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What is Total Quality Management? Total Quality Management is a process (or, perhaps, a mindset) rather than a thing. Total Quality Management (TQM) means consistently and predictably producing what the customer wants. TQM is not just an outcome, but a never ending process of continually improving the delivery of what the customer wants. Six Sigma and Statistical Process Control (SPC) are the part of TQM that focuses on creating a process that delivers quality components and products. A process that can deliver parts capable of meeting quality requirements 99.9999% of the time is a capable, six sigma process. Quality cannot be “inspected into” parts. Parts need to be inspected, for the purpose of qualifying the process producing the part. Inspection is for answering the question, “Is the process that produces this part capable of consistently producing parts that meet the quality standard 99.9999% of the time?” The Statistical Process Control System collects and analyzes the data to answer that question. Implementing TQM means that companies must make their suppliers part of their process. If a company wants to meet the Six Sigma standard, its suppliers must implement TQM also. Vendors need to become part of the TQM process, so that all of the parts are working together to deliver a quality product. You just cannot build a quality product out of sub-standard parts. TQM is more than just qualifying parts and processes. Total quality also means continuously improving processes and products as well as eliminating waste. Quality is a moving target. Yesterday’s quality products are now of average quality. What is now a rare feature produced only by you will soon become commonplace and expected. To meet dynamic customer needs, the organization itself must be dynamic. Delivering quality products needs the active engagement of employees. For continuous improvement to work, management must empower employees to innovate and act decisively. Employees must be part of the problem solving and problem prevention cycle. Employees need actionable information so that they can look for process improvement possibilities, change the process, and receive feedback on how changes effected quality. The Deming cycle -- PDCA (Plan, Do, Check, and Act) – depends on good SPC systems that produce easily understood, actionable information. Easy to use, actionable information can be presented in charts and tables like this:
To learn more about Statistical Process Control click Statistical Process Control
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