University of Central Punjab

Total quality management

Submitted to:
Prof. Rana Murawwat
Submitted by:
Anfaal Baig (S2F18BBAM0005)
Date of submission 24th march 2022
Program:
BBA-8
Session:
F-18
Contents

Define TQM...............................................................................................................................................3
Benefits of TQM........................................................................................................................................3
TQM pyramid............................................................................................................................................4
1st David Gravin.........................................................................................................................................4
Introduction............................................................................................................................................5
History.....................................................................................................................................................5
Contribution............................................................................................................................................5
Eight Important dimensions...................................................................................................................6
Garvin’s Comprehensive Framework: Five Approaches to Quality.......................................................7
2nd Masaaki Imai........................................................................................................................................8
Introduction............................................................................................................................................8
History.....................................................................................................................................................8
Contributions of Masaaki imai towards quality or continuous improvement:-....................................9
3rd Bill Conway........................................................................................................................................11
Introduction..........................................................................................................................................11
History...................................................................................................................................................11
Conway list of quality improvement tools...........................................................................................11
Contribution..........................................................................................................................................12
4 Dale H Besterfield...............................................................................................................................13
th

Introduction & history:-........................................................................................................................13

Vision towards quality:-........................................................................................................................14
Basic Principles and Concepts of TQM:................................................................................................15
References............................................................................................................................................16
 Topic
Select any 4 to 6 Gurus of total quality management (TQM)? Write their
introduction, history, theories, contributions, and explanation of theories?
Explanation:-

Define TQM
A core definition of total quality management (TQM) describes a management
approach to long-term success through customer satisfaction. In a TQM effort, all members of an
organization participate in improving processes, products, services, and the culture in which they
work.

Benefits of TQM

TQM as a term to describe an organization's quality policy and procedure has fallen out of favor
as international standards for quality management have been developed. Please see our series of
pages on quality management systems for more information.

Total quality management benefits and advantages:

 Strengthened competitive position

 Adaptability to changing or emerging market conditions and to environmental and other
government regulations
 Higher productivity
 Enhanced market image
 Elimination of defects and waste
 Reduced costs and better cost management
 Higher profitability
 Improved customer focus and satisfaction
 Increased customer loyalty and retention
 Increased job security
 Improved employee morale
 Enhanced shareholder and stakeholder value
 Improved and innovative processes

The total quality management (TQM) process is about performance improvement of individuals,
groups and organizations. To improve performance, people need to know what to do, how to do
it, to have the right tools to do it, to be able to measure performance and to receive feedback on
current levels of achievement. The TQM process provides this by adhering to a set of general
principles (see Kanji & Asher, 1993) based on statistical understanding and can be used to drive
improvement processes. Statistical understanding is the process of comprehending the variation
which occurs in every aspect of working life.
TQM pyramid

1st David Gravin

Full name David Alan Gravin

Born May 12, 1952 at new York united states

Last Worked at Harvard Business School's C. Roland

Christensen Professor of Business
Administration, 

Died April 30, 2017, Lexington, Massachusetts,

United States

“If quality is to be managed, it must be understood first”

Introduction
D avid A. Garvin, Harvard Business School’s C. Roland Christensen Professor of
Business Administration, died at his home in Lexington, Mass., on April 30 after a long
battle with cancer. He was 64 years old.

Garvin avidly supported wilderness preservation, and in his spare time, he was an
accomplished mountain hiker and cyclist. But his most important priority in life was his
passion for and commitment to his friends and family.

In his spare time, he enjoys hiking, bicycling, and travel. He lives in Lexington, Massachusetts
with his wife, Lynn, and his daughters, Diana and Cynthia.

History
An influential and prolific scholar, during a distinguished career that spanned almost four
decades Garvin studied business and management processes; the principles of organizational
learning; the design and leadership of large, complex organizations; graduate management
education; and case method pedagogy. He authored or co-authored 10 books and 37 articles.

