Toplam kalite yönetimi yeniden yapılanma ve bir uygulama
Başlık çevirisi mevcut değil.
- Tez No: 75318
- Danışmanlar: PROF. DR. NAHİT SERARSLAN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 179
Özet
ÖZET Bu çalışmada kalite, Toplam Kalite Yönetimi ve Yeniden Yapılanma üzerinde durulmuştur. Son on yıl zarfında dünyada olduğu kadar Türkiye'de de yoğun bir şekilde üzerinde durulan bu terimlerin, yönetim anlayışlarında meydana getirdiği değişiklikler, uygulama tarzları ve uygulama sonuçlarından bahsedilmiş ve yaklaşık iki buçuk yıl süren bir uygulama örneği ile anlatım desteklenmiştir. Birinci bölümde, kalitenin her anlayışa göre değişen tanımı, uzun tarihsel süreç içinde geçirdiği evreler ve yönetim anlayışına kattığı yenilikler üzerinde durulmuş ve günümüzde ulaştığı son noktadan bahsedilmiştir. Toplam Kalite Felsefesi'nin doğuşu ve bu felsefeyi yaşatmak ve yaymak için kurulmuş organizasyonlar üzerinde durulmuştur. İkinci bölümde, EFQM tarafından oluşturulan ve kalite ödülü değerlendirmesinde baz alınan Toplam Kalite Yönetim Modeli'nden bahsedilmiş, bu modelin bileşenleri ve kapsadığı alanlar ile modele uygun bir yönetim tarzına ulaşılabilmesi için yapılması gerekenler anlatılmıştır. Ayrıca modelde ve bu modele ulaşmada kullanılan tekniklere, problem çözme metotlarına ve sanayide yapılan uygulamalara bölümün ilerleyen kısımlarında ayrıntılı olarak yer verilmiştir. Üçüncü bölümde, Toplam Kalite Yönetimi'nden daha sonra ortaya çıkmasına rağmen günümüzde en az onun kadar popüler olan Yeniden Yapılanma'nın tanımı, yöntemleri ve uygulama safhaları anlatılmıştır. Yeniden Yapılanmanın Toplam Kalite Yönetimi ile benzeşen ve ayrılan yönleri maddeler ve örneklerle sıralanmıştır. Dördüncü bölümde, bu iki yönetim uygulamasının bileşimi olarak ele alınan ve yaklaşık iki buçuk yıl süren bir uygulamının ana hatları verilmiştir. Son bölüm anlatılanlardan çıkarılan sonuçları, Toplam Kalite Yönetimi ve Yeniden Yapılanma'nın Türkiye için önemi ve layıkıyla uygulanabilmesi için yapılması gerekenleri içermektedir. Bu gerekler öneriler halinde sunulmuştur.
Özet (Çeviri)
SUMMARY TOTAL QUALITY MANAGEMENT, REENGINEERING and AN APPLICATION Nowadays, everybody is talking about quality. Quality in consumer goods, work place, life style and etc. What is quality? What is its history? What levels are there in its history? First records of quality was written at B.C. 2150. The 229. item of the famous laws of Hammurabi was;“If a building built by a constructor causes a death, that constructor shall be killed”. Perhaps, this was the first law to protect the rights of the customer. Phoenicians had also effective restrictions. When a Phoenician auditor had determined a difference of quality standard, he had the right to cut the hands of the manufacturer. This system was based on customer's control. A man who was purchasing goods inspected goods by touching and seeing them or decided with regard to the fame of the manufacturer. Then, guilds had been established by manufacturer whose had manufactured some products. The introduction of the guilds, -perhaps, had formed the first step of standardization. These guilds, developed specifications of raw materials, processes, products had forced their members to use those specifications and had taken responsibility of quality control. Introduction of quality as a concept took place in XIX. century. In that period and thereafter, manufacturers took pride in printing their labels on their products. While work planning was done by the workers and the foremen, Frederick Taylor had given the control to Industrial Engineers and so, the base of industrial revolution had been formed by this application. Reality of quality marked after the I L World War in developed and developing countries and was the same target by all countries. In this period, failure of quality caused a lot of deaths and defeats at some fronts and seemed that the method of 100 percent inspection was not convenient solution to the not boomed torpedo and bomb. The schedule of taking sample developed by Harold F. Dodge and Harry G. Romig eliminated responsibility of 100 percent control, and simplified the statistic of taking sample. In 1946, by the establishing of American Society for Quality Control (ASQC), the most convenient environment was existed for improving of basic quality concepts. In early 1950's, Dr.Armand Feigenbaum and his team developed a quality cost system. This system added some new terms, such as prevention costs, which account for approximately %5 of quality costs; appraisal costs, which account for approximately %25 of quality costs; internal-external failure costs which account for approximately %70 of quality costs into the literary of the quality specialists gain possibility to express their ideas by the language of economy with the top managers. The concept of“Quality Assurance in Serving industry”had been shaped in 1950's. XIIn 1961, Philip Crosby developed the concept of“Zero Defect”. At the end of 1960's, the improvement of quality technology and increasing of computer technology made quality assurance possible. 