Toplam kalite yönetimi
Total quality management
Yazar: BAŞAK TÜZÜN
Danışman: PROF.DR. AYHAN TORAMAN
İstanbul Teknik Üniversitesi / Fen Bilimleri Enstitüsü
Derece: Yüksek Lisans, 1994
Konu: Mühendislik Bilimleri = Engineering Sciences ; İşletme = Business Administration
Dizin: Toplam kalite yönetimi = Total quality management

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. Kalitenin üretilmesi. Toplam Kalite Kontrol Felsefesi ile başarılmıştır. 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. Çalışanların sorumlulukları, çalıştıkları kademelere göre farklılıklar gösterse de, amaç istenen kalitenin minimum maliyetle üretilmesidir. Kalitenin üretilmesi amacıyla işletmeler Kalite Güvencesi Sistemleri geliştirmişlerdir. Kalitenin güvence altına alınması gereği, özellikle hata kabul edilmeyen ve insan hayatıyla doğrudan bağlantılı olan tıp ve savunma sanayiinde ortaya çıkarak daha sonra diğer sektörlere yayılmıştır. Bu amaçla birtakım standartlar da oluşturulmuştur (Örn. ISO 9000 serisi). Kalite Güvencesi Sisteminin işletmedeki başarısını ölçmek için auditler düzenlenir. Kuruluş içi veya dışı olabilen bu auditler, konuya yatkın ve özel eğitim görmüş auditörler tarafından gerçekleştirilir.

Abstract:
SUMMARY TOTAL QUALiTY MANAGEMENT The challenges, excitement, and opportunities in quality technology and management are increasing yearly. In the 1990's, all organizations face the issues of improving product and service quality, containing costs, and enhancing innovation. Quality and competitiveness are now synonymous. The discipline of quality has evolved and expanded rapidly from inspection to company-wide quality management. Quality was inspected into a product after it was made. Then quality was controlled in the manufacturing process. Now quality is a company-wide phenomenon encompassing every person and every element of the organization. In the global marketplace, the issue of quality is changing, continuously adapting to customer needs and expectations. Customer demand for quality is increasing. Quality is being enhanced- through increased product performance, design, usability, reliability, and maintainability. Defect prevention is replacing defect inspection as the means to pursue continuous quality improvement. Many organizations are eliminating incoming, in- process, and final inspection. Responsibility for quality is being placed on the person doing the work, whether assembling, fabricating, managing, servicing, or delivering. Quality is satisfaction of customer wants, needs, and expectations at a competitive cost. Quality is conformance to specifications, customer satisfaction, and value added. The first quality groups were inspection departments. During production, inspectors measured products against specifications. Inspection departments were not independent;' they usually reported to the manufacturing department whose efforts they were inspecting. This presented a conflict of interest. If the inspection department rejected a batch of non conforming products and the manufacturing department wanted to push this batch of products out the door regardless öf quality, the manufacturing department always got its way. Product quality could only improve slowly in this environment. VIIn the 1940' s, inspection groups evolved into quality control (QC) departments. The start of World War II required that military products be defect-free. Product quality was crucial to winning the war and could only be ensured if the inspection department could control the production processes. Quality, defined as conformance to specification, was controlled during production instead of being inspected into products. Responsibility for quality was transferred to an independent QC department, which was now considered the "guardian" of quality. Also, the QC department was now separated from manufacturing to give it autonomy and independence. Quality control evolved into quality assurance (QA). The QA department focuses on assuring process and product quality through executing operational audits, supplying training, performing technical analysis, and advising operational areas on quality improvement. QA consults with the departments where the responsibility for quality actually rests. As the issue of quality becomes more prominent, QA is evolving into a company-wide quality management (CWQM) function. CWQM is also called total quality management. The quality organization is the prime facilitator and consultant in this effort. Corporate quality groups are small with more authority but less direct responsibility for quality. For example, the quality organization has authority to stop defective material from leaving the manufacturing door, while responsibility for the control of quality is pushed to the manufacturing department operator. The chief executive officer (CEO) often starts and guides the CWQM program. As the quality message permeates the organization, more people become involved, and slowly a quality ethic and culture develop. The focus of the program is company-wide, customer-oriented, and competitively driven. Quality no longer resides in one department. It is a company-wide issue essential to the organization's survival. To produce a quality product or deliver a quality service requires the attention and commitment of everyone in the organization. It is the responsibility of the person doing the work. The executive committee defines a realistic policy; line management establishes doable objectives; engineers design attractive, reliable, and functional products; receptionists are courteous and prompt; and operators produce defect-free products. Customer orientation is essential in CWQM programs because the customer's needs change and the organizations must adapt to changing needs. Adapting VIImeans designing aesthetic