Toplam kalite yönetimi ve hizmet sektöründe bir uygulama
Başlık çevirisi mevcut değil.
- Tez No: 55555
- Danışmanlar: PROF.DR. RAMAZAN EVREN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 202
Özet
ÖZET Ulusal ve uluslararası düzeydeki rekabet ortamında avantaj sağlamaya çalışan sınai üretim kuruluşları, daha yüksek kaliteyi, daha düşük maliyetlerle gerçekleştirmeye yöneldiler. Bu gayretin sonucu olarak kalite kavramında önemli noktalara gelindi. Muayene kavramından yola çıkılarak toplam kalite kontroluna ulaşıldı. Üretimin her aşamasında, kalitenin de mamulle birlikte üretilmesi, toplam kalite kontrolün ana felsefesini teşkil etmektedir. Kalite, artık mamalü üreten kişiler tarafından tezgah başında, montajda veya üretimin herhangi bir safhasında yaratılmaktadır. Önemli olan üretimin sonunda hatalı olanları ayıklamak değil mamulü hatasız üretmenin yolunu bulmaktır. Bu yol, işletmenin bütün çalışanlarında kalite bilincinin yaratılması ve kalite anlayışının yerleştirilmesinden geçmek-tedir. Bu amaca yönelik olarak hazırlanmış olan ISO 9000 serisi standartlar ülkemizde de yürürlüktedir. Kalite güvencesi sistemleri esas itibariyle bu standartların uygulanmasıyla oluşmakta ve sonuçta uluslararası geçerliliği bulunan kalite belgeleri alınmaktadır. Toplam kalite yönetimi, müşteri beklentilerini herşeyin üstünde tutan ve müşteri tarafından tanımlanan kaliteyi, tüm faaliyetlerin yürütülmesi sırasında ürün ve hizmet bünyesinde oluşturulan bir yönetim biçimidir. Sanayi sektörü kadar hizmet sektörü de“kalite”konusuna önem vermeye başlamış, bankalar da bu konuda çalışmalara başlamışlardır. Bu kapsamda Türkiye'de bankalarda toplam kalite yönetimi ve Bank Ekspres 'in deneyimi değerlendirilmiş olup, özellikle“kalite”konusunda yapılanlardan ve hedeflenenlerden bahsedilmiştir. xı
Özet (Çeviri)
SUMMARY TOTAL QUALITY MANAGEMENT AND AN APPLICATION IN SERVICE SECTOR The concept of“quality”has been contemplated throughout history and continues to be a topic of intence interest today. Quality has been described as“the single most important force leading to the economic growth of companies in international markets. Global competitive pressure are causing organizations to find ways to better meet the needs of their customers, to reduce costs and to increase productivity. Improvement of quality has developed us a focal point in meeting these objectives. Continious improvement has become a necessary and integral part of the business strategy of organizations. A search for the definition of quality has yielded inconsistent results. Quality has been variously defined as value, conformance to spesif ications, conformance to requirements, fitness for use, loss avoidance, and meeting and/ or exceeding customers' expectations. In time many different definitions had been made by the quality gurus like Juran, Deming and Crosby. They all had meant the same thing; satisfying the customers' needs and requirements are principal. So, here we have a brand new and complete definiton for quality. Quality is a business strategy that provides goods and services that completely satisfy both internal and external customers by meeting their implicit and explicit expectations. This strategy utilities the talents of all employees, to the benefit of the organization in particular and society in general, and provides a positive financial return to the shareholders. Today, the upper managers are well aware of the benefists which quality brings. Higher quality enables companies to increase customer satisfaction, to make the product salable, to provide sales income, to secure premium prices. Also by means of producing the quality companies reduce error rates, rework, waste, field failures, warranty XIIcharges, customer dissatisfaction, inspection and shorten time to put new products on the market. Quality enables the companies to increase yields and capacity and its such a major effect on cost since the high qualified production cost less. Since the quality is a business strategy, it is everybody's responsibility in the company. High qualified goods could be produced by only high qualified employees. So, to have ”quality“ in the production, a company must have quality in every respect. From the first line to the last one, in every step of the production process and in the management, there must be the concept of quality. People who manages the organization should serious about producing the quality. They all must know that the quality is not to be controlled but to be produced. To achieve this goal, organizations must consist of high qualified employees in every department and control themselves to correct the mistakes they have just done and produce the high qualified goods. To create such a result, organizations need some new kind of management system. The management system which fulfils the requirements of the organizations of that kind could only be ”Total Quality Management“. Historically, quality control in the manufacturing and service industries has consisted of inspection of the product or service relative to a set of requirements (spesif ications). In manufacturing, this function is carried out by the quality control department. In service industries, the counterpart of the QC department is often called the audit department. The ISO standarts define the requirements of a preventation-based quality assurance system. If the system is adhered to, she supplier will always produce and deliver a predictable product or service ISO 9000 is a set of five primary standarts: three adress specific quality systems (ISO 9001, ISO 9002 and ISO 9003) and two are guidelines (ISO 9000 and ISO 9004). The definiton of the standarts is as follows: ISO 9000: A guideline for