1980's had carried up quality from the base of manufacturing to management offices. The top managers noticed that customer was ready to pay much more money for the product. In 1970's, the manufacturer interested in the product safety, the product responsibly and the restriction of state and competition of the product price instead of quality of it. Through the 1980's, importance of quality increased in USA. In Japan, the base of the manufacturing industry established between the years of 1960 and 1970. It was however about 40 years later than USA. Japan is the number one in the world of the sectors of electronic, laser, software, computer and communication system. It is about 125 years that Japan had taken up technology from Europe. The first 100 years were not successful but the last 25 years were full of success. The mass production had been great advantage for Japan. The culture of Japanese firms are very different from that of America firms and Europe firms. It can be said that human resources are the administrative source of the firm. Human resources are always the first important thing in Japanese firms. After the II. World War, Japans had not any natural source, there was only human source and they imported the qualified men. Therefore it was the most important factor of the successfulness of Japan. The following are the secrets of Japan; - human - high technology - system Total Quality Management (TQM) is the best system for firms to be reached their aims. TQM is a strategic, integrated management system for achieving customer satisfaction which involves all managers and employees and uses quantitative methods to continuously improve en organization's processes. The first basic point of TQM is that the top managers must understand it. This is the most effective factor to reach the aims. Whole managers must always approach to the philosophy of Quality Control at two dimension. Two Dimensions of Total Quality Management (TQM) XIIAmong the elements of TQM are;. Focus on quality and prevention of the problems. Corporate with the suppliers and the customers. Continuously improve and eliminate wasteful steps. Encourage the proper climate, empower the employees. Use the problem solving/prevention cycle. Use measurement to the back decisions For the customer satisfaction, the people (staff) satisfaction, good impact on the society and excellence of the business results, it must necessary to management of policies and strategies, people, resources and processes in a appropriate leadership. People Management %9 Policy & %8 Business Results %15 ENABLERS % 50 RESULTS % 50 Total Quality Management Model The Quality Management Model defined above was created in 1991 by the initiative of the European Foundation for Quality Management (EFQM). It identifies a group of criteria as the base to achieve TQM for an organization. This group of criteria is divided in two main categories: enables and results. The main objective of this system is to achieve results (either economical or not) by the customer satisfaction the own organization's members and in a more general way, by a positive impact on society. The way to achieve this goal is to maintain the leadership in achieving quality, formulate strategies and politics, and design customer oriented business processes, all of them based on adequate management of both material and human resources. These criteria are the ones used by EFQM to evaluate those enterprises to be awarded with the European Quality Awards. Nevertheless, the major benefit given by this model is the fact that it becomes a very useful tool to set up a process to make periodic self-evaluations of these criteria. Leadership: a general behavior of the direction members, leading the organizations way to Total Quality. It should be some factors: a general pledge to leadership on quality management, a culture based on quality management, recognizing and appreciating the individual and collective efforts, appropriate means and assistance to achieve total quality, collaboration with