“David Garvin was an extraordinary teacher and gifted scholar who excelled in reaching a
wide audience on a broad range of topics,” said Harvard Business School Dean Nitin Nohria.
A member of the HBS faculty since 1979, first in what was then known as the Production
and Operations Management Unit (now Technology and Operations Management) and then
in General Management beginning in 1994, Garvin taught a variety of courses in the
School’s M.B.A. and Executive Education programs. He served as faculty chair of the
M.B.A. program’s Elective Curriculum from 2006 to 2009.

Promoted from assistant to associate professor in 1984 and then to full professor in 1989,
Garvin was named to the Robert and Jane Cizik Professorship in 1991. He became the C.
Roland Christensen Professor of Business Administration in 2002.

Contribution
At Harvard Business School, Garvin developed more than 70 case studies, along with
multimedia exercises and technical notes. Nearly a dozen of his cases are among the most
popular in the School’s case collection, including Paul Levy, Boeing 767, and Emerging
Business Opportunities at IBM. Among his many awards was the Richard Beckhard
Memorial Prize in 1998 for the best Sloan Management Review article on planned change
and organizational development. He also won two Robert F. Greenhill Awards for
outstanding service to Harvard Business School.

In lieu of flowers, donations can be made to the David A. Garvin Wilderness and
Environmental Conservation Fund, established by friends and family at Harvard Business
School to further its faculty and student involvement in this social responsibility field. Please
email gifts@hbs.edu or contact Kerry Cyrano, Harvard Business School, Teele Hall,
Soldiers.

Definition of quality by David Gravin:-

“The author reviews and synthesizes the varying definitions of product quality arising from
philosophy, economics, marketing, and operations management. He then goes on to build an
eight-dimensional framework to elaborate on these definitions. Using this framework, he
addresses the empirical relationships between quality and variables such as price,
advertising, market share, cost, and profitability”.

Eight Important dimensions

1. Performance: It involves the various operating characteristics of the product. For a
television set, for example, these characteristics will be the quality of the picture, sound and
longevity of the picture tube.

2. Features:

These are characteristics that are supplemental to the basic operating characteristics. In an
automobile, for example, a stereo CD player would be an additional feature.

3. Reliability:

Reliability of a product is the degree of dependability and trustworthiness of the benefit of

the product for a long period of time.

It addresses the probability that the product will work without interruption or breaking down.

4. Conformance:
It is the degree to which the product conforms to pre- established specifications. All quality
products are expected to precisely meet the set standards.

5. Durability:
It measures the length of time that a product performs before a replacement becomes
necessary. The durability of home appliances such as a washing machine can range from 10
to 15 years.

6. Serviceability:
Serviceability refers to the promptness, courtesy, proficiency and ease in repair when the
product breaks down and is sent for repairs.

7. Aesthetics:
Aesthetic aspect of a product is comparatively subjective in nature and refers to its impact on
the human senses such as how it looks, feels, sounds, tastes and so on, depending upon the
type of product. Automobile companies make sure that in addition to functional quality, the
automobiles are also artistically attractive.

8. Perceived quality:
An equally important dimension of quality is the perception of the quality of the product in
the mind of the consumer. Honda cars, Sony Walkman and Rolex watches are perceived to
be high quality items by the consumers.

Garvin’s Comprehensive Framework: Five Approaches to Quality

One of the more well-known frameworks for determining quality is that of David A. Garvin
(1984). Garvin describes five complementary approaches to defining quality: (1) the
transcendent approach, (2) the product-based approach, (3) the user-based approach, (4) the
manufacturing-based approach (which we will call the “production-based approach” in
this article), and (5) the value-based approach. According to Garvin, these five approaches
arose independently in the fields of philosophy, economics, marketing, operations
management, and finance. Each approach correctly describes an aspect of quality, but any of
them standing alone provides only a limited view. To obtain a comprehensive view of
quality, one must employ all five.

