Bankacılık sektöründe toplam kalite yönetimi
Başlık çevirisi mevcut değil.
- Tez No: 56008
- Danışmanlar: PROF.DR. M. NAHİT SERASLAN
- Tez Türü: Yüksek Lisans
- Konular: Bankacılık, Endüstri ve Endüstri Mühendisliği, Banking, 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: 83
Özet
ÖZET Birinci bölümde toplam kalite anlayışı ile ilgili genel bilgiler verilmiştir. Öncelikle kalite kavramı ve önemi üzerinde durulmuştur. Kaliteli bir ürünün hangi özellikleri içermesi gerektiği açıklanmıştır. Daha sonra toplam kalite yönetimi tanımlan ve ilkeleri üzerine yapılan çeşitli yaklaşımlar verilmiştir. Sıfir hata, ilk defada doğru yapmak, sıfır arıza ve sıfır stok ilkelerinin önemi vurgulanmaya çalışılmıştır. Bunu takiben kalite güvencesi kavramı ve önemi açıklanmıştır. Toplam kalite için son derece önemli olan kalite çemberlerinin tanımlan ve bu çemberlerin amaçlan üzerinde durulmuştur. ISO-9000 kalite standartlannın zorunluluğu, Türkiye için önemi vurgulanmaya çalışılmıştır. Aynca bu standartlara yöneltilen bazı eleştirilere de yer verilmiştir.“ Kalite maliyeti artınr”saplantısının yanlışlığı üzerinde durulmuş, kalitesizlik maliyetinin önemi ve bunun bazı sonuçlan belirtilmiştir. Bu bölümün sonunda toplam kalite yönetiminde istatistiksel süreç kontrolün önemi vurgulanmış ve bir stratifikasyon sisteminin gerekliliği üzerinde durulmuştur. İkinci bölümde ise çeşitli bankalann uygulamalanna yer verilmiştir. Minneapolis'teki Marquette Bank' in çarpıcı toplam kalite uygulamalanndan sonra, Türkiye'deki çeşitli bankalann (Bank Ekspres, Interbank, Koçbank, Yapı ve Kredi Bankası) toplam kalite anlayışlan ve uygulamalan çeşitli örneklerle verilmiştir. Son olarak, hocam Prof. Dr. M. Nahit SERARSLAN ile birlikte hazırladığımız, Türkiye'deki bankalann toplam kalite anlayışı ve uygulamalan üzerine bir anket çalışmasına yer verilmiş ve yetersiz sayıda anket toplanmış olmasına rağmen bu anketlerden çıkarılan sonuçlar sıralanmıştır. vıı
Özet (Çeviri)
SUMMARY TOTAL QUALITY MANAGEMENT IN BANKING In the first chapter, general information about total quality concept is given. First of all, quality concept and its importance are examined. Contemporary quality concept is defined as meeting basicly customer needs and demands in an economical way. Definition which perceives quality and success of company equally presents the role of quality in company obviously. Quality of product is measured through service delivered together. Since delivering product with quality but service without quality may even cause to lose customers it affects company negatively. Opinion appraising quality as“return of customers not goods”does notice that clearly. Today companies are supposed to understand quality as a responsibility for the people. This is possible only by reaching optimum efficiency in quality. Optimum efficiency in quality is measured by using resources most economically. That optimum resource utilization provides costs to arrive at minimum and services related to the public to reach maximum. As a result customers are satisfied more effectively. It is, then, explained which characteristics a quality service/product should include. Japanese Standards Association defines quality as follows:“A production system producing service or product economically and meeting customer requirements”. In the definition being economical is remarked for quality. On the contrary, quality product usually reminds people high price at first. Accepting price difference as a satisfaction indicator, however, is quite wrong. Measure of a quality product (for instance a car) is appraised how well it gathers true quality characteristics in its body. Normally the functions or capabilities of a product are part of its true quality characteristics. In the case of a good passenger car, true quality characteristics or those attributes which consumers require may include the following: good styling, easy driving, comfortable riding, good accelaration, stability at a high speed, durability, less chance of breakdown, easy repair, and safety. However, factors such as color, width, hight etc. determine substitute quality characteristics of a car. The process researching and determining relations between those two types of quality characteristics is named as“quality analysis”. Total quality management definitions are given next. Total quality is defined broadly as follows:“ A system integrating and coordinating the efforts of generating, VUlmaintaining and improving quality of various units within the organization in accordance with the objective of meeting customer demands most economically”. Objective of total quality philosophy is unique: Man. If total quality were a lens, man factor would have to be settled in its focus. In total quality that factor consists of three elements shown below.. Customers (consumers),. Employees, partners and suppliers,. Society (with environment together). Various approaches on principles of total quality are expressed next. It is displayed that people accept very different principles. Following that the importance of the principles of zero defect, doing right at first, zero breakdown and zero stock is stressed. As it is thought that total quality policy usually contains long term strategic targets“ loss results from one percentage defect is not important”approach generates a dilemma with total quality concept which is needed to consider and implement seriously by company and management. The place of 'kaizen' in total quality is explained afterwards. Kaizen is a whole of aggregations of little amendments. Because those aggregations indicate consistency within process they provide products to be more qualified and safer. Later quality assurance concept and its importance are explained. Quality assurance, by giving quality warranty for product, is to provide customers to use product for a long time with confidence and satisfaction. It is shown that a quality assurance which does not reflect customer wants is impossible to remain in market. Definitions and objectives of quality