The Promotion of the New Statistical Quality Control Internal Education at Toyota Motor: A Proposal of 'Science Statistical Quality Control' for Improving the Principle of Total Quality Management

1999 ◽  
Vol 24 (3) ◽  
pp. 259-276 ◽  
Author(s):  
KAKURO AMASAKA ◽  
SHUNJI OSAKI
Keyword(s):  
Quality Control ◽  
Quality Management ◽  
Total Quality Management ◽  
Statistical Quality Control ◽  
Total Quality ◽  
Statistical Quality ◽  
Internal Education

Quality Assurance in Project Management

2011 ◽  
pp. 216-223
Author(s):  
Jaby Mohammed ◽  
Ali Alavizadeh
Keyword(s):  
Quality Control ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Iso 9000 ◽  
Statistical Quality Control ◽  
Total Quality ◽  
Management Tools ◽  
Statistical Quality ◽  
Iso 14000

This chapter provides a fundamental yet comprehensive coverage of quality management. Bringing managers and engineers the most up-to-date quality management tools, research, and theory, this chapter shows readers how to plan for quality and achieve quality control. Broad in scope and inclusive in methodology, the material covered in this chapter will be useful for anyone concerned with quality management and control in business and industry. Topics covered include planning and organizing for quality, total quality management, quality improvement, statistical quality control, and ISO 9000. The chapter begins with an introduction to the concept of quality. Next, the quality management philosophies developed by Deming, Juran, and Crosby are presented. The principles of total quality management (TQM) are described next. The major steps in planning and organizing for quality are addressed in this chapter. Next, the quality improvement process, approaches to problem solving, and tools for quality improvement are presented. The concepts and techniques of statistical quality control are also covered in this chapter. Finally, the ISO 9000 and ISO 14000 quality standards are described.

IMPLEMENTASI TOTAL QUALITY MANAGEMENT (TQM) PERSPEKTIF TEORI EDWARD DEMING, JURAN, DAN CROSBY

2021 ◽  
Vol 3 (1) ◽  
pp. 50-60
Author(s):  
Husna Nashihin ◽  
Nazid Mafaza ◽  
M.Okky Haryana
Keyword(s):  
Quality Control ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Total Quality ◽  
Quality Planning

Pengkajian Total Quality Management (TQM) dari perspektif   Edward Deming, Teori Juran, dan  Teori Crosby sangat urgen dilakukan guna menemukan konstruksi teoritis diterapkannya  Total Quality Management (TQM) di lembaga pendidikan.  Implementasi teori Edward Deming dapat dilakukan dengan langkah sebagai berikut ciptakan tujuan yang mantap demi perbaikan produk dan jasa, hentikan ketergantungan pada inspeksi masal dalam bidang pendidikan, akhiri kebiasaan melakukan hubungan bisnis hanya berdasarkan biay, perbaiki sistem produksi dan jasa secara konstan dan terus meneru, dan lembagakan metode pelatihan yang modern di tempat kerja. Lembagakan Kepemimpinan. Implementasi Teori Juran dalam Total Quality Management (TQM) dilakukan dengan tiga tahapan berikut, yaitu perencanaan kualitas (Quality Planning/QP), pengendalian kualitas (Quality Control/QC), dan perbaikan kualitas (Quality Improvement/QI). Implementasi Teori Crosby dalam Total Quality Management (TQM) dilakukan dengan langkah sebagai berikut; legitimasi Kebijakan, pengembangan konstituen, akumulasi sumber daya, desain Organisasi dan modifikasi, memobilisasi sumber daya dan aksi, dan pemantauan kemajuan dan dampak perubahan kebijakan.

Statistical Process and Quality Control

2000 ◽  
pp. 233-244
Keyword(s):  
Quality Control ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Statistical Process Control ◽  
Control Charts ◽  
Statistical Testing ◽  
Total Quality ◽  
Statistical Process ◽  
Sampling Plans

Abstract This chapter provides an introduction to statistical process control and the concept of total quality management. It begins with a review of quality improvement efforts in the extrusion industry and the considerations involved in developing sampling plans and interpreting control charts. It then lays out the steps that would be followed in order to implement statistical testing for billet casting, die performance, or any other process or variable that impacts extrusion quality. The chapter concludes with an overview of the fundamentals of total quality management.

scholarly journals Strategic Alliances In The Food And Beverage Industry

2011 ◽  
Vol 1 (5) ◽  
Author(s):  
Charles J. Cante ◽  
Vincent J. Calluzzo ◽  
Huldah A. Ryan
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Statistical Quality Control ◽  
Total Quality ◽  
Font Size ◽  
Beverage Industry ◽  
Food And Beverage Industry ◽  
Food And Beverage