Transcendent Approach. This approach sees the quality of a product or service as an

innate characteristic that is both absolute and universally recognizable. Transcendent quality
recalls Plato’s concept of beauty as an “ideal form.” Under this approach, a product or
service possesses excellence based on its subjective relationship to some standard. The
ability to determine that subjective relationship can only be developed through experience.

Product-Based Approach. This approach sees a product’s or service’s quality as

quantifiable based on certain ingredients or attributes. Garvin uses ice cream and rugs to
illustrate this approach. Ice creams, for example, can be ranked according to butter-fat
content, with higher butter fat indicating higher quality. Rugs can be ranked according to the
number of knots per square inch, with a tighter weave indicating higher quality.

The product-based approach favors measurable attributes over an individual’s personal

preferences. Nevertheless, Garvin identifies eight ways or “dimensions” that people
actually use to evaluate product quality. These dimensions include performance, features,
reliability, conformance, durability, serviceability, aesthetics, and perceived quality. Some
of these dimensions are more objective, while others are more subjective.

User-Based Approach. This approach is based on the premise that quality is “in the
eye of the beholder,” where the beholder is the user. According to this approach, quality
is the degree to which a product or service satisfies the user’s needs, wants, or preferences.
For instance, if particular users believe that a Chevrolet meets their needs better than a
Cadillac, then the Chevrolet would be the higher-quality vehicle for them.

Production-Based Approach. This approach, which Garvin labelled the

“manufacturing approach,” views quality as “conformance to requirements.” Under this
approach, any deviation from the intended user’s requirements reduces quality. Unlike the
user-based approach, the production-based approach does not consider the eye of the
beholder. Rather, this approach seeks to objectively measure the degree to which a product or
service complies with pre-determined specification.

2nd Masaaki Imai

Known as Masaaki Imai known as Japanese consultant

Born At 1930 in japan
Last worked at  Kaizen Institute Consulting Group (KICG)

“The starting point for improvement is to recognize the need.”

Introduction
Masaaki Imai (1930) is one of the founders and a very famous advisor in the field of the
Kaizen, Gemba Kaizen, LEAN Manufacturing and quality philosophies. Especially the
further development of continuous improvement within organizations in the form of a
philosophy made Masaaki Imai a worldwide pioneer and leader.

History
In 1955 Masaaki Imai obtained his BSc. degree from the University of Tokyo where he
developed his fondness for continuous improvement.
In 1962 Masaaki Imai founded the Cambridge Corporation, the international management
consulting and executive recruiting firm. Until 1976, in the capacity of advisor, he
supported more than 200 organizations with recruitment and organizational issues.
Between 1976 and 1986 Masaaki Imai was President of the Japanese Federation of
Recruiting and Employment Agency Associations.

Masaaki Imai ’s organization KICG supports organizations of all sizes in Europe, Asia-
Pacific, Africa, the Middle East and South America and in industries. They offer broad
consultancy, training, certification (Kaizen College), and benchmarking services.
He is still active and he is both an ambassador and a visionary of the organization. He
travels all over the world and takes part in all kinds of conferences to share his unique
and convincing messages about Gemba Kaizen and LEAN Manufacturing. A convincing
characteristic of the Kaizen philosophy is both top-down and bottom-up approach
because of which a sustainable and stately culture arises and develops.

Contributions of Masaaki imai towards quality or continuous improvement:-

 2012. Gemba Kaizen: A Common sense Approach to a Continuous Improvement

Strategy. McGraw-Hill Education.
 2009. Kaizen key to success Japanese companies.
 1999. Gemba kaizen. Barrett-Koehler Communications.
 1997. Gemba Kaizen: a common sense, low-cost approach to management, McGraw-Hill.
 1986. Kaizen: The key to Japan’s competitive success. McGraw-Hill.
 1985. 16 Ways to Avoid Saying No
 1978. Never Take YES for an Answer – An Inside Look at Japanese Business for Foreign
Businessmen. The Simul Press Inc.
 1975. The Japanese businessman: An introduction to his behavior and business strategy.
Theory