the selection and the use of quality management and the quality assurance standarts ISO 9001: A model for the assurance of the quality systems for design and development, production, installation and servicing. ISO 9002: A model for the assurance of the quality systems for production and installation. xiiiISO 9003: A model for the assurance of the quality systems for final inspection and tests. ISO 9004: Guidelines for quality management and quality system elements. ISO 9000 is not quality check as expected with the classical standarts. It is a way of doing business. Commitment must be made by top-level management toward the implementation and certification process. Some of the areas most affected by ISO 9000 certification are: * Document control, * Quality records, * Process control, * Inventory control, * Shipping and receiving, * Purchasing, * Inspection, * Testing, * Training The implementation of one or more than one of the ISO 9000 standarts have many steps which none of them can be omitted. They are the followings: * Convincing the serior management to have ISO 9000 standart, * Choosing the adequate standart for the processes, * Re-installing the existing quality system according to the requirements of the standard, * Applying the changes to the quality system, * Preparing the quality manual, * Education and training for ISO 9000, * Preparing the supporting documents for the quality manual. * Identifying procedures of work instructions, * Installing a system for internal audits, * Applying for the audit and having the quality system audited by the inspection, * Continious controlling and internal auditing. xivISO 9000 registration is promoted as the passport required to do business in the post - 1992 global market place and the only true way to TQM. Unfortunately, over promotion can raise expectations beyond reality and ultimately cause missapplication, subsequent rejection and the loss of ISO 9000' excellent objectives and benefits. ISO 9000 is much more than just a credential to flaunt at others. It is excellent quailty tool and can be the major element of the company wide program of continious quality improvement or total quality management. Quality circles have found many uses in today's competitive business environment. Their traditional uses have emphasised quality control and productivity improvements, labor management communication, the enhancement of job satisfaction, effective teamwork, and overall improvement of the quality of work life for employees. According to the ”General Principles of the QC Circle“ published by JUSE, the QC Circle is defined as small group that voluntarily performans quality control activities within the shop where its members work, the small group carrying out its work continiously a part of a company- wide program of quality control, self development. * TQM places the customer as the principle pivot around which company activities rotate, * TQM emphasizes ”continious improvement“ of the processes by using appropriate techniques, * TQM seeks employee involvement and the empowerment, * TQM de-emphasize numerical quotas, unfounded numerical goals and employee performance evaluation, * TQM replaces on ontogonistic relationship with cooperation and portnership. The fundamental theorems for a TQM system are: * TQM is a business philosophy that encompasses all functions and groups, including manufacturing, engineering, marketing, sales and senior management. Communication among these groups provides the necessary advisory and feedback channels fundamental to high quality. * TQM is the mind-set to approve only criteria that meet customers' requirements. Management should recognize accomplishments, especially incremental xvimprocements that will collectively result in more effective designs. TQM is continious improvement through employees working together to achieve process and product designs that produce a product meeting customers' expectations. If the standarts exceed the customers' requirements, the product will delight the customer. TQM provides on unrelenting forum to increase quality performance. TQM provides tools techniques to improve reliability and consistency in the delivered product or service. As a check - and - balance system, TQM ensures that the design criteria satisfy the external customer. The performance measurement system provides the manufacturing and design team with feedback on performance and reliability. Kaizen is one of the concepts that has direct relationship with TQM. Kaizen means improvement. Moreover Kaizen means ongoing improvement involving everyone, including both manageers and workers. ISO 9000 and TQM supplement eachother. A succesful TQM effort will have a quality system that is similar to the ISO 9000 quality system. Although ISO 9000 and TQM supplement and support eachother, they do hove different objectives, evaluation and improvement processes and management and success goals. After the different aims and focuses of ISO 9000 and TQM are understood. ISO 9000 as a path to TQM can be considered. Both industrial and service sectors have begun to give importance to the subject of ”quality“. Also the bank have tended to do some applications on this subject. In the application part of this study the total quality management in Turkish banks has been considered. Bank Express is the first bank that has worked on the total quality management subject in Turkey. In this application the experience of Bank Express and the findings that it has gained to the bank sector have been explained. In addition to this the applications done on the ”quality" subject and their targets have been mentioned. xvi
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