Total Quality management at Philips Semiconductors
Table of contents
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Synopsis
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3
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Objectives
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6
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Research Methodology
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7
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TQM- Overview
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8
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Traditional management vs Quality Management
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14
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Fundamentals of TQ
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27
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Principles of TQ
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34
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TQ Tools
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64
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TQM at Philips SMC
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73
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BEST
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78
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AQL at Philips SMC
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80
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BEST at Philips
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81
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Defect resolution
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83
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Cost of quality
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88
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ISO 9000
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90
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Philips Business Excellence
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95
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PQA
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95
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Product Quality and reliability assurance
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97
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QFD
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98
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Quality Testing
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100
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Key findings and learning’s
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103
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Conclusion
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109
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Reference
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110
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Project Synopsis
The total quality concept as an approach to doing business began to gain wide acceptance in the west in the late 1980s and early 1990s. However, individual elements of the concept – such as the use of statistical data, teamwork, continual improvement, customer satisfaction, and employee involvement – have been used by visionary organizations for years. It is the pulling together and coordinated use of these and other previously disparate elements that gave birth to the comprehensive concept known as total quality.
Twentieth-century management has been strongly influenced by Taylor’s scientific management and Weber’s theory of bureaucracy. These approaches have led managers to work within functional hierarchies, with their responsibilities divided according to specialized activities, such as accounting, marketing, engineering, and manufacturing. Economic principles for competing in well-defined markets emphasized economies of scale, efficiencies, mass production, and technological innovation.
TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
Full preview not available pages 110
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OPERATIONS PROJECTS 