一种巧妙地避开思考的方法。3月-233月-23Monday,March 6,20232、阅读一切好书如同和过去最杰出的人谈话。09:15:0509:15:0509:153/6/2023 9:15:05 AM3、越是没有本领的就越加自命不凡。3月-2309:15:0509:15Mar-2306-Mar-234、越是无能的人，越喜欢挑剔别人的错儿。09:15:0509:15:0509:15Monday,March 6,20235、知人者智，自知者明。胜

29、人者有力，自胜者强。3月-233月-2309:15:0509:15:05March 6,20236、意志坚强的人能把世界放在手中像泥块一样任意揉捏。06三月20239:15:05上午09:15:053月-237、最具挑战性的挑战莫过于提升自我。三月239:15上午3月-2309:15March 6,20238、业余生活要有意义，不要越轨。2023/3/69:15:0509:15:0506 March 20239、一个人即使已登上顶峰，也仍要自强不息。9:15:05上午9:15上午09:15:053月-2310、你要做多大的事情，就该承受多大的压力。3/6/2023 9:15:05 AM09:15:0506-3月-2311、自己要先看得起自己，别人才会看得起你。3/6/2023 9:15 AM3/6/2023 9:15 AM3月-233月-2312、这一秒不放弃，下一秒就会有希望。06-Mar-2306 March 20233月-2313、无论才能知识多么卓著，如果缺乏热情，则无异纸上画饼充饥，无补于事。Monday,March 6,202306-Mar-233月-2314、我只是自己不放过自己而已，现在我不会再逼自己眷恋了。3月-2309:15:0506 March 202309:15谢谢大家谢谢大家