Step 1: Involve Your Employees

You need to include your employers first, which will allow you to empower your
employees. You need your workers inspired and involved to implement Kaizen. You
want to build a workplace that does not oppose change and is genuinely responsible for
the change. To do this, you need your staff’s full cooperation, and contact between
management and employees is essential.
Kaizen has the idea of Quality Circles, in which there are specific circles of employees
from different departments responsible for the overall development of the business,
slowly but steadily.
Step 2: Analyze the Process
The second step to Kaizen is to accept and identify issues in your organization. To do
this, you need to take 360-degree feedback and include your staff. It would help if you
listed all processes within the company that need improvement.

Step 3: Think & Find Solutions

Managers should make teams of accomplished, innovative workers who can concentrate on
problem-solving. They will have to devote extra time to seek solutions to the issues that the
company is facing.
The time frame is very important. We want solutions to come forward comfortably and
innovatively and not to throw down any proposals because they can come later, even if they
are not fully utilized and implemented. Write down the solutions, and use your expertise and
team experience to make the most sense of the suggestions. You should then make these
recommendations for implementation.
Step 4: Implement the Solution
Small-scale implementation is the best way, especially in larger organizations, to test new
theories. Many people are delaying this stage because of overthinking, complacency, or
simple ignorance. They are thinking about making organizational improvements instead of
taking small steps at a time and running new ideas in a pilot environment.
If the ideas need to evolve a little further, keep the enthusiasm, and improve the table’s
concept before implementing it in the company. However, a concept must have a planned
and monitored implementation so that the effects can be tracked.
Step 5: Study the Results
There is an open discussion of ideas to juniors several times during implementation, whereby
the buck is transferred to someone else. This is what makes it challenging to enforce Kaizen
and where it comes into play with testing and auditing. For the outcomes to be right, you
need to ensure that implementation is achieved at the ground level.
Step 6: Standardize the Solution
You need to go back to the 3rd stage if the results are not positive, in which you introduce
some other ideas that were on the table. Do not get upset and annoyed because Kaizen has
many advantages, and you will find the advantages slowly but steadily. 
However, if the outcomes are good and you see the process improving, then standardize the
process in all divisions and all locations by all means so that the company operates more
smoothly and efficiently. The best advantage of introducing Kaizen is standardization.

3rd Bill Conway

full name William E. "Bill" Conway 

Born August 27, 1949 (age 72 years), Lowell,
Massachusetts, United States
Education Dartmouth College (AB); University of
Chicago Booth School of Business (MBA)
children  William Elias Conway III
“Quality is driven by the marketplace, by competitors and especially by customers”

Introduction
In 1999, Conway bought Merrywood, the childhood home of Jackie Kennedy,
from Alan I. Kay for $15.5 million. Less than a year later, however, he sold it to Steve Case, the
former CEO of AOL and his wife, Jean Villanueva, for $24.5 million. Today, he and his wife
live in McLean, Virginia. He and his wife have one child, son William Elias Conway III.
The nursing school of the Catholic University of America, the Conway School of Nursing, is
named after him and his wife.
History
Mr. Conway is a Co-Founder and Non-Executive Co-Chairman of the Board. Mr.
Conway was elected to our Board of Directors effective July 18, 2011. Previously, Mr. Conway
served as our Co-Chief Executive Officer and Chief Investment Officer.
Prior to forming Carlyle in 1987, Mr. Conway was the Senior Vice President and Chief Financial
Officer of MCI Communications Corporation (“MCI”). Mr. Conway was a Vice President and
Treasurer of MCI from 1981 to 1984. Mr. Conway is Chairman of the Board of Trustees of
Johns Hopkins Medicine and a member of the Board of Trustees of the Catholic University of
America. He previously served as chairman and/or director of several public and private
companies in which Carlyle had significant investment interests.
Mr. Conway received his BA from Dartmouth College and his MBA in finance from The
University of Chicago Booth School of Business.

