Tqm Case Study

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“Total Quality Management”
A Project Report

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ACKNOWLEDGEMENT
I would like to thank Mrs. Manisha Anand for her support and cooperation in completion of the project report within the stipulated time period.

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INDEX

1. CHAPTER ONE 2. CHAPTER TWO 3. CHAPTER THREE 4. CHAPTER FOUR 5. CHAPTER FIVE 6. CHAPTER SIX 7. CHAPTER SEVEN -

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INTRODUCTION CONCEPTS AND PHILOSOPHIES OF TQM

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THE ACCEPTABILITY OF TQM THE ESSENTIALS OF TQM

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THE EFFECTS OF TQM IMPLEMENTATION OF TQM TQM TOOLS

 CASE STUDY ON IBM (TIVOLI SOFTWARE).

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GLOSSARY 1. IBM 2. TQM 3. ISO 4. TPM 5. QCCs 6. BPR 7. TQC 8. ATM 9. CPC 10.CAD 11.INCL. 12.PDCA 13.QMS International Business Machine Corporation Total Quality Management International Standard Organization Total Productive Maintenance Quality Control Circles Business Process Re-Engineering Total Quality Circles Automated Teller Machines Control Processing Centre Computer Aided Design Including Plan-Do-Check-Act Quality Management System

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SUMMARY

Every nation has its own independent historical and cultural background. The quality sce-nario , therefore, differs from one national setting to the other. The nations are orienting their quality management strategies and systems to meet the requirements of the opera-ing environment though the primary focus remains the same, that is, Total Customer Satisfication .Many of the present techniques of quality management were developed in Japan. However, U.S.A., European nations and developing nations have also contributed significantly to this development. The studies carried out by researchers in different national settings reveal that the concept and philosophies of TQM are not understood by the managers and others.An all out effort , therefore is required to promote the understan-ding by launching massive educational and management development programs at all levels so as to create a cultural consciousness towards quality. TQM is not undimensional approach but is multifaceted in nature.Understanding these facets is essential to promote a successful quality improvement program. An integrated approach on all vital components of TQM is required to achieve the desired goal. So, the summarization is being done in the following points. 1. TQM has been accepted by both service and manufacturing organizations,globally as a systematic management approach to meet the competitive challenges.

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2. TQM redefines the quality with emphasis on top management commitment and custo-mer satisfaction. 3. The benefits of TQM are numerous and are increasingly realized by organizations. 4. TQM provides a linkage between productivity and quality. 5. The application of TQM tools increases a company’s efficiency. 6. The focus of TQM is on: (a) (b) (c) (d) Involvement of everyone in organization in continuous improvement. Commitment to satisfy customers. Participation through teamwork. Commitment and Leadership of top management.

CHAPTER ONE INTRODUCTION

 DEFINITION As defined by ISO: "TQM is a management approach of an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." In Japanese, TQM comprises four process steps, namely: 1. Kaizen – Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable.

7 2. Atarimae Hinshitsu – Focuses on intangible effects on processes and ways to optimize and reduce their effects. 3. Kansei – Examining the way the user applies the product leads to improvement in the product itself. 4. Miryokuteki Hinshitsu – Broadens management concern beyond the immediate product. TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations. Total Quality Management...
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