د حاتم البيطار TQM History VIp

1. دبلومة إدارة المستشفياتوالجودة الصحية By DR.Hatem ELBitar

3. Total Quality Management (TQM)

4. COMPETITION is the driving force in business

5. A supplier’s competitiveness is determined by QUALITY

6. Perception of QualityOnce you get a reputation, it’s hard to lose it

7. What is Quality?

8. Totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs(ISO 8402 : 1994)

9. Meeting and exceeding the implied and stated needs of the customer

10. Meeting customer requirements

11. A successful business meets all its customers’ requirements

12. Good service is RELIABILITY

13. Good service is PUTTING CUSTOMER FIRST

14. Aim of supplier is to DELIGHT the customer

15. Who is the Customer?

16. Suppliers and Customersinternal and external

17. Quality Chain

18. A small break in the internal chain can be proportionately greater when they get to the external customer/supplier interface

19. Quality must be built in from beginning of an organization’s activities, not ‘inspected in’ at the end

20. Quality is a two-way process

21. Focus oninputs vs. outputs

22. Use processes at the interfaces

23. Detection and quality control

24. Quality Control • Quality Control involves monitoring specific project results to determine if they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results

25. Q: Have we done job correctly?

26. Q: Are we capable doing the job correctly?

27. Total quality approach required

28. Total Quality Management Approach • Methods • Materials • Equipment • Skills & knowledge • Instructions • Processes

29. Process Inputs Outputs

30. Q: Are we capable doing the job correctly? Q: Do we continue to do the job correctly?

31. YES or NO?

32. No need for DETECTION

33. The customer/supplier chain is the core of the Total Quality Management model

34. TQM Support Mechanism • Systematic Planning • Tools for measuring delivering and sustaining quality • Organizing for quality & developing teams • Communication between all parts of the organization • Commitment of the organization to a TQM approach • Recognition and perhaps change of the organizations’ culture & environment

35. Inner band …TeamsToolsSystems

36. Outer band …CommunicationCommitmentCulture

37. Five Pillars of TQM • Product • Processes • Organization • Leadership • Commitment

38. TQM • A management approach centered on quality, based on company-wide participation and aimed at long term success through customer satisfaction (ISO)

39. TQM • Based on company-wide participation • TQM involves everyone in an organization -every function and every activity

40. Evolution of Quality 1200-1799 Guilds of Medieval Europe 1900-1940 Process Orientation 1946-Present Birth of Total Quality 1800-1899 Product Orientation 1941-1945 Quality during World War II

41. Guilds of Medieval Europe(1200-1799) • Craftsmen across Europe organized into unions called Guilds • Guilds were responsible for developing strict rules for product and service quality • Inspection committees enforced the rules by identifying flawless goods with a special mark • A second quality mark came from the craftsmen themselves • Primary Focus: Product Inspection

42. Product Orientation(1800-1899) • US quality practices in the 1800s were shaped by several different production methods: • Craftsmanship • The Factory System • The Taylor System

43. Craftsmanship • Early 19th century- the approach tended to follow the craftsmanship model in the European countries • Masters maintained a form of quality control by inspecting goods before sale

44. The Factory System • This is a product of the industrial revolution in Europe • The craftsmen became factory workers and the shop owners their production supervisors • Quality in the factory system was ensured through skilled laborers and supplemented by audits and/or inspections • Large production departments employed full-time inspectors who produced quality reports and • Defective products were either reworked or scrapped.

45. The Taylor System • In the late 19th century US broke from European tradition and adopted a new management approach by Taylor • Taylor’s goal was to increase productivity without increasing the no. of skilled craftsmen • He achieved this by assigning factory planning to specialized engineers and using displaced workers and supervisors to execute the engineers plans • This new approach led to remarkable rises in productivity • BUT …

46. The Taylor System • Workers once again stripped of their dwindling power and the new emphasis was on productivity which had an adverse effect on quality

47. Product Orientation(1800-1899) • Primary Focus: Product Inspection

48. Process Orientation(1900-1940) • Beginning of the 20th century marked the inclusion of processes in quality practices • Shewhart recognized that industrial processes yield data. • He determined that this data can be analyzed using statistical techniques to see if a process is stable or “in control” or if is being affected by special causes that should be fixed. • His concepts are referred to as “Statistical Quality Control” (SQC) • Primary Focus: Product Inspection & SQC

49. Quality during World War II(1941-1945) • After World War II had started, US enacted legislation to help gear the civilian economy to military production • At that time contracts were awarded to manufacturers who submitted the lowest bid. Products were inspected upon delivery • The armed forces inspected virtually every unit of product to ensure that it was safe for operation • To ease this problem, the armed forces began to utilize sampling inspection to replace unit-by-unit inspection • They adopted sampling tables and published them in a military standard Mil-Std-105 • They also helped their suppliers improve their quality by sponsoring training courses in Shewhart’s SQC techniques • Primary Focus: Sampling Inspection & SQC

50. Birth of Total Quality(1946-Present) • After World War II, major Japanese manufacturers converted from producing military goods for internal use to civilian goods for trade • Poor response from the world market • Japan started exploring new ways of thinking about quality (Deming and Juran) • Rather than relying purely on product inspection, total quality focused on improving all organizational processes through the people who used them