Conway list of quality improvement tools

 Human relationship skills: - management responsibility to create a harmonious
working climate built on trust mutual respect and common goal
 Statically surveys:- use the power of survey to identify areas for improvement and to
better inform about various developments.

 Simple statistical technique: - use simple charts and diagram to highlight problems,
analysis them and propose various solutions.
 Statistical process control: - minimize variation with various processes using control
charts.
 Imagineering: - problem solving technique using problem visualization with the view of
identifying ways for waste elimination.
 Industrial engineering: - the use of various technique to re design work, methods, plant
layout for the purpose of achieving great improvements.
Bill Conway approach to quality:-
  Conway has been referred to as deeming disciple.
 He considered that quality management is the management of various stages of
developments, manufacturing, production and distribution processes with the
consideration of economic viability and a desire to improve on various activities to
reduce material wastes and time wastage.
 He considered quality problem are often caused by management lack of conviction and
commitment.
 Quality improvement according to Conway has to come from a new management way of
thinking and also and also the wide utilization of statistical tools.

Contribution
The Quality Secret: The Right Way to Manage
By Bill Conway
The story that changed the world….The Quality Secret is the true story of a Fortune 500 CEO
who started a new way of thinking that caused a metamorphosis in the Western business world.
It's the story of Bill Conway, and how his system The Right Way to manage has been used to
transform organizations through the study, change, and improvement of work.

The Quality Secret: The Right Way To Manage© helps organizations to simultaneously
achieve high quality and low costs through a continual, pervasive effort to identify, quantify, and
eliminate waste in all work and work processes. The Right Way to manage employs
Imagineering, variation, quality products or services that meet or exceed customer requirements,
while providing products and services at the lowest total cost.

4th Dale H Besterfield

Known as Prof. Dale

Born September 19, 1930 (age 91 years),
Homewood, Alabama, United States
Nationality Alabama
Died 2014
Introduction & history:-
Dale H. Besterfield peacefully passed away on June 7,
2014, at age 83..
Dale began his blessed life in Homewood, Ill., on Sept. 19, 1930, where he was the third son of
Howard and Maude (Hamlyn) Besterfield. He attended Homewood elementary schools and
Thornton Township High School where he played basketball on the school team and caddied
during the summers. After high school, he attended the University of Illinois for two years and
then Washington University in St. Louis, Mo., where he graduated with a Bachelor of Science
degree in industrial engineering. He played basketball at both universities. After graduation, in
1953, he was drafted into the Army and served as a combat engineer in Massachusetts and as an
instructor in Japan until Oct. 14, 1955. Upon discharge, he worked as an industrial and quality
engineer and first-line supervisor at Union-Camp Paper Corporation in Trenton, N.J., where he
met his wife, Helen Hartco.
In 1962, Dale and Helen moved to Carbondale, Ill.
Dale was a recognized authority in quality control, who wrote many technical publications and
authored three textbooks. Dale authored Quality Improvement, which was translated into
Spanish and Chinese. In addition, he wrote Total Quality Management with his children, and co-
authored Technical Sketching. Dale chaired more than 30 university program accreditation
evaluations throughout the nation, as well as serving as a Malcom Baldrige Award Examiner.
Dale was also a visiting professor in Taiwan and England. When he retired from SIU-C in 1991,
he continued to operate his own consulting firm where he organized and participated in a six-day
workshop on quality assurance at Damascus, Syria for the Arab world. Dale was a registered
professional engineer and a member of numerous quality and manufacturing professional
organizations. He received fellow status as well as the E.L. Grant award from the American
Society of Quality. In 2003, he received the Alumni Achievement Award from Washington
University, St. Louis.