providers and suppliers, public advertising of quality management. XIII4. New information and measurement systems, using the latest in technology to drive improved data distribution and decision making (for example quality and information technology) The reengineering method can be outlined as follows: First phase : Preparing for change Second phase : Planning for change Third phase : Designing change Fourth phase : Evaluating change There is significant controversy around which buzzword is better: Reengineering, the newer fad, or Total Quality Management (TQM), the older fad. It is suggested to the firms that have to choose one of them to avoid being trapped into choosing one or the other. Instead, concentrate on what needs to be achieved. It is irrelevant whether what they do fits the definition of the one buzzword or another. XVIThe series of ISO 9000 are the following: Number of necessaries are different from each other for every standard, but the followings are the same: - principal of quality management system, - supplying of customer necessaries, - controlling on external factors, - controlling on internal factors, - proving appropriation - protecting product/service quality - training ISO 9001: Quality Systems - Model for Quality Assurance in Design, Development, Production, Installation and Servicing ISO 9002: Quality Systems - Model for Quality Assurance in Production, Installation and Servicing ISO 9003: Quality Systems - Model for Quality Assurance in Final Inspection and Test ISO 9004: Quality Systems Management and Quality Systems Elements Guideline ISO 9005: Quality System Dictionary Another term that is mentioned in business life is reengineering or business reengineering or business process reengineering. Those terms have recently entered the business lexicon. As the terms have has been used across a variety of industries, they have also been grossly misused and even abused. Reengineering can be defined as : The fundamental rethinking and redesign of operating processes and organizational structure, focused on the organization's core competencies to achieve dramatic improvements in organizational performance. With business process reengineering a new way of managing is emerging. Processes are managed that the functions. So first of all the corporate must understand and defined its core business, processes and key supporting processes and think in terms of these processes rather than departments and functions. Reengineering efforts have four major components: 1. A greater focus on the organization's costumer (both internal and external) 2. A fundamental rethinking of the processes in the organization that lead to improvements in productivity and cycle time (known as process improvement or business process reengineering) 3. A structural reorganization, typically breaking functional hierarchies into cross functional teams (team building and organizational development activity) xv4. New information and measurement systems, using the latest in technology to drive improved data distribution and decision making (for example quality and information technology) The reengineering method can be outlined as follows: First phase : Preparing for change Second phase : Planning for change Third phase : Designing change Fourth phase : Evaluating change There is significant controversy around which buzzword is better: Reengineering, the newer fad, or Total Quality Management (TQM), the older fad. It is suggested to the firms that have to choose one of them to avoid being trapped into choosing one or the other. Instead, concentrate on what needs to be achieved. It is irrelevant whether what they do fits the definition of the one buzzword or another. XVI
Benzer Tezler
- Yeniden yapılanma sürecinde personel güçlendirmenin önemi ve bir uygulama
Başlık çevirisi yok
ŞENİZ ULUÇAY
- Toplam kalite yönetiminin sanayi işletmelerinde verimliliğe katkısı ve bir uygulama örneği
Productivity change in industrial organizations by TQM and its application
RECEP DEMİREL
- İş süreçlerinin yeniden tasarlanması(SYT) ve bir uygulama
Reengineering and a case study
FULYA TOZKOPAR
Yüksek Lisans
Türkçe
2008
İşletmeYıldız Teknik Üniversitesiİşletme Ana Bilim Dalı
YRD. DOÇ. DR. MUHTEŞEM BARAN
- Bilgi yönetimi ve bir şirkette kapalı bilgiler ile açık bilgiler arasındaki dönüşüme ait bir uygulama
Knowledge management and an application about transaction between implicit and explicit knowledge in a company
GAMZE İNEL
Yüksek Lisans
Türkçe
2001
Endüstri ve Endüstri Mühendisliğiİstanbul Teknik ÜniversitesiPROF. DR. MURAT DİNÇMEN