products, producing defect- free products, and delivering products on time, at a profit. Most importantly, an organization must design, produce, and deliver what the customer wants, not what the organization thinks the customer wants. The International Standards Organization (ISO) developed standards (9000-9004) so that there could be a common language and understanding of important terms and concepts in quality. The American standard "Quality Management and Quality System Elements- Guidelines" (ANSI/ASQC Q94-1987), issued by the American National Standards Institute (ANSI), evolved from the ISO standards. This standard specifies the principal elements of a CWQM system. ANSI standards are technically equivalent to ISO standards. Inspection is used to obtain a level of quality history. Once this is obtained, the operator or supplier is notified of the results and asked to improve the process. The systems approach is a logical, systematic method for solving many types of quality problems. The value of this method lies in its ability to define a problem and to arrive at a solution through a logical process. Modern industrial problems are complex. One person doesn't have skills or knowledge to solve them. So interdisciplinary teams are created to solve this problems. These teams consist of representatives from the area where the problem is located as well as experts from peripheral areas who can supply information. Organizations rely on audits to monitor and ensure that internal quality controls are in place and working effectively. A company-wide quality management (CWQM) program will serve to instill and reinforce goals, policies, objectives, and measurement systems in order to achieve quality. Auditing is a major tool to monitor and evaluate the effectiveness of the CWQM program, process, products, and people. These are called the 4 Ps and are the essential elements of CWQM. Almost every type of organization uses audits. Audits are used extensively in the public and private sectors, military organizations, schools, and the federal government. Regardless of the specific purpose of an audit, audits have a common structure and purpose and similar key players. Quality auditing is the process of accumulating and evaluating quantifiable information. Information is gathered for the CWQM program, processes, products, and people. The audit is conducted by the independent and skilled persons. An auditor must have sufficient skills to perform an audit and to ensure audit effectiveness and reliability. Audit skills are developed through on-the-job VIIIexperience and training under the tutelage of a senior auditor. As experience and skills are gained, a junior auditor evolves into a senior and then a lead auditor. The purpose of an audit is to determine and report upon the degree of correspondence between quantifiable information and established criteria. Quality auditors strive to obtain timely, accurate, reliable, unbiased, and complete information. Unreliable information can cause inefficient use of resources, which will result in deteriorating quality. An audit is authorized by top management to investigate company-wide problems. There are three main parties in any audit : auditor, client, and auditee. The client is the person, department, or group requesting the audit. An audit can be conducted by one person or by a team of professionals. The size of the audit team depends on the scope of the audit, the size of the organization being audited, requirements of the client, risks involved, and costs. The frequency of an audit is based on the type of audit, the cost, the critical nature of the product, customer requirements, and emergency requirements. The auditee has several responsibilities to facilitate the progress of the audit : cooperate and assist with the audit, provide adequate facilities and necessary equipment to complete the audit, review audit recommendations and conclusions, and implement any required corrective action. At the conclusion of the audit, the auditee has the opportunity to review the auditor's report and, if necessary, offer evidence to rebut perceived unfair, unreasonable, or inconclusive reports. Quality cost information is a management tool to monitor and control quality costs during production, evaluate competing projects, and ensure on-budget and on-time completion. Specifically, quality cost information can be used to : -Determine the hidden costs of customer dissatisfaction -Determine the cost of a field failure -Determine the costs of producing the product -Establish a benchmark or baseline level of quality -Make accurate decisions -Compare achieved objectives against stated objectives -Compare returns of one quality improvement project against those of another -Measure the effectiveness of any corrective action or quality improvement -Evaluate management performance -Allocate scarce resources to projects promising the greatest return Quality related cost is the cost in ensuring and assuring quality as well as loss incurred when quality is not achieved. Some frequently used subdivisions are as follows : IX-Prevention cost:The cost of any action taken to investigate, prevent or reduce the risk of nonconformity or defect. -Appraisal cost:Ths cost of evaluating the achievement of quality requirements including cost of verification and control performed at any stage of the quality loop. -Internal failure cost:The costs arising within an organization due to nonconformities or defects at any stage of the quality loop such as costs of scrap, rework, retest, reinspection and redesign. -External failure cost :The cost arising after delivery to a customer/user due to nonconformities or defects which may include the cost of claims against warranty, replacement and consequential losses and evaluation of penalties incurred.