After retiring, Dale began volunteering for various organizations and participating in mission
trips locally, nationally and internationally. Locally, he organized activities at Friendly Temple
Missionary Baptist Church, Sunshine Ministries, Open Door Art Studio, Habitat for Humanity,
Camp Barnabas in Springfield, Mo., Kinder cottage Pre-school and Operation Clean Street in
East St. Louis, and other local church activities. Nationally, he went to Houma, La., Gulfport,
Miss., Nashville, Tenn., Joplin, Mo., Phoenix, Ariz., and several places in Illinois, Indiana and
Iowa. He was particularly blessed to travel internationally on mission trips to Haiti, Guatemala,
Honduras, Peru, Uganda, Belgium, England, India and Russia to help improve the lives of others.
He developed a wood cook stove to be used in third world countries and taught the local
residents how to build the stove themselves. In 2009, the Wells Fargo Advisors honored Dale
with the Second Half Champion Award for making significant contributions to society for his
mission work with the less fortunate throughout the world.

Vision towards quality:-

TQM is the art of managing all the activities of an organization to achieve excellence. It is a
philosophy and a set of guiding principles that represent the foundation of a continuously
improving organization, wherein the application of quantitative methods and human recourses
are sought to improve all the processes within the organization so as to meet and exceed the
customer needs now and continuously with change of time. It is a proven technique to ensure
survival in the era of globalization of trade. TQM can be defined as an integrated organizational
approach in delighting customers (Both Internal and External) by meeting their expectations on a
continuous basis through everyone involved with organization working on continuous
improvement in all products, services.

Quality definition and its dimensions

The expression Quality has to be understood clearly from the customer point of view for the
success of TQM Programmed. One usually thinks about Quality in terms of an excellent product
or service that fulfills or exceeds the expectations. These expectations are based on the intended
use and the selling prize. If a product or service surpasses the expectations one relate it with the
quality. Thus it is more or less an intangible thing based on perception. The Quality can be
quantified as follows:

Q = (P / E),

Where, Q- Quality, P- Performance and E- Expectations

If Q is greater than 1 then the customer has a good feeling about the product or service. It should
be noted that based on perception P is determined by the organization and E determined by the
customer.

As per ISO 9000:2000, quality is defined as the degree to which a set of inherent characteristics
fulfill requirements. Degree means that quality can be used with adjectives such as poor, good
and excellent. Inherent is defined as existing in something, especially as a permanent
characteristic. Characteristics can be quantitative or qualitative. Requirement is a need or
expectation that is stated; generally implied by the organization, its customers and other
interested parties; or obligatory. Quality has different dimensions as mentioned below:

And processes along with proper problem solving methodology.

Quality Dimension Explanation

1. Performance Primary Product Characteristics
2. Features Secondary Product Characteristics
3. Conformance Meeting specification/ Standards/ Workmanship
 4. Reliability Consistency of Performance over the Time
5. Durability Useful Life
6. Service Resolution of Problems and Complaints
7. Response Human-to-human Interface
8. Aesthetics Sensory Characteristics
9. Reputation Past Performance

TQM is an approach to management that can be characterized by its principles, practices, and
techniques and emphasized on customer focus, continuous improvement, and teamwork.

Basic Principles and Concepts of TQM:

The TQM programmer is a continual activity that must be entrenched as culture and requires the
following six basics principles and concepts knitted by effective communication:

 Top management Commitment- Leadership

 Focus on customer- Customer Satisfaction
 Effective involvement and utilization of entire employee
 Continuous improvement
 Treating suppliers as partners
 Establishing performance measures for the processes

References

https://www.slideshare.net/abh123sek/quality-management-gurus-59690258v

https://en.wikipedia.org/wiki/William_E._Conway_Jr.

http://www.faadooengineers.com/online-study/post/me/total-quality-
management/20/bill-conway

https://www.skedsoft.com/books/total-quality-management-tqm-/bill-conway

https://www.fibre2fashion.com/industry-article/3500/an-overview-on-some-
of-the-basics-of-tqm

https://www.tandfonline.com/doi/abs/10.1080/09544129400000030