circles, which are of ultimate importance on total quality, are pointed next. Quality circles are simply defined as“ an employee group directed by a leader, makes meetings periodically and continously and consists of volunteers”. Objectives of quality circles are expressed as below:. To improve quality,. To improve motivation and participation of employees,. To better bottom-top relations,. To improve employee culture, IX. To decrease costs. It is, then, tried to address the necessity of ISO-9000 quality standards and their importance for Turkey. The objective of ISO-9000 quality standards are to settle a quality system which can meet quality expectations, affect price policy and create competitive atmosphere. Another important objective of them is to make commercial relations easier by removing complex technical barriers as well. ISO-9000 quality standards, summarized as“ do what you say, document what you do and establish necessary quality assurance system”, can be accepted as a new age in contemporary quality concept. In other words, ISO-9000 quality standards are quality series which can assure both customer and company and show minimum conditions necessary for quality system. Furthermore, some critics about those standards are also taken place as follows: 1) Although European Community (EC) exerts intensive efforts for producing standards so as to decrease technical barriers or lower them to a minimum, authorities express that ISO-9000 standards are made in a hurry and they are worry about decrease in quality. 2) It is, even, expressed that ISO-9000 standards can only meet 40% of American Malcolm Baldrigde national quality award standards and in order to prevent it, it is essential to raise ISO-9000 standards in 1996. 3) It is put forward that ISO-9000 cannot exactly guide the company in shortening production process, accelerating delivery, decreasing stocks, empowering and educating employees, producing special policies for keizen and competitiveness. 4) Because of more or less different interpretations of ISO-9000 certificates in different countries, for a country to give validness of an ISO-9000 certificate approved in another country becomes difficult. It is given emphasis to the wrongness of the ocified thought“ quality raises up cost”next. Minimum cost is obtained at optimum quality level, i.e. at point maximizes profit function in classical system. At that point a certain percentage of defective production is accepted in advance. On the other hand it does not need to describe an optimum point in total quality management because it may be likely to arrive at zero defect point by controlling quality through production process and correcting quality in all levels of that process. Following that improtance of poor quality and its some spectacular results are quoted.At the end of this chapter, importance of statistical process control on total quality management and necessity of a stratification system are stressed.“Quality may not be controlled but produced within process”opinion has been gained weight in total quality model. That does not mean that no defect may occur in a process control under total quality implementation. Success is to catch defective products immediately, reduce them gradually and turn them to products with zero defect eventually. Of the most important, it is essential that precautions needed not to reproduce the same defective product occured before are to penetrate into quality control system. Stratification system is a data aggregation which include all experiments, observations, materials used and even personnel related to process. If we are to find unusual cause factors in process and management through effects, we have to make sure that the past records of the lot and other data are available. Which materials and which parts did this product use? Who used which equipment to produce it and when did this occur? In other words, stratification in the lot must be tightly constructed. Without a tightly constructed stratification no analysis or control will be possible. In the second chapter implementations of various banks are taken place. After the striking total quality implementations of Marquette Bank Minneapolis, total quality perceptions and implementations of some banks in Turkey (Bank Ekspres, Interbank, Koçbank, Yapı ve Kredi Bankası) are given with various examples. Finally, a questionnaire, prepared by me and my thesis supervisor Prof. Dr. M. Nahit SERARSLAN, about total quality perceptions and implementations of banks in Turkey is taken place. Although surveys returned are inadequate results derived from the surveys are listed below.. Three of them implement total quality. One is about to implement in the near future.. All give equal precedence to importance of customer demands and instillation quality consciousness to all employees.. All think that product or service should correspond to demands.. Three of them believe that support of top management is a must.. All seem to be agree on giving sound information to customers and not overloading them with details.. Three of them use cause-effect diagram (Ishikawa diagram). XI. All give importance to providing quality assurance at the stage of designing a new product and statistical process control.. All have quality circles or similar teams.. All apply kaizen principle.. All try to adopt ISO quality standards into their structures. If cost was“ king”in the late eighties, quality seems to be the buzzword for the nineties in the financial institution industry. Everyone seeks to institute superior quality service as their way of differentiating and protecting the customer relationship. Quality, however, is an elusive concept. It can be subjective, and its definition and measurement are, at best, unclear. Quality, therefore, stands the risk of being relegated to the status of other overused buzzwords, such as synergy and empowerment, which everyone declares are good ideas, but no one quite understands them. Xll
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