<p class="MsoFootnoteText" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-family: Times New Roman; font-size: x-small;">Strategic Alliances are an important component of an effective Total Quality Management program (TQM) and of business growth.<span style="mso-spacerun: yes;">&nbsp; </span>The Food and Beverage industry was studied as part of a long-term longitudinal research program, covering diverse industries, to determine the extent of penetration and effectiveness of strategic alliances and TQM. The results indicated that 62% of respondents participate in strategic alliances and 82% practice TQM. Over 74% of firms that did participate reported achieving or exceeded alliance goals and, significantly, 73% experienced increased business revenue. Approximately 11.84% of participants reported that costs exceeded expectations while 15.13% enjoyed lower costs. Some methods to enhance strategic alliance effectiveness are discussed.</span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">&nbsp;</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Total Quality Management (TQM) is a philosophy that includes the idea that to achieve the highest level of quality one must extend the quality system and program as far back in the Supply Chain as possible, i.e., to the supplier(s), the supplier&rsquo;s supplier and beyond if applicable (first, second, third, etc., tier suppliers), and as far forward as possible, i.e., to customers<sup>1</sup>.<span style="mso-spacerun: yes;">&nbsp; </span>TQM also embraces the following five concepts namely; continuous improvement<span style="mso-spacerun: yes;">&nbsp; </span>(a never ending search for perfection), bench-marking (learning from the &ldquo;best-of-the best or &ldquo;best-in-class&rdquo;), use of empowered employee teams<sup>6</sup>, just-in-time practices (JIT) (use of strategic alliances and few suppliers<sup>2</sup>), and knowledge of tools (at least 51 tools including Statistical Quality Control<sup>3</sup>).</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">&nbsp;</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">JIT practices include the use of strategic alliances; which may be with first, second and third tier suppliers and/or with customers; to achieve competitive advantages as well as to improve quality throughout the business system of an enterprise.<sup>2</sup><span style="mso-spacerun: yes;">&nbsp;&nbsp; </span>A Strategic Alliance is a formal agreement to supply a good(s) or services(s) and to jointly expand knowledge, develop applications and commercialize new products, with the rights of co-ownership, and commercial exploitation of the inventions within the boundaries of the Alliance particulars. Alliance partners work together to serve the ultimate consumer by doing together what each partner could not do alone. The Strategic Alliance agreement includes Supply, Technology, Intellectual Property, Legal and Termination/Disengagement sub-agreements and, generally, has a term of at least 3 years but not usually more than 5 years. The objective of a Strategic Alliance is to achieve competitive advantage for each partner through productivity and quality improvements and significant innovation.<sup>2</sup></span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">&nbsp;</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">This research was undertaken to determine the penetration of TQM and strategic alliances in the Food and Beverage industry.<span style="mso-spacerun: yes;">&nbsp; </span>The intent is to re-study this industry in about 4 to 5 years to understand the evolution of TQM and strategic alliances from the baseline reported herein. The authors comprise the Strategic Alliance Research Group that expects to study a broad array of US industries on these subjects.<sup>5</sup> The reader is referred to the authors&rsquo; Web site at www.tsarg.com for the organization&rsquo;s vision, mission, objectives and recent research.</span></span></p>

SPEL: The Quality Journey

2005 ◽  
Vol 09 (02) ◽  
pp. 203-235 ◽  
Author(s):  
Jamshed Hasan Khan
Keyword(s):  
Quality Control ◽  
Statistical Quality Control ◽  
Trade Barriers ◽  
Total Quality ◽  
Productivity Improvement ◽  
Statistical Quality ◽  
Quality Culture ◽  
Control Quality ◽  
Quality Tools ◽  
Current Systems

Synthetic Products Enterprises (Private) Limited (SPEL) was one of the few (indigenous) Pakistani companies that had introduced and implemented many quality and productivity improvement initiatives. These included Benchmarking, Statistical Quality Control, Quality Control Circles, and 5S'. A distinguishing feature of these initiatives was the involvement and motivation of its employees. However, with emerging competition coupled with reduced trade barriers, it became imperative for the company to constantly review and improve its current systems, which were predominantly quality driven. SPEL was able to develop a quality culture within its organization whereas several other companies, which had implemented similar kinds of quality tools, failed to develop it. This case explores the process through which a customer focused Total Quality Culture was developed and the conditions needed to facilitate this development.

scholarly journals IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT ON CONSTRUCTION OF ASSYRIAN LIBRARY PROJECT

2021 ◽  
Vol 9 (4) ◽  
pp. 54-60
Author(s):  
H.H. Alwan ◽  
A.A. Mohammed Ali ◽  
Y.N. Mahmood
Keyword(s):  
Quality Control ◽  
Quality Management ◽  
Total Quality Management ◽  
Actual Data ◽  
Quality Data ◽  
Total Quality ◽  
High Quality ◽  
High Quality Data ◽  
Quality Requirements ◽  
The University

The purpose of this research is to evaluate the work of construction of an Assyrian library affiliated with the University of Mosul, which was based on conditions and procedures for quality control on both the administration and the engineering aspects taking in consideration the stages of the projects during the construction.  When applying the quality requirements to the project in terms of achievement and integration, it found that there was a delay in the time of site implementation, in addition to the fact that the actual data with presumed.  As well as the lack of high-quality data on the machines used for construction by the company.  In general, however, some criteria have yielded satisfactory results in terms of on-site work.

