Toplam kalite yönetimi
Total quality management
- Tez No: 66813
- Danışmanlar: PROF. DR. İRFAN SAYGILI
- Tez Türü: Yüksek Lisans
- Konular: Makine Mühendisliği, Mechanical Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1997
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Makine Ana Bilim Dalı
- Bilim Dalı: Otomotiv Bilim Dalı
- Sayfa Sayısı: 201
Özet
ÖZET İşletmelerde kalite anlayışı, kalite kavramının ortaya çıkışından bugüne oldukça değişmiştir. Kalitenin sağlanması, önceleri ancak ürünlerin kontrol edilerek hatalı ürünlerin ayıklanması ile mümkün görülürken, günümüzde kalitenin doğrudan doğruya üretilmesi söz konusudur. Kalite, müşteri tatmininin beklenen ve olası ihtiyaçlara yansımasıdır. Toplam Kalite Kontrol, gereken kalitenin, yani müşteri tatmininin sağlanmasını amaçlayan bir sistemdir. Bu sistemle, daha sorunlar çıkmadan çeşitli yöntemler yardımıyla çözümler geliştirilir. Toplam Kalite Yönetimi, işletmedeki tüm çalışanların kaliteden sorumlu olduğu bir yönetim tarzıdır. Müşteri tatmininin çalışanların tatmini ile birlikte sağlanmasıdır. Çalışanların sorumlulukları, çalıştıkları kademelere göre farklılıklar gösterse de, amaç istenen kalitenin minimum maliyetle üretilmesidir. Doğu Bloku'nun parçalanması, dünya ülkelerini sadece siyasi ve sosyal alanlarda değil, ekonomik alanda da kalın çizgilerle bölen duvarların kalkması, Japonya önderliğinde Uzakdoğu ülkelerinin dünya ticaretindeki payında yaşanan patlama ve buna ilâveten A.T. örneğinde olduğu gibi bazı ülkelerin gümrük birliği gibi güçlü bağlarla gruplaşmaları, dünya pazarında“Küreselleşme”oluşumunu gündeme getirmiştir. Bu oluşum içinde bulunan işletmelerin, oluşan bu dev pazardan paylarını alabilmek için yapmaları gereken, müşterilerinin isteklerini tamamıyle karşılamak, hatta onlara, beklentilerinin üzerinde mal ve hizmetler sunmaktır. Bunun yolu da Toplam Kalite Yönetimi'nden geçer. Ülkemizde de çeşitli kuruluşlarımızın Toplam Kalite Yönetimi Konularında kazandıkları başarılar, Türkiye'nin bu alanda katettiği yolun göstergesidir. VHl
Özet (Çeviri)
TOTAL QUALITY MANAGEMENT SUMMARY Total Quality Management is to produce the product or service at one time with zero error and to satisfy the customer's requirements Total Quality Management can be taught as a process which contains all the activites from purchasing of the raw materials to the after sales services. Total Quality Management is identified as an effective system which integrates the quality development, quality maintenance and quality improvement efforts of various groups in an organization to produce products and services that will ensure the full customer satisfaction on the most economical level. 'The Total Quality Management has been improved by Japanese who were very bad economical situation after World War II. In 1950, the quality control experts from U.S.A taught Japanese the principles of the statistical quality control. With the methods of Quality Control, the Japanese have begun to control the to control the production process and to decrease the costs by improving the quality. But the problems were not only on the production process. It can not be talked about the product in good quality if;. The requirents of the customers are not known completely.. The products are not designed according to customer's requirements.. The production method are not chosen correctly.. The produced goods are not well-marketed even if they are perfect. Therefore, in 1954 it was understood that the quality could not be obtained only and compietedly in the production and not only the quality control department is responsible for the quality but also every department in the company especially top management is responsible for the quality. Thus the concept of the total quality management has been borned and implemented in Japan. IXThese factors con be collected under 2 main class, such as design quality and conformity quality. Design quality considers physical addition to operation characteristics. Design quality, which includes dimension, weight, volume und alihe physical qualities, is based on measurements. Conformity quality is the performance degree of the sepecifications determined by design quality in the manufacturing process. In the second chapter, Quality Control is defined as the achievement procedure to the industrial quality aim. Another definition may be that quality control is a science which presents the manufacture of bad products. Quality control generally has four steps as follows: 1- Implementation of standards : Identification of cost-quality, performance- quality and reliability-quality standarts that are necessary for the product. 2- Evaluation of suitability : Determination of the suitability of quality characteristics of the manufactures product to the predetermined standards. 3- Taking corrective actions : Whenever a significat deviation from standards occurs, required corrective actions are taken. 4- Improvement planning : Development of the cost, performance and reliability standards about quality and research of new methods and technology possibilities. Quality Control is a function that interest all departments invarying degrees. It should not be thought that quality control comprises only inspection operations or it's a group of activities which are performed in a specific department of the company. The third chapter deals with quality assurance. Quality Assurance is a result of some needs that were brought by industrial and social developments. Quality Assurance can be defined as an integration of planned, technical and organization measures used for reaching the quality level determined in the quality policy of the company. Quality Assurance applications are usulally certificated according to the international standards ISO 9000 series. In this way, a company can reliese of the stress created by the expertise requests of the customers. In the fifth chapter, Total Quality Management is examined. In the begining, the Total Quality System contained General Manager, Managers, Personel, Formen, workers and valeuman but in the last years. The contests of the Total Quality system has been expanded as including the subcontractors, distributor companies.The main aims of the Total Quality Management are :. To improve the dynamism and the structure of the company.. To obtain zerro error in the production or in the service by establishing the quality assurance system which are based on the cooperation of all personnel.. to gain the confidence of the customers, to reach the highest quality level in the world.. to develop new products in order to realize these aims. The philosophy of the Total Quality Management is based on some main principles. These principles are like below. A. Reforming Speed. B. The Organizational Structure. C. Implementation of the Total Quality Management Planning. D. Continious improvement E. Definition of the problems. F. Whole participation G. To obtain % 100 quality H. The application of appreciation I. To meet the customer's requirements completely. To prevent the error before occuring instead of final inspection. In the fifth and last chapter, there is an examination of one of the greatest company in Turkey produced edible oil and fatty acid, about Total Quality