Total Quality Management - CII Institute of Logistics

More documents

Recommendations

Info

Total Quality Management reaching the top is difficult, it is even more difficult to remain on top for a longer time horizon. So, the moral of the story is that continuous improvement to eliminate defects, to optimize process, and to improve profits substantially is a never-ending process. Six Sigma focuses emphatically on all these three aspects. Just like TQM, Six Sigma is a long journey towards excellence in quality. It is not realistic to expect fantastic results within a very short time. Motorola took about 11 years to achieve Six Sigma level from scratch. Unlike other traditional quality tools, if you start the journey of Six Sigma with passion, involvement, and commitment, even in the short run say within three years you can have a reasonable jump in profits and there after, year after year you will start reporting phenomenal improvements in corporate profits. All factors considered, Six Sigma is not a mere mantra but an effective action plan that can pave the way for enhancing significantly the corporate profitability if implemented with total commitment. The results of Six Sigma practices will be far superior to other Quality Practices including TQM because of its focus on a breakthrough strategy that is highly radical in nature. Six Sigma strategy incorporates rigorous statistical measurement systems and powerful benchmarking metrics that are truly responsible for substantial improvements in performance in the twin elements of quality and profits. Six Sigma chases perfection and in the process catches excellence in all dimensions of quality! CII Institute of Logistics 108 Website: www.ciilogistics.com
Total Quality Management Bird’s Eye View of ISO 9000 Standards 6.1 WHAT IS I. S. O? The International Organization for Standardization (ISO) is the specialized international agency for standardization, at present comprising of the national standards bodies of 91 countries including INDIA. ISO is made up of approximately 180 technical committees. Each Technical Committee is responsible for one of the many areas of specialization. The object of ISO is to promote the development of standardization and relate world activities with a view to facilitating international exchange of goods and services and to develop co-operation in the sphere of intellectual, scientific, technological and economic activity. The results of ISO technical work are published as international standard. The standards discussed here are results of this process. 6.2 WHAT ARE THE ISO 9000 SERIES STANDARDS? With increased focus on quality issue worldwide, various standard-developing organizations prepared standards and guidelines in the quality field. Although there were similarities among the many standards, the quality picture became quite cloudy. Terms such as Quality Management, Quality Control, Quality Systems, Quality Assurance and Quality Policy, had acquired different and sometimes conflicting meaning from country to country, within a country and even within an industry. Standardization was needed at the international level. Work was initiated within the International Organization for Standardization (ISO) and in 1987 six standards (Known as the ISO 9000 series) which clarify the relation between different quality concepts and present three model for quality assurance systems. CII Institute of Logistics 109 Website: www.ciilogistics.com
Page 1 and 2:
Total Quality Management SEMESTER -
Page 3 and 4:
Total Quality Management Course Con
Page 5 and 6:
Total Quality Management Historical
Page 7 and 8:
Total Quality Management practition
Page 9 and 10:
Total Quality Management Deming’s
Page 11 and 12:
Total Quality Management numbers to
Page 13 and 14:
Total Quality Management measuring
Page 15 and 16:
Total Quality Management (6) People
Page 17 and 18:
Total Quality Management 1.7 Qualit
Page 19 and 20:
Total Quality Management 1.8 Compet
Page 21 and 22:
Total Quality Management Ident
Page 23 and 24:
Total Quality Management informatio
Page 25 and 26:
Total Quality Management 4) Compete
Page 27 and 28:
Total Quality Management Does s
Page 29 and 30:
Total Quality Management Fig 3 The
Page 31 and 32:
Total Quality Management mechanism
Page 33 and 34:
Total Quality Management TQ focused
Page 35 and 36:
Total Quality Management Every proc
Page 37 and 38:
Total Quality Management Effectiven
Page 39 and 40:
Total Quality Management 2. 6 Bench
Page 41 and 42:
Total Quality Management 2.8 Key Re
Page 43 and 44:
Total Quality Management Values: Va
Page 45 and 46:
Total Quality Management Implementa
Page 47 and 48:
Total Quality Management 3.3 The Im
Page 49 and 50:
Total Quality Management Identify
Page 51 and 52:
Total Quality Management The fact t
Page 53 and 54:
Total Quality Management ii. iii. m
Page 55 and 56:
Total Quality Management business n
Page 57 and 58: Total Quality Management Accounts :
Page 59 and 60: Total Quality Management By adoptin
Page 61 and 62: Total Quality Management iii. Someo
Page 63 and 64: Total Quality Management details of
Page 65 and 66: Total Quality Management Statistica
Page 67 and 68: Total Quality Management All the id
Page 69 and 70: Total Quality Management 12 x 11 x
Page 71 and 72: Total Quality Management CAUSES OF
Page 73 and 74: Total Quality Management good quali
Page 75 and 76: Total Quality Management x x x x x
Page 77 and 78: Total Quality Management 2. Where i
Page 79 and 80: Total Quality Management Between di
Page 81 and 82: Total Quality Management On the cha
Page 83 and 84: Total Quality Management This chart
Page 85 and 86: Total Quality Management 20 16 12 8
Page 87 and 88: Total Quality Management If you int
Page 89 and 90: Total Quality Management The feelin
Page 91 and 92: Total Quality Management Bird’s E
Page 93 and 94: Total Quality Management Please not
Page 95 and 96: Total Quality Management Motorola
Page 97 and 98: Total Quality Management Table 5.1
Page 99 and 100: Total Quality Management Employees
Page 101 and 102: Total Quality Management Benchmarki
Page 103 and 104: Total Quality Management but amazin
Page 105 and 106: Total Quality Management 5.5 A Broa
Page 107: Total Quality Management Communica
Page 111 and 112: Total Quality Management In additio
Page 113 and 114: Total Quality Management 6.5 WHEN S
Page 115 and 116: Total Quality Management QUALITY IN
Page 117 and 118: Total Quality Management SYSTEM M
show all

Total Quality Management - CII Institute of Logistics

Create successful ePaper yourself

Delete template?

Save as template?