scholarly journals PENERAPAN BUDAYA KERJA KAIZEN DI PT X KABUPATEN BANDUNG BARAT

2019 ◽  
Vol 3 (2) ◽  
Author(s):  
Budi Prasetiyo ◽  
Ryan Supu Tauhid
Keyword(s):  
Quality Control ◽  
Quality Management ◽  
Total Quality Management ◽  
Employee Performance ◽  
Management Control ◽  
Iso 9001 ◽  
Japanese Culture ◽  
Manufacturing Companies ◽  
Total Quality ◽  
The Impact

Kaizen is a Japanese culture that means continuing to improve and improve quality in the workplace. This culture is applied by many Japanese companies in the world, especially manufacturing companies. ISO 9001 is a quality management control system (Total Quality Management / TQM) issued by the Internatinal Organization for Standardization. ISO 9001 emphasizes for organizations starting from top management to lower level in carrying out continuous improvement and improvement of work quality. The auxiliary tool used in this research is Quality Control Circle (QCC) which uses the PDCA concept and 7 tools. The QCC method is a method that can be used to control product quality and reduce the number of defective products. The results of this study are that the Kaizen work culture has not run effectively even though the impact on productivity and employee performance is very influential and from the results of this QCC it is evident that with the change in the new Operational Procedure Standards it can reduce the total percentage of defective goods compared to the previous periodKeywords: Kaizen, ISO 9001, Total Quality Management, PDCA, 7 Tools, Quality Control Circle

scholarly journals PENGAWASAN MUTU BERAS PADA PERUSAHAAN UMUM BULOG DIVISI REGIONAL SUMATERA UTARA

2018 ◽  
Vol 4 (1) ◽  
Author(s):  
Rifka Irhamna Harahap ◽  
Faiz . Ahyaningsih
Keyword(s):  
Quality Control ◽  
Quality Assurance ◽  
Statistical Quality Control ◽  
Total Quality ◽  
Quality Cost ◽  
Cost Of Quality ◽  
Statistical Quality ◽  
The People ◽  
Almost All ◽  
The Cost

ABSTRAKBeras adalah makanan pokok paling penting bagi penduduk Indonesia. Beras juga merupakan sumber utama pemenuhan gizi yang meliputi kalori, protein, lemak dan vitamin. Perusahaan Umum BULOG memiliki tanggung jawab untuk peningkatan stabilisasi dan pengelolaan persediaan bahan pokok dan pangan. Salah satunya bahan pangan yang dikelola BULOG adalah beras. Pihak BULOG terkadang menerima keluhan mengenai kualitas beras yang disalurkan tidak layak konsumsi atau buruk. Permasalahan dapat di ketahui penyebabnya dengan menggunakan salah satu alat dari Statistical Quality Control, yaitu Peta Kendali. Peta Kendali menunjukkan hampir keseluruhan data sudah terkendali secara statistik tetapi ada beberapa data yang di luar kendali yaitu pada bulan Juli, Agustus dan September. Ini disebabkan karena terlalu lama masa simpan dipenyimpanan gudang. Biaya yang dikeluarkan untuk memperbaiki mutu yaitu Biaya Pengawasan Mutu, Biaya Jaminan Mutu dan Total Biaya Mutu. Biaya yang dikeluarkan yaitu Biaya Pengawasan Mutu sebesar Rp 14.462.218,32, Biaya Jaminan Mutu sebesar Rp. 740. 244.100 dan Total Biaya Mutu sebesar Rp 754.706.318,18. Biaya dapat diminimumkan dengan mengoptimumkan kerusakan sebesar 1.034.677,331 kg maka biaya pengawasan mutu sebesar Rp. 103.466.733. biaya jaminan mutu sebesar Rp 103.467.733,1 dan total biaya mutu menjadi Rp 206.935.466,1.Kata kunci: Beras, Mutu, Stastical Quality Control, Biaya Mutu ABSTRACTRice is the most important for the people of Indonesia.Rice is also a major source of nutritional fulfillment which includes calories, protein, fat and vitamins.Perum BULOG has responsibility for improving the stabilization and management of staple and food supplies.One of the foodstuffs managed by BULOG is rice.BULOG parties sometimes receive complaints about the quality of rice distributed unfit for consumption or bad.Problems can be known by using one of the tools of Statistical Quality Control, namely Control Chart.The control chart shows almost all data is statistically controlled but there are some data out of control that is in July, August and September.This is because too long shelf store warehouse storage.Costs incurred to improve quality are Quality Control Costs, Quality Assurance Costs and Total Quality Costs.The cost incurred is the Cost of Quality Supervision of Rp 14,462,218.32, Quality Assurance Cost of Rp. 740. 244,100 and Total Quality Cost of Rp 754,706,318.18.The cost can be minimized by optimizing the damage of 1,034,677,331 kg then the cost of quality control is Rp. 103.466.733. cost of quality assurance of Rp 103,467,733.1 and total cost of quality to Rp 206,935,466.1.Keywords: Rice, Quality, Statistical Quality Control, Quality Cost

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