Management. In the conclusion chapter, what Total Quality Management brings into the companies in Turkey is discussed. The main attributes of TQM can be highlighted as:. TQM's philosophy is a frame for cultural change;. TQM provides a new vision for management leadership;. TQM places the customer as the principle pivot around which company activities rotate;. TQM emphasizes“continuous improvement”of the processes by -using appropriate techniques;. TQM seeks employee involvement and empowerment;. TQM de-emphasizes numerical quotas, unfounded numerical goals, and employee performance evaluation;. TQM replaces an antagonistic relationship with cooperation and partnership. XITQM is the management framework that facilitazes and guides changes in the design process. With TQM, the traditional hierarchical organization can transform itself from one that focuses on sequential designs to one that focuses on having all employees understand and satisfy customer requirements. Management must design and implement a TQM system that incorporates the philosophy of continuous improvement into the existing work culture. TQM is not a series of specialized techniques that incorporate formulas or obscure doctrine; it is a management philosophy that incorporates technical skills and continues improvement at all organizational levels. The fundamental theorems for a TQM system are:. TQM is a business philosophy that encompasses allfunctions 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 improvements that will collectively result in more effective designs.. TQM is continuous improvement through employees working together to achieve process and product designs that produce a product meeting customers' expectations. If the standards exceed the customers' requirements, the product will delight the customer. TQM provides an unrelenting forum to increase quality performance.. TQM proviçles 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.. The advantages of implementing a TQM system are both qualitative and quantitative. The overall benefit is that the company becomes proactive rather than reactive to design and production problems. Financially, the return on investment will materialize through greater sales because there are better product designs and product offerings. These improvements can then be positioned as competitive advantages in the marketplace. Other benefits include:. A change in emphasis from detection to prevention. The daily scrambling to get products shipped is substantially reduced.. Identification of special causes of variation. Through the use of statistical process control (SPC) and problem-solving teams, shop- xnfloor and design-table problems can be solved and eliminated from future products.. Lower costs, higher productivity, and less rework. Improved product and process designs are qualified and validated long before the first parts are. manufactured. When the production lot is released, minimal problems are encountered.. Improved employee morale. One functional group will no longer drive the design process. Employees at all levels will be part of the design team, making it cross-functional.. One group will not dominate the other on decision-making process.. Measurement of the effect of process changes. Subtle changes in material, machine efficiency, and even operator performance can affect a process. Preventive measures can be identified or new requirements can be established by monitoring the effects of process changes before substantial rework is inadvertently generated during the manufacturing process. There are some basic differences between the Japanese and the Western approaches to quality control: 1) The job of QC manger in the West is often a technical one with little support from top management for working in the areas of people and organization. The QC manager seldom ranks high enough to have the close and constant contact with top management needed to promote QC as a primary corporate objective in a company-wide program. 2 ) In the West, the often heterogeneous composition of the work force and the adversarial relations between labor and management may make it difficult for management to introduce changes for improved productivity and quality control. Japan's relatively homogeneous population has a more uniform educational background and social outlook, all of which tends to simplify management-labor relations. 3) Professional knowledge of quality control and other engineering techniques is being spread to engineers in the West, but it is rarely made available to other employees. In Japan, a great deal of effort has been spent on transmitting the necessary knowledge to everyone, including blue-collar workers, so people can solve their own job problems better. 4 ) Top managers in Japanese companies are committed to TQC, making TQC a company-wide concern rather than the lonely job of specific QC XIllmanager. TQC means that QC efforts must involve people organization, hardware, and software. 5) There is a Japanese axiom, "Quality control starts with training and ends with training. Training is conducted regularly for top management, middle management, and workers. 6) In Japan, small groups of volunteers within the company engage in quality-control activities, using TQC's special statistical tools. The quality circle is one such small-group activity. Quality circle activities account for 10 percent to 30 percent of all management efforts in the field of quality control. Quality circles are a very important part of quality control, but their contribution should not be overemphasized, since nothing can be substitute for a good, fully integrated TQC management program. 7) In Japan, several organizations actively promote TQC activities on a nationwide basis. Examples are JUSE (The Union of Japanese Scientists and Engineers), the Japan Management Association, Japan Standard Association, Central Japan Quality Control Association, and the Japan Productivity Center. These organizations have few if any counterparts in the West. Kaoru Ishikawa, president of Musashi Institute of Technology and professor emeritus at Tokyo University, has played a crucial role in developing the QC movement and QC circles in Japan. He has listed six features as characterizing the TQC movement in Japan: 1) Company-wide TQC, with all employees participating 2) Emphasis on education and training 3) QC-circle activities 4) TQC audits, as exemplified by the Deming Prize audit and by the President's audit 5) Application of statistical methods 6) Nationwide TQC promotion According to the results it can be concluded that the firms in Turkey which try to apply the concept of Total Quality do not give importance to the philosophy and do not know the concept very well. It is observed that some of the companies which have quality assurance certifications do not apply TQM and some of the ones which apply TQM do not have any quality assurance certification. Additionally, some of the firms that have formed quality circles do not apply TQM because of missunderstanding the concepts. In this point it is understood that the universities must be a guide for teaching the terms and leading applications. XIV
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